By Marianne Horlesberger, Mohamed El-nawawi, Tarek Khalil

New advancements in bio- and nanotechnologies and in addition in details and communique applied sciences have formed the study setting within the final decade. more and more, hugely proficient specialists in R&D departments are taking part with scientists and researchers at universities and learn institutes to enhance new applied sciences. Transnational businesses that experience received a variety of corporations in numerous international locations have to deal with different R&D thoughts and cultures. the hot knowledge-based economic climate permeates throughout businesses, universities, examine institutes and nations, making a cross-disciplinary, international surroundings. in actual fact, handling know-how during this new weather offers major demanding situations. This e-book includes chosen papers from the 14th foreign convention on administration of know-how, which was once convened below the auspices of IAMOT and UNIDO on 22 26 could 2005 in Vienna, Austria. It offers with a few vital elements of those demanding situations, and discusses intimately the altering dynamics of innovation and know-how administration. it is going to definitely entice teachers, scientists, managers, and coverage makers alike.

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Extra resources for Challenges in the Management of New Technologies (Management of Technology ? Vol. 1) (Management of Technologies)

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With information, expertise and knowledge being the engines of “value creation”, how does one grasp and submit them to the mechanisms of finance? Epingard (1999) pertinently reminds us that an immaterial investment must consider knowledge as an “economically useful detour within an act of production, but whose result, the output, is impalpable and non-directly observable, in the image of knowledge and aptitudes which make up human capital. It results in an incertitude that is partially irreducible, both on the reality of productive assets that are constituted as such and on its value”.

P. G. Greene and M. M. Hart (2001). ” Academy of Management Executive 15(1): 64-78. Callahan, J. and S. MacKenzie (1999). ” R&D Management 29(4): 365-377. de Rond, M. (2003). Strategic alliances as social facts: Business, biotechnology and intellectual history. Cambridge, Cambridge University Press. Partnerships between Technology-Based Start-Ups and Established Firms 45 Druilhe, C. and E. W. Garnsey (2003). ” University of Cambridge Centre for Technology Management Working Paper Series 2003/02.

Case 3 highlights how this issue can impact upon implementation: 42 T. Minshall, R. Valli, P. Fraser, and D. Probert “The deal was set up by technology people, but the deal was implemented by marketing people. The marketing people didn’t buyin to what we were doing at all” (Interview with start-up founder). 4. Resources and funding The case studies reveal some interesting interplay between funding, resources and selection of partners. Firstly, the amount of time and effort to make a partnership work was revealed in the cases to have often been substantially underestimated: “From when we started talking to [established company] to when we actually signed the deal was 18 months, 6 of those requiring the services of our lawyers.

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