Organizational Culture in Technology Transfer Offices: A Replication Study in LERU Member Universities
DOI:
https://doi.org/10.23726/cij.2024.1821Keywords:
TTO, Competing Values Framework, Inclusive Culture, U-I collaborationAbstract
This publication presents results of an organizational culture study conducted in Technology Transfer Offices (TTO) at the League of European Research Universities (LERU) members using the Organizational Culture Assessment Instrument (OCAI) to identify key cultural characteristics within these organizations. It is an extension of the exploratory study by Gambi and Debackere published in this journal in 2025. The aim of both studies is to understand how TTO could better function as an effective bridge between University and Industry (U-I) considering and bridging the cultural differences among all the stakeholders involved in the technology transfer process. Based on 34 valid questionnaires from 12 LERU TTOs, the data were analyzed using descriptive statistics and non-parametric tests. The findings indicate that TTOs currently exhibit a balanced cultural profile embracing an interrelated and multidimensional set of cultural characteristics. For the ideal state, respondents demonstrate a preference for strengthening characteristics of the Clan and Adhocracy cultures, associated with collaboration, flexibility, and innovation, while reducing characteristics of Hierarchical culture such as control, uniformity and formalization, and maintaining the Market culture characteristics.
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