Intermediaries for open innovation: A competence-based comparison of knowledge transfer offices practices

Universities and Public Research Organisation rely on the capabilities and competences of their transfer offices to engage with commercial partners and to manage the exchange of knowledge and expertise. This paper promotes a model that can be used to analyse the capabilities and relative strategies of these transfer offices. Based on a ‘core competences’ approach the model enables the precise characterisation of the different modes and methods of transfer and engagement. Findings, coming from a two-year, in-depth comparative study of two transfer offices located in France and in the UK, underline the office's relative positioning within their institutional environment and identify the relative priority given to their use of the channels of transfer. These results provide a guide for the strategic management of transfer offices that are now operating within an ‘open innovation’ paradigm.

► We promote a model of transfer offices (TO) based on a ‘core competence’ approach.
► Four core competences are identified and linked with 13 channels of transfer.
► A dominant mode of governance is identified for each core competence.
► Two TO – a French and a UK – are characterised with this model.
► The French TO is transactional oriented and the UK is relational oriented.