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Interaction Models

Ever actor and class old actors will have their own model of interaction.

¿How R&D Agents interact with other agents (R&D or not)?

  • R&D Consortium: Catchup in already established industries.
  • HR(Human Resources) Models
    • Training
    • Flow Models, aka. Moving From One Node to Another.
  • Marketing Models…
  • Commercialization Models
  • People Mobility: Move from industry, university, and basic research labs to apply research labs. It helps to build trust networks and move knowledge in/out.
  • Knowledge Absorption
  • Knowledge Diffusion
  • Research Scientist Training
  • Contract Research: ..
  • Spin-Off
  • Spin In
  • Incubation
  • Licensing
  • Venture Creation
  • Intermediation: University; Industry. Co-Location Helps?
  • Open Source
  • Join support or performance of research, development, and demonstration projects.
  • Cooperation between users and suppliers to improve intermediate inputs.
  • Acquisition of knowledge and skills by employees of one organization that are transferable to other organizations or new ventures.

R&D Transfer

Tech Transfers.

Technology transfer involves moving knowledge, technology, and innovations from one organization or research institution to another for practical applications and commercialization. Various models exist for technology transfer, and the choice of a specific model depends on the nature of the technology, the organizations involved, and the desired outcomes.

Here are some standard technology transfer models:

  1. Licensing:
    • Description: In a licensing model, the technology owner (licensor) grants permission to another party (licensee) to use, manufacture, or sell the technology in exchange for royalties, licensing fees, or other financial arrangements.
    • Use Case: Common for patents, trademarks, and copyrights.
  2. Spin-Off Companies:
    • Description: Technology transfer can involve creating new, independent companies (spin-offs) to commercialize a specific technology or innovation. The original institution may hold equity in the new company.
    • Use Case: Suitable for technologies with high market potential and scalability.
  3. Start-Up Incubators and Accelerators:
    • Description: Research institutions may collaborate with or establish incubators and accelerators to support the development and growth of startups based on their technologies. This involves providing funding, mentorship, and resources.
    • Use Case: Particularly relevant for early-stage technologies with entrepreneurial potential.
  4. Research Consortia and Collaborations:
    • Description: Organizations may form consortia or collaborate with industry partners to develop and commercialize technologies jointly. Shared resources, expertise, and risks are key features.
    • Use Case: Effective for complex and resource-intensive projects.
  5. Research and Development (R&D) Partnerships:
    • Description: Collaborations between research institutions and industry partners involve joint R&D efforts. This can lead to co-ownership of intellectual property and shared benefits.
    • Use Case: Applicable when combining complementary expertise is essential for successful development.
  6. Government Grants and Funding Programs:
    • Description: Public funding agencies may provide grants, loans, or subsidies to support the transfer of technologies from research institutions to commercial entities. This encourages innovation and economic development.
    • Use Case: Common in sectors with strategic importance, such as healthcare and clean energy.
  7. Open Innovation:
    • Description: Organizations adopt an open innovation approach by actively seeking external ideas and technologies to complement their internal capabilities. This can involve collaborations, licensing, or acquisitions.
    • Use Case: Suitable for industries where external innovation is abundant.
  8. Consulting and Contract Research:
    • Description: Research institutions provide consulting services or conduct contract research for external organizations. This model involves exchanging expertise, knowledge, and solutions for compensation.
    • Use Case: Effective for specific projects requiring specialized knowledge.
  9. Technology Parks and Clusters:
    • Description: Geographical clusters, such as technology parks or innovation hubs, bring together research institutions, industry, and startups to facilitate technology transfer through proximity and collaboration.
    • Use Case: Fosters a collaborative ecosystem for innovation and commercialization.
  10. Nonprofit Organizations and Foundations:
    • Description: Nonprofit organizations and foundations may participate in technology transfer by funding research, providing resources, and supporting initiatives that address societal challenges.
    • Use Case: Emphasizes social impact and addressing specific needs.

The choice of a technology transfer model depends on factors such as the nature of the technology, the capabilities of the transferring and receiving organizations, the intended market, and the overall goals of the stakeholders involved. Often, a combination of these models may be used to maximize the impact of technology transfer initiatives.

References:

  • Absorptive Capacity and Industrial Growth: A Conceptual Framework and Korea's Experience - Linsu Kim
  • Technology Transfer & Intellectual Property Rights: The Korean Experience - Linsu Kim
  • Intarakumnerd, Patarapong, and Peera Charoenporn. "Impact of stronger patent regimes on technology transfer: The Thai automotive industry case study." Research Policy 44.7 (2015): 1314-1326.
  • Punnakitikashem, P., P. Intarakumnerd, and Tritos Laosirihongthong. "Performance assessment of technology transfer project: An application of DEA technique." 2010 IEEE International Conference on Industrial Engineering and Engineering Management. IEEE, 2010.
  • Intarakumnerd, Patarapong, and Peera Charoenporn. "Knowledge transfer in the Thai automotive industry and impacts from changing patent regimes." TRIPS Compliance, National Patent Regimes and Innovation: Evidence and Experience from Developing Countries. Vol. 2013. Edward Elgar Publishing Massachusetts, 2013. 113-171.

References

  • When the "R" goes missing from R&D https://news.ycombinator.com/item?id=39166678
  • Intarakumnerd, Patarapong, and Anittha Jutarosaga. "The evIntarakumnerd, Patarapong. "Measuring innovation in catching-up economies: an experience from Thailand." NSTDA Document, Thailand (2007).
  • Intarakumnerd, Patarapong. "Government mediation and transformation of Thailand's National Innovation System." Science, Technology and Society 10.1 (2005): 87-104.
  • Hage, Jerald, et al. "Designing and facilitating collaboration in R&D: A case study." Journal of Engineering and Technology Management 25.4 (2008): 256-268.
  • Intarakumnerd, Patarapong, and Daniel Schiller. "University-industry linkages in Thailand: Successes, failures, and lessons learned for other developing countries." Seoul Journal of Economics 22.4 (2009): 551-589.
  • Intarakumnerd, Patarapong, and Peera Chaoroenporn. "The roles of intermediaries in sectoral innovation system in developing countries: public organizations versus private organizations." Asian Journal of Technology Innovation 21.1 (2013): 108-119.
  • Nakwa, Karantarat, Girma Zawdie, and Patarapong Intarakumnerd. "Role of intermediaries in accelerating the transformation of inter-firm networks into Triple Helix networks: A case study of SME-based industries in Thailand." Procedia-Social and Behavioral Sciences 52 (2012): 52-61.
  • Sutthijakra, Sawitree, and Patarapong Intarakumnerd. "Role and capabilities of intermediaries in university–industry linkages: A case of hard disk drive industry in Thailand." Science, Technology and Society 20.2 (2015): 182-203.
  • Chunhavuthiyanon, Manunya, and Patarapong Intarakumnerd. "The role of intermediaries in sectoral innovation system: The case of Thailand’s food industry." International Journal of Technology Management & Sustainable Development 13.1 (2014): 15-36.
  • Shou, Yongyi, and Patarapong Intarakumnerd. "The roles of intermediaries in sectoral innovation systems and clusters in China and Thailand: An overview." Asian Journal of Technology Innovation 21.sup2 (2013): 1-6.
  • Lee, Keun, et al. "Promoting effective modes of university-industry interactions and their evolution for economic catch up in Asia." IDRC Final Report (2009).
  • Pittayasophon, Siriporn, and Patarapong Intarakumnerd. "University and industry collaboration in Japan and Thailand: influence of university type." Asian Journal of Technology Innovation 25.1 (2017): 23-40.
  • Shou, Yongyi, and Patarapong Intarakumnerd. "The roles of intermediaries in sectoral innovation systems and clusters in China and Thailand: An overview." Asian Journal of Technology Innovation 21.sup2 (2013): 1-6.
  • Intarakumnerd, Patarapong. "The Roles of Intermediaries in Cluster Development: The Thai Experiences from High-Tech and mid-tech manufacturing, knowledge-intensive services, to Community-based Clusters." Paper presented at the International Workshop on Sub-national Innovation Systems and Technology Capacity Building Policies to Enhance Competitiveness of SMEs. Vol. 27. 2006.
  • Pittayasophon, Siriporn, et al. "Firm Characteristics and Modes of University-Industry Collaboration: Cases of Japan and Thailand." STI Policy Review 7.1 (2016): 17-39.
  • National innovation systems and the intermediary role of industry associations in building institutional capacities for innovation in developing countries: A critical review of the literature by Andrew Watkins; Theo Papaioannou; Julius Mugwagwa; Dinar Kale
  • The Triple Helix -- University-Industry-Government Relations: A Laboratory for Knowledge Based Economic Development - by Etzkowitz, Henry
  • Ahuja, G. (2000), Collaboration Networks, Structural Holes and Innovation: A Longitudinal Study, Administrative Science Quarterly, 45, 425-455.
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