Author
David V. Gibson
Bio: David V. Gibson is an academic researcher from University of Texas at Austin. The author has contributed to research in topics: Entrepreneurship & Knowledge economy. The author has an hindex of 22, co-authored 81 publications receiving 2237 citations.
Papers published on a yearly basis
Papers
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TL;DR: In this article, the authors assess the factors that enhance and inhibit the formation and development of spin-out companies from the University of Texas at Austin and conclude that the university is particularly important as a source of personnel and ideas.
326 citations
Book•
01 Jan 1990
TL;DR: In this paper, the challenges of technology transfer as a communication process are discussed and a review of the state of the art in the field can be found in a bibliographic view.
Abstract: INTRODUCTION Technology Transfer as a Communication Process - Frederick Williams and Donald V Gibson PART ONE: CHALLENGES OF TECHNOLOGY INNOVATION AND TRANSFER The Coming Economy - George Kozmetsky PART TWO: THE ORGANIZATIONAL SETTING OF TECHNOLOGY TRANSFER The Intraorganizational Environment - Dorothy Leonard-Barton The Interorganizational Environment - Ellen R Auster PART THREE: CONTEXTS OF TECHNOLOGY TRANSFER Research Consortia - Christopher M Avery and Raymond M Smilor The Microelectronics and Computer Technology Corporation University and Industry Linkages - G Hutchinson Stewart and David V Gibson The Austin, Texas Study University and Microelectronics Industry - Rolf T Wigand The Phoenix, Arizona Study New Business Ventures - Glen B Dietrich and David V Gibson The Spin-Out Process Transfer via Telecommunications - Frederick Williams and Eloise Brackenridge Networking Scientists and Industry PART FOUR: INTERNATIONAL PERSPECTIVES Mexico and the United States - Eduardo Barrera and Frederick Williams The Maquiladora Industries Japan - James W Dearing and Everett M Rogers Tsukuba Science City Italy - Umberto Bozzo and David V Gibson Tecnopolis Novus Ortus and the EEC India - Arvind Singhal et al Bangalore as an Emerging Technopolis Multinationals - Eun Young Kim Preparation for International Technology Transfer PART FIVE: THE LITERATURE OF TECHNOLOGY TRANSFER The State of the Field - David V Gibson, Frederick Williams and Kathy L Wohlert A Bibliographic View of Technology Transfer
199 citations
TL;DR: This study refines and contributes to established technology transfer theory by suggesting that four variables—communication interactivity, cultural and geographical distance, technology equivocality, and personal motivation—are central to technology transfer processes within and between organizations.
173 citations
Book•
28 Oct 1992
TL;DR: The Technopolis Phenomenon as discussed by the authors is an innovative approach to economic development that involves linking technology commercialization with effective public-sector and private-sector initiatives to create new infrastructures for economic growth, diversification, and global competitiveness.
Abstract: From the Publisher:
The technopolis is an innovative approach to economic development that involves linking technology commercialization with effective public-sector and private-sector initiatives to create new infrastructures for economic growth, diversification, and global competitiveness. Leading experts from academia, government, and industry present information, ideas, programs, and initiatives that accelerate the creation of smart cities, fast systems, and global networks. Providing both strategic and tactical insights into developing a new type of infrastructure for the twenty-first century, The Technopolis Phenomenon contributes to the enhancement of the quality of life and the range of opportunities in the global marketplace.
139 citations
TL;DR: In this article, the authors developed the conceptual framework of a technopolis wheel from studying the dynamics of high-technology development and economic growth in Austin, Texas, and analyzed the role of the research university on spin-out company formation, the direct and indirect impacts of federal, state, and local government, the evolution of hightechnology companies over time with a focus on major company relocations or foundings, and the establishment of indigenous high technology companies.
124 citations
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TL;DR: In this article, the authors analyze the internal stickiness of knowledge transfer and test the resulting model using canonical correlation analysis of a data set consisting of 271 observations of 122 best-practice transfers in eight companies.
Abstract: The ability to transfer best practices internally is critical to a firtn's ability to build competitive advantage through the appropriation of rents from scarce internal knowledge. Just as a firm's distinctive competencies tnight be dificult for other firms to imitate, its best prczctices could be dfficult to imitate internnlly. Yet, little systematic attention has been pcrid to such internal stickiness. The author analyzes itlterrzal stickiness of knowledge transfer crnd tests the resulting model using canonical correlation analysis of a data set consisting of 271 observations of 122 best-practice transfers in eight companies. Contrary to corzverztiorzrzl wisdom that blames primarily motivational factors, the study findings show the major barriers to internal knowledge transfer to be knowledge-related factors such as the recipient's lack oj absorptive capacity, causal anzbiguity, and an arciuous relationship between the source and the recipient. The identification and transfer of best practices cally are hindered less by confidentiality and legal is emerging as one of the most important and obstacles than external transfers, they could be widespread practical management issues of the faster and initially less complicated, all other latter half of the 1990s. Armed with meaningful, things being equal. For those reasons, in an era detailed performance data, firms that use fact- when continuous organizational learning and based management methods such as TQM, bench- relentless performance improvement are needed to marking, and process reengineering can regularly remain competitive, companies must increasingly compare the performance of their units along resort to the internal transfer of capabilitie~.~ operational dimensions. Sparse but unequivocal Yet, experience shows that transferring capaevidence suggests that such comparisons often bilities within a firm is far from easy. General reveal surprising performance differences between Motors had great difficulty in transferring manuunits, indicating a need to improve knowledge facturing practices between divisions (Kerwin and utilization within the firm (e.g., Chew, Bresnahan, Woodruff, 1992: 74) and IBM had limited suc
6,805 citations
TL;DR: Analysis of the evolution of strategic alliances helps transcend too simple depictions of inertia and adaptation by suggesting that initial conditions may lead to a stable 'imprinting' of fixed processes that make alliances highly inertial or to generative and evolutionary processes that makes them highly adaptive, depending on how they are set.
Abstract: We examine how the learning, along several dimensions (environment, task, process, skills, goals), that takes place in strategic alliances between firms mediates between the initial conditions and the outcomes of these alliances. Through a longitudinal case study of two projects in one alliance, replicated and extended in another four projects in two alliances, a framework was developed to analyze the evolution of cooperation in strategic alliances. Successful alliance projects were highly evolutionary and went through a sequence of interactive cycles of learning, reevaluation and readjustment. Failing projects, conversely, were highly inertial, with little learning, or divergent learning between cognitive understanding and behavioral adjustment, or frustrated expectations. Although strategic alliances may be a special case of organizational learning, we believe analyzing the evolution of strategic alliances helps transcend too simple depictions of inertia and adaptation, in particular by suggesting that initial conditions may lead to a stable 'imprinting' of fixed processes that make alliances highly inertial or to generative and evolutionary processes that make them highly adaptive, depending on how they are set.
2,236 citations
01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.
2,134 citations
Journal Article•
TL;DR: This study reviews several of the most commonly used inductive teaching methods, including inquiry learning, problem-based learning, project-basedLearning, case-based teaching, discovery learning, and just-in-time teaching, and defines each method, highlights commonalities and specific differences, and reviews research on the effectiveness.
Abstract: Traditional engineering instruction is deductive, beginning with theories and progressing to the applications of those theories Alternative teaching approaches are more inductive Topics are introduced by presenting specific observations, case studies or problems, and theories are taught or the students are helped to discover them only after the need to know them has been established This study reviews several of the most commonly used inductive teaching methods, including inquiry learning, problem-based learning, project-based learning, case-based teaching, discovery learning, and just-in-time teaching The paper defines each method, highlights commonalities and specific differences, and reviews research on the effectiveness of the methods While the strength of the evidence varies from one method to another, inductive methods are consistently found to be at least equal to, and in general more effective than, traditional deductive methods for achieving a broad range of learning outcomes
1,673 citations
TL;DR: The Contingent Effectiveness Model of Technology Transfer (CEMT) as discussed by the authors is a model of technology transfer that assumes that technology effectiveness can take a variety of forms, including political effectiveness, capacity-building, and economic effectiveness.
1,585 citations