11.6. ROLE OF PEOPLE
The role of people in technology transfer has been well recognized. The existence of a technology gatekeeper, a person who links the organization to the outside world of scientific and technical knowledge, has been documented by Allen (1977, p. 141). Roberts and Frohman (1978, p. 37) describe two other gatekeeper—market gatekeeper and manufacturing gatekeeper—who have relevance to technology transfer.
The market gatekeeper is a communicator who understands what competitors are doing, what regulators might be up to, and what is happening with regard to the marketplace. This type of a gatekeeper brings vital information to the R&D organization and keeps the R&D research focus on target and toward the kinds of activities that are likely to be accepted and implemented successfully.
The manufacturing or operations gatekeeper understands enough of the practical and constrained environment of manufacturing and of the operations of the user community to keep the R&D personnel well informed about the manufacturing and operations requirements. This individual makes sure that the concepts developed by R&D can either be manufactured profitably or be made a part of the operation procedures of the user community.
As discussed previously, a strong case has been made for the crucial role people play in technology transfer. Roberts and Frohman (1978, p. 37) have stated, "Nothing transfers enthusiasm so well as working with or watching a person who has faith, conviction, and excitement about an idea." At times, moving research project personnel so they can work more closely with manufacturing and marketing can help overcome many unforeseen transfer difficulties. This point is made by many authors; but moving people presents several practical, financial, and organizational problems.
When moving personnel, it is essential to have an effective plan for replacing the research personnel with others who can continue needed research activities. Sufficient investment inherent in movement and replacement of people is required. The goals and objectives of the affected individuals need to be considered. The effects of movement on employee motivation and future job opportunities and promotion potential (within the organization and outside the organization) need to be analyzed. In summary, the strategy recommended would be to move some research project personnel selectively for a short period to act as catalysts and mitigate other concerns associated with moving people.