New technology is used in transportation to preserve competitiveness and maintain operational efficiency and effectiveness. Technology transfer is the medium for introducing a new technology into an organization: the missing link between research and operations and the bridge between theoretical knowledge and its practical application. Whether the product of an agency's own research or the research of others, technology will not be successfully transferred through the mere delivery of reports. That is but one step in the transfer process, yet it is often mistakenly considered to signal completion of the process. Experience has proved that relying solely on report delivery to transfer research products is bound to yield unsuccessful transfer. That passive mode of communication, with the human element almost absent, has proved futile. The effective transfer of technology entails the dedication and commitment of specialists, time, and funds, along with report delivery. An organizational climate conducive to successful technology institutionalization in public transportation agencies was examined with emphasis on the often-overlooked human element. This focus acknowledges that an active interaction between technology provider and receiver greatly facilitates a successful transfer. Components were developed of an effective framework for technology transfer consisting of two fundamental elements: a solid foundation and an effective transfer infrastructure. A solid foundation is established when (a) top management commits the organization to transfer efforts, (b) human and financial resources are committed to such efforts, and (c) the organizational culture embraces change and works to dissolve resistance to new technology introduction. An effective transfer infrastructure uses seamless communication among all parties involved, to avert problems before they arise and strengthen performance at each step.
Abstract