This report looks closely at how 35 colleges and universities are handling their techology transfer and licensing practices. The study looks at spending on outside and staff lawyers, overall staffing, outsourcing, budgets, marketing, spin offs, home grown companies, licensing terms, use of consultants, trends in revenues by technology area, relations with private industry, partnerships, rights disputes, outreach to university faculty, and many other facets of univ ersity technology licensing and technology development and marketing practices. The study provides crucial benchmarking data for higher education technology transfer offices, including highly detailed data on budgets, staffing, employee tenure, salaries, legal costs both in-house and outsourced, legal disputes, research and library use, internal and external marketing and public relations, strategies for patent maintenance, cooperative partnerships with industry, relations with various academic departments, trends in the initiation of invention disclosure reports, and much more. Data is broken out for US and non US participants, and by institutional size and subject focus of the main technology licensing effort.

Global Higher Education Technology Transfer Office Benchmarks presents more than 220 pages of detailed data, commentary and analysis based on information provided by 35 university technology transfer offices in the USA, the UK and Europe. The study presents highly detailed information on budgets, staffing, use of internal and external legal services, partnerships, marketing efforts, faculty relations, and many other issues of concern to directors of higher education technology transfer offices and those who cooperate with or oversee them in industry and academic administration.Data in the study is broken out by geographic region, type of institution, enrollment of institution, size of technology transfer office and industry area that generates the most revenue for the office. Each participating technology transfer office fully completed a detailed questionnaire on staffing, salaries, budgets, legal services used internally and externally, public relations, marketing internally and externally, library services use, and partnering activities, among other issues.

19 International comparison of technology transfer data: the devil is in the details -- 20 University technology transfer in Brazil: a comprehensive picture -- 21 The ethos of university technology transfer: aligning transactional and humanistic values in a Bayh-Dole regime -- 22 Technology transfer in US universities and research institutions -- PART VI Conclusion -- 23 Making sense of university technology commercialization: diversity and adaptation -- Index

Universities have become essential players in the generation of knowledge and innovation. Through the commercialization of technology, they have developed the ability to influence regional economic growth. By examining different commercialization models this book analyses technology transfer at universities as part of a national and regional system. It provides insight as to why certain models work better than others, and reaffirms that technology transfer programs must be linked to their regional and commercial environments. Using a global perspective on technology commercialization, this book divides the discussion between developed and developing counties according to the level of university commercialization capability. Critical cases as well as country reports examine the policies and culture of university involvement in economic development, relationships between university and industry, and the commercialization of technology first developed at universities. In addition, each chapter provides examples from specific universities in each country from a regional, national, and international comparative perspective. This book includes articles by leading practitioners as well as researchers and will be highly relevant to all those with an interest in innovation studies, organizational studies, regional economics, higher education, public policy and business entrepreneurship.

The project on benchmarking higher education system performance provides a comprehensive and empirically rich review of the higher education landscape across OECD countries, taking stock of how well they are performing in meeting their education, research and engagement responsibilities.

Higher education institutions have traditionally nurtured artistic and scientific development and served as catalysts for innovative ideas and products. However, contemporary discourse too often relegates the concept of innovation to the private sector, where the rhetoric of "disruption" frequently reduces innovation to economic terms. As a result, innovations that could benefit society instead exacerbate existing inequities, and the environmental factors that stimulate long-term innovative progress are neglected. Creating a Culture of Mindful Innovation in Higher Education offers a different vision by identifying the conditions that enable college and university administrators, faculty, and staff to promote an innovative institutional culture. Mindful innovation is defined through six central tenets: societal impact; the necessity of failure; creativity through diversity; respect for autonomy and expertise; thoughtful consideration for the dimensions of time, efficiency, and trust; and the incentivization of intrinsic motivation and progress over scare tactics and disruption. Michael Lanford and William G. Tierney offer a clearheaded analysis of the challenges and opportunities in creating a culture of mindful innovation and argue that the institutions that do so will be poised to lead entrepreneurial endeavors, scientific progress, and greater social equity in the twenty-first century.

The Creativity Crisis excavates the root causes of America's innovation slow-down, showing why revolutionary insights are no longer chased by young talent. Economically and socially, caution has overtaken creation. This book is ultimately a roadmap for reinvigorating innovation within the system of science.