Managing technology transfer from research to development in international R&D projects

Summary form only given. This contribution focuses on technology and knowledge transfer between internationally dispersed research and development teams in industrial companies. Physical separation of R&D units, different work cultures and different time management horizons make perfect alignment of research and development difficult. Occurrence of the not-invented-here syndrome, lack of credibility and unclear responsibilities hamper the transfer of know-how from research to development. Cost and time pressures focus the activities of R&D management on the development of successful new products rather than risky endeavors in new technologies or the adaptation of scientific research. Although many of the issues seem to be identified, technology transfer has remained a poorly managed exercise in most companies. This analysis is based on 154 semi-structured research interviews with R&D managers of 50 technology-intensive companies carried out between 1996 and 1999. The unit of analysis is the flow of technological knowledge between geographically, separated research and development teams. We identify three fundamental barriers to technology transfer prevalent in industrial companies. Paradoxically, some of the major factors responsible for poor transfer performance are necessary to improve the productivity of R&D as a whole