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University Technology Transfer offices : the search for identity to build legimacy

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  • Conor O'Kane

    (Department of Management - University of Otago [Dunedin, Nouvelle-Zélande])

  • Vincent Mangematin

    (MTS - Management Technologique et Strategique - EESC-GEM Grenoble Ecole de Management)

  • Will Geoghegan

    (Whitman School of Management - Syracuse University)

  • Ciara Fitzgerald

    (UCC - University College Cork)

Abstract

Technology transfer offices (TTOs) are of strategic importance to universities committed to the commercialization of academic knowledge. Within the university, TTOs' relationship with academics and management is single agent-multiple principal. When two principals exist in an agency relationship, conflicting expectations can naturally arise. We explore how TTOs build legitimacy by shaping identity with university academics and management. In undertaking this research we draw on 63 interviews with TTO executives across 22 universities in the Ireland, New Zealand and the United States. We find that TTOs use identity-conformance and identity-manipulation to shape a dual identity, one scientific and the other business, with academics and management respectively. We show how this combination of identity strategies is ineffective for legitimizing the TTO. We propose that TTOs' identity shaping strategies are incomplete and need to incorporate a wholly distinctive identity to complement and reinforce preliminary legitimacy claims made through conformance and manipulation. We discuss the potential implications of these findings for scholars, TTO executives and university management.

Suggested Citation

  • Conor O'Kane & Vincent Mangematin & Will Geoghegan & Ciara Fitzgerald, 2015. "University Technology Transfer offices : the search for identity to build legimacy," Post-Print hal-01072998, HAL.
    • Handle: RePEc:hal:journl:hal-01072998
    DOI: 10.1016/j.respol.2014.08.003
    Note: View the original document on HAL open archive server: http://hal.grenoble-em.com/hal-01072998
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