University technology transfer offices: The search for identity to build legitimacy

Conor O'Kane, Vincent Mangematin, Will Geoghegan, Ciara Fitzgerald

Research output: Contribution to journalArticlepeer-review

81 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)421-437
Number of pages17
JournalResearch Policy
Volume44
Issue number2
DOIs
StatePublished - Mar 1 2015

Keywords

  • Identity
  • Legitimacy
  • Strategy
  • Technology transfer office

ASJC Scopus subject areas

  • Strategy and Management
  • Management Science and Operations Research
  • Management of Technology and Innovation

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