ESTRATÉGIAS DE TRANSFERÊNCIA DE CONHECIMENTO E TECNOLOGIA DAS INSTITUIÇÕES CIENTÍFICAS: COMPREENDER O PASSADO PARA AJUDAR A CONSTRUIR O FUTURO.

Pontes, Matheus Dantas Madeira; Pontes, Thayanne Lima Duarte

doi:10.5902/1983465965312

Matheus Dantas Madeira Pontes

University of International Integration of Afro-Brazilian Lusophony (PROPLAN/UNILAB). Redenção, Ceará, Brazil.

https://orcid.org/0000-0002-0056-2826

Thayanne Lima Duarte Pontes

University of Beira Interior (NECE/UBI). Covilhã, Portugal.

https://orcid.org/0000-0002-8438-9660

AUTHORS

1. Matheus Dantas Madeira Pontes Institution: University of International Integration of Afro-Brazilian Lusophony (PROPLAN/UNILAB). Redenção, Ceará, Brazil. Ph.D. candidate in Management at the University of Beira Interior. Master in Administration from the State University of Ceará (UECE). Economist at the University of International Integration of Afro-Brazilian Lusophony (UNILAB). E-mail: matheus.pontes@unilab.edu.br ORCID: https://orcid.org/0000-0002-0056-2826

2. Thayanne Lima Duarte Pontes Institution: University of Beira Interior (NECE/UBI). Covilhã, Portugal. Ph.D. candidate in Management at the University of Beira Interior, Covilhã, Portugal. Master in Administration from University Potiguar, Natal, Brazil. E-mail: thayanne.pontes@ubi.pt ORCID: https://orcid.org/0000-0002-8438-9660

Contribution of authors

Every author should account for at least one component of the work. Paper approved for publication need to specify the contribution of every single author.

Conflict of Interest

The authors have stated that there is no conflict of interest.

Stage	Principle	Description
Search Strategy	Studies typification	Articles published in peer-reviewed journals.
	Keywords	Strategies; Education Institutions; Science Institutions; Universities.
	Search equation	(“strateg”) AND (“education institution” OR “science institution” OR “universit”)
	Period	Until September 2020
	Database	Web of Science
Study selection criteria	Criteria	1) Class notes and book chapters were excluded
		2) Conference articles were disregarded
		3) Papers must be in English
	Procedures	1) Titles are selected
		2) Abstract, introduction and conclusions sections were read
		3) Full paper has been revised

Cluster	Author	Citations
Environmental	Alan Hughes	131
	Carayannis, Alexander and Ioannidis	92
	Michael Kitson	80
Institutional	Mike Wright	258
	Lockett and Franklin	237
	Feldman, Feller, Bercovitz and Burton	174
Individual	Ajay Agrawal	186
	Patzelt and Shepherd	54
	Guerrero, Herrera and Urbano	9

Journal	Article	Citations	Cit/Art
Technological Forecasting and Social Change	6	102	17,0
Technology Analysis & Strategic Management	3	31	10,3
Science and Public Policy	3	15	5,0
Management Decision	3	14	4,7
Technovation	2	139	69,5
Cambridge Journal of Economics	2	131	65,5
Journal of Engineering and Technology Management	2	13	6,5
Small Business Economics	1	237	237,0
Strategic Management Journal	1	186	186,0
Management Science	1	174	174,0
Journal of Product Innovation Management	1	56	56,0
Entrepreneurship Theory and Practice	1	54	54,0
IEEE Transactions on Engineering Management	1	46	46,0
Management Learning	1	30	30,0
Cambridge Journal of Regions Economy and Society	1	25	25,0
Industrial and Corporate Change	1	19	19,0
R&D Management	1	19	19,0
International Journal of Technology Management	1	12	12,0

Authors (Year)	Cit.	Method	Research Country	Core Analysis	Key Findings
Scott (1998)Scott, N. R. (1998). Strategy for activating university research. Technological Forecasting and Social Change , 57(3), 217-219.	0	Theoretical	-	Develop principles that will guide the reinvention of the research university.	There is an increasing shift to look to the university to engage in a partnership focused on precompetitive research to develop the most important basic knowledge. A key factor in ensuring quality at the university is to stress the areas of strength.
Carayannis, Alexander, & Ioannidis (2000)Carayannis, E. G., Alexander, J., & Ioannidis, A. (2000). Leveraging knowledge, learning, and innovation in forming strategic government-university-industry (GUI) R&D partnerships in the US, Germany, and France. Technovation, 20(9), 477-488.	92	Qualitative	Germany, United States and France	Strategic management skills which ﬁrms must develop to participate in win-win-win GUI alliances.	Global pressures on national and corporate innovation provide motivation for collaborative efforts, indicating that the globalization of R&D has impact across nations. The design of GUISPs is inﬂuenced by the history and structure of the science in each company.
Santoro & Chakrabarti (2001)Santoro, M. D., & Chakrabarti, A. K. (2001). Corporate strategic objectives for establishing relationships with university research centers. IEEE Transactions on Engineering Management, 48(2), 157-163.	46	Mixed	United States	Industry’s strategic objectives for establishing relationships with university research centers.	The fit between the firm’s strategic objectives and the nature of a university center determines the decision for establishing I/U relationships. Firms join university-based consortia to be privy to cutting-edge technologies, emerging trends, and best practices.
Breznitz, O’Shea, & Allen (2008)Breznitz, S. M., O’Shea, R. P., & Allen, T. J. (2008). University commercialization strategies in the development of regional bioclusters. Journal of Product Innovation Management, 25(2), 129-142.	56	Qualitative	United States	Universities’ technology transfer policies and their associated economic development impact.	Low support-low selectivity policies are more suitable to entrepreneurially developed environments, whereas high support-high selectivity policies are more efﬁcient in entrepreneurially underdeveloped environments.
Schaffer (2012)Schaffer, R. H. (2012). Nonprofit and university strategic partnerships to strengthen the sector. Nonprofit Management and Leadership, 23(1), 105-119.	3	Mixed	United States	Evaluation of a tailored Nonproﬁt and University strategic partnership.	The initiative has the potential to be a win/win for university and nonprofit organizations as they use their collective resources to address important issues, improve programs, or create initiatives.
Deiaco, Hughes, & McKelvey (2012)Deiaco, E., Hughes, A., & McKelvey, M. (2012). Universities as strategic actors in the knowledge economy. Cambridge journal of economics , 36(3), 525-541.	51	Theoretical	-	Universities as strategic actors and competitors in the knowledge economy.	It is important to keep a sense of what universities can contribute to the overall innovation effort and what their strategic role can be. Their strategic role will be intimately linked to the performance of other connected elements in the innovation system.
Hughes & Kitson (2012)Hughes, A., & Kitson, M. (2012). Pathways to impact and the strategic role of universities: new evidence on the breadth and depth of university knowledge exchange in the UK and the factors constraining its development. Cambridge journal of economics , 36(3), 723-750.	80	Quantitative	United Kingdom	Implications of the policy discourse on the strategic role of universities.	It is essential to widen the discussion of economic impact and the strategic role of universities beyond the commercialization of science and technology transfer.
Bergenholtz & Bjerregaard (2014)Bergenholtz, C., & Bjerregaard, T. (2014). How institutional conditions impact university-industry search strategies and networks. Technology Analysis & Strategic Management, 26(3), 253-266.	4	Qualitative	Denmark	Varying institutional conditions impact the UI network formations and search strategies.	The research processes and network formations of a high-tech small ﬁrm are shaped by different institutional conditions within which they are embedded. The signiﬁcance of weak and strong ties is relative to varying institutional conditions, in general high-tech vs. life sciences universities’ focus.
Charles, Kitagawa, & Uyarra (2014)Charles, D., Kitagawa, F., & Uyarra, E. (2014). Universities in crisis?-new challenges and strategies in two English city-regions. Cambridge journal of regions, economy and society, 7(2), 327-348.	25	Qualitative	United Kingdom	Shift in universities’ strategic roles in economic development from regional to city levels.	Universities’ strategies and behaviors have been shaped by national policy agendas and funding mechanisms. These changes are affecting different dimensions of activities of universities.
Paton, Chia, & Burt (2014)Paton, S., Chia, R., & Burt, G. (2014). Relevance or ‘relevate’? How university business schools can add value through reflexively learning from strategic partnerships with business. Management Learning, 45(3), 267-288.	30	Qualitative	United Kingdom	Examine the strategic partnership between a corporation and a university in an executive education program.	A true university/industry nexus emphasizes a collaborative client-centered relationship in which university business schools challenge and work with their client corporations to refine and redefine what is essential to the latter’s sustainable success.
Sharif & Tang (2014)Sharif, N., & Tang, H. H. H. (2014). New trends in innovation strategy at Chinese universities in Hong Kong and Shenzhen. International Journal of Technology Management, 65(1-4), 300-318.	12	Qualitative	China	The contribution of Hong Kong universities to the development of innovation-based industry.	There is no pattern of university-industry-government collaboration. Specific competitive advantages drive collaboration with institutions and firms. Academics will benefit from their culture of internationalization and professionalism in transferring research-related practices, culture, and ethics.
McCarthy, Silvestre, Nordenflycht, & Breznitz (2018)McCarthy, I. P., Silvestre, B. S., von Nordenflycht, A., & Breznitz, S. M. (2018). A typology of university research park strategies: What parks do and why it matters. Journal of Engineering and Technology Management , 47, 110-122.	5	Qualitative	-	How University Research Parks’ strategies can vary to generate URP internal and external strategic ﬁt.	URPs have diﬀerent strategies due to: (i) heterogeneity of the environment within a URP operates; (ii) diﬀerences in the internal capabilities, and objectives of the university; and (iii) diﬀerences in the experience, knowledge or competence of URP managers or management teams.
Frolund, Murray, & Riedel (2018)Frølund, L., Murray, F., & Riedel, M. (2018). Developing successful strategic partnerships with universities. MIT Sloan management review, 59(2), 71-79.	5	Qualitative	United States	Explore the factors that make U-I collaborations successful.	Universities offer a wide array of modes of engagement. Firms must articulate strategic goals for partnerships and then choose collaboration structures that align with those goals. They must also identify key performance indicators to evaluate the partnerships.
Giuri, Munari, Scandura, & Toschi (2019)Giuri, P., Munari, F., Scandura, A., & Toschi, L. (2019). The strategic orientation of universities in knowledge transfer activities. Technological Forecasting and Social Change , 138, 261-278.	8	Quantitative	Europe	Determinants of universities' strategic choices in the field of knowledge transfer.	Generalist and low prestige universities mainly pursue the local development strategy, while specialist and high prestige ones are more oriented towards the income generation strategy.
Paranhos, Perin, Mercadante, & Soares (2019)Paranhos, J., Perin, F. S., Mercadante, E., & Soares, C. (2019). Industry-university interaction strategies of large Brazilian pharmaceutical companies. Management Research: Journal of the Iberoamerican Academy of Management.	1	Qualitative	Brazil	Analyze strategies and organizational forms used by companies in interaction with universities for the development of innovation.	Companies are effectively using strategies for partnerships with universities through the creation of innovation departments, the establishment of internal scientiﬁc committees and the internationalization of research and development.
Klofsten et al. (2019)Klofsten, M., Fayolle, A., Guerrero, M., Mian, S., Urbano, D., & Wright, M. The entrepreneurial university as driver for economic growth and social change - Key strategic challenges. Technological Forecasting & Social Change, 141, 149-158. doi: 10.1016/j.techfore.2018.12.004. https://doi.org/10.1016/j.techfore.2018....	26	Theoretical	-	Illustrate how universities can act strategically to become effective economic and societal change agents.	The concept of entrepreneurial university has many different meanings depending on the academic context. The local environment could have a strong impact on attitudes toward entrepreneurship and choice of external partners for research collaboration.

Authors (Year)	Cit.	Method	Research Country	Core Analysis	Key Findings
Hazlett & Carayannis (1998)Hazlett, J. A., & Carayannis, E. G. (1998). Business-university virtual teaming for strategic planning. Technological Forecasting and Social Change , 57(3), 261-265.	0	Qualitative	United States	Business-university virtual teaming impacts on strategic planning.	Virtual teaming can develop new decision-making processes to help managers change direction as the environment changes; and do all this in real-time so that the organization can move at the right strategic moment.
Feldman, Feller, Bercovitz, & Burton (2002)Feldman, M., Feller, I., Bercovitz, J., & Burton, R. (2002). Equity and the technology transfer strategies of American research universities. Management Science, 48(1), 105-121.	174	Mixed	United States	Mechanisms available to universities in managing the commercialization of intellectual property.	University's use of equity is a function of factors related to the university's prior experiences with licensing, success relative to other institutions, and the organization of the technology transfer office, as well as structural characteristics.
Lockett, Wright, & Franklin (2003)Lockett, A., Wright, M., & Franklin, S. (2003). Technology transfer and universities’ spin-out strategies. Small business economics, 20(2), 185-200.	237	Quantitative	United Kingdom	Strategies to promote the creation of spin-out companies.	The more successful universities have clearer strategies towards the spinning out of companies, the use of surrogate entrepreneurs in this process, and to possess a greater expertise and networks. The role of the academic inventor was not found to differ between the more and less successful universities.
Van der Berghe & Guild (2008)Van den Berghe, L., & Guild, P. D. (2008). The strategic value of new university technology and its impact on exclusivity of licensing transactions: An empirical study. The Journal of Technology Transfer , 33(1), 91-103.	9	Quantitative	Canada	Perceptions of the strategic value of new university technology and its impact on exclusivity agreements.	Licensing transactions are secured by exclusivity agreements when the product innovation enabled by the new university technology is new-to-the-ﬁrm or new-to-the-market and the ﬁrm’s perception of the strategic value of the technologies is high.
Arvanitis & Woerter (2009)Arvanitis, S., & Woerter, M. (2009). Firms’ transfer strategies with universities and the relationship with firms’ innovation performance. Industrial and Corporate Change, 18(6), 1067-1106.	19	Quantitative	Switzerland	Impacts of different strategies for KTT on innovation performance.	Strategies related to the “core” transfer activities such as R&D contracts are stronger correlated with innovation performance compared to strategies related to “softer” transfer forms.
Andersen & Rossi (2011)Andersen, B., & Rossi, F. (2011). UK universities look beyond the patent policy discourse in their intellectual property strategies. Science and Public Policy, 38(4), 254-268.	6	Quantitative	United Kingdom	Different forms of Intellectual Property transfers, and its effectiveness.	Proprietary forms of IP are relatively more used in generating financial benefits to universities, while non-proprietary forms of IP are relatively more used in enhancing the flows of knowledge, fostering the innovation processes.
Wright, Clarysse, & Mosey (2012)Wright, M., Clarysse, B., & Mosey, S. (2012). Strategic entrepreneurship, resource orchestration and growing spin-offs from universities. Technology Analysis & Strategic Management , 24(9), 911-927.	21	Qualitative	-	Resources and competencies selection and orchestration strategies to generate returns from USOs.	Adequate resource accumulation, the bundling of resources to build competencies and the leveraging of competencies into the market are necessary, but they need to be synchronized with growth strategy to realize sustainable growth of spin-offs.
Lubik, Garnsey, Minshall, & Platts (2013)Lubik, S., Garnsey, E., Minshall, T., & Platts, K. (2013). Value creation from the innovation environment: partnership strategies in university spin-outs. R&D Management, 43(2), 136-150.	19	Qualitative	United Kingdom	Identify partnerships that are being pursued by those achieving greater than average commercial success.	Most commercially successful USOs formed alliances with corporate partners, so limiting their dependence on a single partner, in addition to a wide range of organizations including nonparent universities and other USOs.
Somsuk & Laosirihongthong (2014)Somsuk, N., & Laosirihongthong, T. (2014). A fuzzy AHP to prioritize enabling factors for strategic management of university business incubators: Resource-based view. Technological Forecasting and Social Change , 85, 198-210.	64	Mixed	Thailand	Enabling factors influencing the success of university business incubators (UBIs)	In promoting the success of UBIs, the management team needs to devote their efforts to monitor and manage enabling factors that have the highest priority. Human resources, especially in recruiting and developing managers, should be emphasized first and most.
Özel & Pénin (2016)Özel, S. Ö., & Pénin, J. (2016). Exclusive or open? An economic analysis of university intellectual property patenting and licensing strategies. Journal of Innovation Economics Management, (3), 133-153.	4	Theoretical	-	Understand the strategy and the performance of the transfer according to the nature of the invention.	University licensing strategies must be tailored to the context. In some cases, exclusive licensing maximizes social welfare. In other, more open strategies, based on publication, dominate. The university, to maximize its profits, may not always adopt the licensing strategy that maximizes social surplus.
Soetanto & Jack (2016)Soetanto, D., & Jack, S. (2016). The impact of university-based incubation support on the innovation strategy of academic spin-offs. Technovation , 50, 25-40.	47	Quantitative	United Kingdom, Netherlands, and Norway	Identify how incubation support and innovation strategy can determine the performance of academic spin-offs.	Incubation support has a positive effect on the performance of spin-offs; a market growth strategy has a positive effect on performance while a product development strategy has little effect on performance.
Bengtsson (2017)Bengtsson, L. (2017). A comparison of university technology transfer offices’ commercialization strategies in the Scandinavian countries. Science and Public Policy , 44(4), 565-577.	9	Quantitative	Denmark, Sweden, and Norway	Analyze the effects of the introduction of the university ownership technology transfer IPR.	The use of commercialization strategies, licensing, and spin-offs, is indirectly inﬂuenced by the IPR framework, and more directly by the policy intent of the university, the government funding system, the TTOs access to business development resources and competence.
Aragonés-Beltran, Poveda-Bautista, & Jiménez-Sáez (2017)Aragonés-Beltrán, P., Poveda-Bautista, R., & Jiménez-Sáez, F. (2017). An in-depth analysis of a TTO’s objectives alignment within the university strategy: An ANP-based approach. Journal of Engineering and Technology Management, 44, 19-43.	8	Mixed	Spain	Analyze to what extent the activities carried out by TTO ofﬁces are aligned with the University objectives.	Development of a decision-making tool that helps TTO managers analyze the effectiveness of TTO activities and their degree of alignment with the institution's objectives.
De Moortel & Crispeels (2018)De Moortel, K., & Crispeels, T. (2018). International university-university technology transfer: Strategic management framework. Technological Forecasting and Social Change, 135, 145-155.	4	Qualitative	China, Europe, and United States	Framework on the international technology transfer between universities.	Chinese perspective is to enter international TT collaborations formally and with resource commitments, while Western perspective suggests informal entry without the creation of a new entity. Western perspective encourages formal structures over time, through commitment of resources and collaborative learning. Chinese perspective embraces the reduction of formal structures when increased conﬁdence and trust.
Mavi, Gheibdoust, Khanfar, & Mavi (2019)Mavi, R. K., Gheibdoust, H., Khanfar, A. A., & Mavi, N. K. (2019). Ranking factors influencing strategic management of university business incubators with ANP. Management Decision.	4	Quantitative	Iran	Identify the factors influencing strategic management of university business incubators.	Human resources are the most-important factor, followed by technological, financial, and organizational resources. Talented managers and employees are the backbone of all organizations and incubators.
Pickernell, Ishizaka, Huang, & Senyard (2019)Pickernell, D., Ishizaka, A., Huang, S., & Senyard, J. (2019). Entrepreneurial university strategies in the UK context: towards a research agenda. Management Decision .	1	Quantitative	United Kingdom	Explore the Knowledge Exchange (KE) strategy of universities in relation to their portfolio of KE activities.	Entrepreneurial universities valorize university knowledge through concentration on five KE activities: consultancy, personal development, software license income, non-software license income and contract research.
Homer, Jayawarna, Giordano, & Jones (2019)Horner, S., Jayawarna, D., Giordano, B., & Jones, O. (2019). Strategic choice in universities: Managerial agency and effective technology transfer. Research Policy , 48(5), 1297-1309.	3	Quantitative	United Kingdom	Examines the relationship between strategic planning and technology transfer eﬀectiveness.	It is the alignment between strategic choices made by university managers and the supporting organizational infrastructure that accounts for variations in technology transfer eﬀectiveness. Universities that engage a wider number of faculty in strategic planning eﬀorts beneﬁt most.
Robertson, McCarthy, & Pitt (2019)Robertson, J., McCarthy, I. P., & Pitt, L. (2019). Leveraging social capital in university-industry knowledge transfer strategies: A comparative positioning framework. Knowledge Management Research & Practice, 17(4), 461-472.	4	Qualitative	Canada, Malta, and South Africa	Understanding how social capital in UI partnerships aﬀect knowledge transfer strategies.	By exploring contrasting settings on the knowledge transfer strategy framework, a clearer picture is provided regarding the competitive advantages - or lack thereof - that the strategic knowledge transfer positioning oﬀers.
Berbegal-Mirabent, Gil-Domenech, & De La Torre (2020)Berbegal-Mirabent, J., Gil-Doménech, D., & Eva, M. (2020). Examining strategies behind universities’ technology transfer portfolio: how different patterns of resource consumption can lead to similar technology transfer profiles. Competitiveness Review: An International Business Journal.	0	Qualitative	Spain	Analyze how different patterns of production factors consumption led to speciﬁc technology transfer outcomes.	There is no unique formula of resource consumption that leads to a speciﬁc portfolio of TT outcomes. Universities must resort to internal intangible resources or inimitable combinations of the available resources to develop competitive advantages.
Pitsakis & Giachetti (2020)Pitsakis, K., & Giachetti, C. (2020). Information-based imitation of university commercialization strategies: The role of technology transfer office autonomy, age, and membership into an association. Strategic Organization, 18(4), 573-616.	0	Quantitative	United Kingdom	Propensity to imitate peers when designing commercialization strategies.	There is a negative relationship between Technology Transfer Offices’ (TTO) autonomy and their level of imitation of the most successful TTO’s strategy, and this relationship is moderated by the TTO’s age and by their membership into an association where the benchmark TTO is also a member.

Authors (Year)	Cit.	Method	Research Country	Core Analysis	Key Findings
Agrawal (2006)Agrawal, A. (2006). Engaging the inventor: Exploring licensing strategies for university inventions and the role of latent knowledge. Strategic Management Journal, 27(1), 63-79.	186	Quantitative	United States	Engaging the inventor to increase increases commercialization success.	Strategies that involve engaging the inventor favorably inﬂuence the likelihood and degree of commercialization success.
Patzelt & Shepherd (2009)Patzelt, H., & Shepherd, D. A. (2009). Strategic entrepreneurship at universities: Academic entrepreneurs’ assessment of policy programs. Entrepreneurship Theory and practice, 33(1), 319-340.	54	Quantitative	Germany	How entrepreneurs perceive the usefulness of policy programs aimed at facilitating the development of academic ventures.	Access to ﬁnance offered by a policy program enhances the entrepreneurs’ perceived beneﬁts of other policy measures such as providing access to nonﬁnancial resources (networks, business knowledge) and reducing administrative burdens, but diminishes the perceived beneﬁts of offering tax incentives for new ventures.
Chandran, Hayter, & Strong (2015)Chandran, V. G. R., Hayter, C. S., & Strong, D. R. (2015). Personal strategic alliances: enhancing the scientific and technological contributions of university faculty in Malaysia. Economics of Innovation and New Technology, 24(5), 421-435.	4	Quantitative	Malaysia	Impacts of personal strategic alliances in research productivity of faculty and human capital development	Educational attainment, location at a designated research university, and consulting experience positively inﬂuence faculty publication productivity. Alliances established through consulting, applied research, and entrepreneurial experiences are critical for the development of new technologies.
Kirs, Karo, & Lumi (2017)Kirs, M., Karo, E., & Lumi, P. (2017). Strategic behaviour of research groups within the entrepreneurial university policy rhetoric: the Estonian biotechnology sector. Science and Public Policy , 44(6), 802-820.	0	Qualitative	Estonia	Adaptation of strategic behaviors to respond to the policy rhetoric of the entrepreneurial university.	The strategic behavior of research groups is driven not by the policy rhetoric of the entrepreneurial university, but by the personal qualities and interests of group leaders and incentives and routines created by the longer-term development of the overall research funding system.
Lee (2017)	6	Quantitative	Korea	Identifying strategic human resource management practices to improve commercialization in universities.	The human resource management practices of providing incentive compensation to academic faculty, and the employment security and size of human resources in the industry liaison offices contribute to the university-industry collaboration performance.
Guerrero, Herrera, & Urbano (2019)Guerrero, M., Herrera, F., & Urbano, D. (2019). Strategic knowledge management within subsidised entrepreneurial university-industry partnerships. Management Decision.	9	Qualitative	Mexico	Analyze how behaviors within university-industry partnerships are influencing the implementation of strategic knowledge management practices.	Behaviors effects represent an increment in the knowledge management costs during the monitoring stages. The ex-ante collaboration agreement protected intellectual capabilities. Knowledge management helps partnerships to moderate the effect of dual behaviors (collaborative and opportunistic) on the expected intellectual outcomes.

Cluster	Research Question
Environmental Impact	What are the non-economic impacts, such as maintenance of immaterial and historical-cultural heritage, of KTT activities in society?
	What KTT strategies are being implemented by emerging countries to reduce the development gap in relation to wealthy countries?
	What are the impacts of KTT strategies in worldwide problems, such as global warming, immigration crisis and public health pandemics?
	How can different KTT strategies contribute to the improvement and effectiveness of public policies?
Institutional Effectiveness	How can scientific institutions improve KTT performance metrics to include non-economic goals?
	Which KTT strategies adopted by scientific institutions located in developing countries can overcome barriers and restrictions imposed by a challenging external environment?
	Which KTT strategies are effective in remote work and social distancing contexts?
	What are the impacts of different KTT strategies in increasing scientific institutions credibility and consequent reduction in the spread of fake news?
Individual Strategies	How to engage researchers from different areas of scientific knowledge, such as social, natural, philosophical, and artistic sciences, in KTT activities?
	How do professors feel about superior pressure to reconcile their teaching mainstream activities with KTT activities?
	What role should researchers play in the businesses that emerge after the development of new technologies?
	Do students feel pressured to integrate projects or develop KTT activities defined by professors, even if they are not in an area of interest?

[1] AUTHORS

1. Matheus Dantas Madeira Pontes Institution: University of International Integration of Afro-Brazilian Lusophony (PROPLAN/UNILAB). Redenção, Ceará, Brazil. Ph.D. candidate in Management at the University of Beira Interior. Master in Administration from the State University of Ceará (UECE). Economist at the University of International Integration of Afro-Brazilian Lusophony (UNILAB). E-mail: matheus.pontes@unilab.edu.br ORCID: https://orcid.org/0000-0002-0056-2826

Brasil

Brasil

ESTRATÉGIAS DE TRANSFERÊNCIA DE CONHECIMENTO E TECNOLOGIA DAS INSTITUIÇÕES CIENTÍFICAS: COMPREENDER O PASSADO PARA AJUDAR A CONSTRUIR O FUTURO.

RESUMO

Objetivo

Desenho/metodologia/abordagem

Resultados

Limitações da Pesquisa

Originalidade/valor