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White (1977)
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Overlap of the technology and development phases with the transfer of personnel among departments and, occasionally, just one leader reporting directly to senior management. |
Explicit: "Research personnel and development personnel normally continue to report to their respective managements during the cooperative transfer period" (p. 33). |
Process to stimulate personnel interaction, e.g., technological forecasting |
Medical equipment company, author was director of research |
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Cohen, Keller, & Streeter (1979)
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Existence of primary factors (e.g., complete technical knowledge, comprehension of the potential of growth of technology), and secondary elements (e.g., timeliness/ opportunity, senior leadership involved), which affect the technology transfer. |
Explicit: "transfer of technology from research to development" (p. 11). |
Joint programs (e.g., development people in research laboratories and research activities in development laboratories) are two of primary factors |
Study based on 18 projects in IBM published by three of its executives. |
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Iansiti (1995a, 1995b)
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Proposition of a framework based on information processing model to evaluate development speed and R&D productivity considering three stages: exploration, integration and product development. Two approaches are considered: elements focused and system-focused approach (more productive and faster). |
Explicit (for the two illustrative cases): focus on "importance of processes linking activities in applied science to those in product development" (1995a, p. 259). |
Existence integration group in the system focused approach. |
Mainframe companies, 27 projects, longitudinal study (10 years). |
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Chiesa (1996)
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Detail on the differences of management of research department and development department, based on culture (e.g. R - freedom to express scientific opinions, D - clear-cut priority setting), organization (e.g., R - specialized core teams, D - teamwork among different technical specialists), and people (e.g., R - right place for "single stars", D - teamwork). |
Explicit: "separationof the 'research' and 'development' activities organisationally and sometimes physically" (p. 638). |
Not explicit. |
Nine pharmaceutical companies, case study. (1)
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Eldred & McGrath (1997a, 1997b)
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Technology and product development typically require a bridge step called technology transfer that needs three basic elements: program synchronization, technology equalization, and technology transfer management. |
Explicit: "technology transfer process requires individuals from both research and development to work effectively together" (1997b, p. 30). |
Formation of a technology transfer group. |
Not specified, number of cases and industries. (2)
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Drejer (2002)
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Integration must consider three dimensions: different aspects of the department involved, the activities related to technology transfer, and time horizons. |
Explicit organizational separation for three of four cases: focus on "integration betweenproduct development and technology development" (p.124). |
Integrated discussion using models/tools, e.g., Quality Function Deployment. |
Different industries, Four cases. |
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Nobelius (2004)
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Based on Eldred and McGrath's model, considers three elements: strategic and operational synchronization, transfer scope, and transfer management - bridging the gap. |
Explicit: "applied researchershave been working in more functional departments thanproduct developers" (p. 332). |
Design responsibilities for the transfer phase. |
Automobile company, internal survey. |
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Lakemond Johansson, Magnusson, & Safsten (2007)
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Six situational factors must be taken into account: complexity and degree of changein the product complexity and degree of changein the production process;technology uncertainty;geographicaland organizationdispersion of technology development and product project development;geographical and organizationaldispersionof project product development andproduction; and market uncertainty. |
Explicit: "interfaces between technology development, product development and production must be managed" (p. 317). |
Assignment of a full-time integrator is suggested to have an effective transfer. |
Five industries, two projects in each, longitudinal three years. |
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Magnusson & Johansson (2008)
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A contingency framework must guide the internal technology transfer. Uses the elements presented by Nobelius (2004) to evaluate the technology transfer process. Unit cost and production volumes are important dimensions, and how the new technology affects existing product architecture. |
Explicit. "transfer of new technology from technologydevelopment to product development" (p. 349). |
Prototypes and engineers "spanning between technology development and product development" (p. 361). |
Electrical equipment & telecommunication systems, three cases. |
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Karlsson Taylor, & Taylor (2010)
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Considering a matrix of (1) technological advancement of the product, which arises from technology integration process and (2) level of expertise and prior experience with new technology integration; the combination of the four integration categories needs to be different to effectively integrate each quadrant of the matrix; integration mechanisms. |
Focus on the integration of software technology into mechanical products. Separation is not explicit for all cases. |
Structure, processes, resources, and culture. |
Twelve industries, multiple case-study. |
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Kurumoto, de Oliveira, & Amaral (2012)
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Investigation of integration strategies in small and medium enterprises (SMEs) in technologies and product projects. |
Unclear separation of R and D for 9 of 22 cases: "The results show that many SMEs often do not recognize differences between technology and product projects" (p. 100). |
No specified mechanisms but they describe some issues in sequential projects approach: "lack of human resources, unskilled employees, and partners" (p. 100). |
Twenty-two SMEs, case-study. |
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Schuh & Apfel (2014)
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Reference exhibit where each project can plan its transfer project, considering: transfer process, transfer object, situational context, requirements, transfer elements, and type-based configuration. |
Explicit: "transfer processes between technology development and product development" (p. 357). |
Not explicit. |
Experience from consultancy projects. |
Integración entre investigación y desarrollo: Una perspectiva de capacidades dinâmicas
Source: Adapted from