University Technology Transfer conflicts Love and Hate

Introduction
love and hate as options in a checklist with love chosen by a gentleman

University technology transfer conflicts stem from job insecurity

This research examines university technology transfer conflicts related to the love and hate between research faculty and technology transfer staff. We attempt to provide greater understanding of how research faculty’s personal values and research universities’ organization values may differ and why. Faculty researchers and tech transfer office (TTO) staff are perceived to be virtuous agents. When both are meeting each other’s needs, a “love” relationship exists. However, when these needs are not met, a “hate” relationship exists that is replete with doubt and uncertainty. Thus, this doubt and uncertainty create tension and subsequent conflicts.

Ethical concerns

There are many accounts where faculty researchers have not followed university policies and expectations. They often violate policy and ethical standards. Likewise, faculty report numerous examples of how TTO staff members’ negligence in servicing their attempts to be good institutional citizens have failed them. Thus, this paper explores this love/hate relationship and reveals numerous conflicts that call into question ethical concerns.

Conflict Management

This article provides a set of recommendations for reducing and potentially alleviating university technology transfer conflicts. Results from a thorough review of the literature on the relationship between faculty and university TTOs reveals that perceived job insecurity is underway. Some research faculty members as well as some TTO staff, unethically violate their university policies. Violations include faculty not disclosing inventions disclosures and the staff selection to not provide full services. There are ways to alleviate the conflict between faculty’s personal values regarding their inventions and university’s organizational values. There is a need to enact measures that build trust and reduce insecurity.  We not only examine this faculty/TTO staff ethical conflicts, but we offer a set of recommendations. In summary, we believe these recommendations will reduce the likelihood of unethical behavior. They encourage greater institutional commitment and trust.

Read the paper here…

Technology transfer toolkit for HBCUs

HBCU technology transfer history
technology transfer toolkit

University technology transfer toolkit to help emerging research institutions such as HBCUs

A technology transfer toolkit for Historically black college and universities HBCUs was proposed in my PhD dissertation. Unfortunately, under-resourced HBCU administrators complain and experience a decline in financial support from government sources (Jones, 2013). This is a serious, pressing problem that needs closer attention. In fact, some experts have argued that HBCUs are no longer relevant and should close their doors (John M. Lee Jr., 2013). Founders established HBCUs  to address unequal access to education (Lorenzo L. Esters, 2013; Nia Imani Cantey, 2013). Per the Carnegie classifications of universities, few of the HBCUs are research oriented (The Carnegie Classification of Institutions of Higher Education, 2016). Thus, few HBCUs are engaged in technology licensing for revenue generation. They have not adapted to the need for change toward being more financially self-reliant (M. G. Williams, 2010).

Research method

I conducted a mixed method study of the development of an university technology transfer toolkit that HBCUs can use to become more self-reliant financially. Historically under-served HBCUs lag behind their peer non-HBCUs. Largely, they originated as teaching and blue-collar trade schools. Increased involvement in these research-oriented activities will likely enable HBCUs to grow into new or stronger research institutions. A comprehensive literature review of university technology transfer reveals non-HBCUs’ technology transfer problem areas. Addressing these issues will assist HBCUs as well.

Proposed toolkit

Notably, the problem areas for non-HBCUs would be challenging for HBCUs as well. Thus, the non-HBCUs tech transfer challenges are likely to be part of the reason that HBCUs are not taking advantage of tech commercialization. The proposed tool kit includes tools that will likely alleviate the problem areas. This would increase HBCU involvement in university technology transfer, industry partnerships, and tech-led business ventures. Faculty engagement in tech transfer requires Informal communication networks (D. Wright, 2013).

Further, dvanced planning information technology tools aid in advancing informal knowledge sharing networks which increase faculty engagement in tech transfer. They can improve decision making and perceived university tech commercialization service competencies and performance. Thus, with respect to advancing the participation of HBCUs in university tech commercialization, the research problems presented include:

  1. Given that the problems that non-HBCUs face with university technology transfer will likely equally or more challenging for HBCUs, what are the problem areas with non-HBCUs’ university technology transfer?
  2. What theoretical framework for research aids in the development of advanced planning system tools to help HBCUs with technology transfer?
  3. What advanced planning system tools can diminish the university technology transfer problems?
supply chain management illustrated with images

University technology transfer is a supply chain network

In conclusion, I proposed that university technology transfer should be approached from the novel view that it is a supply chain network!  Further, the social comparison theory, resource based view and paradigms shifting in combination form the theoretical framework for testing this proposition.

Read more here…

Machiavelli ethics lessons are relevant in high tech

 

Introduction
Machiavelli The Prince book cover

Machiavelli The Prince is still relevant in high tech management and leadership and business ethics

Can a 16th-century political treatise provide any guidance on today’s competitive environment? Machiavelli ethics lessons in The Prince are still relevant because it emphasizes the acquisition and sustenance of influence. Acquired and sustained influence by leaders and managers is important. Yet, there are two camps among scholars regarding the relevancy of Niccolò Machiavelli’s book The Prince (Machiavelli, 1992) to modern day management and leadership. Some scholars argue that the book has never been or is no longer relevant to business management and leadership (Agbude, 2014; Fournel, 2014; Jackson, 2013; Tillyris, 2015). Some contend that it is indeed relevant (Konno, 2014; O’Sullivan, 2014; Rojek, 2014; Ruggiero, 2015; Soll, 2014; Thomas, 2014).

The Prince is still relevant

Herein, it is argued that this work by Machiavelli is indeed relevant. In particular, it is widely accepted that leaders and managers are more effective if they have influence. However, some wrongly associate Machiavelli primarily with the advocacy of vile tactics of manipulation. It is argued herein that The Prince has an over-arching emphasis on the importance of a leader’s or manager’s acquisition and sustenance of influence.

This article provides a number of modern-day examples of how Machiavellian lessons are and can be applied today in the high-tech arena. Certainly, we need to learn from flawed leaders because many corporate leaders have malicious or corrupt tendencies. It is viewed as bad leadership when leaders coerce to maintain power and order, . This is because there is a yearning for feel-good stories (Kellerman, 2004). We can examine the high-technology business leader examples put forth in this response. It is important to note that these leaders’ characters shape their workplace behavior. They also shape business decisions.

Summary

The examples provided herein are not sufficient. They are not sufficient to inform whether these leaders have the elements of the ‘Return on Character’ (ROC). The ROC is the magic formula for creating value. Some leaders want to create value plain and simple. They may honestly believe that their decisions are the right choices. Certain leaders in the examples may be bad actors that are overly ambitious and greedy. They seek to gain at others’ detriment. Many do both by seeking to do right and create value, and act badly in the process. All people display both vile and kind motives and choices (Kiel, 2015; Wilson, 1998). Thus, the nature of character is as complex and varied as the real world.  Again, given the importance of acquired and sustained influence by leaders and managers, Machiavelli business ethics lessons in The Prince are still relevant.

Read more…