Incorporates: Journal of Management History (Archive)
Online from: 1967
Subject Area: Accounting and Finance
Options: To add Favourites and Table of Contents Alerts please take a Emerald profile
|Title:||Individual choice or institutional practice: Which guides the technology transfer decision-making process?|
|Author(s):||Steven Tello, (College of Management, University of Massachusetts Lowell, Lowell, Massachusetts, USA), Scott Latham, (College of Management, University of Massachusetts Lowell, Lowell, Massachusetts, USA), Valerie Kijewski, (College of Management, University of Massachusetts Lowell, Lowell, Massachusetts, USA)|
|Citation:||Steven Tello, Scott Latham, Valerie Kijewski, (2010) "Individual choice or institutional practice: Which guides the technology transfer decision-making process?", Management Decision, Vol. 48 Iss: 8, pp.1261 - 1281|
|Keywords:||Decision making, Group dynamics, Information officers, Organizations, Qualitative methods|
|Article type:||Research paper|
|DOI:||10.1108/00251741011076780 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – This paper aims to examine the degree to which individual technology transfer officers' heuristics and biases, as well as peer technology transfer institutions' practices, influence the technology commercialization decision-making process.
Design/methodology/approach – A qualitative method was used to gather data from technology transfer officers (TTO) regarding how they make commercialization decisions. Responses were examined in the context of rational choice theory and institutional theory in an attempt to discern whether common decision-making practices are shared among officers from different institutions.
Findings – The subjects shared relatively few common organizational and professional decision-making practices. The sample was relatively evenly divided by TTO with an individual heuristic bias and those with a rational approach to decision making. Individual heuristics influenced all subjects to varying degrees.
Research limitations/implications – The TTO plays a central role in the technology commercialization process yet the paper found little evidence that professional practice and standards were integrated into decision-making processes. Further research examining why this is the case, and examining if there is a relationship to outcome success, is warranted.
Practical implications – Managers need to better understand and monitor how decisions are made within individual offices. Technology transfer directors should conduct a process audit to determine the extent decision-making processes are internally or externally defined, and then implement best practice where appropriate.
Originality/value – Very few studies examine how TTO make commercialization decisions, and fewer examine this phenomenon in the context of both a rational choice and institutional theory framework.
To purchase this item please login or register.
Complete and print this form to request this document from your librarian