Dynamics of university-industry technology transfer in Uganda : a case study of the Faculty of Engineering at Kyambogo University

Abstract

It is widely acknowledged that University-Industrial Technology Transfer (U-ITT) is a key university priority in addition to the missions of teaching and research. More recently, the increased recognition of universities as core actors in national innovation systems and the changing complexity of societal needs calls for various stakeholders to work together more strategically. In this vein, I set out to explore the dynamics of U-ITT. More specifically, I focused on Technology Transfer (TT) mechanisms in place, institutional policies that influence TT and organizational infrastructural effect on TT at Kyambogo University Faculty of Engineering (KyU) (FE). I utilised a single case study design anchored in the interpretivist lens, and purposively selected KyU (FE) that explicitly acknowledges TT as one of its core functions. I generated data through: reviews of government and institutional documents, as well as qualitative semi-structured face-to-face interviews with 09 participants from KyU (both academic and administrative), and with six (6) officials from Industry. I focused on the period between 2005 and 2019. I conducted interviews between May and October 2019. Data were analysed and interpreted thematically and using content analysis. Analysis focused on aspects that are crucial to TT. They include; mechanisms of TT at KyU; faculty promotion practices; institutional policies regarding TT; benefits of TT to the University and industry; management of TT at the University; and barriers to U-ITT. I discovered that different departments in the Faculty of Engineering use different mechanisms to transfer technology to industry, ranging from research publications and conferences (informal), to spin-offs and patents (formal). Secondly, I discovered that there is poor coordination and implementation of policies and poor policy mix in connection with U-ITT at the University. Some envisaged institutional policies in form of IPRM have not come to fruition leading to failure to develop an inventory of research activities at the KyU. Finally, I found that KyU has a fairly developed infrastructure to manage TT. However, TT is not yet fully integrated into all the programmes and actions at the Faculty of Engineering. I therefore concluded that TT at KyU Faculty of Engineering is largely through informal means implying limited interaction with industry; The university institutional policies are not activated to steer TT; and organizational infrastructural units of KyU lack the bargaining strength to negotiate official licensing contracts with industry. I recommend that University management should ensure that TT activities are fully integrated in all programmes and actions of the Faculty of Engineering. There is also need by university management to create an enhanced mechanism to TT and streamlining a policy for linkage between KyU (FE) and industry. I further recommend that KyU management establishes and implements institutional policies that enhance TT. Lastly, the university should equip its academic units with infrastructure that is proficient not only in engineering but also in commercialisation of technology.