Research Article
Problems and Prospects of Technology Transfer from Universities to Industries for Commercialization in Bangladesh: An Estimate-Talk-Estimate Approach
Sarma PK1*and Alam M2
1Bangladesh Agricultural University Research System (BAURES), Bangladesh Agricultural University, Bangladesh
2Department of Microbiology and Public Health, Khulna Agricultural University, Khulna, Bangladesh
Received Date: 09/08/2020; Published Date: 21/08/2020
*Corresponding author: Sarma PK,Senior Scientific Officer (SG), Bangladesh Agricultural University Research System (BAURES), Bangladesh Agricultural University, Mymensingh-2202, Bangladesh
DOI: 10.46718/JBGSR.2020.04.000095
Cite this article: Sarma PK*and Alam M. CProblems and Prospects of Technology Transfer from Universities to Industries for Commercialization in Bangladesh: An Estimate-Talk-Estimate Approach. Op Acc J Bio Sci & Res 4(1)-2020.
Abstract
Technology transfer programs at universities are becoming extremely relevant to the institution as a means of national economic growth and revenue. This research focuses on the process of transfer of technology from universities to companies, as users of them, as inventors of technologies. It examines technology transfer mechanisms, contact formulation methods, incentives, and challenges. A three round Estimate-Talk-Estimate (ETE) approach was conducted to collected information from 120 expert participants including academicians, businessmen, subject matter specialists and consultants all over the country. Results were analyzed using a mixed methods qualitative approach and descriptive statistics. It was also noticed that certain obstacles and rewards are unique to the scale of the businesses. Finally, gaining competitive advantage over competitors was the most important criterion that was used by companies to measure the success of transfer. This study produced a series of recommendations that will improve the process of technology transfer. Software transition departments at universities play a vital role in promoting creativity and creating emerging development infrastructures. To this end, the technology transfer and marketing strategy of Universities aim to assist its creators of intellectual property in their efforts to bring such property to market.
Keywords: University-Industry collaboration; Technology Transfer; Commercialization
Introduction
The essential results of the Universities center business exercises are the alumni of its single man, ace and doctoral qualification programs, just as the information and protected innovation created through its center research programs. Universities do research to teach profoundly qualified individuals, to make and spread information to propel the comprehension of our disciplines, and to better society through the use of the information made. Innovation move has for some time been upheld for quickly moving basic center 'information' and abilities from one nation/locale/firm to another, so as to encourage longer-term development [1] University to-industry innovation move has become an essential strategic university in the cutting edge economy; the attending change in its jobs has presented new difficulties for establishments. For instance, in most universities, proficient protected innovation (IP) executives are a phenomenal duty. Accordingly, innovation move workplaces (TTOs) were set up as go-betweens between the college and industry [2]. Innovation move is the way toward moving skill, specialized information or innovation starting with one association then onto the next with the end goal of further turn of events or cultural effect including commercialization. The major objectives of the overall study are to identify ways to improve (a) mutual benefits and (b) technology transfers’ between companies who form joint ventures to handle construction projects, particularly in Bangladesh. The primary objective of this paper is to highlight the different models of university-industry collaboration. The specific objectives are as follows:
a. To examine the technology transfer and its role in the commercialization process
b. To investigate the university-industry technology transfer’s challenges, benefits and potentialities of Bangladesh.
c. To study the feasibility of different models of university-industry collaboration
Materials and Methods
The essential results of the Universities center business exercises are the alumni of its single man, ace and doctoral qualification programs, just as the information and protected innovation created through its center research programs. Universities do research to teach profoundly qualified individuals, to make and spread information to propel the comprehension of our disciplines, and to better society through the use of the information made. Innovation move has for some time been upheld for quickly moving basic center 'information' and abilities from one nation/locale/firm to another, so as to encourage longer-term development [1] University to-industry innovation move has become an essential strategic university in the cutting edge economy; the attending change in its jobs has presented new difficulties for establishments. For instance, in most universities, proficient protected innovation (IP) executives are a phenomenal duty. Accordingly, innovation move workplaces (TTOs) were set up as go-betweens between the college and industry [2]. Innovation move is the way toward moving skill, specialized information or innovation starting with one association then onto the next with the end goal of further turn of events or cultural effect including commercialization. The major objectives of the overall study are to identify ways to improve (a) mutual benefits and (b) technology transfers’ between companies who form joint ventures to handle construction projects, particularly in Bangladesh. The primary objective of this paper is to highlight the different models of university-industry collaboration. The specific objectives are as follows:
a. To examine the technology transfer and its role in the commercialization process
b. To investigate the university-industry technology transfer’s challenges, benefits and potentialities of Bangladesh.
c. To study the feasibility of different models of university-industry collaboration
Figure 1: Communication flow diagram for Estimate-Talk-Estimate approach.
Results And Discussion
About the intent and data obtained, and the study findings in the subheading below
a. Technology Transfer Process
The transformation approach to technology needs several steps. (Figure 2) reveals that the technology transformation process includes 5 (five) steps, such as:
I. Technology acquisition,
II. Technology absorption,
III. Technology adaptation,
IV. Technology growth, and
V. Collaboration and promotion.
Figure 2: Steps Involved in the Technology Transfer Process.
a. Technology Acquisition
The different activities included in the process of developing technology. Those are as follows:
b. Product range
Technology selection relies on the following elements;
1. technology appropriateness,
2. technology cost-effectiveness,
3. upgrading opportunities,
4. eco sustainable, and
5. Technology established usefulness.
c. Determination of Collaboration
There are various criteria related to the selection of collaborators Which are as follows;
I. preparing of notices accepting tenders;
II. problem of regional tenders;
III. negotiation; and
IV. final collection
d. Conclusion of the Agreement
Concluding the Agreement is an arrangement concluded with the Assembly, and ultimately, at a cost;
e. Finalization of Agreement
Finalizing of agreement is an agreement which is reached with the gathering, at long last chose at a cost and terms and conditions settled through exchange.
f. Technology Absorption
The various activities involved in the cycle of incorporation of technologies are:
I. planning of a detailed feasibility report,
II. interrelation and implementation on both parties of the agreement’s unique rights and obligations, i.e. Receiver and associate,
III. implementation of programs at pre-established timeline and cost, and
IV. routine construction management evaluation.
g. Technology Adaptation
When the technology is purchased and implemented successfully, the next stage of integration with the distribution environment and the social atmosphere of the organization acquiring the technology require the following:
I. Indigenization of Components and Subscription,
II. Vendor Development,
III. Extension,
IV. Financial Rewards and
V. Collaboration and Coordination.
h. Technology Improvement
System improvement relies on steady work and development. This is a continuing stage in the cycle in research and development.
i. Collaboration and Marketing
The claimant organization is seeking technology growth and making other business efforts to boost the quality or the nice. This stage will involve further growth, acceptance of legislation, promotion and advertising, assistance, training and other activities.
j. Technology Commercialization Process
Commercialization of technology is the method of moving innovations from the testing center to the marketplace. Such practice is in addition to the study results publication in (Figures 3&4).
Figure 3: Technology Commercialization Process.
Figure 4: Content of Technology Transfer.
Content of Technology Transfer
Proper Research: Through careful study, we say, first of all, one under which the outcome is reproducible and problems such as scale-up, reliability, etc. and other functional concerns have already been resolved, as well as in which problem has been tackled first.
Proper work: It applies to the administrative and IP security licensing modalities requirements respectively, which ought to be in effect beforehand. Throughout the absence of these, judgment is postponed, lack of justice throughout decision-making e.g. case of X Institute, which came up with excellent technologies but because there was no direction, tried for two years to run around and then gave up.
Pricing; Most diverse and important Development Transition field This may scare off buyers with too big a price, keeping the product unsold. So big a premium resulting in lack of sales. Price charged for a technology should depend upon market force i.e. impact to the technology irrespective of amount spent on developing it.
1. Price charged should include all expenses involved in developing it.
Advertising: Finding and then targeting customers is crucial, i.e. embracing targeted ads and not blanker advertisement, unique newspaper, website, distributor emails, personal selective visits, etc. are several popular strategies that help locate customers.
Partnership: This means partnering with business, culture, collaboration is essential to ensuring that the product is implemented effectively by merely sharing the information will not be enough.
Market Acceptance: There is no good attempt to create a product that citizens do not embrace for example because of religious reason / social conscience, genetically modified crops, irradiated vegetables processed beef in India, better capsules produced from non-vegetarian materials.
Technology Transfer Channels
The results in (Figure 5) show that various research groups used multiple channels to transfer technology from universities to industries in Bangladesh, although the main channels were publications and reports, 23.14 percent of respondents indicated. Such essential platforms included preparation (18.55%), seminars (16.32%), facilities (9.13%), conferences (8.12%), consultant (4.74%), pilot plant leasing (4.33%), contract analysis (4.31%), collaborations (3.11%), discussions (3.11%), joint study arrangements (2.09%), corporate alliances (1.15%), IP collaborations (1.15%). IP exploitation (0.94%), placements (0.53%), and Customer Relationship Management System (0.43%). Only 0.94 percent of the respondents referred to the usage of patents for invention transfer. Although the findings indicate that patents are a technology transmission mechanism which is utilized less often than others, it is important to note that the value of the mechanism may differ based on the form of technology. In order to answer this problem, correlations were determined between transfer mechanisms and technologies.
Figure 5: Technology transfer channels.
Challenges of Technology Transfer from Universities to Industries
Invention exchange is a process which involves human contact, new innovation [6], and organization; and each of them has the potential to create difficulties for a productive exchange. Guilfoos [7] group the difficulties into three fundamental classes: specialized, administrative and individual. There are specific challenges at which stage the invention used is unique and has not historically been included, integrating specific threat, lack of operating knowledge and defined preconditions. Gibson and Smilor [8] studied the technical threat and observed that the increasingly justifiable, clear and unambiguous invention is easier to push. Administrative challenges include those that are important to the latest invention as regulatory regulations or processes (Table 1).
Table 1: Challenges of technology transfer.
Although universities and companies are acquiring benefits by cooperation with each other, studies have established several obstacles that occur throughout the transition of technology. As described below, these challenges could exist because of different goals between universities and industry, cultural differences, attitudinal challenges, information dissemination, organizational structure, and intellectual property rights. According to the survey (Table 2), most respondents (80-90%) believe that lack of research for new technology development in response to market or industry needs (49.17%), cultural difference (44.17%), lack of industry investment in research (43.33%), lack of industrial connection with universities (40.34%), lack of talent investment (37.50%). Lack of market knowledge of university professionals (35, 83%), lack of intellectual property rights (34, 17%), lack of university-industry collaborations (32, 50%) and lack of new technology screening and evaluation (32,50%) similar to [9 -12].
Table 2: Opportunities of technology transfer from universities to industries.
Opportunities of Technology Transfer From Universities to Industries
A significant landmark in the development of a joint translational research initiative occurs when the work goes across the Coulter Continuum and an industry collaborator occurs preparing to implement it. Industry's position in licensing technology is essential to achieving technology commercialization, enhancing health care and eventually serving patients. This portion of the CCTRP website aims to simplify the identification of CCTRP related technologies and foster relationships with companies interested in seeking new technologies.
University-Industry Collaboration In Bangladesh
The mechanisms of collaboration between universities and industry are an essential international research that suggests that collaboration between the universities and industry (UIC) is a powerful source of innovation [13].
UIC is an institutionalized relationship where partners represent their institutions’ interests; therefore, ideas from organizational theory are applied. UIC is some form of partnership between universities researchers and companies to either jointly create innovative technology and move their economic growth technologies. The UIC is growing day by day as a vehicle to enhance innovation and knowledge and technology transfer. The members of the experts participated and expressed their knowledge in order to find agreement on the topics of cooperation between universities and industries. In (Figure 6), the estimate-talk-estimate approach reached consensus on the following mechanisms used in technology transfers. The results revealed that 24% used direct relationship between academics/researchers and businesses, 12% of business move to universities, 11% of mediator, 25% creating the centers of internship, 19% of university researcher consortiums and 9% of technology parks. In (Figure 7) shows that the successful cooperation between universities and industries will contribute to further creativity and stimulate economic growth in a region. The exchange of technical skills, knowledge, and resources for both science and industry can be mutually beneficial. But building strong academic-industrial relations needs a policy that encourages cross-sector cooperation and helps participants resolve obstacles, particularly in developing countries.
Figure 6: Mechanisms of Universities and industries collaboration.
Figure 7: University-Industry collaboration in Bangladesh.
How to Increase Collaboration
Many universities that do a lot of partnering have full-time corporate liaison staff. These are experienced individuals with deep knowledge of the university who can help to manage expectations on both sides. The focus is on knowledge transfer between universities and industry to attract new collaborations. Pareto Analysis is a decision making technique based on the 80/20 rule where 80% of the benefits of the project can be achieved by the company by doing the 20% of the work or the 80% problem of the company is traced to 20 % causes (Figure 8).
Figure 8: Pareto Analysis.
Pareto Analysis uses the Pareto Principle – also known as the "80/20 Rule" – which was coined by Italian economist, Vilfredo Pareto, in his 1896 book. Pareto Analysis is a technique used for business decision making based on the 80/20 rule. The study revealed that the rewards and incentives 110 (12.21%) The incentive for both academicians’ industrialists, the government has enacted several laws legally defining the framework of collaboration to encourage more universities to develop collaborating projects with industry. The relevant regulations provide significant tax reductions for Industry taking collaborative projects for the industry, commissioned or joint research 108 (11.99%), provision for scholarships/internships 105 (11.65%), increase connectivity 101(11.21%). There should be a regular University Industry communication system. Industry must know what industry is doing. A collaboration Office may be set up in the University which will liaison with Industry to invite them to Seminars, Workshop, Exhibition and other important programs of the University., adjunct /guest lecturer 95(10.54%) Appointing the adjunct professor, university advisor, and industry fellow is important for sustainable university industry collaboration. Persons appointed to adjunct positions normally will simultaneously hold an appropriate position in another institution, in government, or in the private sector. An adjunct title should only be links with industry, the professions, and/or the wider community. The contributions of adjunct and industry fellow are identified below i) Provide training for researchers in their industry, ii) Contribute in curriculum/syllabus development, iii) Knowledge sharing, revenue sharing 93 (10.32%), establishing collaboration corners in the office 81(8.99%) Universities as an entrepreneurial institution should set up Research Centers, Centers of excellence, Technology Parks etc to demonstrate that it focused on research, consultancy, Training etc.
These organizations are to be invigorated through activities to attract the attention of Industry, set-up industrial parks closer to universities 68(7.55%),encourage industry representation in university committees 45 (4.99%), demand driven training programs 39 (4.33%), collaborations with foreign universities 36 (4.00%), help universities strive for excellence 11(1.22%) joint /dual degree programs 9 (1.00%) (Figure 9).
Figure 9: Pareto chart of indicators for increasing the collaboration.
Opportunities University And Industry Collaboration (U-I)
Experts’ critical thinking on possibilities collaboration between universities and industries. The Talk estimate talk requires the formation of an interactive panel of experts. The panelists worked toward consensus by sharing their reasoned opinions and being willing to reconsider them in the light of the comments, objections and arguments offered by other experts [14]. In the research the expert panelist reached the consensus that industry can joint collaboration by access to human resources (19%), access to lab and library facilities of the university (5%), fostering further study and skills (4%), access to professional services for solving the problem (4%), carrying out long-term research (3%), improving industrialists' prospects of adding to the education program (47%) in the (Table 3).
Table 3: The possibilities point to collaboration between universities and industries.
On the other hand, University can joint collaboration through widen exposure to working prospects and internships (19.59%), funding for students and faculties for research, (15.46%), access to resources and data available for quality research (5.15%), researchers involved in industrial research to prove practically (11.34%), brings recognition and attention of problems (5.15%), a new source of money for university (9.28%), and adjunct and industry fellow (34.02%) which are support to world bank findings in 2013. Last of they give some key point on collaboration such as established collaboration office to increase connectivity it may be set up in the university which will liaison with Industry to invite them to seminars, workshop, exhibition and other important programs of the University. Arrange more study visits and Internships for students which will increase interactions with industry. On the other hand university appointed the adjunct and industry fellow because of appointing the adjunct professor, university advisor, and industry fellow is important for sustainable university industry collaboration [15-20]. Persons appointed to adjunct positions normally will simultaneously hold an appropriate position in another institution, in government, or in the private sector. The adjunct and industry fellow will contributes by providing training for researchers in their industry; contribute in curriculum/syllabus development and knowledge sharing.
Conclusion and Recommendation
For an academic to make logical information and acquire mechanical information, collaboration with industry is basic. Collaboration with universities is therefore pivotal for businesses to create responses to the creation of sourced problems. The two meetings will be in touch with the point of increasing new informal approaches, connections and creativity by partnerships. The two sides across there will devote considerably more attention to strengthening mutual relationships and giving confidence dramatically more thought. Industrialists, academics, organizations, and government should be more notable in their enthusiasm. Joint ventures, field examiners and entrance-level positions in universities should be given greater consideration. Lastly mutual access can be extended to this direction through two-way interchanges between college and business. Establish financing programs committed to innovation and information move exercises at universities.
I. Establish a regional IP attendant program with specific tools and practices that facilitate creativity and knowledge planning in college
II. Build an adaptable university Internet Policy ecosystem
III. Finally add to the important National Agricultural Research Program (NARS)
IV. The mechanism includes the involvement of growers, the constraint of construction, the development of enterprise and the creation of agreements to ensure fair consumer prices for innovation-based products and the longevity of moving growth.
V. BARC has re-appropriated the innovation activities under ATTP to the summit Service, TTT and its collaborators PMUK and MIDAS for use, by way of a severe bid.
Disclosure Statement
There is no potential conflict of interest of this research declare by the author
Funding
There is no external funding for this research
Acknowledgement
The author extended their sincere thanks to the editor of this journal and anonymous reviewers for their invaluable comments and suggestions that have significantly improved the manuscript.
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