Thesis (Ph. D.)--University of California, San Diego, 2001. / Vita. Includes bibliographical references.

Thesis (M.S. in Software Engineering)--Naval Postgraduate School, June 2003. / Thesis advisor(s): Mantak Shing, Christopher D. Miles. Includes bibliographical references (p. 69-70). Also available online.

The concept of industry transferring work to academia is developed and studied using multiple cases at three different university research sites. Industry sometimes partners with academia specifically to have academia perform work with certain equipments or obtain knowledge for the purpose of process, product or knowledge development. The term "non-traditional" technology transfer is introduced to describe this activity. Case studies using research faculty and their students as well as industry partners were conducted at two Engineering Research Centers and an engineering department of a relatively smaller institution that has developed an engineering clinic approach to research. The literature drawn upon includes: historical perspectives of the academia-industry technology transfer arena (including the Bayh-Dole Act of 1980), trends, the relationship between academic capitalism and technology transfer and the role played by technology transfer in environmental research. Findings of this study indicate that industry has, in some cases, chosen to have their collaborative research team partners accomplish work for them. Access to resultant data is difficult to obtain and has implications for the concept of academic freedom. Advantages of the technology transfer process include the generation of value for each of the project partners, education of graduate and undergraduate students and benefits to the public good in terms of the environment; disadvantages are identified but considered uncertain. Technology transfer, including the non-traditional type defined herein, can be used as a tool to overcome the reality of today's austere university budget environment; the Bayh-Dole Act has served as an enabler of that approach.

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The study examined the patterns and effectiveness of counterpart training by Canadian cooperants involved in development projects. The traditional one-on-one apprenticeship model of counterpart training was used. Success of the training was analysed by comparing results against the principles of effective training in industry. / A group of 40 Canadian cooperants returned from postings in Africa participated in the study. All of the cooperants were participants in a major study on cross cultural effectiveness sponsored by the Canadian International Development Agency. / Results of the study indicate that the counterpart training system is not very effective as a means of transferring knowledge and expertise. The problem appeared to lie in the process itself. Training was generally secondary to completion of the project on time and on budget, and tended to evolve as the need arose and as time permitted. Few of the cooperants had any experience in designing training interventions, and so devised their own tools and methods with few identifiable measures of success. There were no formal evaluations of either the cooperant or the counterpart, nor of program success upon completion of the training.

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Since the enactment of the Bayh-Dole Act in 1980, US universities have been given a tacit mandate to manage their intellectual assets in a commercializable way. However, university technology transfer offices have struggled to facilitate innovators and promote economic development because of asymmetric information and processes. After an analysis of premier university technology transfer offices (TTO), an improved methodology, which increases productivity of technology transfer, has been developed. The proposed methodology addresses many of the low level issues facing the commercialization and licensing process. Embedding TTO members with research institutes or colleges, assisting in funding procurement and marketing of research to external firms using innovative media are methods that can minimize technology transfer inefficiency. It is the conclusion of this thesis that improved technology transfer helps promote the overall mission of a university, which is diffusing knowledge for the public benefit.