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Technology transfer and value creation: Extending the theory beyond information exchange

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Abstract

Most interfirm models of technology transfer involve the exchange of information. As technology gains increasing importance in competitive strategy, however, the information-exchange perspective becomes increasingly limited. This paper conceptually extends the interfirm technology-transfer process to include aspects of commercialization and value creation. Like other areas of organizational science, much of the problem associated with technology transfer involves implementation. The model developed in this study, in its simplest form, links the technology-transfer process to the well-developed process models of new-product and new-venture development.

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Authors and Affiliations

  1. The Ohio State University, USA

    S. Michael Camp (Doctoral candidate in business strategy) & Donald L. Sexton Ph.D.

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  1. S. Michael Camp
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  2. Donald L. Sexton Ph.D.
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Additional information

He holds the William H. Davis Chair in the American Free Enterprise System at The Ohio State University. Prior to joining Ohio State he held the Caruth Chair in Entrepreneurship at Baylor University. And before joining academe, he spent nine years as an engineer and an additional eight years as a turn-around specialist where he managed four firms from losses to profitable operations.

Camp served as a strategic management consultant for domestic and multi-national corporations. His current research interests include business strategy, international technology transfer, and the initiation and growth of new business ventures.

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Camp, S.M., Sexton, D.L. Technology transfer and value creation: Extending the theory beyond information exchange. J Technol Transfer 17, 68–76 (1992). https://doi.org/10.1007/BF02199480

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