Ipr Issues in Technology Transfer and Its Commercialization
“ IPR ISSUES IN TECHNOLOGY TRANSFER AND ITS COMMERCIALIZATION”
Without inventors, there would be no technology to transfer. But without technology transfer professionals, there would be limited transfer of technology. Good relations between inventors and technology transfer professionals are therefore essential for the commercialization enterprise to succeed. Relationships should be established long before the transfer services of the technology transfer office (TTO) are required. A healthy relationship will allow technology managers to negotiate both faculty and business concerns about licensing agreements. Making sure that the inventor is sympathetic to the aims of the TTO will also make it much easier for everyone to understand how a technology may meet market needs, recognize potential licenses, and determine whether a licensee is fulfilling its obligations. For all of these reasons and more, a TTO should always go the extra mile to educate, develop, and maintain good working relationships with inventors. The skills of the technology transfer professional are specific and unique to the profession and are crucial for the management and licensing of intellectual property (IP). The successful transfer of a technology, however, cannot be accomplished without the inventor. The challenge for the technology transfer professional is to obtain full support for his or her efforts from the inventor, an individual over whom the technology transfer manager has no real control. In addition to gaining inventor support, the technology transfer professional must expertly handle inventor relations, both with the technology transfer office (TTO) and within the university. The technology transfer professional must also make sure that the inventor has realistic expectations about marketability. This paper will describe both the various roles the inventor plays in the technology transfer process and the technology transfer professional’s many responsibilities with respect
Without inventors, there would be no technology to transfer. But without technology transfer professionals, there would be limited transfer of technology. Good relations between inventors and technology transfer professionals are therefore essential for the commercialization enterprise to succeed. Relationships should be established long before the transfer services of the technology transfer office (TTO) are required. A healthy relationship will allow technology managers to negotiate both faculty and business concerns about licensing agreements. Making sure that the inventor is sympathetic to the aims of the TTO will also make it much easier for everyone to understand how a technology may meet market needs, recognize potential licenses, and determine whether a licensee is fulfilling its obligations. For all of these reasons and more, a TTO should always go the extra mile to educate, develop, and maintain good working relationships with inventors. The skills of the technology transfer professional are specific and unique to the profession and are crucial for the management and licensing of intellectual property (IP). The successful transfer of a technology, however, cannot be accomplished without the inventor. The challenge for the technology transfer professional is to obtain full support for his or her efforts from the inventor, an individual over whom the technology transfer manager has no real control. In addition to gaining inventor support, the technology transfer professional must expertly handle inventor relations, both with the technology transfer office (TTO) and within the university. The technology transfer professional must also make sure that the inventor has realistic expectations about marketability. This paper will describe both the various roles the inventor plays in the technology transfer process and the technology transfer professional’s many responsibilities with respect
Bibliography: [ 4 ]. (Andrzej, 2005) [ 5 ] [ 6 ]. Evidence suggests that IPR protection stimulates innovation and that the social rate of return to innovation appears to be considerably higher than the rate of return to the innovator (Mansfield et al., 1977). [ 8 ]. However ,the commission has confirmed that in future ancillary agreements that form part of a merger may need to be considered under article 81,of the commission’s 31st report on completion policy (2001) [ 9 ] [ 14 ]. see Cohen (1995) for a review [ 15 ]