Technology Transfer from South African Technology Stations to Their SME Clients: a Case Study of the Twelve Technology Stations : A Case Study of the Twelve Technology Stations [1 ed.] 9783832597320, 9783832530563

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Leisl Joanne Neskakis

Technology Transfer from South African Technology Stations to their SME clients

A case study of the twelve technology stations

λογος

Technology Transfer from South African Technology Stations to their SME clients: A case study of the twelve technology stations by Leisl Joanne Neskakis (M. Phil.)

Dissertation submitted for assessment with the view of obtaining the Degree of Doctor of Philosophy (D. Phil.) from the Faculty of Sociology at the University of Bielefeld

Bielefeld June 2011

Supervisors: 1. Prof. Dr. Peter Weingart 2. Prof. Dr. Veronika Tacke

Veröffentlicht als Dissertation, geschrieben an der Universität Bielefeld, Fakultät für Soziologie, 2011. “Gedruckt mit Unterstützung des Deutschen Akademischen Austauschdienstes”. “Printed with the support of the Deutsche Akademischer Austauschdienst”.

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Acknowledgements

, ZLVK WR H[WHQG P\ SURIRXQG JUDWLWXGH WR WKH IROORZLQJ SHRSOH ZKR contributed towards the completion of my thesis: my family for their support DQGHQFRXUDJHPHQWRYHUWKH\HDUVHVSHFLDOO\P\GHDUPRWKHUP\JRRGIULHQG +DQHHID IRU EHLQJ WKHUH ZKHQ , PRVW QHHGHG DVVLVWDQFH 3URIHVVRUV 3HWHU :HLQJDUWDQG9HURQLND7DFNHIRUWKHLUVXSHUYLVLRQJXLGDQFHDQGVXSSRUWP\ IULHQGV1LHOV+UUHP1HOH7RUVWHQDQG6WHI¿IRUWKHLUDGYLFHLQVLJKWVDQG assistance with regard to everything around my thesis and studies and Our Heavenly Father, for giving me the strength to persevere. , GHGLFDWH WKLV ERRN WR P\ PDVVHXU P\ FKHI P\ QDQQ\ P\ GRFWRU P\ ¿QDQFHUP\WUDQVODWRUP\HGLWRUP\SHUVRQDODVVLVWDQWP\DFDGHPLFDGYLVRU my motivational person, my rock, my shield, my husband. Without you and these roles you played, this book would not have been possible.

For my Stefan

Table of Contents Table of Contents ............................................................................................ v List of Tables .................................................................................................. ix List of Figures ................................................................................................. x Acronyms ....................................................................................................... xi Chapter 1 Introduction ................................................................................................... 1 1 Background to the study ..................................................................... 1 1.1 South Africa – the past, the present, the future ............................... 1  6RXWK$IULFD¶V1DWLRQDO5HVHDUFKDQG'HYHORSPHQW6WUDWHJ\ ......   1DWLRQDO6\VWHPRI,QQRYDWLRQ ....................................................... 4 1.4 The Technology Stations Programe ................................................   6PDOO%XVLQHVVHV600(V ............................................................   7HFKQRORJ\,QQRYDWLRQ$JHQF\7,$ .......................................... 11 2 Procedure followed ............................................................................. 15 3 Dissertation outline............................................................................. 18 Chapter 2 Towards Technology Transfer – the Literary Route ................................ 21 1 Introduction ........................................................................................ 21  7HUPVIRUFODUL¿FDWLRQLQFOXGLQJWKHLULQWHUFKDQJHDEOHXVDJHV .... 23 2.1 Technology and Technology Transfer ...........................................  2.2 Technology Stations and The Triple Helix model ........................  3 Models and Typologies for discussion............................................... 33  6PLUFLFK¶V&RUSRUDWH&XOWXUH7KHPH ...........................................   2UJDQL]DWLRQDO&XOWXUHDQG/HDGHUVKLS ........................................   0DU\'RXJODV¶*ULG*URXS&XOWXUDO7KHRU\ ................................ 40 4 Conclusion – The Matrix for the study............................................. 50 v

Table of Contents

Chapter 3 Assessing Technology Transfer – By Design ............................................ 53 1 Introduction ........................................................................................ 53 1.1 Aim of the study ...........................................................................  1.2 Focus of the study .........................................................................   7KHXQLWRIDQDO\VLV .......................................................................  1.4 The time dimension.......................................................................  2 Research methodology ...................................................................... 56  ,GHQWLI\LQJSDUWLFLSDQWV .................................................................   'DWDJDWKHULQJ0HWKRGVDQG3URFHVV ............................................  2.2.1 Questionnaires....................................................................   ,QWHUYLHZV...........................................................................   3ULPDU\DQG6HFRQGDU\0DWHULDO .......................................   $QDO\VLVRI'DWD ............................................................................  2.4 Validity, Reliability, Generalizability and Study Limitations .......   (WKLFDOFRQVLGHUDWLRQV ................................................................... 

Chapter 4 Preparation of Variables for Analysis ....................................................... 69 1 Introduction ....................................................................................... 69 1.1 Summary of Technology Stations’ Accumulative Project Outputs ..........................................................................................  2 Analysis of Closed-ended questions ................................................. 71 2.1 Group ............................................................................................  2.2 Grid ...............................................................................................  3 Analysis of Open-ended questions..................................................... 83  *URXS ...........................................................................................   *ULG ...............................................................................................  4 Re-cap .................................................................................................. 88

vi

Table of Contents

Chapter 5 'H¿QLQJHDFK7HFKQRORJ\6WDWLRQ¶V2UJDQL]DWLRQDO&XOWXUH .................. 91 1 Introduction ....................................................................................... 91  7KH7ZHOYH7HFKQRORJ\6WDWLRQV'H¿QHGE\*ULG*URXS Cultural Theory ................................................................................. 91 3 To sum-up .......................................................................................... 135

Chapter 6 3UR¿OLQJWKH7HFKQRORJ\6WDWLRQV ............................................................ 137 1 Introduction ..................................................................................... 137  7HFKQRORJ\6WDWLRQV3UR¿OHGE\2UJDQL]DWLRQDO&XOWXUH ............. 137  (JDOLWDULDQ&XOWXUH ......................................................................   ,VRODWH&XOWXUH .............................................................................   +LHUDUFKLVW,VRODWH%RUGHUOLQH&XOWXUH ........................................   (JDOLWDULDQ,QGLYLGXDOLVW%RUGHUOLQH&XOWXUH .............................. 142  ,VRODWH,QGLYLGXDOLVW%RUGHUOLQH&XOWXUH .....................................   +LHUDUFKLVW&XOWXUH ...................................................................... 144

Chapter 7 Discussion and Recommendations........................................................... 149 1 Introduction ...................................................................................... 149 2 Findings and interpretation ............................................................. 151  *HQHUDOFRPPHQWVDQGUHFRPPHQGDWLRQV ..................................... 161  7HFKQRORJ\6WDWLRQ0DQDJHUV.....................................................   7KH7,$ ......................................................................................   )XUWKHU5HVHDUFK .........................................................................  References ...................................................................................................  Books and Journal Articles .........................................................................  1DWLRQDO%LOOV ..............................................................................................  vii

Table of Contents

Downloads ..................................................................................................  Reports ........................................................................................................  Appendix A ................................................................................................ 181 Questionnaire and Interview Schedule for Technology Stations Mangers ............................................................................................. 

viii

List of Tables

7DEOH &RPSDULVRQRIDQG,QWHJUDWHG%XVLQHVV5HJLVWHU  ¿JXUHVE\HQWHUSULVHFDWHJRU\ ....................................................10 Table 4.1

Tabular summary of the Grid Dimension coding ......................

Table 4.2

Tabular summary of the Group Dimension coding ...................

ix

List of Figures )LJXUH 7KH*ULG*URXS'LDJUDP$FFRUGLQJ7R1DWXUDO6\PEROV  (GLWLRQ ..............................................................................41 )LJXUH 7KH*ULG*URXS'LDJUDP$V8VHG,Q7KLV6WXG\$GDSWHG  )URP6FKZDU] 7KRPSVRQ ......................................42 )LJXUH 'LDJUDPRIWKH&XOWXUHW\SH,QGLYLGXDOLVP ............................... Figure 4.1 Summary of technology stations Accumulative Project  RXWSXW....................................................................... )LJXUH 6FDWWHU*UDSKIRU7+(7$.......................................................... )LJXUH 6FDWWHU*UDSKIRU%(7$ ............................................................ )LJXUH 6FDWWHU*UDSKIRU'(/7$ ........................................................101 )LJXUH 6FDWWHU*UDSKIRU6,*0$........................................................102 )LJXUH 6FDWWHU*UDSKIRU$/3+$ ....................................................... )LJXUH 6FDWWHU*UDSKIRU20(*$ ...................................................... )LJXUH 6FDWWHU*UDSKIRU=(7$........................................................... )LJXUH 6FDWWHU*UDSKIRU3+, .............................................................. )LJXUH 6FDWWHU*UDSKIRU(36,/21 ....................................................121 )LJXUH 6FDWWHU*UDSKIRU*$00$..................................................... )LJXUH 6FDWWHU*UDSKIRU.$33$........................................................ )LJXUH 6FDWWHU*UDSKIRU/$0%'$ ................................................... )LJXUH 6FDWWHUJUDSKRIDOOWKHWHFKQRORJ\VWDWLRQV¶SRVLWLRQV on the Grid and Group Dimensions ......................................... )LJXUH 7HFKQRORJ\VWDWLRQV¶DFFXPXODWLYHSURMHFWRXWSXWLQ  FRPSDULVRQWRWKHLUSRVLWLRQVRQWKH*ULG*URXSGLDJUDP ......

x

Acronyms

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DACTS

Department of Arts, Culture, Science and Technology

DST

Department of Science and Technology

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Science and Technology

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German Steinbeis Transfer Center

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South African Bureau Standards

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Technology Station

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Technology Stations Programme

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USA

United States of America

xii

Chapter 1 Introduction

1 Background to the study 1.1 South Africa – the past, the present, the future The year is 2010, South Africa is buzzing with the excitement of hosting WKH ),)$ :RUOG &XS ± HYHU\ZKHUH RQH WUDYHOV WKURXJKRXW WKH FRXQWU\ WKH preparation signs of its eminent arrival are apparent. There are either posters RQHYHU\ODPSSRVWRUJLJDQWLFELOOERDUGVFDUU\LQJWKHRI¿FLDO),)$:RUOG &XSVORJDQ³.H1DNR´WUDQVODWHGLQWR(QJOLVKDV³LW¶VWLPH´DQGLPSO\LQJWKDW LWLVWLPHIRU$IULFD,WLVDUHJXODURFFXUUHQFHWRVSRW6RXWK$IULFDQVRIDOO walks of life, sporting the national shirts of the football team, Bafana Bafana. $Q\ QHZV UHODWHGWRWKH),)$:RUOG&XSERWKGLUHFWO\DQGLQGLUHFWO\ERWK inspirational and discouraging is regularly covered across the media. The locals are excited that their country is to be the host of such a prestigious World event. They are excited about what this means for the country – that there is the promise of job creation, that South Africa will be placed on the SURYHUELDO³PDS´DQGWKDWWKHUHZLOOEHDQLQÀX[RIIRUHLJQLQYHVWPHQWV$W the same time, however, they are afraid that they will be unsuccessful and the entire occasion will be a disaster somehow propelling the country into an aftermath that is negative in the most unexpected ways. This was the setting LQ ZKLFK , FRQGXFWHG WKH LQWHUYLHZV RI P\ UHVHDUFK LQ 6RXWK$IULFD$ IHZ PRQWKVDIWHUWKH),)$:RUOG&XSLVZUDSSHGXS,UHWXUQHGWR6RXWK$IULFD from being overseas, only to discover a totally different country. To sum up WKHQDWLRQDOVHQWLPHQWV,ZRXOGKDYHWRXVHWKHZRUGµGHVSRQGHQW¶,WVHHPHG WKHUHSHUFXVVLRQVRIWKH),)$:RUOG&XSRQWKHFRXQWU\ZHUHQRWDVZKDWZDV H[SHFWHG,QHYHU\SURYLQFHRIWKHFRXQWU\VWDQGVDELOOLRQ5DQGFRQVWUXFWLRQ WKDWVHUYHVDVDPRQXPHQWRIEURNHQGUHDPV7KHTXHVWLRQWKDWLVUHSHDWHGO\ asked is “What do we do with these stadiums, how are we to pay for their 1

Introduction

XSNHHS"´ $OPRVW HYHU\ ZHHN LQ QHZVSDSHUV DFURVV WKH QDWLRQ DUWLFOHV DUH printed giving evidence to the fact that the answers are few and far between. 7KHUHDOLW\RIWKHUHVXOWLQJFLUFXPVWDQFHVRI),)$:RUOG&XSKDQJVOLNHDQ albatross around the necks of the local municipalities. To demolish these buildings might result in the outbreak of riots among the locals – it would be VHHQDVDEODWDQWDQQRXQFHPHQWWKDWWKHJRYHUQPHQWKDGVTXDQGHUHGELOOLRQV on buildings that are simply useless now, while they, the masses, survive in VKDFNV LW ZRXOG EH D VHHQ DV DQ XQDVKDPHG VWDWHPHQW WKDW WKH JRYHUQPHQW KDG VTXDQGHUHG ELOOLRQV RI WD[ SD\HUV 5DQGV ZLWKRXW ¿UVW DVVHVVLQJ ZKDW hosting such a World event entails and then incorporating the results of such an assessment into the plans. To upkeep the stadiums implies more money EHLQJ VTXDQGHUHG ,Q DQ DUWLFOH WLWOHG ³5DWHSD\HUV µZLOO FRXJK XS IRU &DSH Town stadium’, which appeared in Times LiveRQth October 2010, the current operational and maintenance costs, including management of the adjacent *UHHQ3RLQW3DUNDUHDURXQGDVWDJJHULQJ5PLOOLRQSHUDQQXP$VWKH SUHVHQWPRYHVIXUWKHUDZD\IURPWKH),)$:RUOG&XSHYHQWRIPRUHDQG more truths are surfacing regarding the negative impact the event has had on the country and more and more despondent becomes the nation. 7KLVLVWKHEDFNGURSWRZKLFK,PDGHP\¿QDOYLVLWWRHDFKRIWKHWHFKQRORJ\ VWDWLRQV LQ 6RXWK $IULFD LQ 1RYHPEHU  WKLV LV WKH VHWWLQJ RI WKH ¿QDO FROOHFWLRQRIP\UHVHDUFKLQIRUPDWLRQWKLVLVWKHPLOLHXDV,EHJDQWKH¿QDO ZULWLQJXSRIWKLVGLVVHUWDWLRQ,WZHUHWKHVHSDVWDQGSUHVHQWKLVWRULFDOHYHQWV that formed the backdrop of my research study and not only set the stage for WKH LQYHVWLJDWLRQ EXW DOVR SUREDEO\ LQÀXHQFHG WKH PRRG RI WKH VXEMHFWV DV well. While being immersed in all this, it is hard to believe that merely sixteen \HDUVDJR6RXWK$IULFDKDGLWV¿UVWGHPRFUDWLFHOHFWLRQ7KLVKLVWRULFDOHYHQW took place after 40 years of apartheid, not to mention colonial rule. The DSDUWKHLGUHJLPHIHOODSDUWLQDQGWKH$IULFDQ1DWLRQDO&RQJUHVV$1&  SDUW\ XQGHU WKH OHDGHUVKLS RI 1HOVRQ 0DQGHOD WULXPSKDQWO\ WRRN SRZHU LQ 6RXWK$IULFD¶V¿UVWPXOWLUDFLDOGHPRFUDWLFHOHFWLRQLQ The technology stations in South Africa, including their stakeholders, would like to increase the incidence of technology transfer between these stations and WKH6PDOODQG0HGLXP(QWHUSULVHV60( WRZKLFKWKHVWDWLRQVUHQGHUWKHLU VHUYLFHV,WLVLQWKLVUHJDUGWKDW,DLPWRXVHP\VWXG\E\DWWHPSWLQJWRDQVZHU WKHTXHVWLRQ:KDWDUHWKHIDFWRUVWKDWLQÀXHQFHVXFFHVVIXOWHFKQRORJ\WUDQVIHU EHWZHHQ6RXWK$IULFDQWHFKQRORJ\VWDWLRQVDQGWKHLU60(V",QRWKHUZRUGV what can explain the differences in performance between the technology VWDWLRQVZLWKUHJDUGWRWHFKQRORJ\WUDQVIHU"2UZKDWPDNHVRQHWHFKQRORJ\ VWDWLRQPRUHVXFFHVVIXOLQWHFKQRORJ\WUDQVIHUWKDQDQRWKHU"$VP\VWXG\LV 2

1 Background to the study

not a statistical analysis or simply just a description of the technology stations’ FXOWXUHWKHDQVZHUWRWKLVTXHVWLRQZLOOQRWEHIURPDVWDWLVWLFDOSRLQWRIYLHZ EXW UDWKHU LQ WKH EHVW ZD\ WKDW , IRXQG SRVVLEOH ± D GHWDLOHG DQDO\VLV RI WKH culture of a technology station. 0\LQWHUHVWLQWKHWHFKQRORJ\VWDWLRQVEHJDQZLWKP\LQLWLDOREVHUYDWLRQRI one of the most successful technology stations of the twelve, while working DWWKHHGXFDWLRQLQVWLWXWLRQZKHUHWKHWHFKQRORJ\VWDWLRQLVKRXVHG,FDPHWR realize that the manager of this technology station seemed to be an important IDFWRU LQÀXHQFLQJ WKH VXFFHVV RI WHFKQRORJ\ WUDQVIHU HVSHFLDOO\ WKURXJK KLV UXQQLQJRIWKHWHFKQRORJ\VWDWLRQDQGKLVLQÀXHQFHRQLQIRUPDWLRQÀRZZLWKLQ the technology station. This led me to wonder whether successful technology transfer is determined by the culture of the technology station as an organization where the technology station manager, in his running of the technology station, LQÀXHQFHV WKLV RUJDQL]DWLRQDO FXOWXUH ,Q XQGHUVWDQGLQJ KRZ WKH WHFKQRORJ\ stations came into being one has a better appreciation of their function. Thus in WKH¿UVWSDUWRIWKLVFKDSWHU,VKDOOFRYHUWKHVHFWLRQRI6RXWK$IULFDQKLVWRU\ WKDWJDYHULVHWRWKHWHFKQRORJ\VWDWLRQVLQFOXGLQJWKHVLJQL¿FDQWSROLFLHVDFWV DQGODZV,VKDOOWKHQJLYHDEULHIVXPPDU\RIWKHVWXG\¶VUHVHDUFKDLPWKH SURFHGXUHIROORZHGWRDWWDLQWKLVDLPDQG¿QDOO\WKHRXWOLQHRIWKHFKDSWHUVRI the dissertation. $IWHU YLFWRU\ JRLQJ WR WKH $1& LQ WKDW ¿UVW 6RXWK $IULFDQ GHPRFUDWLF HOHFWLRQ WKH VWRU\ FRQWLQXHG ZLWK WKH $1& LQKHULWLQJ DQ HFRQRPLF PHVV IURP WKH RXWJRLQJ 1DWLRQDO 3DUW\ +RZHYHU GHVSLWH WKLV WKH SRVWDSDUWKHLG JRYHUQPHQWPDQDJHGLQWKH¿UVWIHZ\HDUVRIJRYHUQLQJWREXLOGPLOOLRQ QHZKRPHVWRFRQQHFWPLOOLRQKRXVHKROGVWRHOHFWULFLW\DQGWRSURYLGH PLOOLRQKRXVHVZLWKUXQQLQJZDWHU,WVWDUJHWIRUUDLVLQJWKHOLYLQJVWDQGDUGVZDV reported as the most ambitious on the African continent, but even after all this, there was still much to be done. To facilitate South Africa’s wealth creation in the context of globalization was the matter of human resource development. 7KLVLVZKHUH6RXWK$IULFD¶V1DWLRQDO5HVHDUFKDQG'HYHORSPHQW6WUDWHJ\ came into play.

1.2 South Africa’s National Research and Development Strategy )RUHFRQRPLFJURZWKDQGLPSURYLQJWKHTXDOLW\RIOLIHIRUDOO6RXWK$IULFD¶V 1DWLRQDO 5HVHDUFK DQG 'HYHORSPHQW 6WUDWHJ\ DLPHG WR KDYH LWV LQGXVWULHV master modern technologies and integrate them into everyday social activities, HGXFDWLRQHFRQRPLFDFWLYLW\DQGVRRQ,WLVZLGHO\KHOGWKDW³«WKHVRFLDO development and power of a nation is closely related to technological 

Introduction

innovation and the transfer and application of technology” (Youlin, 2004:  ,WWKXVDSSHDUHGWKDWPD[LPXPHIIRUWQHHGHGWREHH[HUWHGWRWUDLQ6RXWK $IULFDQVLQDOO¿HOGVUHTXLUHGIRUWKHGHYHORSPHQWUXQQLQJDQGPDQDJHPHQW of modern economies and to ensure that as many South Africans master modern technologies and integrate them in their social activities, education, delivery services and economic activity. The objective of the strategy was to DSSO\ LQWHUQDWLRQDOO\ ZHOOWHVWHG SULQFLSOHV DQG V\VWHPV WKDW DUH DGMXVWHG WR ORFDOUHDOLWLHVDQGUHTXLUHPHQWV ,WLVWKHWZHQW\¿UVWFHQWXU\DQGWKRXJK6RXWK$IULFDKDVEHHQDGHPRFUDWLF country for almost two decades, it is still a developing country, especially in comparison to countries like the United States of America (USA), the United .LQJGRP8. *HUPDQ\)UDQFH-DSDQHWF,QGHYHORSLQJWKHFRXQWU\6RXWK $IULFDLVWKXVGHSHQGHQWRQLPSRUWHGNQRZKRZIURPVXFKDGYDQFHGFRXQWULHV as these, but simultaneously South Africa also needs to develop a capacity for local innovation.

1.3 National System of Innovation For almost two decades, the Department of Science and Technology (DST) has been creating a superstructure to improve the country’s capacity to translate local research and development into commercial products and services. This VWUXFWXUHLVFDOOHGWKH1DWLRQDO6\VWHPRI,QQRYDWLRQ $:KLWH3DSHURQ6FLHQFHDQG7HFKQRORJ\ZDVWKXVHVWDEOLVKHGLQDQG a Research and Development Strategy in 2002. The White Paper on Science DQG7HFKQRORJ\¶VDGRSWLRQRIWKH1DWLRQDO6\VWHPRI,QQRYDWLRQ16, DVD policy framework for Science and Technology (S&T) was in recognition of the move away from a “science push” framework to an “innovation pull” model ±DSROLF\WKDWKDGDOUHDG\EHHQGHYHORSHGE\WKH2UJDQL]DWLRQIRU(FRQRPLF Cooperation and Development, and within industrialized nations of the world 6$15'6  7KHQHZ6 7VWUDWHJLHVKDYHEHHQHPEHGGHGZLWKLQWKH16,7KHIROORZLQJ TXRWHFOHDUO\H[SUHVVHVWKHREMHFWLYHWKHJRYHUQPHQWEHOLHYHVWKLV6\VWHPDFKLHYHV ,QVXFKD6\VWHPLQVWLWXWLRQVVXFKDVXQLYHUVLWLHVWHFKQLNRQV>QRZFDOOHGXQLYHUVLWLHVRI technology], science councils, private sector research laboratories and market intelligence divisions would cooperate in a nationally optimal way towards solving problems, whether WKHVH RFFXU LQ LQGXVWU\ DJULFXOWXUH GHIHQFH RU EDVLF UHVHDUFK 0LQLVWHU RI$UWV &XOWXUH 6FLHQFHDQG7HFKQRORJ\±:KLWH3DSHURQ6FLHQFHDQG7HFKQRORJ\6HSWHPEHU 

7KXVZLWKWKH16,WKHJRYHUQPHQWLQWHQGHGWRHQFRXUDJHLQWHUDFWLRQDQG cooperation between different sectors of the country with the aim of addressing 4

1 Background to the study

national problems, with emphasis being placed on research being directed not only by research institutes, but also by industry, agriculture, defence, etc.

1.4 The Technology Stations Programe To stimulate and intensify technological innovation the Department of Science and Technology initiated the establishment of core agencies. One such agency was a Small Business support agency, the Tshumisano Trust Agency, which ZDV HVWDEOLVKHG LQ  7VKXPLVDQR PHDQV µFRRSHUDWLRQ DQG SDUWQHUVKLS¶ and had been the implementing agency of the Technology Stations Programme 763 VLQFHLWVLQFHSWLRQ7KURXJKWKH763VHFWRUIRFXVHGWHFKQRORJ\VWDWLRQV were developed to strengthen and accelerate interaction, especially technology transfer, between educational institutions and Small Businesses. This is partly accomplished by the technology station being housed at educational institutions like the Technikons – who still existed at that time – or the Universities of Technologies. One of the TSP’s critical contributions was to expose students at the station’s home institution to small enterprises, thus helping to foster a culture of entrepreneurship. Tshumisano’s Trust initiative also involved placing engineering graduates in internship programmes with small enterprises. 7KH 7UXVW SURYLGHG WHFKQLFDO DQG ¿QDQFLDO VXSSRUW WR WKH WHFKQRORJ\ stations, which are based at Universities of Technology. The Universities of Technologies host the technology stations by providing a sound institutional organizational and legal framework and also makes it possible to utilize the existing technology for the economy as well as the academic staff. The WHFKQRORJ\VWDWLRQVLQWXUQRIIHUWHFKQLFDOVXSSRUWWRH[LVWLQJ60(VLQWHUPVRI technology solutions, services and training (www.tshumisano.co.za). ,WLVLPSRUWDQWWRPHQWLRQKHUHWKDWWKH*HUPDQ6WHLQEHLV7UDQVIHU&HQWUH (STC) is the model the DST used to fashion the technology stations on. 7KH FUHDWRU RI WKH 67&V LV WKH 6WHLQEHLV )RXQGDWLRQ HVWDEOLVKHG LQ  WR bridge the gap between science and the economy – especially with the small WR PHGLXPVL]HG FRPSDQLHV ± DQG WKH QDWXUH RI WKH )RXQGDWLRQ¶V ZRUN LV HFRQRPLFSURPRWLRQRIWKHFRXQWU\(DFK6WHLQEHLV7UDQVIHU&HQWUHVSHFLDOL]HV on one particular set of topics and works in direct contact with the company commissioning it. By being stationed close to a university, it is possible for the transfer center to utilize the university’s existing research infrastructure as a source of technology for the economy. These centres are independent, ÀH[LEOHGHFHQWUDOL]HGFORVHWRFXVWRPHUVDQGXQLYHUVLWLHVDQGWKH6WHLQEHLV Foundation can thus draw on a pool of more than 4,000 experts from the most YDULHGVSHFLDOLVW¿HOGVWRIXO¿OOLWVZLGHUDQJHRIWDVNV7KH60(VLQSDUWLFXODU



Introduction

DUHWKHQDEOHWRSUR¿WIURPWKHH[WHQVLYHNQRZKRZSRWHQWLDORIWKH67&(DFK STC specializes in one particular set of topics and works in direct contact with the company commissioning it (http: www.stw.de). ,Q  WKH *HUPDQ )HGHUDO 0LQLVWU\ RI (FRQRPLF &RRSHUDWLRQ DQG 'HYHORSPHQW%0= FRPPLWWHGIXQGLQJIRUDWHFKQLFDOFRRSHUDWLRQSURMHFW in support of the TSP. The objective was to develop a system of competent, GHPDQGRULHQWDWHG WHFKQRORJ\ WUDQVIHU DQG VNLOOV GHYHORSPHQW DW WKH WKHQ existing Technikons and current Universities of Technology throughout the FRXQWU\ 7KH *HUPDQ $JHQF\ IRU 7HFKQLFDO &RRSHUDWLRQ *7=  KDV EHHQ commissioned as the implementing agency and provides professional advisory assistance and capacity building measures in managing technology transfer. $V ZLWK WKH 67&V WKH WHFKQRORJ\ VWDWLRQV ZHUH HVWDEOLVKHG WR EH ZRUOG FODVVVHUYLFHSURYLGHUVRIWHFKQRORJ\VHUYLFHVWR60(V2QHFDQXQGHUVWDQG WKHLPSRUWDQFHRIWDUJHWLQJWKH60(VEHFDXVHWKH\DUH³DQHVVHQWLDOIRUFHQRW RQO\LQWKHGHYHORSPHQWRIDQHFRQRP\>RIDFRXQWU\@EXWDOVREHFDXVHRILWV HQRUPRXVVFDOHLQWHFKQRORJLFDOLQQRYDWLRQ´V@ FLHQWL¿F WHFKQRORJLFDO DQG HGXFDWLRQDO DFWLYLWLHV FRXOG QRW EH UHJDUGHG DV FRQFHUQVRQO\IRUVFLHQWLVWVHQJLQHHUVDQGHGXFDWRUV´  As interaction between the universities, industries and government increased, the result in each sphere was: 1) the creation of new structures, for example centres in universities, or strategic alliances among companies, and 2) the creation of integrating mechanisms in the form of networks, for H[DPSOH DFDGHPLF LQGXVWULDO DQG JRYHUQPHQWDO UHVHDUFKHUV (W]NRZLW] DQG /H\GHVGRUII  7KLV EULQJV XV WR WKH HVWDEOLVKPHQW RI WKH LQGXVWU\XQLYHUVLW\ FHQWUHV WKDW RULJLQDWHG GXH WR WKH JOREDOL]DWLRQ RI WKLV 7ULSOH +HOL[ (W]NRZLW] DQG /H\GHVGRUII ,QWKHVHFHQWUHVERWKLQGXVWU\DQGDFDGHPLFUHVHDUFKHUV jointly determine the priorities. With the progression of time, the emergence of QHWZRUNVDQGPXOWLPHGLDPRGHVRIFRRUGLQDWLRQOHGWRVKLIWVLQWKHSROLWLFDO economic relationships among university, industry, and government in such a way that these institutions moved closer to each other. A research center, including both the transfer centers and technology stations, LV GH¿QHG DV DQ RUJDQL]DWLRQ EDVHG DW D XQLYHUVLW\ ZKRVH IXQFWLRQ it is to carry out scholarly investigations of an interdisciplinary nature and JHQHUDOO\ UHFHLYLQJ ¿QDQFLDO VXSSRUW IURP SULYDWH FRPSDQLHV DQG RWKHU organizations outside of the university (Rogers, Hall, Hashimoto, Steffensen, 6SHDNPDQ7LPNR $VFDQEHVHHQWKHVHFHQWHUVDUHPRGHOHGRQWKH idea of a network relationship between the university, industry and government WKDWIRUPV WKH7ULSOH+HOL[,Q DGGLWLRQZKHUHDVWKHLQLWLDOFRQWDFWEHWZHHQ university, government and industry was one of a vertical and linear nature, a transformation occurred in these communications that led to a more lateral DQG OHVV OLQHDU UHODWLRQVKLS ± RQH RI D PRUH ³«H[SDQGLQJ QHWZRUN V\VWHP RILQWHUDFWLYHVSLUDOV´(W]NRZLW]DQG/H\GHVGRUII 7KH7ULSOH+HOL[ model places emphasis on the way that utilization of research occurs – through 

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processes of interaction within new networks of collaboration between academia, industry and government. Roger et al.    H[SODLQV WKDW WKHVH XQLYHUVLW\EDVHG UHVHDUFK FHQWHUV HDFK VHUYH DV D ³boundary-spanner” which implies “a unit that exchanges information between an organization and its environment”.

3 Models and Typologies for discussion 3.1 Smircich’s Corporate Culture Theme ,Q  6PLUFLFK SUHVHQWHG D FRPSUHKHQVLYH UHYLHZ RI WKH DVVXPSWLRQV LQ organization studies that underlie the different ways the concept of culture has been used particularly as “a critical variable” and as “a root metaphor”  ,QWKLVDUWLFOHVKHDOVRLQFOXGHVWKHUHVHDUFKDJHQGDVWKDWHDFKRI WKHVHSHUVSHFWLYHVEULQJDERXW,WIROORZVWRUHDVRQWKDWEHFDXVHUHVHDUFKHUV KDYHGLIIHUHQWDVVXPSWLRQVDERXWERWKµRUJDQL]DWLRQ¶DQGµFXOWXUH¶WKH\KDYH GLIIHUHQW DSSURDFKHV WR WKH RUJDQL]DWLRQFXOWXUH UHODWLRQVKLS DQG DV VXFK GLIIHUHQW UHVHDUFK TXHVWLRQV DQG LQWHUHVWV 6PLUFLFK JRHV RQ WR H[SODLQ WKDW OLQNLQJµFXOWXUH¶ZLWKµRUJDQL]DWLRQ¶LPSOLHVWKHOLQNLQJRIFXOWXUDOWKHRU\ZLWK organizational theory. This intersection results in various “themes” or “content areas”, namely: comparative management, corporate culture, organizational cognition, organizational symbolism, and unconscious processes and RUJDQL]DWLRQ  The purpose of presenting the review study of Smircich and the themes, which she proposes, is to provide a comprehensive overview of the framework LQWRZKLFKP\HQWLUHVWXG\¿WVWRVKRZZKHUHLW¿WVLQWRWKHODUJHUUHVHDUFK IUDPHZRUNRIVRFLDOVFLHQFHV,DPRQO\LQWHUHVWHGLQWKHWKHPHRIFRUSRUDWH FXOWXUH WKDW 6PLUFLFK SURSRVHV )RU WKLV UHDVRQ , VKDOO QRW SUHVHQW DOO WKH other themes here. As the study explains, the theme of corporate culture – and therefore my study – can be placed within the systems theory framework where culture is an internal and independent organizational variable. Under the theme of corporate culture Smircich notes that although the organizations are themselves embedded within a wider cultural context, the IRFXVKHUHLVRQWKHVRFLRFXOWXUDOTXDOLWLHVWKDWGHYHORSZLWKLQWKHRUJDQL]DWLRQV What is especially important to remark on regarding the theme of corporate culture is that its formation is based on a systems theory framework, which implies that researchers here center attention on the conditional relationships among the variables that are determined as necessary for the organization’s 

Towards Technology Transfer – the Literary Route

³VXUYLYDO´LQFOXGLQJWKHYDULDEOHRI³OHDGHUVKLSSDWWHUQV´ 6PLUFLFK argues that consistent with the systems theory framework, corporate culture research envisages a deterministic relationship between the organization and its environment, where the environment presents the essence of behaviour those managers may perform in their organizations through symbolic means. This implies that the cultural dimension of an organization contributes to that organization’s overall “systematic balance” and as well as to its effectiveness 6PLUFLFK    7KH RWKHU VLGH RI WKH FRLQ WKDW UHVXOWV IURP WKHVH patterns of thought is that if the organization’s environment has an effect on WKHRUJDQL]DWLRQWKHQPDQLSXODWLQJWKHHQYLURQPHQWLQFOXGLQJWKHLQÀXHQFHV of the organization’s manager, will change the organization. $VDFRQFOXVLRQWRWKLVVHFWLRQ,ZRXOGOLNHWRKLJKOLJKWWKHODVWSRLQWWKDW 6PLUFLFKPDNHVUHJDUGLQJFRUSRUDWHFXOWXUHE\TXRWLQJKHUGLUHFWO\ 0XFK RI WKH OLWHUDWXUH>XQGHU WKH FRUSRUDWH FXOWXUDO WKHPH@ UHIHUV WR DQ RUJDQL]DWLRQDO culture, appearing to lose sight of the great likelihood that there are multiple organization VXEFXOWXUHV RU HYHQ FRXQWHUFXOWXUHV FRPSHWLQJ WR GH¿QH WKH QDWXUH RI VLWXDWLRQV ZLWKLQ RUJDQL]DWLRQDOERXQGDULHV 

This point will further be elaborated on during a later section of this chapter ZKHQWKHSUHVHQWDWLRQDQGGLVFXVVLRQRI0DU\'RXJODV¶VZRUNRQ*ULG*URXS &XOWXUDO WKHRU\ ZLOO EH PDGH ,W LV WKH ³VXEFXOWXUHV´ DQG ³FRXQWHUFXOWXUHV´ mentioned here that is especially relevant to my study.

3.2 Organizational Culture and Leadership „Some are born great, some achieve greatness, and some have greatness thrust upon ‚em“ 6KDNHVSHDUH7ZHOIWK1LJKW

3HWWLJUHZ KDV WUDFHG WKH ¿UVW DSSHDUDQFH LQ 86 DFDGHPLF OLWHUDWXUH RI WKH WHUP µRUJDQL]DWLRQDO FXOWXUH¶ WR DQ DUWLFOH LQ WKH $GPLQLVWUDWLYH 6FLHQFH 4XDUWHUO\LQ+RIVWHGH1HXLMHQ2KD\Y 6DQGHUV ,Q3HWWLJUHZ¶V VWXG\WKHLQÀXHQFHRILQGLYLGXDOVZLWKVWURQJLGLRV\QFUDWLFSHUVRQDOLWLHVZKR founded the organization – a private British boarding school – is traced. This FRQFHUQZLWKWKHUROHRIOHDGHUVDQGOHDGHUVKLSLQWXUQXQGHUOLQHVWKHLQÀXHQFH of Selznick’s Leadership in Administration, which appeared in the literature LQ6HO]QLFNFLWHGLQ'DYLHV0DQQLRQ0DUVKDOO 6FRWW  )URPWKHVHFWLRQLQWKLVFKDSWHURQ6PLUFLFKLWLVFOHDUWKDWZLWKLQWKH¿HOGRI 

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organizational culture, there are various schools of thought. Unsurprisingly WKHUH LV OLWWOH DJUHHPHQW RQ D GH¿QLWLRQ RI WKH WHUP WKDW ZRXOG IDLO WR UDLVH FRXQWHU DUJXPHQWV DV WR ZK\ WKDW GH¿QLWLRQ LV QRW WKH PRVW DSSURSULDWH RQH IRUWKHWHUP$V6DFNPDQSXWVLW³>D@WWKLVVWDJHRIWKHRU\GHYHORSPHQWLWLV XQFOHDUZKLFKRQHRUFRPELQDWLRQVRIWKHVHIUHTXHQWO\XVHGFRQFHSWVUHSUHVHQW FXOWXUHWKHEHVW´ 7RJLYHDWDVWHRIVRFLDOSKHQRPHQDWKDWDFDGHPLF OLWHUDWXUHFRYHUVXQGHUWKHGH¿QLWLRQRIRUJDQL]DWLRQDOFXOWXUH,VKDOOSURYLGH a partial list here: principles, values, norms, beliefs, attitudes, experiences, behaviors, work styles, status symbols, myths, symbols, dress code, language or jargon, ceremonies and rituals, and the list goes on. Unargumentatively, RUJDQL]DWLRQDOFXOWXUHGHQRWHVPXFKPRUHWKDQMXVWµµWKHZD\WKLQJVDUHGRQH KHUH¶¶'DYLHV1XWOH\DQG0DQQLRQ ,QOLJKWRIP\UHVHDUFKDQG WKHZLGHYDULHW\RIRSHUDWLRQVLWFRYHUV6FKHLQ¶VGH¿QLWLRQRIWKHWHUPVHHPV especially appropriate for this study because of his focus on the importance of the leader in the organization. Schein determines that culture does not concern individuals alone, but rather groups of people who through their daily PXWXDOZRUNH[SHULHQFHVFUHDWHDQLGHDWKDWGH¿QHVWKHRUJDQL]DWLRQDQGWKLV GH¿QLWLRQRIWKHRUJDQL]DWLRQLVEXLOWWKURXJKOHDUQLQJKRZWREHKDYHIRUWKH purpose of survival and progression: 2UJDQL]DWLRQDO FXOWXUH LV WKH SDWWHUQ RI EDVLF DVVXPSWLRQV  LQYHQWHG GLVFRYHUHG RU developed by a given group as it learns to cope with its problems of external adaptation and LQWHUQDOLQWHJUDWLRQWKDWKDVZRUNHGZHOOHQRXJKWREHFRQVLGHUHGYDOLGDQGWKHUHIRUHWR be taught to new members as the correct way to perceive, think, and feel in relation to those SUREOHPV 

That organizational culture has a layered nature is almost unanimously agreed upon. Schein presents the most useful and widely acknowledged GH¿QLWLRQ ZKLFK LGHQWL¿HV WKUHH OHYHOV RI FXOWXUDO SKHQRPHQD LQ DVFHQGLQJ importance: Level 1: Artifacts – the physical and most visible manifestations of culture, including overt behaviour, dress codes, rituals, rewards and ceremonies, procedures followed, technology used, and ways of communicating. They can usually be observed directly and are easier to change than the other two levels, though changing the artifacts does not necessarily lead to a change of culture. Culture can only be changed on the level of values and basic assumptions. Level 2: Values – is the sense of what “ought” to be in comparison to what is. Values that have been adopted may be used to not only justify particular behaviour patterns, but may also be used for choosing between alternative FRXUVHV RI DFWLRQ 0DQ\ RI WKHVH YDOXHV UHPDLQ FRQVFLRXV PRVWO\ EHFDXVH their function is to guide members. The vision and mission statement of the organization would be regarded as such. 

Towards Technology Transfer – the Literary Route

/HYHO$ssumptions – the unspoken, largely unconscious beliefs, values DQGH[SHFWDWLRQVWKH\PD\EHLQGLFDWHGE\DUWLIDFWVWKDWEHOLHHVSRXVHGEHOLHIV and values. They are at the deepest level of culture and are the hardest to FKDQJH6FKHLQ&OHPHQWDQG'DYLHet al.  7KHUHDUHWKHYH[HGTXHVWLRQVRIZKHWKHURUQRWRUJDQL]DWLRQDOFXOWXUHFDQ be managed, or how different methodologies can be used to inform routine DGPLQLVWUDWLRQRURUJDQL]DWLRQDOFKDQJH$VZLWKWKHGH¿QLWLRQRIRUJDQL]DWLRQDO culture, not much consensus exists on changing, measuring and observing organizational culture. Simply stated, the three differing views mentioned in WKHOLWHUDWXUHZHUH LWFDQEHPDQDJHG LWFDQQRWEHPDQDJHGDQG LW FDQEHPDQDJHGEXWQRWGLUHFWO\7RDQVZHUWKLVTXHVWLRQZKHWKHUFXOWXUHFDQ EHFKDQJHGRULQÀXHQFHGRQH¿UVWQHHGVDFOHDUXQGHUVWDQGLQJRIKRZFXOWXUH IRUPV+RZHYHUDVLVREYLRXVIURPWKHGHSDUWXUHSRLQWRIP\UHVHDUFK,DPRI WKHWKLUGRSLQLRQ±WKDWFXOWXUHFDQEHPDQDJHGDQGVSHFL¿FDOO\LWLVWKHOHDGHU ZKR GHWHUPLQHV WKH FXOWXUH RI DQ RUJDQL]DWLRQ 7KH UHDVRQ IRU FRQ¿GHQFH LQWKLVWKRXJKWLVEHFDXVH,REVHUYHGWKLV¿UVWKDQGZKLOHLQDSRVLWLRQDWDQ academic institution that availed me the opportunity to study the leader of a technology station at work. After observation of this trend it seemed logical WRIRFXVWKHVWXG\RQWKHWHFKQRORJ\VWDWLRQPDQDJHUSUHGRPLQDQWO\,VKDOO QRWKRZHYHUUHYLHZWKHOLWHUDWXUHXQGHUWKHWHUPµOHDGHUVKLS¶LQVWHDG,VKDOO IRFXVRQZKDW6FKHLQ DVVRFLDWHVDVEHLQJXQLTXHO\DVVRFLDWHGZLWK leadership – “the creation and management of culture”. Schein verbalizes this phenomenon when he says: «SURFHVVRUVRIFXOWXUHFUHDWLRQDQGPDQDJHPHQWDUHWKHHVVHQFHRIOHDGHUVKLSDQGPDNH RQHUHDOL]HWKDWOHDGHUVKLSDQGFXOWXUHDUHWZRVLGHVRIWKHVDPHFRLQ«>WKXV@,EHOLHYHWKDW cultures begin with leaders who impose their own values and assumptions on a group”  

:KLOH .DW] DQG .DKQ   DUJXH WKDW JURXS QRUPV KDYH D VLJQL¿FDQW impact on individual performance, Schein (2004) explains that in formal groups, culture develops when a particular person creates the group or becomes its leader and the example he gives is where a manager takes over a new department of an organization or in the case of my study where the technology station manager starts up or takes leadership of the newly formed technology station. Schein explains that this new founder or manager will have certain personal visions, goals, and values about how things should be and he or she will initially transmit these to the group, which then become characteristics of group culture. The manager might also select members for the group on the basis of their similarity of thoughts and values. These values, Schein explains, are WUDQVPLWWHGE\ZD\RI PHQWRULQJDQGFRDFKLQJJURXSPHPEHUV IRFXVLQJ attention of group members on successful development and implementation 

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RI LQQRYDWLRQ DV DQ RQJRLQJ RUJDQL]DWLRQDO SUDFWLFH   FUHDWLQJ D UHZDUG system which rewards both successful innovation and innovation related behaviour, and 4) by recruiting, hiring and promoting innovative people. One can deduce that it is not only the leader’s values that form the organizational FXOWXUHEXWDOVRKLVEHOLHIVDQGDVVXPSWLRQVDVZHOODVWKHH[SHULHQFHVWKDW both he and the group members bring to the table including their new beliefs, values and assumptions. Westrum (2004) adds to this by clarifying that it is the preoccupations of the leader, through their symbolic actions, and rewards, and punishments that an organization’s culture is shaped. Schein explains that after WKHOHDGHUGH¿QHVWKHFXOWXUHWKHFXOWXUHGH¿QHVWKHOHDGHUIRUJHQHUDWLRQVWR FRPHKRZHYHULQWLPHVRIGLI¿FXOW\ZKHQFKDQJHLVUHTXLUHGWRVWDELOL]HDQ organization, leadership will once again be needed to stabilize the organization and change the culture as is needed. From this point of view about the role of OHDGHUVKLSLQWKHGHYHORSPHQWRIDQRUJDQL]DWLRQDOFXOWXUHDQGWKHµVXUYLYDO¶RI WKHRUJDQL]DWLRQLWLVFOHDUWKDWLI³OHDGHUVDUHWRIXO¿OOWKLVFKDOOHQJHWKH\PXVW ¿UVWXQGHUVWDQGWKHG\QDPLFVRIFXOWXUH´6FKHLQ  This belief that the leader plays a leading role in shaping an organization’s culture was also determined in a study on the organizational cultures of twenty XQLWVIURPWHQGLIIHUHQWRUJDQL]DWLRQVLQ'HQPDUNDQGWKH1HWKHUODQGV3DUW of the conclusion that the study reached was that “the values of founders and key leaders undoubtedly shape organizational cultures” (Hofstede et al.    :KDW WKH\ DOVR FRQFOXGHG ZDV WKDW UDWKHU WKDQ WKH ³VKDUHG values” that popular literature indicated as being representative of the core of an organization’s culture, it was actually the shared perceptions of what the “daily practices” are that were the core of corporate culture, where the values of “founders” and “leaders” become the practices of members (Hofstede et al. 2QHFDQDOVRGHGXFHWKDWWKHSURFHVVRIFXOWXUHIRUPDWLRQLV the process of creating a small group because a single person – the leader or founder – has an idea, the leader then brings in one or more people to create the core group who share the vision of the group and maintain it. Westrum states it PRUHFRQ¿GHQWO\ZKHQKHVD\V³WKHOHDGHUVRIDQRUJDQL]DWLRQFDQFRQVFLRXVO\ decide to maintain a particular type of culture” to, for example, attract top SUDFWLWLRQHUV 7KHDUJXPHQWZRXOGWKXVEHLIDOHDGHUFDQ³PDLQWDLQ a particular type of culture” for the purpose of attracting top practitioners, it stands to reason that other motives, such as to transfer technology, should also apply. This once again shows the importance of the leader in the development of the organization’s culture. Another way of interpreting these “daily practices” of the organizational culture is, broadly, the social or behavioral manifestation and experiencing of a whole range of issues. According to Business Open Learning Archive 

Towards Technology Transfer – the Literary Route

 WKHVHLVVXHVLQFOXGHWKHZD\ZRUNLVRUJDQL]HGDQGH[SHULHQFHGKRZ DXWKRULW\ LV H[HUFLVHG DQG GLVWULEXWHG KRZ SHRSOH DUH DQG IHHO UHZDUGHG RUJDQL]HGDQGFRQWUROOHGWKHYDOXHVDQGZRUNRULHQWDWLRQRIVWDIIWKHGHJUHH of formalization, standardization and control through systems that there is or VKRXOG EH WKH YDOXH SODFHG RQ SODQQLQJ DQDO\VLV ORJLF IDLUQHVV HWF KRZ PXFKLQLWLDWLYHULVNWDNLQJVFRSHIRULQGLYLGXDOLW\DQGH[SUHVVLRQLVJLYHQ rules and expectations about such things as informality in interpersonal UHODWLRQV GUHVV SHUVRQDO HFFHQWULFLW\ HWF GLIIHUHQWLDO VWDWXV DQG HPSKDVLV JLYHQWRUXOHVSURFHGXUHVVSHFL¿FDWLRQVRISHUIRUPDQFHDQGUHVXOWVZRUNLQJ in a team or individually. ,QWKHHDUO\VPXFKRIWKHUHVHDUFKRQRUJDQL]DWLRQDOFXOWXUHDVVXPHG that to affect change in an organization what was needed was a direct and immediate focus on culture. This however, was naïve as “culture is too broad DQG UHVLVWDQW´ LW LV FXOWXUH QRQHWKHOHVV ZKLFK QHHGV WR EH DFFHVVHG VR DV to determine the best way to proceed with change and it is the leader of the organization who is the key determinant of whether that change will succeed &OHPHQW    2Q WKH WRSLF RI FKDQJLQJ FXOWXUH +RIVWHGH DQG KLV associates maintain that to change an organization by changing its culture is not the wisest approach. One should rather change the work of the organization itself, or as they phrased it, “the perceptions of daily practices” (Hofstede et al  Goffee and Jones suggest in their study on corporate culture that there are ways of changing a culture of an organization from one type to another by “tweaking the levels of sociability or solidarity” by, for example, limiting hierarchical differences, reducing formality between employees, increasing VRFLDOLQWHUDFWLRQHWF )URPWKLVZHFDQVHHWKDWE\PDNLQJWKHVH subtle changes the organizational culture is affected and possibly adapted. Clement explains, as did Schein and other authors, that the culture of an RUJDQL]DWLRQ FDQQRW EH FKDQJHG ³TXLFNO\´ UDWKHU RQH KDV WR ¿UVW ³LGHQWLI\ and understand” the organizations existing culture before any change can be brought about. Clement also maintains that the key element in organizational FKDQJHOLHVZLWKWKHOHDGHU  ,Q WKLV VDPH YHLQ (GZDUGV .XPDU DQG 5DQMDQ DUJXH WKDW EHFDXVH WKH members of an organization are “intentionally socialized into the assumptions and belief systems of the culture where group norms help to shape the behaviour of the group members so that it is in accordance with the values and beliefs of the organization’s culture” that culture, can effectively direct the behaviour RILWVPHPEHUVWRZDUGSDUWLFXODUDFWLYLWLHVVXFKDVLQQRYDWLRQ ,WLV obvious that the process of technology transfer can also be included here. What becomes very clear, as an important message to the leaders of 

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organizations, from the work of Schein, is that they need to understand the culture in which they are embedded or it might result in the culture managing the leader instead. Also, by understanding the dynamics of culture, one is less likely to be puzzled, irritated and anxious when we encounter situations that are foreign to us and one will resultantly have a deeper understanding of not only why various groups of people or organizations can be so different, but also why it is so hard to change them. As a teacher this became especially DSSDUHQW DV , HQFRXQWHUHG WKH P\VWHULRXV SKHQRPHQRQ WKDW GLIIHUHQW FODVVHV reacted completely different to each other in response to my teaching methods even though the material and teaching style remained the same. (DFK WHFKQRORJ\ VWDWLRQ OHDGHU KDV D XQLTXH EDFNJURXQG FRPLQJ IURP different denominations, religions and race groups, which plays a relevant part in the present when one considers the history of South Africa. Their differences DOVRVRPHKRZUHÀHFWHGWKHSURYLQFHVDQGDUHDVZKHUHWKHWHFKQRORJ\VWDWLRQ was positioned. When Schein talks about groups and their cultures these facts are called to mind: $PELJXLW\DQGFRQÀLFW>LQDJURXS@DOVRUHVXOWIURPWKHIDFWWKDWHDFKRIXVEHORQJWR PDQ\JURXSVVRWKDWZKDWZHEULQJWRDQ\JLYHQJURXSLVLQÀXHQFHGE\WKHDVVXPSWLRQVWKDW DUHDSSURSULDWHWRRXURWKHUJURXSV«>F@XOWXUHIRUPDWLRQLVDOZD\VE\GH¿QLWLRQDVWULYLQJ towards patterning and integration, even though, in many groups their actual history of H[SHULHQFHVSUHYHQWVWKHPIURPHYHUDFKLHYLQJDFOHDUFXWDPELJXRXVSDUDGLJP 

From these writings, three things are apparent. Firstly, we cannot change culture directly as is falsely understood by much of the academic literature RXWWKHUH$V6FKHLQFOHDUO\SXWVLW³«DOOWKHUHFHQWZULWLQJVDERXWLPSURYLQJ organizational effectiveness through creating “strong” and “appropriate” FXOWXUHV FRQWLQXH WR SUROLIHUDWH WKH SRVVLEOH TXLWH incorrect assumption that FXOWXUH FDQ EH FKDQJHG WR VXLW RXU SXUSRVH´    6HFRQGO\ ZH NQRZ that the culture of an organization is however in a constant state of change. Lastly, the literature has shown that though culture cannot be changed directly, LWFDQEHLQGLUHFWO\LQÀXHQFHGLQDSRVLWLYHZD\)URPWKLVLWIROORZVWKDWLQ my case, my aim is not to change the existing culture directly, but rather to identify the culture type of the technology station so that the technology station OHDGHU LV PDGH DZDUH RI WKH IDFW WKDW KLV RUJDQL]DWLRQV FXOWXUH LV LQÀXHQFHG predominantly by him, he will be more aware of his daily running of the WHFKQRORJ\VWDWLRQDVLWJURZVDQGFKDQJHVDQGLQVRGRLQJFDQLQÀXHQFHLW positively.



Towards Technology Transfer – the Literary Route

3.3 Mary Douglas’ Grid-Group Cultural Theory %HFDXVH0DU\'RXJODV¶*ULG*URXS&XOWXUDO7KHRU\LVDEOHWRFDSWXUHZLWKLQD couple of dimensions much of what makes cultures different from one another, this work of hers has at times been compared to the pioneering concepts, of VRFLDOLQWHJUDWLRQDQGUHJXODWLRQE\WKFHQWXU\VRFLRORJLVW(PLOH'XUNKHLP covered in his work on the sociology of religion that outlined the way an LQGLYLGXDO¶VWKLQNLQJLVVKDSHGE\VRFLHW\6DKRYLF&KDL :KDW HVSHFLDOO\GLVWLQJXLVKHV*ULG*URXS&XOWXUDO7KHRU\IURPRWKHUFRPSDUDEOH typologies is that it has only two major factors. 6HHLQJ DV WKH OLWHUDWXUH RQ 'RXJODV¶ *ULG*URXS &XOWXUDO 7KHRU\ LV VR diverse when it comes to the name that is used when referring to the theory, the ¿UVWWDVNLQWKHGLVFXVVLRQLVWRVHWWOHRQDQDPHIRUWKHWKHRU\WKDWVKDOOEHXVHG WKURXJKRXWWKHWKHVLV0DU\'RXJODVLQWURGXFHGKHUWKHRU\LQDVµJULG group analysis’, but as the awareness grew that the approach was a theory, this ODEHOZDVGLVFDUGHG0DPDGRXJK (VSHFLDOO\LQWKHPDMRUZRUNVRQWKH WKHRU\ E\ IRU H[DPSOH :LOGDYVN\   (OOLV 7KRPSVRQ DQG :LOGDYVN\  DQG'RXJODV WKHWHUPµFXOWXUDOWKHRU\¶ZDVHPSOR\HGLQVWHDG But from the review of the literature on cultural theory it is obvious that 'RXJODV LV QRW WKH ¿UVW DQWKURSRORJLVW WR SURSRVH D FXOWXUDO WKHRU\ )RU WKLV UHDVRQ,DPLQDJUHHPHQWZLWK0DPDGRXJK ZKRDOVRVWDWHVWKDWXVLQJ WKHODEHOµFXOWXUDOWKHRU\¶LVPRVWFRQIXVLQJHYHQZKHQDXWKRUVXVHGLIIHUHQW SXQFWXDWLRQVXFKDVµ&XOWXUDO7KHRU\¶WRGHQRWHWKDWWKH\DUHUHIHUULQJWRthe Cultural Theory. Thus, to show that it is a cultural theory while simultaneously LQGLFDWLQJZKLFKNLQGRIFXOWXUDOWKHRU\LWLV,VKDOOHPSOR\DFRPELQDWLRQRI WKH WZR PRVW XVHG ODEHOV µJULGJURXS¶ DQG µ&XOWXUDO7KHRU\¶ DV VHHPV WR EH WKH FRPPRQ WUHQG :DUG  +RRG  0DPDGRXJK   6LQFH LWV FRQFHSWLRQ'RXJODV¶PRGHOKDVEHHQDSSOLHGWRDYDULHW\RI¿HOGVWKHPHVDQG DUHDV,Q7KRPDVet al. OLVWHGVRPHDFDGHPLFDSSOLFDWLRQVDQG WKHVHLQFOXGHRFFXSDWLRQDOFULPH0DUV HFRORJ\'RXJODV :LOGDYVN\  DQGLQGXVWULDOVDIHW\*URVVDQG5D\QHU ±E\QRZWKDWQXPEHU should at least have doubled. , VKDOO QRW DVVXPH IDPLOLDULW\ ZLWK *ULG*URXS &XOWXUDO 7KHRU\ WKXV LQ WKLV VHFWLRQ D FRPSOHWHRYHUYLHZ RI WKH WKHRU\ ZLOO EH SURYLGHG ,Q Natural Symbols   0DU\ 'RXJODV ¿UVW LGHQWL¿HG WKH IRXU SURWRW\SH SDWWHUQV RI culture by describing “two independent variables affecting the structuring of SHUVRQDOUHODWLRQV´ ZKLFKVKHFDOOV³JULG´DQG³JURXS´,QCultural Bias   VKH H[SDQGV RQ WKHVH WZR GLPHQVLRQV 7KHQ LQ  'RXJODV DQG KHU DVVRFLDWH 1H\ LPSDUW JUHDWHU FODULW\ RQ WKH GHVFULSWLRQ RI WKH WZR dimensions by describing the dimension of Grid as “structure” and that of Group as “incorporation”. 40

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The Group dimension, represented by the horizontal axis on Douglas’ diagram, „expresses the range from the lowest possible of associations to tightly knit, closed groups . . . The further we travel along the line from left to right, the more permanent, inescapable and clearly bounded the social JURXSV³    µ*URXS¶ UHSUHVHQWV WKH H[WHQW WR ZKLFK PHPEHUV RI WKH group are restricted in their thoughts and actions due to their commitment to WKHJURXS*URVVDQG5D\QHU 7KH*ULGGLPHQVLRQ±UHSUHVHQWHGE\WKH YHUWLFDOD[LVRQ'RXJODV¶GLDJUDP±LVFRQVLGHUHGPRUHGLI¿FXOWWRFRPSUHKHQG than its counterpart and measures the degree to which “a man is constrained not by group loyalties, but by a set of rules which engage him in reciprocal WUDQVDFWLRQV³L[  'RXJODVH[SODLQVWKH*ULG*URXS'LDJUDPDVLQ)LJXUHDVIROORZV ,Q«VTXDUH%DPDQLVERXQGQHLWKHUE\JULGQRUJURXS+HLVIUHHRIFRQVWUDLQWVRIDQ\ kind. Conventions do not irk him. All his human relations are in the interpersonal, optimal PRGH,QVTXDUH$KHEHORQJVWRQRERXQGHGJURXS%XWKHLVFRQVWUDLQHGLQKLVUHODWLRQVZLWK RWKHUSHRSOHE\DVHWRIFDWHJRULHVGH¿QHGZLWKUHIHUHQFHWRKLP,QVTXDUH'DOOVWDWXVHVDUH LQVLJQL¿FDQWFRPSDUHGZLWKRQHNLQGWKHVWDWXVLQYROYHGLQQRWEHORQJLQJRUEHORQJLQJWR DGH¿QHGJURXS,QVTXDUH&VRFLHW\LVFXWDFURVVE\ERWKJULGVDQGJURXSVRIYDULRXVNLQGV An individual is involved with other people and separated from them by numerous lines and ERXQGDULHV5ROHGH¿QLWLRQLVDWDPLQLPXPLQVTXDUH%DQGPD[LPXPLQVTXDUH&E  

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Towards Technology Transfer – the Literary Route

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7KH*ULG*URXSGLDJUDPWKDW,KDYHRSWHGWRXVHLVDGDSWHGIURPWKDWRI 6FKZDU] 7KRPSVRQ 7RH[SODLQP\FKRLFHLQGLDJUDP,ZRXOG at this stage have to point out that there is a discrepancy between the map RQ *ULG*URXS &XOWXUH 7KHRU\ WKDW 'RXJODV SXEOLVKHV LQ 1DWXUDO 6\PEROV  DQGWKHPDSWKDWVKHSXEOLVKHVLQ&XOWXUDO%LDV DQGKHUODWHU ZRUNV,Q1DWXUDO6\PEROVWKHERWWRPOHIWVTXDUHLVLQGLFDWHGDV³%´DQGWKH upper left as “A”, however, in Cultural Bias and her publications thereafter, WKHVHVTXDUHVDUHODEHOHGLQWKHH[DFWRSSRVLWHPDQQHU6SLFNDUG KDV introduced some interesting, more serious, discrepancies that existed in her theories. He mentions, for example, that Douglas’ Grid and Group dimensions DUHVRPHWLPHVXQGHUVWRRGVRFLDOO\DQGVRPHWLPHVFRVPRORJLFDOO\WKDWWKHUH DUHWKUHHPDLQYHUVLRQVRIKHUWKHRU\HDFKZLWKDGLIIHUHQWLQWHQW±WKH¿UVW of which refers to “the structural resemblances between cosmologies and LQGLYLGXDOV¶VRFLDOH[SHULHQFHVWKHODWHVWFRQFHQWUDWHVRQWKHZD\VFRVPRORJLHV DUH XVHG WR NHHS LQGLYLGXDOV LQ OLQH´    0DPDGRXK   DOVR SRLQWVRXWWZRFRQFHUQV2QHFRQFHUQUHJDUGVDPDMRUÀDZLQ'RXJODV¶*ULG Group diagram – Douglas indicates that the dimensions are continuous, but the resultant blocks A, B, C and D that are formed suggest “discrete positions”. The other concern regards the nature of the dimensions – whether they are FRQWLQXRXVRUGLFKRWRPRXV0XFKRIWKHOLWHUDWXUHHLWKHUIDLOVWRPHQWLRQWKHVH discrepancies appearing in her earlier works or the authors simply skip over KHUHDUOLHUZRUNVDQGRFFXS\WKHPVHOYHVZLWKKHUODWHUIRUPXODWLRQV1RQH 42

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WKHOHVV,VKDOOUDWKHUPRYHRQWRDQHUDLQ'RXJODV¶ZRUNZKHUHVKHDQGRWKHUV ZKR SUHVHQW KHU WKHRU\ KDYH GHYHORSHG *ULG*URXS &XOWXUDO 7KHRU\ LQWR D PRUH VRSKLVWLFDWHG IRUPXODWLRQ7KH HUD WKDW , VSHDN RI EHJLQV PRUHRUOHVV LQ WKH ODWH ¶V DQG FRQWLQXHV WKURXJK WKH ¶V 6WHYH *URVV DQG -RQDWKDQ 5D\QHU LQWKHLUERRNMeasuring CultureZLWKDQLQWURGXFWLRQE\0DU\ Douglas herself, in particular, not only highlight the advantages of using a Cultural Theory to understand an organization, but they also emphasize the DSSOLFDWLRQRIWKH*ULG*URXS&XOWXUDO7KHRU\DERYHDOORWKHUV$VPHQWLRQHG LQWKHLQWURGXFWLRQRIWKLVFKDSWHULWZDVHVSHFLDOO\LPSRUWDQWWR¿QGDFXOWXUDO FODVVL¿FDWLRQ PRGHO RU W\SRORJ\ WKDW ZDV QRW RQO\ DSSOLFDEOH WR WKH 6RXWK $IULFDQ FRQWH[W EXW DOVR WR WKH WHFKQRORJ\ VWDWLRQV HDFK ZLWK WKHLU XQLTXH ¿HOG RI ZRUN DQG UHVHDUFK7KH *ULG*URXS &XOWXUDO7KHRU\ DQG *URVV DQG Rayner’s interpretations of this theory met these expectations. On the topic of the advantages of understanding the culture of an organization, Gross and Rayner determine that one is provided with an indication of how culture works DVD³VRFLDOFRQWUROPHFKDQLVPDQGDPHDQVRIDFFRXQWLQJIRUDFWLRQV´  7KH\ DUJXH WKDW WKH DGYDQWDJH RI LQWHUSUHWLQJ D FXOWXUH XVLQJ WKH *ULG Group framework is that it focuses our understanding of “underlying patterns RIVRFLDOFKDQJH´LQZD\VWKDWDUHDSSOLFDEOH³WRDOOKXPDQVRFLHWLHV´   7KH\ DOVR H[SODLQ WKDW 'RXJODV¶ *ULG*URXS &XOWXUDO 7KHRU\ FDQ EH XVHGWRGHVFULEHD³GLYHUVLW\RIFXOWXUDOSURFHVVHV´IRXQGWKHZRUOGRYHU,Q developing the theory initially, Douglas herself explains the reason as growing out from a need for a framework that is able to deal with all cultures. ,QWKHLUERRN*URVVDQG5D\QHUSUHVHQWDPDWKHPDWLFDOPRGHOWKH(;$&7 PRGHO IRU *ULG*URXS DQDO\VLV ZKLFK LQFOXGHV D FRPSXWHU SURJUDP WR ³FDOFXODWHWKHYDOXHVRIJULGJURXSSUHGLFDWHVIURPH[SHULPHQWDOGDWD´  $OVRZKDW*URVVDQG5D\QHUHVSHFLDOO\HPSKDVL]HLQWKHLUZRUNLVWKDW WKHVH SUHGLFDWHV IRU *ULG DQG *URXS LGHQWL¿FDWLRQ GLIIHU IURP RQH WRSLF RI LQYHVWLJDWLRQWRDQRWKHUGHSHQGLQJRQWKHFRQWH[W,QRWKHUZRUGVWKHOLVWRI predicates used in the analysis of the Grid and Group dimensions of a particular organization, could differ from the list of predicates used in the analysis of another organization. The specialization of the choice of the predicates is further emphasized by the fact that the predicates that are selected as indicators of the Group dimension strongly determine the predicates that will be used as LQGLFDWRUVRIWKH*ULGGLPHQVLRQ3DWHO  ,WVGHYHORSHUVH[SODLQWKHXQGHUO\LQJDVVXPSWLRQRI(;$&7PRGHODVIROORZV «D VRFLDO XQLW RI D SDUWLFXODU SDWWHUQ HQGXUHV E\ WKH VXSSRUWLQJ FRPPLWPHQWV RI LWV population and that this commitment will be manifest in the admonitions, excuse, and moral judgments by which the people mutually coerce one anther into conformity (Gross and 5D\QHU[[LLL 



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,Q RWKHU ZRUGV WKH PRGHO DVVXPHV WKDW JURXS PHPEHUV FRHUFH HDFK other “into conformity” by means of their “admonitions, excuse and moral judgments” of each other and this is what keeps the culture of a group in H[LVWHQFH,XVHWKLVDVDGHSDUWXUHSRLQW$FFRUGLQJWR*URVVDQG5D\QHUD group’s public statements are manifested in their actions, thus if “they salute KLHUDUFK\ DV DQ RUGHULQJ SULQFLSOH WKHLU DFWV RI GHIHUHQFH ZLOO EH YLVLEOH ,I WKH\ VD\ WKH\ DUH FRPPLWWHG WR HTXDOLW\ WKH\ FDQ EH VHHQ IRUFLQJ OHYHOLQJ SURFHGXUHV XSRQ RQH DQRWKHU ,I WKH\ VD\ WKH\ DUH FRPPLWWHG WR OLIH ZLWKLQ a group, it will show in the way they spend their time together” (Gross and 5D\QHU[[LLL  Gross and Rayner explain that Group strength is higher “when people devote a lot of their available time to interacting with other members of their unit”  ,QRWKHUZRUGVWKHPRUHWKLQJVDJURXSGRHVWRJHWKHUDQGWKHPRUH time a group spends doing things together will result in higher Group strength. Similarly, they explain that Group strength is also high when admission to the group is not easy to attain, thereby making the group more “exclusive DQGFRQVFLRXVRILWVERXQGDU\´7KH¿YHLQGLFHVWKDW*URVVDQG5D\QHUKDYH determined as indicators of a strong Group dimension are as follows: Scope – indicates the proportion of time the individual spends in the group, including the individual’s involvement in the group’s activities, Frequency±LQGLFDWHVWKHIUHTXHQF\RIPHHWLQJRUGLIIHUHQWO\VWDWHGWKH time a group member spends in interacting with the group, Proximity – indicates the closeness between group members, TransitivityWKHSURSRUWLRQRIVKDUHGWRXQVKDUHGOLQNVDQG Impermeability – indicates the strength and permeability of the group’s ERXQGDU\*URVVDQG5D\QHU[[LY3DWHO  Gross and Rayner determine the Grid dimension as referring to “the FRPSOLPHQWDU\ EXQGOH RI FRQVWUDLQWV RQ VRFLDO LQWHUDFWLRQ´    7KH\ condense the indicators of Grid by stating that when roles are “primarily ascribed” the Grid dimension is strong and when roles are “primarily achieved” WKH *ULG GLPHQVLRQ LV ZHDN    7KH DXWKRUV WKXV XVH LQGLFDWRUV RI “hierarchical consistency or interchangeability of roles” to determine the strength RIWKH*ULGGLPHQVLRQVSHFL¿FDOO\WKH\DUHWKHIROORZLQJIRXULQGLFDWRUV 6SHFLDOL]DWLRQ– the proportion of the possible roles that a member actually DVVXPHVGXULQJDW\SLFDOWLPHVSDQ Asymmetry – measures the lack of symmetry in role exchanges among unit member, Entitlement – is the proportion of ascribed roles compared to all roles, and Accountability – is the proportion of role interactions in which people are GRPLQDQWRUVXERUGLQDWH*URVVDQG5D\QHU3DWHO  44

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These indices proposed by Gross and Rayner were used to inform the LQGLFDWRUV RI WKH PHDVXULQJ LQVWUXPHQWV ± WKH TXHVWLRQQDLUH DQG LQWHUYLHZ schedule – of my study. At this point it would be necessary to discuss the work RI0DUVDVWKHWHVWVWKDWKHSURSRVHGIRU*ULGDQG*URXSVWUHQJWKZHUHXVHGLQ WKHFRQVWUXFWLRQRIP\UHVHDUFKLQVWUXPHQWV0DUV¶ZRUNFRYHUHGWKHDQDO\VLV RIRFFXSDWLRQVLQ:HVWHUQVRFLHW\,QKLVVWXG\KHWUHDWHGWKHRFFXSDWLRQVDV cultures and used the Grid and Group dimensions to assess and categorize these RFFXSDWLRQV0DUVSURSRVHVIRXUWHVWVIRU*ULGVWUHQJWK7KHVHDUH³DXWRQRP\ LQVXODWLRQUHFLSURFLW\DQGFRPSHWLWLRQ´0DUV +HH[SODLQVWKHVH four elements as follows: Autonomy – refers to the degree of constraining rules found within a job, Insulation – refers to the proportion that a job keeps its employees separate from those outside the job, Reciprocity – has to do with how much the employee of a job is allowed to give and how much the employee is permitted to accept in return, and Competition – refers to the degree of freedom that the job has. )RU*URXSVWUHQJWKKHSURSRVHVWKHIROORZLQJIRXUWHVWV³IUHTXHQF\GHJUHH of mutuality, scope of interpersonal interactions and the tightness of a group’s ERXQGDU\´0DUV +HH[SODLQVWKDWWKHVHIRXUHOHPHQWVWRJHWKHU LQÀXHQFH FROOHFWLYHQHVV ± WKH *URXS GLPHQVLRQ ± DQG GHVFULEHV WKHVH IRXU elements as follows: Frequency ±UHIHUVWRWKHIUHTXHQF\ZLWKZKLFKSHRSOHLQWHUDFWZLWKHDFK other, Mutuality – which refers to repeated contacts between people within in the VDPHQHWZRUNDQGFDQQRWEHVHSDUDWHGIURPWKHIUHTXHQF\HOHPHQW Scope±UHIHUVWRWKHUDQJHRIDUHDVRIVRFLDODFWLYLW\WKDWLVLQÀXHQFHGE\ the group, and Boundary – refers to the presence and tightness of a group’s boundary. 1RZ WKDW DQ DUJXPHQW IRU WKH XVH RI *ULG*URXS &XOWXUDO 7KHRU\ KDV EHHQ SURYLGHG , VKDOO UHFDS IRU RULHQWDWLRQ$FFRUGLQJ WR 'RXJODV DQG KHU FROOHDJXHVWKH*ULG*URXS&XOWXUDO7KHRU\FDQEHXVHGZLWKYDULRXVVRFLDO units – including an individual, a group or an organization – to describe this unit in terms of how strong or weak are their social boundaries as well as their external constraints on action. The two dimensions of Grid and Group not only IRUPDFRQWLQXXPEHWZHHQVWURQJKLJKRUZHDNORZYDOXHVEXWZKHQWKHWZR GLPHQVLRQVDUHFRPELQHGDIRXUIROGFXOWXUDOW\SRORJ\LVFUHDWHG,KDYHVHWWOHG RQWKHIROORZLQJODEHOVIRUHDFKRIWKHVHTXDGUDQWV,QGLYLGXDOLVP)DWDOLVP ,VRODWH +LHUDUFK\ DQG (JDOLWDULDQLVP DQG WKHLU FRUUHVSRQGLQJ YDULDWLRQV ,QGLYLGXDOLVW,QGLYLGXDOLVWLF )DWDOLVW)DWDOLVWLF +LHUDUFKLVW+LHUDUFKLFDO DQG 

Towards Technology Transfer – the Literary Route

(JDOLWDULDQ7R WKHVH 'RXJODV DGGHG D ¿IWK W\SH ZKLFK GRHV QRW SDUWLFLSDWH in social relations: autonomy, or the hermit. To inform the indicators of my TXHVWLRQQDLUHDQGLQWHUYLHZVFKHGXOH,XVHGWKH¿YH*URXSLQGLFHVDQGIRXU *ULGLQGLFHVRI*URVVDQG5D\QHUDVZHOODV0DUV¶IRXUHOHPHQWVIRUHDFKRI the Grid and Group dimension. 7KHSRVLWLRQZLWKLQWKHTXDGUDQWDQGWKHGHVFULSWLRQVRIHDFKFXOWXUHW\SH IROORZVKHUHDIWHUEXWEHIRUH,FRPPHQFHZLWKWKDWVHFWLRQ,¿QGLWQHFHVVDU\ WRFODULI\P\XVHRIWKHZRUG³TXDGUDQW´$VDOUHDG\PHQWLRQHG'RXJODV¶XVH of the term “box” implies an image having four sides that contains or encloses ZKLFKHYHUFXOWXUHW\SHLWUHSUHVHQWV7KLVKRZHYHULVQRWWKHLPDJH,ZLVKWR SRUWUD\ZLWKWKHXVHRIWKHZRUG,SURYLGHDQH[DPSOHRIWKHLPDJH,LPSO\LQ )LJXUHZLWKWKHXVHRIWKHFXOWXUHW\SH,QGLYLGXDOLVP)RUWKHSXUSRVHRI P\VWXG\WKHWHUPµTXDGUDQW¶UHIHUVWRDWZRVLGHG¿JXUHHDFKVLGHEHLQJSDUW of a continuum that begins with zero. When it comes to the characteristics and TXDOLWLHVRIHDFKFXOWXUHW\SHRQHFDQRQO\VSHDNRIUHODWLYHVDVHDFKRIWKHVH GLPHQVLRQVDUHDFRQWLQXXPZLWKDQLQ¿QLWHQXPEHURISRLQWVDORQJHDFKOLQH (Caulkins & Peters, 2002). For the rest of this section Figure 2.2 should be consulted as a visual representation. Figure 2.3

Diagram of the Culture type Individualism GROUP –

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Towards Technology Transfer – the Literary Route

rejecting cooperation is the result which in turn means that government VKRXOGEHOLPLWHGVLQFHWKHUXOHUVDUHERXQGWRVHO¿VKO\H[SORLWWKHLUSRZHUV of compulsion under the pretence of cooperation and with its inherent coercion &RXJKOLQDQG/RFNKDUW3HSSHUGD\ *URVVDQG5D\QHUH[SODLQ WKDW ZLWK ORZ*ULG WKH PHPEHUV DUH QRW GLVWLQJXLVKHG IURP HDFK RWKHU DFFRUGLQJWRWKHLUFODVVL¿HGUROHVDQG³UROHVDUHQRWDVFULEHGEXWDFKLHYHG´WKLV implies that there is the advantage that it makes no sense to argue that a person should be, for example, denied a job “because she is black” or “ because it’s QRWZRPHQ¶VZRUN´  Egalitarian ORZ*ULGKLJK*URXS 7KH ORZHU ULJKW TXDGUDQW RI WKH GLDJUDP LV FKDUDFWHUL]HG E\ KLJK*URXS membership, strong group boundaries coupled with few regulations, external FRQVWUDLQWVRUSUHVFULEHGUROHV0DPDGRXK&DXONLQDQG3HWHUV 6DKRYLF $FFRUGLQJWR*URVVDQG5D\QHU WKHPDLQRFFXSDWLRQRI WKLVJURXSLVWRUHLQIRUFHH[WHUQDOJURXSERXQGDULHV$VZLWKWKH,QGLYLGXDOLVWV internal role differentiation is minimal, but in contrast, here the group is held together through the intensive relations that exist between its group members, shared opposition to the outside world and group criticism (Caulkins and 3HWHUV3HSSHUGD\0DPDGRXK 7KHSUREOHPWKDWLVFUHDWHG from this way of organizing is that it is vulnerable to deadlocks because no DXWKRULW\LVDFFHSWHGWRUHVROYHLQWHUQDOFRQÀLFWV7RKDYHLPSDFWWKHZKROH VRFLHW\ PXVW DFW VR (JDOLWDULDQV DUH OLNHO\ WR EH YLJRURXV VRFLDO FULWLFV DQG ZKHQ WKLQJV JR ZURQJ WKH\ ZLOO EODPH ³WKH V\VWHP´ (OOLV 7KRPSVRQ DQG :LOGDYVN\  0DPDGRXK  3HSSHUGD\   :KHUH FRPSHWLWLRQ ZDVDFFHSWHGZLWK,QGLYLGXDOLVPZLWK(JDOLWDULDQLVPFRRSHUDWLRQLVDFFHSWHG DQG FRPSHWLWLRQ UHMHFWHG VHHLQJ DV LW GHIHDWV WKH SXUVXLW RI HTXDOLW\ IRU DOO PHPEHUV7KLVVROLGDULW\DFFRUGLQJWR'RXJODV LVFKDUDFWHUL]HGE\WKDW RIVPDOOJURXSVIDFHWRIDFHLQWHUDFWLRQVSDUWLFLSDWLYHGHFLVLRQPDNLQJDQG DQHWZRUNRIUHFLSURFDOH[FKDQJHV*URVVDQG5D\QHUH[SODLQWKDWZLWKKLJK *ULG EHFDXVH WKHUH LV OHVV DPELJXLW\ DERXW UROHV DQG VWDWXV WKDQ ZLWK ORZ Grid, people are in no doubt about the expectations regarding their behaviour in social settings like “at work, at home, in church, in the street, and when LQWURGXFHGWRVWUDQJHUV´  Fatalism (KLJK*ULGORZ*URXS 7KHKLJK*ULGORZ*URXSVFRUHVRIWKH)DWDOLVWKRXVHGLQWKHXSSHUOHIWTXDGUDQW of the diagram imply that the group member is subject to binding prescriptions 

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and external constraints in combination with weak group incorporation or ERQGV 0DPDGRXJK  &DXONLQV DQG 3HWHUV  6DKRYLF   $V Gross and Rayner describe Fatalism: “it is often a hierarchical environment in ZKLFKPRVWSHUVRQVDUHFODVVL¿HGRXWRIWKHGHFLVLRQPDNLQJSURFHVV´  $VDUHVXOWWKH)DWDOLVWLFVDUHRIWHQWKHXQHPSRZHUHGDQGLPSRYHULVKHG who have little control over the direction of their lives and very little in the ZD\RIVRFLDOVXSSRUWJURXSV´&DXONLQVDQG3HWHUV :KHQWKLQJV JRZURQJWKHDVFULEHGUHDVRQZLOOEHIDWHRUEDGOXFN(OOLV7KRPSVRQDQG :LOGDYVN\  0DPDGRXK  3HSSHUGD\   *URVV DQG 5D\QHU   GHVFULEH WKLV FXOWXUH W\SH DV FODVVLI\LQJ LWV PHPEHUV XVLQJ FULWHULD such as race, hierarchical status, gender, ancestry, etc. and then restricting and UHJXODWLQJWKHVHUROHVDFFRUGLQJWRWKHVHFODVVL¿FDWLRQV%HFDXVHSHRSOHDUHQRW QRUPDOO\LQWKLVFDWHJRU\E\WKHLURZQIUHHZLOO*URVVDQG5D\QHU WKH\ are not “characteristically pleased with their social lot” and as such “provide a UHVHUYRLUIRUVRFLDOGLVFRQWHQW´&RXJKOLQDQG/RFNKDUW  :KDWLVLPSRUWDQWWRQRWHLVWKDW*ULG*URXSWKHRULVWVDUJXHWKDWWKHVHIRXU culture types are present in varying proportions in all societies (Coughlin and /RFNKDUW    7KH SLRQHHU RI WKLV WKRXJKW RI *ULG*URXS &XOWXUDO 7KHRU\ KDYLQJ WKLV G\QDPLF SRWHQWLDO ZDV 7KRPSVRQ LQ  ZKLOH DW WKH VDPHWLPH'RXJODV DUJXHGWKDWHDFKFXOWXUHW\SHGLVSOD\VDZHDNQHVV WKDWUHVXOWVLQGHSHQGHQFHRQWKHRWKHUFXOWXUHW\SHVIRUVXUYLYDO3DWHO  For this reason, these four ways of life should not be seen as static patterns, but rather each culture type should be viewed as dynamic and in constant competition with each other for dominance of the cultural group with none ever VXFFHHGLQJSHUPDQHQWO\7KRPSVRQ RUDVEHLQJLQDVWDWHRIFRQVWDQW GLVHTXLOLEULXPRIWKHRUJDQL]DWLRQZKHUHPHPEHUVPRYHFRQVWDQWO\IURPRQH way of life to the other (Thomas et al. 'RXJODVDQG1H\H[SODLQWKH reason for the usefulness of each culture type to an organization as: When a complex coordination has advantages, it makes sense to develop the top right pattern and to cultivate the values and attitudes that justify it. When individual initiative is needed, it makes sense to develop the bottom left pattern and the values that go with it. When concerted protest is needed, it makes sense to sink individual differences and go for WKHHJDOLWDULDQJURXS 

(YHQ WKRXJK DOO IRXU FXOWXUH W\SHV PD\ EH SUHVHQW LQ DQ RUJDQL]DWLRQ RU JURXSWKHW\SHVDUHQRWQHFHVVDULO\HTXDOLQVWUHQJWKRUDPRXQWRIPHPEHUV because some groups may have a greater representation of one type than DQRWKHUIRUWKLVUHDVRQDJURXSFDQEHRIRQHFXOWXUHW\SHSUHGRPLQDQWO\EXW not entirely (Caulkins and Peters, 2002).



Towards Technology Transfer – the Literary Route

4

Conclusion – The Matrix for the study

7KLV VWXG\ SURYLGHV DQ RSSRUWXQLW\ WR H[SORUH DQ XQGHUUHVHDUFKHG DUHD RI organizational culture and technology transfer independently of the factors of the transfer recipient or the transfer object. The study achieves this through a matrix of building blocks of sociological theories and typologies that provide an understanding of factors, such as leadership, and organizational culture that XOWLPDWHO\ PXWXDOO\ DIIHFW WHFKQRORJ\ WUDQVIHU ,W WKHUHIRUH DLPV WR SURYLGH insights into leadership practices and organizational culture that have an LQÀXHQFHRQWKHUDWHRIVXFFHVVRIWHFKQRORJ\WUDQVIHU 7KHUHYLHZRIWKHOLWHUDWXUHRIWKHWHUPµWHFKQRORJ\¶KDVUHYHDOHGWKDWWKHUHLV LQGHHGDZLGHDVVRUWPHQWRIYDULDWLRQVLQQDPLQJWKLVFRQFHSW,QP\VWXG\DV is the practice by Tshumisano, no distinction will be made between the different GH¿QLWLRQV RI WKH WHUP µWHFKQRORJ\¶ DQG DV VXFK DOO IRUPV RI WKH GH¿QLWLRQ of technology will be used. This is mainly due to the fact that the technology WUDQVIHUUHGIURPWKHWHFKQRORJ\VWDWLRQVWRWKHLU60(FOLHQWV±LQWKHHPERGLPHQW of the projects of the technology stations – encompasses a variety of different forms of technology and attempting to differentiate between the different types of technology that are transferred would only serve to complicate matters. For the purpose of this study, not only do the reasons for my research weigh KHDYLHU DV D GHFLGLQJ IDFWRU LQ GH¿QLQJ WKH WHUP µWHFKQRORJ\ WUDQVIHU¶ WKDQ does the discipline into which this study falls, but the variety of disciplines into which the various technology stations fall, also adds to the choice of the term used in this study, which will be plain and simple – technology transfer. As a summary to put the chapter into perspective, organizational culture cannot be changed – directly – though it is in a state of continual change and FDQEHLQGLUHFWO\LQÀXHQFHGRYHUDSHULRGRIWLPH/HDGHUVRIDQRUJDQL]DWLRQ are the primary creators of its organizational culture and thus they are the most LQÀXHQWLDO FKDQJH DJHQWV RI RUJDQL]DWLRQDOFXOWXUH 2UJDQL]DWLRQDO FXOWXUH LV a dynamic entity and in a state of constant change, thus it makes sense that WKH IRXU FXOWXUDO W\SHV RI *ULG*URXS &XOWXUDO7KHRU\ ZRXOG EH LQ FRQVWDQW competition for dominance of the organization. $VFDQEHVHHQIURPWKHDIRUHPHQWLRQHGOLWHUDWXUHRQµWHFKQRORJ\WUDQVIHU¶ D JUHDW GHDO RI HPSKDVLV KDV EHHQ SODFHG RQ WKH HFRQRPLF IDFWRUV LQWHU QDWLRQ FXOWXUDO IDFWRUV DQG HYHQ RQ WKH LQWHURUJDQL]DWLRQDO FXOWXUDO IDFWRUV that affect the transfer of technology, but not much research has been done on the organizational cultural characteristics that affect successful technology transfer irrespective of who is on the receiving end of the technology or what is being transferred. 



&RQFOXVLRQ±7KH0DWUL[IRUWKHVWXG\

There are two aspects concerning organizational culture and leadership that were covered in the literature that needs to be highlighted. The literature speaks of organizational culture in two ways: (1) where the leader forms the organization’s culture when that organization is established by the leader, and (2) where the organizational culture already exists when the leader joins the organization. However, the literature does not make mention of a third category – where the founder and the leader are two different people, but they work hand in hand to form the technology station and thereby the culture is developed from both of their values accumulatively. And a fourth category – ZKHUHWKHWHFKQRORJ\VWDWLRQRQO\FDPHµDOLYH¶ZKHQWKHFXUUHQWWHFKQRORJ\ station manager took leadership. For example, one technology station leader speaks of the technology station only being three years old yet it was in existence longer than the three years he mentions. Thus it is as though the technology station had no organizational culture until he became its leader. )URP WKH VHFWLRQ GH¿QLQJ WKH WHFKQRORJ\ VWDWLRQ D FOHDU XQGHUVWDQGLQJ LV UHDFKHG RQ ZKHUH WKH WHFKQRORJ\ VWDWLRQV ¿W LQWR WKH UHODWLRQVKLS RI XQLYHUVLW\LQGXVWU\JRYHUQPHQW DQG VLPXOWDQHRXVO\ DQ LGHD RI ZKR VRPH RI the stakeholders of the results of this study might be. To state it plainly, this study will inform several areas, which are of interest to researchers, managers, and leaders of organizations, academics and governmental organizations. The next chapter considers the methodological approaches that were used in the study.



Chapter 3 Assessing Technology Transfer – By Design

1 Introduction ,QWKLVFKDSWHU,GLVFXVVLQJUHDWHUGHWDLOWKHUHVHDUFKGHVLJQWKDWZDVDGRSWHG – including the aim of the research, focus of the study, unit of analysis, time dimension and validity of choice of primary research design. The research methodology employed is also discussed – covering how participants were LGHQWL¿HGDGHVFULSWLRQRIWKHPHDVXULQJLQVWUXPHQWWKHGDWDFROOHFWLRQSURFHVV HPSOR\HGWKHDQDO\VLVRIGDWDDQGWKHYDOLGLW\UHOLDELOLW\JHQHUDOLVDELOLW\DV ZHOODVVKRUWFRPLQJVRIWKHUHVHDUFK¿QGLQJV7KHFKDSWHULVFRQFOXGHGZLWK a discussion of the ethical approaches that are relevant to this particular study.

1.1 Aim of the study 7KLV VWXG\ DLPV WR DQVZHU WKH TXHVWLRQ:KDW DUH WKH IDFWRUV WKDW LQÀXHQFH successful technology transfer between South African technology stations and WKHLU60(V",QDQVZHULQJWKLVTXHVWLRQDGHVFULSWLRQZLOOEHJLYHQWKDWZLOO enable one to deduce the particular factors, including the organizational culture, WKDWHQFRXUDJHVVXFFHVVIXOWHFKQRORJ\WUDQVIHU%\QRZ0DU\'RXJODV¶PRGHO KDVEHHQDSSOLHGWRDYDULHW\RILQVWLWXWLRQVWKHPHVDQGDUHDV7KRPSVRQ(OOLV DQG:LOGDYVN\ UHYLHZDOLVWRIRYHUVXFKDFDGHPLFSXEOLFDWLRQV 0XFK UHVHDUFK KDV EHHQ GRQH ZKHUH RUJDQL]DWLRQDO FXOWXUH LV VKRZQ LQ D predictive relationship with other variables. However, no comparable study has yet been conducted indicating organizational culture in a predictive relationship with the South African technology stations. Thus the objects of my study are as follows: y 3UHVHQWLQJDTXDOLWDWLYHDQDO\VLVRIWKHUHVSRQVHVWRWKHRSHQHQGHG TXHVWLRQVRIWKHLQWHUYLHZDQGWKHUHE\FDWHJRUL]LQJWKHWHFKQRORJ\ 

Assessing Technology Transfer – By Design

VWDWLRQVLQWRRQHRIWKHIRXUTXDGUDQWVRI'RXJODV¶VFXOWXUDOWKHRU\ using the following variables: With reference to Grid: – The organizational structure and emphasis of the technology station. .

– 7KHUROHVSHFL¿FLW\H[SHUWLVHUHVSRQVLELOLW\DQGWUDLQLQJRIWKH technology station staff. – The regulation at the technology station on how things are done. – 7KHWHFKQRORJ\VWDWLRQOHDGHU¶VGHFLVLRQPDNLQJLQFOXGLQJ ZHLJKWRIGHFLVLRQVDQGIUHHGRPRIGHFLVLRQPDNLQJ With reference to Group: – The technology station’s size and dedication of its members to the group. – The permeability of the technology station’s boundaries. – 7KHIUHTXHQF\RIWHFKQRORJ\VWDWLRQVWDIILQWHUDFWLRQZLWKHDFK other and sections of the university. – The interdependency of the technology station project.

1.2 Focus of the study The focus of my study is primarily on the South African technology stations DQGWKHLUGD\WRGD\UXQQLQJ7KHFRQWDFWSHUVRQRIHDFKWHFKQRORJ\VWDWLRQ was the technology station manager also in some cases referred to by the 7HFKQRORJ\6WDWLRQV3URJUDPPH763 DVWKHGLUHFWRU1RGLVWLQFWLRQVZHUH made between the different technology stations as the entire population of technology stations were interviewed, a total number of twelve technology stations, scattered throughout the nine different provinces of South Africa.

1.3 The unit of analysis 4XDOLWDWLYHUHVHDUFKUHIHUVWRWKHFROOHFWLRQRIGDWDDQGGHVFULSWLRQRI¿QGLQJV LQ WKHLU QDWXUDO VHWWLQJV DQG DLPV WR SURYLGH DQ LQGHSWK GHVFULSWLRQ RI D JURXSRISHRSOHRUDFRPPXQLW\%DEELHDQG0RXWRQ'HQ]LQDQG /LQFROQ    7KXV IRU P\ VWXG\ GDWD ZDV FROOHFWHG IURP LQWHUYLHZV 

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TXHVWLRQQDLUHV DQG GRFXPHQWDWLRQ 7KH LQWHUYLHZV DQG TXHVWLRQQDLUHV ZHUH conducted with the technology station leader and the documentation was either REWDLQHGIURPWKHVHVDPHOHDGHUVRUGRZQORDGHGIURPWKH,QWHUQHWRUREWDLQHG from the implementing Agency of the Technology Stations Programme, QDPHO\7VKXPLVDQR,QWHUYLHZVZHUHDOVRFRQGXFWHGZLWKVLJQL¿FDQWSHUVRQV within the communication network of the Technology Stations Programme, IRU H[DPSOH WKH &KLHI ([HFXWLYH 2I¿FHU RI WKH 7VKXPLVDQR ± 3URI 'DYLG 3KDKRWKH*7=7HFKQLFDO&RRUGLQDWRUDWWKHWLPH±0UV$GULH(O0RKDPDGL DQG 'LUHFWRU RI *7=¶V (PSOR\PHQW  6NLOOV 'HYHORSPHQW 6HUYLFH (6'6  3URJUDPPHWR6RXWK$IULFDVLQFH±:HUQHU+HLWPDQQ7,$7HFKQRORJ\ 6WDWLRQ3URJUDPPH)DFLOLWDWRU±0U9XVL6NRVDQD The unit of analysis is the organization, that being the technology station in WKLVVSHFL¿FLQVWDQFHDVZHOODVWKHRUJDQL]DWLRQ¶VFXOWXUH

1.4 The time dimension The data collection for the research design was done over a period of eight \HDUV±WR7KHPDLQUHDVRQIRUDSHULRGRIWKLVOHQJWKLVEHFDXVH, ZDVSULYLOHJHGWR¿UVWO\REVHUYHRQHRIWKHWRSWHFKQRORJ\VWDWLRQVLQDFWLRQ while occupying an administrative position at the university where it is housed DQGVHFRQGO\EHFDXVH,ZRUNHGLQDUHVHDUFKSRVLWLRQZKHUH,QHHGHGWRVWXG\ this technology station in one of my projects. The data collection and analysis of the data began more vigorously once the interviews were underway. 7KHIRXUDERYHPHQWLRQHGSRLQWVDGGHGWRWKHIDFWWKDW,DLPHGWRFDSWXUH DVLVHORTXHQWO\VWDWHGE\0RVW\Q ³WKHULFKQHVVFRPSOH[LW\DQG JHVWDOW RI WKH PDWHULDO´ DQG PDNHV LW REYLRXV ZK\ D FKRLFH RI TXDOLWDWLYH research design is particularly appropriate for my study. Other factors that weighed in favor of this design is that the phenomenon, which is being investigated, centers on the insights and interpretations, in other words, on WKH µVHQVHPDNLQJ¶ 6FRWW   RI WKH LQIRUPDQWV $OVR WKLV GHVLJQ KDV D ÀH[LELOLW\ WKDW DOORZV WKH UHVHDUFKHU WR DGMXVW WKH RQJRLQJ GDWD FROOHFWLRQ methods and modes of analysis so as to be able to respond to constraints within WKHFRQWH[W/HH 



Assessing Technology Transfer – By Design

2 Research methodology

2.1 Identifying participants $QHVVHQWLDOLW\RITXDOLWDWLYHUHVHDUFKLVVDPSOLQJDVLWLVLPSRVVLEOHWRFRYHU WKHHQWLUHUHVHDUFK¿HOGDQGWDUJHWJURXSFRPSUHKHQVLYHO\3XQFK  ,QWKHFDVHRIWKLVVWXG\LWZDVSRVVLEOHWRFRYHUWKHHQWLUHSRSXODWLRQJURXSDV the core population size consisted of twelve organizations, which implied that at least twelve representatives of the total number of organizations was needed to be interviewed. With regard to the size of each of the technology stations, *URVV DQG 5D\QHU GHWHUPLQH WKDW ³>V@RSKLVWLFDWHG VDPSOLQJ PHWKRGV ZRXOG KDYHWREHHPSOR\HGIRUJULGJURXSDQDO\VLVRI >«@LQVWLWXWLRQVWRFRPSDUH WKHPZLWKRUJDQL]DWLRQVRIWKHVDPHW\SHDQGVFDOH´ ,QP\FDVHWKLV ZDVQRWQHFHVVDU\DVDOOWKHWHFKQRORJ\VWDWLRQVDUHPRUHRUOHVVVWUXFWXUDOO\ and operationally the same. 0RUVH   GHWHUPLQHV WKDW D ³JRRG LQIRUPDQW LV RQH ZKR KDV WKH NQRZOHGJH DQG H[SHULHQFH WKH UHVHDUFKHU UHTXLUHV KDV WKH DELOLW\ WR UHÀHFW LVDUWLFXODWHKDVWKHWLPHWREHLQWHUYLHZHGDQGLVZLOOLQJWRSDUWLFLSDWH´0\ choice of informant was the leader of the technology station. A few technology VWDWLRQ OHDGHUV KDG WKH WLWOH µ'LUHFWRU¶ ZKLOH RWKHUV ZHUH UHIHUUHG WR DV µ0DQDJHU¶)RUHDVHRIUHIHUHQFHZKHQUHIHUULQJWRWKHUHVSRQGHQWVXVHZRXOG EHPDGHRIWKHWHUPµSDUWLFLSDQWV¶µUHVSRQGHQW¶RUWHFKQRORJ\VWDWLRQµOHDGHU¶ RUµPDQDJHU¶%HVLGHVP\SUHVXPSWLRQVWKDWKHZRXOGEHDSHUVRQDVGHVFULEHG LQWKHODWWHUTXRWHP\FKRLFHLQKLPDVthe candidate for informant position was for two other reasons. One reason was that he would be able to answer all WKHTXHVWLRQVRIP\LQWHUYLHZVFKHGXOHPRVWDFFXUDWHO\EHFDXVHRIKLVSRVLWLRQ in the technology station. The second reason was that the technology station OHDGHUDVGHWHUPLQHGE\WKHUHYLHZRIWKHOLWHUDWXUHLQ&KDSWHUZDVLGHQWL¿HG DV WKH FUHDWRU RI WKH RUJDQL]DWLRQ¶V FXOWXUH DQG DOVR DV WKH PRVW LQÀXHQWLDO person when it comes to the probability of affecting culture. 0\UHVHDUFKZDVWKXVFDUULHGRXWZLWKWKHOHDGHURIHDFKWHFKQRORJ\VWDWLRQ The technology stations are spread over South Africa’s nine different provinces and covered the entire population of technology stations in the country. Babbie 0RXWRQ GHVFULEHTXDOLWDWLYHUHVHDUFKDVVHHNLQJWR³PD[LPLVH WKH UDQJH RI VSHFL¿F LQIRUPDWLRQ WKDW FDQ EH REWDLQHG IURP DQG DERXW WKDW context, by purposely selecting locations and informants that differ from one DQRWKHU´7KXVWRREWDLQDZHOOEDODQFHGDQGFRPSOHWHVWRU\RIWKHWRSLF,ZDV FRYHULQJ,DOVRLQWHUYLHZHGRWKHULQIRUPDQWVZLWKLQDQGDURXQGWKHQHWZRUNRI WKHWHFKQRORJ\VWDWLRQ)RUH[DPSOHVVHHSRLQWRIWKLVFKDSWHU 

2 Research methodology

7KH WHFKQRORJ\ VWDWLRQ OHDGHUV FRPSOHWHG WKH TXHVWLRQQDLUH DQG ZHUH WKH respondents in the interview. There was one case where the respondent to the TXHVWLRQQDLUH DQG WKH LQWHUYLHZ ZDV D WHFKQRORJ\ VWDWLRQ OHDGHU ZKR LV QR longer in the position of technology station manager. However this did not QHJDWLYHO\ LQÀXHQFH WKH UHVXOWV RI P\ VWXG\ EXW DFWXDOO\ VHUYHG WR IXUWKHU YDOLGDWHWKHFXOWXUHW\SHZKLFKWKHWHFKQRORJ\VWDWLRQZDVFODVVL¿HGDV

2.2 Data gathering Methods and Process 5HJDUGLQJWKHPHDVXULQJLQVWUXPHQW1HZPDQDQG0F1HLODUJXHWKDW $OO VWXGLHV DUH FRQGXFWHG WR ¿QG RXW VSHFL¿F LQIRUPDWLRQ DQG WKH XVHIXOQHVV RI WKH LQIRUPDWLRQFROOHFWHGLVFRQWLQJHQWXSRQKRZFOHDUO\WKHREMHFWLYHVDUHVWDWHG,WLVLPSHUDWLYH to ensure that everything asked in the measuring instrument is pertinent to the objectives XQGHUO\LQJWKHVWXG\ 

$VDOUHDG\PHQWLRQHG*URVVDQG5D\QHU DQG0DUV LQIRUPHG the measuring instruments. 0DVRQ DQG =XHUFKHU   H[SODLQ WKDW SLORW VWXGLHV FDQ EH ÄWLPH consuming, frustrating, and fraught with unanticipated problems, but it is better to deal with them before investing a great deal of time, money, and HIIRUWLQWKHIXOOVWXG\³:LWKWKLVLQPLQG,FRQGXFWHGDSLORWVWXG\IRUWZR UHDVRQV WRGHYHORSDQGWHVWWKHDGHTXDF\RIP\UHVHDUFKLQVWUXPHQWLH P\TXHVWLRQQDLUHDQGLQWHUYLHZVFKHGXOHDQG WRDVVHVVWKHGDWDDQDO\VLV WHFKQLTXHV,SURSRVHGWRXVH7KXVWKHUHVHDUFKZDVFDUULHGRXWLQWZRVWDJHV 7KH ¿UVW VWDJH LQYROYHG SLORWLQJ WKH UHVHDUFK SURFHVV DQG LURQLQJ RXW DQ\ glitches before conducting the second phase with the larger population group. 7KHSURFHVVRISLORWLQJZDVWRIDFLOLWDWH¿QHWXQLQJWKHUHVHDUFKTXHVWLRQVDQG FODULI\LQJWKHPHWKRGRORJ\,FKRVHWZRWHFKQRORJ\VWDWLRQVWRWDNHSDUWLQWKH SLORW7KHRQHEHLQJWKHWHFKQRORJ\VWDWLRQZLWKZKLFK,ZDVDOUHDG\IDPLOLDU DQG WKH RWKHU D WHFKQRORJ\ VWDWLRQ LQ D GLIIHUHQW SURYLQFH ZLWK ZKLFK , ZDV QRWDWDOOIDPLOLDU,FRPSDUHGKRZDQGZKDWWKHµIDPLOLDU¶JURXSUHVSRQGHG WR WKH TXHVWLRQV ZLWK WKH UHVSRQVHV RI WKH XQIDPLOLDU JURXS ,Q VR GRLQJ , FRXOG GHWHUPLQH KRZ VXLWDEOH WKH TXHVWLRQV ZHUH IRU UHVSRQGHQWV ZLWKRXW EHLQJFRQFHUQHGWKDWWKHTXHVWLRQVZHUHFRQVWUXFWHGLQDELDVHGIDVKLRQIRUDQ\ group. Because the pilot had worked so well, the data generated became part of the research for the study. Also, to state the obvious, neither the interview VWUXFWXUHQRUWKHTXHVWLRQQDLUHZDVVLJQL¿FDQWO\DPHQGHG



Assessing Technology Transfer – By Design

2.2.1 Questionnaires ,QWKHGHVLJQDQGLPSOHPHQWDWLRQRIWKHTXHVWLRQQDLUHWKHSURFHVVGHVFULEHG EHORZ LV DOPRVW LGHQWLFDO WR WKH PHWKRGV GHVFULEHG E\ (OVOH\¶V   KRZHYHUWKHUHDUHTXLWHDIHZH[FHSWLRQVDVWKHPHWKRG,XVHGZDVGHYHORSHG LQGHSHQGHQWO\RI(OVOH\¶V 7KH UROH RI WKH TXHVWLRQQDLUH ZDV WZRIROG )LUVWO\ LW ZDV WR IDPLOLDUL]H the respondents with the subject of the research project and secondly, it VLJQL¿FDQWO\DGGHGWRWKHVL]HRIWKHGDWDFROOHFWHGIRUWKHVWXG\$VEXLOGLQJ EORFNV LQ WKH FRQVWUXFWLRQ RI WKH TXHVWLRQQDLUH , XVHG SUHYLRXV LQWHUYLHZV ZKLFK,KDGFRQGXFWHGZLWKVLJQL¿FDQWUROHSOD\HUVLQWKHWHFKQRORJ\VWDWLRQ ,XVHGGRFXPHQWVZKLFK,KDGUHFHLYHGIURP7VKXPLVDQRVXFKDVWKHDQQXDO UHSRUWVDQGDSSUDLVDOUHSRUWVRI WKHWHFKQRORJ\VWDWLRQZHE VHDUFKHVRQ WKH WHFKQRORJ\VWDWLRQVZHUHDOVRPDGHXVHRIDVZHOODVRQOLQHQHZVDUWLFOHVRI the technology stations and articles in research magazines. With construction RIWKHTXHVWLRQQDLUHPXFKFDXWLRQZDVHPSOR\HG)RUH[DPSOHLWZDVHQVXUHG WKDWWKHTXHVWLRQVDQGZRUGVXVHGZHUHIDPLOLDUWRWKHUHVSRQGHQWVDQGDOVR that the meanings were not ambiguous so that all respondents understood the VDPH WKLQJ IURP WKH TXHVWLRQV DV VXJJHVWHG E\ %XUWRQ   DQG GH9DXV   UHVSHFWLYHO\ 6DULV DQG *DOKRIHU   ZDUQ DJDLQVW UHVSRQGHQWV DQVZHULQJ TXHVWLRQV ZLWK WKH DLP RI SRVLWLYHO\ LPSUHVVLQJ WKH LQWHUYLHZHU From this one could also expect that the answer a respondent gives might not be the truthful answer, but rather the answer that the respondent expects to be more acceptable by the researcher. 7KH TXHVWLRQQDLUH ZDV GHVLJQHG VR WKDW WKH UHVSRQGHQWV FRXOG FRPSOHWH it in as little time as possible. Thus it was just a matter of checking boxes RUWLFNLQJRIISRVVLEOHFRUUHFWDQVZHUVVHH$SSHQGL[$ 7KHTXHVWLRQQDLUHV were emailed to the respondents with a cover letter explaining clearly what ZDV UHTXLUHG RI WKHP7R H[SHFW WKDW DOO UHVSRQGHQWV PDNH XVH RI WKH VDPH IUDPH RI UHIHUHQFH ZKHQ DQVZHULQJ TXHVWLRQV LV XQUHDVRQDEOH DQG RQ WKLV JURXQGVLWLVHVVHQWLDOWKDWWKHNLQGRIDQVZHUVUHTXLUHGRIWKHPLVH[SODLQHG WRWKHUHVSRQGHQWVDVSURSRVHGE\)RGG\ 7KHUHVSRQGHQWVDQVZHUHG WKHTXHVWLRQQDLUHDQGSURPSWO\HPDLOHGLWEDFNWRPH7KH\ZHUHDOVRJLYHQ WKHRSWLRQRISULQWLQJWKHTXHVWLRQQDLUHVRWKDWWKH\PD\FRPSOHWHLWPDQXDOO\ and then sent it back to me as a facsimile. However every respondent opted to completing it by means of the computer and returning it via email. During the LQWHUYLHZZLWKWKHUHVSRQGHQWWKHTXHVWLRQQDLUHDQVZHUVZHUHUHYLHZHGDQG H[SDQGHGXSRQDQGWKHVHUHVSRQVHVZHUHDXGLRUHFRUGHG *LYHQWKHVPDOOSRSXODWLRQVL]HWKHUHZHUHQRVSRLOWTXHVWLRQQDLUHVDVDOO WKHTXHVWLRQQDLUHVZHUHDQVZHUHGZLWKRXWIDXOW7KHUHZDVRQO\RQHFDVHZKHUH the technology station leader confessed that he had not had enough time to 

2 Research methodology

FRPSOHWHWKHTXHVWLRQQDLUHWKXVZH¿OOHGLWRXWWRJHWKHUGXULQJWKHLQWHUYLHZ However, his answers did not seem to be affected by the fact that he gave his DQVZHUVGLUHFWO\WRPHLQUHDOWLPH 2.2.2 Interviews ,QWHUYLHZV SURYLGH DQ RSSRUWXQLW\ WR JDWKHU GDWD LQ WKH UHVSRQGHQW¶V RZQ ZRUGVDOORZVWKHUHVHDUFKHUWRGLUHFWWKHHQTXLU\VRDVWRIRFXVRQWKHFHQWUDO TXHVWLRQVRIWKHVWXG\DQGLWSHUPLWVWKHUHVHDUFKHUWRREWDLQLQIRUPDWLRQIURP WKRVH ZKR DUH GLUHFWO\ LQYROYHG ZLWK WKH LVVXHV EHLQJ LQYHVWLJDWHG .XODWL   )RU WKH VWXG\ VHPLVWUXFWXUHG LQWHUYLHZV ZHUH GHFLGHG XSRQ DQG DQ LQWHUYLHZ VFKHGXOH ZDV GUDZQXS XVLQJ WKHPH TXHVWLRQV XQGHU ZKLFK WKH DFWXDOTXHVWLRQVZHUHJURXSHGVHH$SSHQGL[$ 5DSOH\VHHVVHPLVWUXFWXUHG interviews as: >«@ VRFLDO HQFRXQWHUV ZKHUH VSHDNHUV FROODERUDWH LQ SURGXFLQJ UHWURVSHFWLYH DQG prospective) accounts or versions of their past (or future) actions, experiences, feelings and WKRXJKWV´ 

:KHQ LQWHUYLHZLQJ P\ UHVSRQGHQWV WKLV LV ZDV ZKDW , VWULYHG IRU 7KH REMHFWLYHZDVWRH[WUDFWWKHQHFHVVDU\LQIRUPDWLRQ,UHTXLUHGIRUP\UHVHDUFK while simultaneously creating a conversational atmosphere between the LQWHUYLHZHHDQG,6XFKDQDWPRVSKHUHZDVLPSRUWDQWDV+ROVWHLQDQG*XEULXP state it: 0HDQLQJ LV QRW PHUHO\ HOLFLWHG E\ DSW TXHVWLRQLQJ QRU VLPSO\ WUDQVSRUWHG WKURXJK respondent replies: it is actively and communicatively assembled in the interview encounter (2004:141).

:KLOH,DVWKHLQWHUYLHZHUDPQRWWRLQGLFDWHWRWKHUHVSRQGHQWVZKDWDQVZHUV to give, “the interviewer must establish a climate for mutual GLVFORVXUH«7KLV is done to assure respondents that they can, in turn, share their own thoughts DQGIHHOLQJV´+ROVWHLQDQG*XEULXP 9LWDOWRWKHUHOLDELOLW\RIWKH VWXG\LWZDVLPSHUDWLYHWKDWWKHLQIRUPDQWV¶UHVSRQVHVQRWEHLQÀXHQFHGE\WKH VWXG\WKXVWKHTXHVWLRQVZHUHFDUHIXOO\VWUXFWXUHGLQVXFKDPDQQHUWKDWWKHUH ZRXOGEHQRSUREDELOLW\RIDQ\OHDGLQJTXHVWLRQVEHLQJDVNHG7KHGXUDWLRQRI each interview was set for one hour, but when the respondent indicated that KH KDG PRUH WLPH E\ DQVZHULQJ WKH TXHVWLRQV LQ D FRQYHUVDWLRQDO XQUXVKHG PDQQHU,DOORZHGWKHLQWHUYLHZWRÀRZIUHHO\DQGHYHQWRUXQXSWRWZRKRXUV This way of conducting an interview is consolidated by Rubin and Rubin   ZHUH WKH\ VXJJHVW WKDW UHVHDUFK LV DQ H[WHQGHG FRQYHUVDWLRQ ZKHUH µFRQYHUVDWLRQ¶LVXVHGWRGHVFULEHDQLQIRUPDOLQWHUYLHZ .LQJVWDWHVWKDWWKHHVVHQFHRIWKHTXDOLWDWLYHUHVHDUFKLQWHUYLHZPHWKRGLV the “nature of the relationship between the interviewer and the interviewee” 

Assessing Technology Transfer – By Design

and as such the interview can never be “relationship free” (2004: 11). He continues with this position by describing the interviewee as a “participant” in the research process who contributes by actively shaping the way the interview HYROYHVLQVWHDGRISDVVLYHO\UHVSRQGLQJWRSUHVHWTXHVWLRQVRIWKHLQWHUYLHZ schedule. 2.2.3 Primary and Secondary Material ,Q DGGLWLRQ WR WKH SULPDU\ PDWHULDO WKDW LV WKH LQWHUYLHZV DQG TXHVWLRQQDLUHV mentioned above, there was also a huge amount of secondary material that was used. As already mentioned elsewhere in this chapter, the secondary material ZDV PDLQO\ XVHG LQ FRQVWUXFWLRQ RI ERWK WKH TXHVWLRQQDLUH DQG WKH LQWHUYLHZ but was also used in analysis of the data. The secondary material was in the form of annual reports of the technology station, news reports and appraisal and assessment reports conducted on the stations, web searches done on the stations, links to other organizations with which they communicate in any form, funding reports, business forecasts or plans, and also occasional papers SUHVHQWHG DW FRQIHUHQFHV ,Q JHQHUDO7VKXPLVDQR DQG WKH WHFKQRORJ\ VWDWLRQV HDJHUO\IXUQLVKHGPHZLWKDQ\LQIRUPDWLRQWKDWWKH\KDGRUWKRXJKWWKDW,PLJKW ¿QG XVHIXO WR P\ VWXG\ 7KHUH ZDV DOVR H[WHQVLYH QDWLRQDO OLWHUDWXUH RQ WKH technology stations as well and international literature on sites such as those concerning international funding bodies of the Technology Station Programme. Punch argues that interviews “are a very good way of accessing people’s SHUFHSWLRQVPHDQLQJVDQGGH¿QLWLRQRIVLWXDWLRQVDQGFRQVWUXFWLRQRIUHDOLW\ They are one of the most powerful ways we have of understanding others”    *DVNHOO   H[SODLQV WKDW LQWHUYLHZV SUHVHQW RQH ZLWK WKH SRVVLELOLW\ RI D PRUH LQGHSWK XQGHUVWDQGLQJ RI WKH VXEMHFW DQG SODFH WKH information obtained in context, which also aids with understanding particular ¿QGLQJV 7KH\ RIIHU PRUH LQGHSWK XQGHUVWDQGLQJ DQG SURYLGH YDOXDEOH FRQWH[WXDO LQIRUPDWLRQ WKDW KHOS H[SODLQ SDUWLFXODU ¿QGLQJV7KH DGYDQWDJHV of using interviews for my study were that they “allowed both parties, the VXEMHFWDQGWKHUHVHDUFKHUWRH[SORUHWKHPHDQLQJRIWKHTXHVWLRQVLQYROYHG´ %UHQQHU %URZQ &DQWHU    7KH UHVHDUFKHU FDQ WKHQ LQVWDQWO\ FKHFN misunderstandings that arose on the part of the subject, which is not the case ZKHQTXHVWLRQQDLUHVRUWHVWVDUHXVHG,IDYRUHGWKHPEHFDXVHWKH\JDYHPHD rapid and immediate response. The conversations between the researcher and the respondents were audio recorded because it is the most effective strategy for capturing data obtained during interviews. This is because audio records can be “replayed and WUDQVFULSWVLPSURYHGDQGWKH\SUHVHUYHVHTXHQFHVRIWDON´6LOYHUPDQ 

2 Research methodology

 ,PSRUWDQWLVVXHVUDLVHGLQWKHLQWHUYLHZVDUHDOVRHIIHFWLYHO\FDSWXUHGDQG included in the analysis and interpretation of results. 7KH¿UVWVWHSLQWKHGDWDFROOHFWLRQSURFHVVLQYROYHGVHQGLQJWKHTXHVWLRQQDLUH to the respondents. To obtain the potential respondents’ permission and also to VHWXSWKHLQWHUYLHZ,HPDLOHGHDFKWHFKQRORJ\VWDWLRQOHDGHUUHTXHVWLQJ  WKDWWKH\DQVZHUWKHTXHVWLRQQDLUHDQG DGDWHDQGWLPHIRUWKHLQWHUYLHZ ,QRUGHUWRHQFRXUDJHIXOOSDUWLFLSDWLRQLQWKLVVDPHHPDLO,IXOO\LGHQWL¿HG P\VHOI WR WKH SRWHQWLDO UHVSRQGHQW LQGLFDWLQJ ZKR , ZDV ZKR KDG UHIHUUHG me to them, what the intensions of my study are, etc. By the researcher fully identifying himself to the respondent the collection of accurate data can be HQVXUHG%DEELHDQG0RXWRQ )RQWDQDDQG)UH\H[SODLQWKDWWKH decision “of how to present oneself is very important, because when one’s SUHVHQWDWLRQDOVHOILVµFDVW¶LWOHDYHVDSURIRXQGLPSUHVVLRQRQWKHUHVSRQGHQW DQGKDVDJUHDWLQÀXHQFHRQWKHVXFFHVVRUIDLOXUH RIWKHVWXG\´  Similarly, gaining, and maintaining, the interviewee’s trust is essential to the success of an interviewer. %HIRUHFRPPHQFLQJZLWKWKHLQWHUYLHZ, ¿UVW UHTXHVWHGSHUPLVVLRQ IURP the interviewee to audio record the interviews. The use of an audio recorder did QRWVHHPWRKDYHDQ\LQÀXHQFHRQWKHLQWHUYLHZDWDOODQGWKHLQWHUYLHZVRRQ SURJUHVVHGLQWRDUHODWLYHO\IUHHÀRZLQJFRQYHUVDWLRQEHWZHHQWKHUHVSRQGHQW DQG, 7KHZRUVWSDUWRIWKHGDWDFROOHFWLRQSURFHVVZDV¿UVWO\JHWWLQJWKHSRWHQWLDO respondents to answer my email, secondly, getting them to decide on a date and time for interviews and for meetings and lastly, getting them to stick to the agreed upon date and time. On a few occasions interviews and meetings were SRVWSRQHGIRUYDULRXVUHDVRQVEXWHYHQWXDOO\DIWHUIROORZLQJXSWHOHSKRQLFDOO\ ,ZDVDEOHWRREWDLQDUHVSRQVHUDWH

2.3 Analysis of Data This section gives a short description of the data analysis. A more detailed coverage is presented in Chapter 4. :LWKP\VWXG\WKHSURFHVVRIDQDO\]LQJWKHGDWDEHJDQDV,REVHUYHGWKH RSHUDWLRQVRIWKHWHFKQRORJ\VWDWLRQLQWKHDFDGHPLFLQVWLWXWLRQZKHUH,ZRUNHG 7KLVZDVIRXU\HDUVEHIRUHWKHRI¿FLDO¿HOGZRUNEHJDQ7KHQE\UHDGLQJWKH DFDGHPLFZULWLQJVRQ0DU\'RXJODV¶*ULG*URXS&XOWXUDO7KHRU\DQGWKRVH by Schein on organizational culture and leadership, my analysis started taking VKDSH5XELQDQG5XELQ VXJJHVWWKDWWKHSURFHVVRIGDWDDQDO\VLVLVDQ ongoing process and as such, is more than one straightforward process. “By



Assessing Technology Transfer – By Design

WKHWLPHWKH¿HOGZRUNLV¿QLVKHGWKHUHVHDUFKHUKDVPRUHRUOHVVDFOHDULGHD DERXWWKHVLJQL¿FDQWLVVXHVWKDWKDYHHPHUJHGLQWKH¿HOGZRUNDQGDERXWWKH ZD\LQZKLFKWKH\DUHWREHSUHVHQWHGDQGDQDO\]HG´$OODQ 7KLV ZDVFOHDUO\HYLGHQWZKHQDOUHDG\DIWHUWKH¿HOGZRUNIRUP\SLORWVWXG\,ZDV able to analyze and categorize the two technology stations. Three sets of material were analyzed for this study: answers to the TXHVWLRQQDLUH LQWHUYLHZ WUDQVFULSWLRQV LQFOXGLQJ WKH QRWHV WDNHQ GXULQJ WKH LQWHUYLHZDQGGXULQJDQDO\VLVRIWKHLQWHUYLHZWUDQVFULSWLRQVDQGTXHVWLRQQDLUH and other secondary material. The protocols that are used to ensure accuracy and DOWHUQDWLYHH[SODQDWLRQVDUHFDOOHGWULDQJXODWLRQ6WDNH DQGDFFRUGLQJWR Snow and Anderson triangulation can occur with data, investigators, theories, DQGHYHQPHWKRGRORJLHVFLWHGLQ)HDJLQ2UXP 6MREHUJ 7KH QHHGIRUWULDQJXODWLRQDULVHVIURPWKHHWKLFDOQHHGWRFRQ¿UPWKHYDOLGLW\RI the processes. 0DUVKDOODQG5RVVPDQGHVFULEHGDWDDQDO\VLVDV³WKHSURFHVVRIEULQJLQJ RUGHU VWUXFWXUH DQG PHDQLQJ WR D PDVV RI FROOHFWHG LQIRUPDWLRQ ,W LV WKH search for general statements about relationships among categories of data”   $V WKH UHVSRQGHQWV UHWXUQHG WKH TXHVWLRQQDLUHV WKHLU UHVSRQVHV ZHUHRUJDQL]HGLQWRD0LFURVRIW([FHO6KHHWVRWKDWWKHGLIIHUHQWWKHPHVRI the twelve technology stations were visible at one glance. The interviews were audio recorded and then as each interview was completed, it was transcribed YHUEDWLP DQG WKHQ RUJDQL]HG LQWR WKH VDPH 0LFURVRIW ([FHO 6KHHW DV SHU UHVSRQVHV RI WKH TXHVWLRQQDLUH7KH GDWD ZDV GLYLGHG LQWR RSHQ DQG FORVHG HQGHGUHVSRQVHVDQGWKHQVXEGLYLGHGLQWR*ULGDQG*URXSGLPHQVLRQV7KLV H[HUFLVHIRUPHGSKDVHDQGSKDVHRIWKHIRXUSKDVHDQDO\VLVIRUWKHGDWD VHW RI WKH FORVHGHQGHG TXHVWLRQV :LWKLQ SKDVH  RI WKLV GDWD VHW WKRURXJK explanations are provided on the methods employed and the motivations behind their particular categorizations as having Grid or Group dimensions. During phase 4, details are given on the rationale behind why an answer VXSSOLHGE\DUHVSRQGHQWLVGHWHUPLQHGDVEHLQJRIWKHKLJKRUORZ*ULGRU Group dimension. Points were allocated to the respondents’ answers where PLQXVQXPEHUVUHÀHFWHGDORZ*ULGRU*URXSUHVSRQVHDQGDSRVLWLYHQXPEHU LQGLFDWHGDKLJK*ULGRUKLJK*URXSUHVSRQVH&RQFHUQLQJWKHDQDO\VLVRIWKH RSHQHQGHGGDWDVHWSKDVHVWKURXJKZHUHDSSOLHGZLWKRQHGLIIHUHQFH±D general impression received from each technology station according to all the DQVZHUVSURYLGHGRQWKHTXHVWLRQQDLUHDQGGXULQJWKHLQWHUYLHZDVZHOODVIURP interactions with and observations made of the technology stations were also used in the analysis. 7KRXJK WKH LQWHUYLHZ VFKHGXOH ZDV VHPLVWUXFWXUHG DQG WKXV DOUHDG\ FDWHJRUL]HG LQWR GLIIHUHQW WKHPHV LW ZDV VWLOO QHFHVVDU\ WR UHDG DQG UHUHDG 

2 Research methodology

the transcriptions with the purpose of identifying the common themes and SDWWHUQV ERWK WKH TXHVWLRQQDLUH DQG LQWHUYLHZ FRYHUHG7KH UHVSRQVHV RI WKH interview especially differed from each other with regard to their level and GHSWK EHFDXVH VRPH UHVSRQGHQWV DQVZHUHG TXHVWLRQV DW JUHDWHU OHQJWK WKDQ did others. All the respondents, bar one, were very keen and enthusiastic to WDON DW JUHDW OHQJWK DERXW SDUWLFXODU WRSLFV EURXJKW XS E\ WKH TXHVWLRQQDLUH to such a degree that many of the interviews ran up to two hours instead of WKH H[SHFWHG RQHKRXU OHQJWK , UHVSRQGHG WR WKH UHVSRQGHQWV¶ YHUEDO DQG QRQYHUEDOFXHVRIWKHDQVZHUVWKDWZHUHJLYHQVXFKDVWRQHDQGHPSKDVLVRI responses. Analyzing interviews by relying purely on written transcripts and not considering the affect of other factors such as distractions, interruptions, HWFOLPLWVWKHDQDO\VLVSURFHVV(OVOH\  $OWKRXJK RU SHUKDSV EHFDXVH WKH LQWHUYLHZ ZDV VHPLVWUXFWXUHG GDWD emerged that was not originally expected. Holstein and Gubrium (2004) describe one of the characteristics of active interviewing as when the interviewer responds to the research participants in such a way that new prospects arise from the interview process. This data has been used in this dissertation to DFKLHYHDQRYHUDOOLPSUHVVLRQRIWKHVSHFL¿FWHFKQRORJ\VWDWLRQIURPZKHUH the data was obtained. Because of the already mentioned length and depth of WKHRSHQHQGHGUHVSRQVHVRIWKHLQWHUYLHZLWZDVQHFHVVDU\WKDWWKHGDWDEH constantly revisited so as to ensure that the data possesses the characteristics to be grouped within the appropriate categories of high or low Grid or Group. 6LPLODUO\ , FRXOG FRQFXU ZLWK (OVOH\ LQ KHU VWXG\ WKDW EHFDXVH DOO WKH GDWD could not be written up in this dissertation, it had to be, with reluctance, put DVLGHIRUIXWXUHH[SORUDWLRQ  There were a few factors that contributed to a simple, uncomplicated coding SURFHVV2QHIDFWRUZDVWKDWGXULQJWKHLQLWLDOFRQVWUXFWLRQRIWKHTXHVWLRQVIRU WKH TXHVWLRQQDLUH DQG LQWHUYLHZ HDFK TXHVWLRQ ZDV SUHGHWHUPLQHG DV EHLQJ HLWKHU D *ULG RU D *URXS LQGLFDWRU$QRWKHU IDFWRU ZDV WKDW WKHVH TXHVWLRQV at the construction level, were already grouped under particular headings for FRGLQJ7KDWWKHTXHVWLRQQDLUHLQYROYHGWKHDQVZHULQJRIVLPSOHRQHDQVZHU TXHVWLRQVZDVDWKLUGIDFWRUWKDWUHVXOWHGLQDVLPSOL¿HGFRGLQJSURFHVV)URP here it followed that the answers provided by the respondents were then simply determined as being high or low, Grid or Group. , FRQVLGHUHG ZKHWKHU ZHLJKWV VKRXOG EH DVVLJQHG WR WKH TXHVWLRQV RI WKH two Grid and Group variables (as already discussed in Chapter 2), but after SUDFWLFDODSSOLFDWLRQRIWKHH[HUFLVHRIZHLJKWLQJZDVDSSOLHG,GHFLGHGDJDLQVW it. However, as the analysis process continued, it became clear that it was not QHFHVVDU\WRPDNHXVHRIDOOWKHTXHVWLRQVDQGDQVZHUVWKDWZHUHSRVHGLQERWK WKHTXHVWLRQQDLUHDQGWKHLQWHUYLHZVFKHGXOH 

Assessing Technology Transfer – By Design

$WWKLVVDPHWLPHZKDWDOVRHPHUJHGGXULQJWKLVSURFHVVZHUHWKHÀDZV of the research design as well as the strengths. For example, the time that ZDV XWLOL]HG WR DQVZHU FHUWDLQ µOHVVWKDQUHOHYDQW¶ TXHVWLRQV FRXOG KDYH EHHQ XWLOL]HG E\ FRQFHQWUDWLQJ WKH TXHVWLRQV RQ MXVW WKH DSSOLFDEOH WKHPHV which would have resulted in less time being spent on the answering of the TXHVWLRQQDLUHDQGWKHLQWHUYLHZ,QUHWURVSHFWERWKP\LQWHUYLHZVFKHGXOHDQG P\TXHVWLRQQDLUHFRXOGKDYHKDGEHHQVKRUWHQHGZLWKUHJDUGWRWKHQXPEHURI TXHVWLRQV1RQHWKHOHVVWKHUHVSRQGHQWVGLGQRWKDYHDQ\JULHYDQFHVDERXW the time they spent on either of these research instruments and contrarily they ZHQWWKURXJKWKHTXHVWLRQVLQDUHOD[HGXQKXUULHGPDQQHU$VDUHVXOWWKHGDWD UHFHLYHGZDVPRUHWKDQVXI¿FLHQWWRDFKLHYHP\UHVHDUFKJRDOV $VZLOOEHVHHQLQ&KDSWHUTXRWHVZHUHXVHGLQWKHGLVVHUWDWLRQWRSURYLGH concrete examples of what the technology station leaders said in their own ZRUGV 7KH PDLQ UHDVRQ IRU GLUHFW TXRWLQJ ZDV EHFDXVH PXFK WHQVLRQ ZDV created by the stakeholders of the technology station group as to the results RIP\VWXG\%HFDXVHRIWKLV,WKRXJKWLWFUXFLDOWKDW,WU\DVOLWWOHDVSRVVLEOH to paraphrase what was said by the different respondents so as to minimize SRVVLELOLWLHV RI DFFXVDWLRQV RI PLVTXRWLQJ RU PLVXQGHUVWDQGLQJ ZKDW ZDV VDLGGXULQJWKHLQWHUYLHZRUZULWWHQRQWKHTXHVWLRQQDLUH$QRWKHUUHDVRQWKDW TXRWHVZHUHHPSOR\HGZDVWRSURYLGHWKHUHDGHUZLWKD¿UVWKDQGLPSUHVVLRQ RIWKHPRRGDWWLWXGHDQGSHUVRQDOLW\RIWKHUHVSRQGHQWWRFHUWDLQTXHVWLRQV (OVOH\HORTXHQWO\GHVFULEHVKHUXVHRITXRWHVDVD³FRXQWHUSRLQWWRDFDGHPLF ODQJXDJHDQGFRQWULEXWH>V@DQDOWHUQDWLYHYRLFHWRWKDWRIWKHDXWKRU´ 100). Reissman makes use of a metaphor to explain the process and use of TXRWLQJ By displaying text in particular ways and by making decisions about the boundaries of narrative segments, we provide grounds for our arguments, just as a photographer guides the YLHZHU¶VH\HZLWKOHQVHVDQGFURSSLQJ 

7KHVHUHDVRQVLQDGGLWLRQWRWKHIDFWWKDW,DLPHGWRSURYLGHWKHUHDGHUZLWK D¿UVWKDQGLPSUHVVLRQRIWKHPRRGDQGDWWLWXGHRIWKHUHVSRQGHQWWRFHUWDLQ TXHVWLRQVH[SODLQWKHPRWLYHV,KDGIRUHPSOR\LQJTXRWHV

2.4 Validity, Reliability, Generalizability and Study Limitations (PSLULFDO LQYHVWLJDWLRQ VKRXOG EH FDSDEOH RI EHLQJ UHSOLFDWHG E\ RWKHUV IRU WKH SXUSRVH RI FRQ¿UPLQJ RU UHIXWLQJ WKH UHVXOWV RI WKH VWXG\ $OODQ   ZKLFKLPSOLHVWKDWYHUL¿FDWLRQRIDVWXG\LVQHFHVVDU\WRDVFHUWDLQWKH UHSUHVHQWDWLYHQHVVUHOLDELOLW\DQGYDOLGLW\RIWKH¿QGLQJVLQDVWXG\+\PDQ DUJXHV WKDW WKH ³¿QDO GDWD FDQ EH DIIHFWHG E\ WKH SUHMXGLFHV H[SHFWDWLRQ 

2 Research methodology

DWWLWXGHV RSLQLRQV DQG EHOLHIV RI WKH UHVHDUFKHU´  FLWHG LQ 0RXWRQ    7R FRXQWHUDFW WKH SUREDELOLW\ RI WKLV OLPLWDWLRQ LQ P\ VWXG\ DOO interviews were audio recorded and transcribed verbatim shortly after the interview to ensure accuracy and facilitate recall. All information gathered during the survey was considered for analysis thus there was no probability of certain information being neglected. However, certain data was omitted IURPWKHUHVHDUFK¿QGLQJVDV,RQO\FRQFHQWUDWHGRQWKDWGDWDWKDWZDVUHOHYDQW WR WKH VWXG\ WKLV SURFHVV RI RPLVVLRQ ZDV QRQHWKHOHVV VWULFWO\ LQIRUPHG DQG JXLGHG E\ WKH OLWHUDWXUH RI *ULG*URXS &XOWXUDO 7KHRU\ )URP WKH YHU\ EHJLQQLQJRIWKHVWXG\SURFHVVERWKWKHTXHVWLRQQDLUHDQGWKHLQWHUYLHZZHUH constructed using the criteria of the Grid and Group dimension. As will be seen in Chapter 4, these same criteria were utilized to categorize the technology VWDWLRQVWKXVLQGLFDWLQJWKDWWKHUHVXOWVDUHYDOLGZKHUHYDOLGLW\LVGH¿QHGDV ³WKHEHVWDSSUR[LPDWLRQWRWKHWUXWK´0RXWRQ 5HJDUGLQJYDOLGLW\ of choice of the primary research design of the study, a key objective of the DQDO\VLVZDVWRHVWDEOLVKZKHWKHUWKHUHLVDVLJQL¿FDQWDVVRFLDWLRQEHWZHHQWKH dependent variable (i.e. transfer of technology) and the independent variable (i.e. organizational culture). This analysis was based on the work of Douglas GLVFXVVHGSUHYLRXVO\6HFWLRQRI&KDSWHU ([WHUQDOYDOLGLW\GHSHQGVRQ the extent to which the results of the research are applicable to all the subjects LQWKHSRSXODWLRQ,QP\VWXG\EHFDXVHWKHSRSXODWLRQFRQVLVWHGRIRQO\WZHOYH technology stations, it made sense to include the entire population in the study. )RUWKLVUHDVRQWKHH[WHUQDOYDOLGLW\RIWKHVWXG\LVQRWTXHVWLRQDEOH)RUWKLV VDPHUHDVRQ±EHFDXVHRIDVPDOOSRSXODWLRQVL]H±,ZRXOGRQO\KHVLWDQWO\DQG cautiously state that the results of the study are applicable to other Transfer Stations or Centres or similar organizations around the world. Lewis and Ritchie state: “triangulation involves the use of different methods and sources to check the integrity of, or extend, inferences drawn from the GDWD´ 4XHVWLRQQDLUHVLQWHUYLHZVGRFXPHQWDWLRQDQGREVHUYDWLRQ were employed as my methods of gathering data and thereby triangulation in the research was ensured. The assumption is that with triangulation the use of GLIIHUHQWVRXUFHVRILQIRUPDWLRQZLOOHQDEOHRQHWRFRQ¿UPDQGWRLPSURYHWKH ³FODULW\´RU³SUHFLVLRQ´RIRQH¶VUHVHDUFK¿QGLQJV/HZLVDQG5LWFKLH   /LQFROQDQG*XEDDGYRFDWHWKDW³µWUDQVSDUHQF\¶RUµWKLFNGHVFULSWLRQ¶´DOORZV the reader of a study “to verify for themselves that conclusions reached by the UHVHDUFKHUKROGµYDOLGLW\¶DQGWRDOORZRWKHUVWRFRQVLGHUWKHLUµWUDQVIHUDELOLW\¶WR RWKHUVHWWLQJV´FLWHGLQ/HZLVDQG5LWFKLH  0DUVKDOODQG5RVVPDQZDUQDJDLQVWWKHSRVVLELOLW\RIUHOLDELOLW\KDYLQJD OLPLWLQJ DIIHFW RQ WKH TXDOLWDWLYH UHVHDUFKHU E\ DUJXLQJ WKDW WKH GHPDQG IRU 

Assessing Technology Transfer – By Design

reliability assumes that “people are living in an unchanging world, which is XWWHUO\XQUHDOLVWLFLQWKHOLIHRIDTXDOLWDWLYHUHVHDUFKHU´ 5HOLDELOLW\ was possibly increased in the study by all the research instruments being DGPLQLVWHUHG E\ P\VHOI DIWHU SLORWLQJ $OVR DV DOO WKH TXHVWLRQQDLUHV ZHUH PRVWO\ IXOO\ FRPSOHWHG WKLV VLJQL¿HG WKDW WKH TXHVWLRQV ZHUH ³DSSURSULDWH FRQVLVWHQWDQG,FRXOGKDYHFRQ¿GHQFHLQWKHDQVZHUVWKDWZHUHSXWIRUZDUG´ (OVOH\  By audio recording the interviews, transcribing and using a thorough PHWKRGWRDQDO\]HWKHGDWDWKLVFHUWL¿HGWKDWWKHGDWDFROOHFWLRQDQGDQDO\VLV ZHUHUHOLDEOHDQGDGGHGWRWKHYDOLGLW\RIWKHUHVHDUFK$VZLWK(OVOH\  during the analysis process, that some data was unevenly distributed across DUHDVRITXHVWLRQLQJZDVDFFRXQWHGIRUE\XVLQJDSURFHVVRIGDWDFOXVWHULQJ to clarify themes and patterns that were emerging (see Chapter 4 for a detailed discussion). After consideration of the methodological constraints as mentioned above, LWLVIDLUWRFRQFOXGHWKDWWKHUHVHDUFK¿QGLQJVDUHLQWHUQDOO\YDOLGDUHUHOLDEOH and are generalizable to organizations of similar description, structure and function as the technology stations. However, with regard to generalizing WKH ¿QGLQJV WR VLPLODU RUJDQL]DWLRQV DV WKDW RI WKH WHFKQRORJ\ VWDWLRQV LW LV QHFHVVDU\WKDWWKHVSHFL¿FVRIWKHJURXSEHWDNHQLQWRDFFRXQW7KHVHVSHFL¿FV LQFOXGH XQLTXHQHVV RI HDFK RUJDQL]DWLRQ WKH SRLQW LQ WLPH WKH VWXG\ ZDV XQGHUWDNHQWKHFRXQWU\RIWKHRUJDQL]DWLRQ±LQWKLVFDVH6RXWK$IULFD,QWKH last chapter of this book, greater attention will be given to the generalisability RIWKHVWXG\¶V¿QGLQJV

2.5 Ethical considerations Snyder (2002) explains that when a researcher considers the possible outcomes DQGSUREDEOHEHQH¿WVRIKLVKHUUHVHDUFKVWXG\WKLVZLOODVVLVWLQPDNLQJD¿QDO decision about how the rights and dignity of the participants can be respected. With this study, it had to be considered whether anonymity was to be employed ZKHQTXRWLQJWKHDQVZHUVRIWKHUHVSRQGHQWV$OWKRXJKWKHUHVSRQGHQWVKDG QRSUREOHPZLWKEHLQJTXRWHG,IHOWLWQHFHVVDU\WRSURWHFWWKHLULGHQWLW\DVWKH study covered a variety of sensitive topics. Where it was necessary to get the PHVVDJHDFURVVLWZDVQRWHVVHQWLDOWKDWWKHLQIRUPHUEHLGHQWL¿HG Hammersley and Atkinson state “the people to be studied should be informed about the research in a comprehensive and accurate way, and should give their XQFRQVWUDLQHG FRQVHQW´    7R DFFRXQW IRU HWKLFDO FRQVLGHUDWLRQV participation by the technology stations leaders in the interviews was



2 Research methodology

voluntary. Their voluntary participation in the study was established by an email reply from each technology station leader granting me permission to IRUZDUGWKHTXHVWLRQQDLUHWRWKHPDVZHOODVJUDQWLQJPHDQLQWHUYLHZZLWK WKHP%HIRUHWKHLQWHUYLHZFRPPHQFHG,FHUWL¿HGZKHWKHULWZDVLQRUGHUWR audio record the interview and only when the interviewer consented to my use RIWKHDXGLRUHFRUGHUZDVWKHDSSDUDWXVDFWLYDWHG,H[SODLQHGZKDWWKHUHVXOWV of the study would be used for and emphasized who the stakeholders are who displayed an interest in viewing the results of this study. This provided the respondents with the opportunity to withdraw from the study as participants LIWKH\VRZLVKHG,DOVRSUHVHQWHGWKHLQWHUYLHZHHZLWKWKHRSWLRQRIKDYLQJ KLP TXRWHG DQRQ\PRXVO\ KRZHYHU QRQH RI WKH UHVSRQGHQWV LQGLFDWHG WKDW WKH\GLGQRWZDQWWREHSDUWRIWKHVWXG\RUWKDWWKH\SUHIHUUHGWREHTXRWHG DQRQ\PRXVO\ %DEELH  0RXWRQ    GHVFULEH FRQ¿GHQWLDOLW\ LQ D study as when a researcher knows or could know the identity of the participant, EXWGRHVQRWUHYHDOZKRWKH\DUH&RQ¿GHQWLDOLW\DQGDQRQ\PLW\HQVXUHGWKDW the respondents of this study communicated without any reservations. As the ¿QDO GHFLVLRQ RI DQRQ\PLW\ UHVWHG ZLWK PH , RSWHG WR UHSRUWLQJ LQGLYLGXDO UHVSRQVHVDQRQ\PRXVO\LQWKHTXDOLWDWLYHGDWDRIWKLVVWXG\5HIHUHQFHWRDQ\ of the technology stations was done in such a way that it is not possible for RQHWRGHWHUPLQHZKLFKWHFKQRORJ\VWDWLRQZDVEHLQJUHIHUUHGWR,QRUGHUWR PDLQWDLQWKHFRQ¿GHQWLDOLW\RIWKHUHVHDUFKSURFHVV,KDYHXVHGSVHXGRQ\PV ZKHUHLQWHUYLHZHHVDUHTXRWHGRUWKHWHFKQRORJ\VWDWLRQVDUHPHQWLRQHG :LWK WKLV FKDSWHU , KDYH GHWDLOHG KRZ WKH UHVHDUFK ZDV H[HFXWHG ,Q WKH QH[W WKUHH FKDSWHUV , SUHVHQW H[SORUH DQG VFUXWLQL]H WKH ¿QGLQJV IURP WKH answers the technology station leaders gave which led to the determination RIWKHRUJDQL]DWLRQDOFXOWXUHW\SHRIWKHLUSDUWLFXODUWHFKQRORJ\VWDWLRQ,QWKH YHU\QH[WFKDSWHU,SURYLGHDQH[SODQDWLRQRIWKHSURFHVVWKDWZDVLQYROYHGLQ FRGLQJDQGDQDO\]LQJWKHYDULDEOHV±H[WUDFWHGIURPERWKRSHQDQGFORVHG HQGHGTXHVWLRQV



Chapter 4 Preparation of Variables for Analysis

1 Introduction 7KLVFKDSWHUZLOOEHGLYLGHGLQWRWZRVHFWLRQV7KH¿UVWVHFWLRQZLOOSURYLGH DQ H[SODQDWLRQ RI WKH DOO WKH YDULDEOHV ± WKRVH JURXSHG XQGHU FORVHHQGHG DQG VKRUWDQVZHU TXHVWLRQV ± RI WKH TXHVWLRQQDLUH LQFOXGLQJ KRZ WKH\ ZHUH UHGXFHG YDULDEOHE\YDULDEOH VR DV WR EH FRGHG IRU DQDO\VLV 2I WKHVH , VKDOO ¿UVW JLYH H[SODQDWLRQV RQ DOO WKH *URXS YDULDEOHV RU TXHVWLRQV WKDW , KDG FDWHJRUL]HG DV WR ZK\ WKH\ DUH FODVVL¿HG DV KDYLQJ *URXS GLPHQVLRQV WKHUHDIWHU,VKDOOJLYHH[SODQDWLRQVRQDOOWKH*ULGYDULDEOHVVKRZLQJZK\WKH\ are coded as they are. The second section of this chapter shall be attributed to WKHDQDO\VLVRIDOOWKHYDULDEOHV±WKRVHJURXSHGXQGHURSHQHQGHGDQGORQJHU TXHVWLRQV±RIWKHLQWHUYLHZ+HUH,ZLOODOVRSURYLGHDQH[SODQDWLRQRIDOOWKH YDULDEOHV±WKRVHJURXSHGXQGHURSHQHQGHGDQGORQJDQVZHUTXHVWLRQV±RI WKHTXHVWLRQQDLUHWKDWZHUHXVHGIRUDQDO\VLVLQFOXGLQJH[SODQDWLRQVRQKRZ they were categorized as having either a Group or Grid dimension. %HIRUH,SURFHHGZLWKWKHFRQWHQWRIWKLV&KDSWHU,VKDOO¿UVWGLVFXVV)LJXUH 4.1 the bar chart of the Summary of Accumulative Project Output, as this graphic presentation is important for discussion throughout the sections of Chapter 4.

1.1 Summary of Technology Stations’ Accumulative Project Outputs :KHQ GLVFXVVLQJ DQG DQDO\]LQJ WKH GLIIHUHQW WHFKQRORJ\ VWDWLRQV , VKDOO DOVR GH¿QH WKHP DFFRUGLQJ WR KRZ VXFFHVVIXO RU ZHDN WKH\ DUH LQ WHUPV RI WKH QXPEHU RI 60(V WKH\ DVVLVWHG DV ZHOO DV WKH QXPEHU RI SURMHFWV WKH\ VXFFHVVIXOO\FRPSOHWHG7KHUHDVRQIRUIRFXVLQJRQWKH60(VDQGWKHSURMHFWV WKHWHFKQRORJ\VWDWLRQVKDYHZLWKWKH60(VLVPDLQO\EHFDXVHWKH\IRUPWKH FHQWHUSRLQWRIWKHDLPDQGJRDOVRIWKHWHFKQRORJ\VWDWLRQ¶VH[LVWHQFHLHWKH ³763SURMHFW>LV@DLPHGDWVWUHQJWKHQLQJDQGDFFHOHUDWLQJVNLOOVDQGWHFKQRORJ\ 

Preparation of Variables for Analysis

WUDQVIHU EHWZHHQ 8QLYHUVLWLHV RI 7HFKQRORJ\ DQG 60(V´ 7VKXPLVDQR $QQXDO 5HSRUW  S    7KH GDWD , XVHG HQDEOHG D SHUFHQWLOH IRU each technology station to be calculated using information obtained from the 7VKXPLVDQR$QQXDO 5HSRUWV RI   DQG :KDW ZHUH DOVR XVHG ZHUHGLVFXVVLRQVZLWKWKHWHFKQRORJ\VWDWLRQPDQDJHUVRQWKH60(VWKDWWKH\ DVVLVWHGDQGWKHSURMHFWVWKDWZHUHVXFFHVVIXOO\FRPSOHWHGE\WKHP,OLPLWHG the information and topics from the interview and Annual Reports to exclude µ7HVWLQJDQG$QDO\WLFDO6HUYLFHV¶µ&RQVXOWLQJ7HFKQRORJ\$XGLW¶7HFKQLFDO 'HPRQVWUDWLRQVDQGµ7DLORUHG7UDLQLQJ¶EHFDXVHWKHVHWRSLFVRYHUH[DJJHUDWHG the project numbers and were not as relevant to technology transfer as were WKH IROORZLQJ WKHPHV ZKLFK ZHUH LQFOXGHG µ0DQXIDFWXULQJ3URWRW\SLQJ¶ µ3URGXFW RU 3URFHVV ,PSURYHPHQW¶ µ3URMHFW $SSOLHG (QJLQHHULQJ 'HVLJQ DQG'HYHORSPHQW¶DQGODVWO\µ3URMHFW5HVHDUFKDQG'HYHORSPHQW¶7RHQVXUH FODULW\DQGDYRLGGLVFUHSDQFLHVLQGH¿QLWLRQWKHVHDIRUHPHQWLRQHGKHDGLQJV were obtained from the Tshumisano Annual Reports, as the technology station managers already understood them. Averaging the total number of contracts WKDWDWHFKQRORJ\VWDWLRQKDGZLWK60(VLQDGGLWLRQWRWKHLUWRWDOQXPEHURI projects and then determining the percentage for better graphic representation obtained the percentile for each technology station. Figure 4.1

Summary of technology stations Accumulative Project output 2007-2009






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From Figure 4.1, the Bar Chart of the Summary of Accumulative Project Outputs for the technology stations, we can see that the technology station, leading in the number of projects it successfully completed and the number RI 60(V LW DVVLVWHG LV (36,/21 7KH WHFKQRORJ\ VWDWLRQV WKDW ZHUH WKH OHDVW VXFFHVVIXO LQ WKLV DUHD DUH 3+, ZLWK =(7$ IROORZLQJ FORVHO\:KHUHDV the difference between these lower lying technology stations and the rest of WKH WHFKQRORJ\ VWDWLRQV LV VLJQL¿FDQW WKHUH VHHPV WR EH D JUDGXDO GHFUHDVH in the number of projects from the most successful technology station to the WHFKQRORJ\VWDWLRQLQWKHWKLUGSRVLWLRQ±*DPPD)RUHDVHRIUHIHUHQFH,VKDOO divide the technology stations into four groups according to their percentiles. 7HFKQRORJ\ VWDWLRQV ZLWK D SHUFHQWLOH RI  DQG KLJKHU DUH FODVVL¿HG DV µJRRG¶WHFKQRORJ\VWDWLRQVZLWKDSHUFHQWLOHEHWZHHQDQGDUHFODVVL¿HG DV µVDWLVIDFWRU\ WKRVH ZLWK D SHUFHQWLOH EHWZHHQ  DQG  DUH ODEHOHG DV µDYHUDJH¶DQGWKRVHWKDWIDOOEHWZHHQWKHSHUFHQWLOHVDQGDUHODEHOHGDV µEHORZDYHUDJH¶

2 Analysis of Closed-ended questions 7KHDQDO\VHVRIWKHFORVHGHQGHGTXHVWLRQVZHUHFDUULHGRXWLQIRXUSKDVHV 3KDVHDQGDUHVLPSOHSUHOLPLQDU\VWDJHVWKDW,XVHGWRRUJDQL]HP\GDWD LQDVLPSOL¿HGZD\E\PHDQVRIFKDUWVVRWKDWDOOWKHLQIRUPDWLRQRIDOOWKH WHFKQRORJ\VWDWLRQV76 FRXOGEHVHHQDWRQHJODQFH3KDVHLVZKHUH,JLYH PHWLFXORXVH[SODQDWLRQVRQWKHPHWKRGV,HPSOR\HGDQGWKHUHDVRQVEHKLQG FDWHJRUL]LQJWKHTXHVWLRQVRUYDULDEOHVDVKDYLQJ*URXSGLPHQVLRQVWKHUHDIWHU ,JLYHH[SODQDWLRQVRQDOOWKH*ULGYDULDEOHVDVWRZK\WKH\DUHFRGHGDVWKH\ are. During phase four, a detailed explanation as to why an answer supplied by the technology station leader is determined as high or low, Grid or Group DOVRIROORZV:LWKERWKWKH*ULGDQG*URXSYDULDEOHVDµ\HV¶DQVZHULQGLFDWHG HLWKHUKLJKRUORZ*ULGRU*URXSGHSHQGLQJRQWKHTXHVWLRQLWVHOI7KHDQVZHUV ZHUHDWWULEXWHGSRLQWV±PLQXVSRLQWVIRUORZ*ULGRUORZ*URXSDQGSRVLWLYH SRLQWVIRUKLJK*ULGRUKLJK*URXS7KHVHSRLQWVZHUHHYHQWXDOO\WDOOLHGXSWR so that each technology station had two scores attributed to them that could be XVHGWRSORWWKHLUSRVLWLRQRQWKH*ULG*URXS&XOWXUDO'LDJUDPDQGLQVRGRLQJ WKHLUFXOWXUHLVLGHQWL¿HG ,GHEDWHGZKHWKHURUQRW,VKRXOGDGGZHLJKWVWRWKHYDULDEOHV7RUHVROYH WKLV TXHVWLRQ , GHFLGHG WR WHVW WKH WZR RSWLRQV ± ZHLJKWLQJ YHUVXV QRW ZHLJKWLQJ,WKXVVFRUHGWKH*ULGDQG*URXSYDULDEOHVXVLQJWZRYDULDWLRQV± 

Preparation of Variables for Analysis

RQHYDULDWLRQZKHUHZHLJKWVKDYHEHHQDVVLJQHGWRHDFKTXHVWLRQGHSHQGLQJ on the degree of importance of the variable as a predictor of either Grid or Group dimensions and one variation where no weighting of the variables were used. What was discovered was that the differences between the scores of the weighted variables in comparison with the scores of the variables not weighted ZHUHRQO\VOLJKW±SHUFHQWDJHZLVH7KXV,GHFLGHGQRWWRZHLJKWWKHYDULDEOHV $VDOUHDG\PHQWLRQHGHOVHZKHUHLQWKLVGLVVHUWDWLRQWKHTXHVWLRQQDLUHZLWKWKH FORVHHQGHGTXHVWLRQVRIWKHLQWHUYLHZVFKHGXOHZDVVHQWWRWKHUHVSRQGHQWV EHIRUHWKHLQWHUYLHZ7KXVGXULQJWKHLQWHUYLHZ,WKLFNHQHGWKHLUDQVZHUVWR WKH TXHVWLRQQDLUH E\ DVNLQJ WKHP WR HODERUDWH RQ RU IXUWKHU FODULI\ FHUWDLQ answers. This contributed to another reason for weighting not being needed ZDVDQGWKDWZDVWKDWDIHZRIWKHDQVZHUVWRWKHFORVHGHQGHGTXHVWLRQVWKDW ZHUHHODERUDWHGRQGXULQJWKHLQWHUYLHZZHUHXVHGLQWKHDQDO\VLVRIWKHRSHQ HQGHGTXHVWLRQV7KLVUHVXOWHGLQWKHTXHVWLRQEHLQJVRWRVD\FRXQWHGWZLFH ,QDZD\WKLVFRXOGEHVHHQDVWKHTXHVWLRQDOUHDG\EHLQJZHLJKWHG

2.1 Group $V DOUHDG\ FRYHUHG LQ &KDSWHU  0DUV      SURSRVHV IRXU WHVWV IRU *URXS VWUHQJWK ± IUHTXHQF\ GHJUHH RI PXWXDOLW\ VFRSH RI LQWHUSHUVRQDO interactions and the tightness of a group’s boundary – while Gross and Rayner   SXW IRUZDUG ¿YH SUHGLFDWHV WR GHWHUPLQH *URXS VWUHQJWK SUR[LPLW\ WUDQVLWLYLW\ IUHTXHQF\ VFRSH DQG LPSHUPHDELOLW\ ,Q WKH SUHVHQWDWLRQ EHORZ ±RIHDFKRIWKHTXHVWLRQVIURPWKHTXHVWLRQQDLUHDQGWKHLQWHUYLHZ±HDFKRI WKHVHµWHVWV¶DQGµSUHGLFDWHV¶RI0DUVDUHFOHDUO\LOOXPLQDWHGVRWKDWZKDWHDFK concept entails is made apparent. Question 4 How many people work for the technology station? 7KLV TXHVWLRQ VRUWV WR WHVW WKH ³IUHTXHQF\´ RI WKH WHFKQRORJ\ VWDWLRQ DV SURSRVHG E\ 0DUV   ZKHUH IUHTXHQF\ LV KRZ RIWHQ DQG KRZ ORQJ WKH group interacts with each other. The argument is that the smaller the group, the KLJKHUWKHIUHTXHQF\RILQWHUSHUVRQDOLQWHUDFWLRQDQGIURPWKLVLWIROORZVWKDW DKLJKIUHTXHQF\RILQWHUDFWLRQLPSOLHVKLJK*URXSZKHUHDVDORZIUHTXHQF\ RILQWHUDFWLRQLPSOLHVORZ*URXS7KXVNHHSLQJWKLVLQPLQGLWZDVQHFHVVDU\ WR XVH WKH VL]H RI WKH WHFKQRORJ\ VWDWLRQ WR GHWHUPLQH KLJK RU ORZ*URXS Because the technology stations differed greatly from each other with regard to size (the smallest technology station had a staff size of four members and 

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WKHODUJHVWWHFKQRORJ\VWDWLRQVWDIIPHPEHUV ,GHFLGHGWRFUHDWHWZRUDQJHV RIYDOXHVIRUWKHQXPEHURIVWDIIDVIROORZVDQG$Q\WHFKQRORJ\ VWDWLRQV KDYLQJ VWDII VL]HV IURP DQG LQFOXGLQJ UDQJH  ZHUH FRQVLGHUHG KLJK*URXSDQGDQ\WHFKQRORJ\VWDWLRQVKDYLQJVWDIIVL]HVIURPDQGLQFOXGLQJ ZHUHFRQVLGHUHGORZ*URXS 4XHVWLRQ :KDWTXDOL¿FDWLRQGRSHRSOHZKRZDQWWRZRUNIRUWKHWHFKQRORJ\ station need? 7KLV TXHVWLRQ ZDV XVHG DV D GHWHUPLQDQW RI ERWK *ULG DQG *URXS TXDOLWLHV in the latter case it was used to determine the permeability of the Group boundaries. Gross and Rayner state it this way: the more exclusive the group, WKHPRUHGLI¿FXOWHQWU\LQWRWKHJURXSZLOOEHDQG³WKXVWKH*URXSVWUHQJWKDOVR WHQGVWREHKLJK´ 7KHKLJKHUWKHGHJUHHRUTXDOL¿FDWLRQH[SHFWHG from the applicant of a new advertised position at the technology station, the KLJKHU WKH *URXS VWUHQJWK 7KXV D WKUHH\HDU GLSORPD REWDLQHG DW D KLJKHU educational institution, having completed high school, or any grade lower than WKH¿QDO\HDURIKLJKVFKRROZDVFDWHJRUL]HGDVORZ*URXS$%DFKHORUGHJUHH ULJKWXSWRDSRVWGRFWRUDWHSRVLWLRQDWWKHWHFKQRORJ\VWDWLRQZDVFDWHJRUL]HG DVKLJK*URXS,DOVRDVNHGWKHUHVSRQGHQWWRHODERUDWHRQWKLVTXHVWLRQGXULQJ the interview. Question 11 and 12 Does the technology station work together with other technology stations in SA? With other technology stations worldwide? Does the technology station have co-operations with other companies? 7KHVH WZR TXHVWLRQV ZHUH DSSOLHG WR GHWHUPLQH WKH WLJKWQHVV RI D *URXS¶V ³ERXQGDULHV´DVLQWKHFDVHRI0DUV¶WHVW DQGDVZLWK*URVVDQG5D\QHU¶V   ³LPSHUPHDELOLW\´ 7KH SUHPLVH LV DV VXFK WKH PRUH WKH WHFKQRORJ\ station operates with organizations and groups outside of its boundaries, the lower the Group strength and the more permeable the boundary of the organization. For every time that the technology station indicated that it operated with whatever genre of organizations, one point was attributed to it. The highest amount of points a technology station could attain for this TXHVWLRQ ZDV IRXU 7KH JHQUH¶V RI RUJDQL]DWLRQV ZLWK ZKLFK WKH WHFKQRORJ\ station could operate or interact were as follows: technology stations in South Africa, companies in South Africa, transfer centres elsewhere in the world 

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DQGODVWO\FRPSDQLHVHOVHZKHUHLQWKHZRUOG,FKRVHWKHVHW\SHVEHFDXVHP\ preliminary research on the technology stations indicated that on a daily basis much interaction occurred between the technology station and these types of organizations, or at the least, it was supposed to be part of the functional design of the technology stations to have regular interactions with such organizations. $VVWDWHGE\*URVVDQG5D\QHU³«EHIRUHFRQGXFWLQJDQ\H[SHULPHQWWKHUH is a critical preliminary step of gaining familiarity with the situation to be studied. At the very least, it is necessary to identify the different social units DQGWKHLUFDOHQGDUVRIDFWLYLWLHV´  4XHVWLRQ 'R SURMHFWV¶ PHPEHUV SXEOLVK DUWLFOHV RI WKHLU ¿QGLQJV SUHVHQW RQ FRQIHUHQFHVHWF" The more permeable the boundary of a technology station, the more likely that WHFKQRORJ\VWDWLRQZLOOEHWRVKDUHWKH¿QGLQJVRIWKHSURMHFWVLWKDVFRPSOHWHG ,QPDQ\FDVHVWKHUHDVRQVIRUWKH¿QGLQJVQRWEHLQJSXEOLVKHGRUSUHVHQWHG at conferences, varied from technology station to technology station, but whatever the reason, the end factor was that the results were not getting out into the bigger society and as such, this was another clue to the permeability of WKHWHFKQRORJ\VWDWLRQ¶VERXQGDU\7KXVDµ\HV¶UHVSRQVHWRWKLVTXHVWLRQZDV JUDGHGDVORZ*URXSDQGDµQR¶UHVSRQVHDVKLJK*URXS 4XHVWLRQVWKURXJK How often does the staff of the technology station meet during the course of one month? How often does each team meet to formally discuss their project? Do members of a team meet informally to discuss their project? (Tick all applicable categories (QWHUHDFKRWKHU¶VRI¿FHVZLWKRXWDQDSSRLQWPHQW 'XULQJFRIIHHWHDEUHDNVVPRNHEUHDNV,QWKHSDVVDJHFRUULGRUV'XULQJ lunch. 'RHV WKH WHFKQRORJ\ VWDWLRQ RUJDQL]H EUHDNDZD\V IRU WKH VWDII RI WKH technology station? If yes how often do they occur and what is the duration of such a break away? 'RHVWKHWHFKQRORJ\VWDWLRQRUJDQL]HEUHDNDZD\VIRUWKHWHDPVRISURMHFWV of the technology station? If yes how often do they occur and what is the duration of such a break away? 

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7KHVH ¿YH TXHVWLRQV UHIHU WR ³IUHTXHQF\´ DQG ³VFRSH RI LQWHUSHUVRQDO LQWHUDFWLRQV´ZKHUHIUHTXHQF\LVKRZRIWHQDQGKRZORQJWKHJURXSLQWHUDFWV with each other and scope refers to the range of interpersonal interactions ZLWKLQ WKH WHFKQRORJ\ VWDWLRQ 4XHVWLRQ  UHIHUUHG WR WKH VWDII PHHWLQJV ± IUHTXHQF\ DQG GXUDWLRQ 7KH WHFKQRORJ\ VWDWLRQV DQVZHUHG WKH TXHVWLRQ E\ either indicating that they had no staff meetings at all or they had one to four VWDIIPHHWLQJVSHUPRQWK+RZHYHUZKHQIXUWKHUTXHULHGLWZDVGLVFRYHUHG that the range of the duration of the technology stations’ meetings was between one and 4 hours, with a couple of technology station’s meeting on average, a WRWDORIKRXUVDPRQWKDQGRQHWHFKQRORJ\VWDWLRQHYHQPHHWLQJKRXUVD month. Thus the average duration in hours, per month, of the project meeting was used to categorize the technology stations. Any technology station meeting an average of four hours and more per month were categorized as KLJK*URXSDQGWHFKQRORJ\VWDWLRQVPHHWLQJDQDYHUDJHRIWKUHHKRXUVDQGOHVV ZHUHFDWHJRUL]HGDVORZ*URXS 4XHVWLRQUHIHUUHGWRWKHSURMHFWWHDPV¶PHHWLQJVSHUPRQWK7KHDQVZHUV UDQJHG EHWZHHQ µQR VXFK PHHWLQJV¶ DQG PHHWLQJV RFFXUULQJ µHYHU\GD\¶ +RZHYHUZKHQIXUWKHUTXHULHGLWZDVGLVFRYHUHGWKDWWKHHYHU\GD\PHHWLQJV ZHUH D VKRUW PLQXWH PHHWLQJ DQG WKH GXUDWLRQ RI WKH RWKHU WHFKQRORJ\ VWDWLRQ¶V SURMHFW PHHWLQJV ZHUH WZRKRXU WR IRXUKRXU PHHWLQJV 7KXV WKH average duration in hours, per month, of the project meeting was used to categorize the technology stations. Any technology station having an average RIKRXUVDQGPRUHSHUPRQWKZHUHFDWHJRUL]HGDVKLJK*URXSDQGWHFKQRORJ\ VWDWLRQVKDYLQJDQDYHUDJHRIKRXUVDQGOHVVZHUHFDWHJRUL]HGDVORZ*URXS :LWK4XHVWLRQRSWLRQDQGRSWLRQZHUHFODVVL¿HGDVKLJK*URXSDV WKHVHWZRPHHWLQJW\SHVUHTXLUHGDORQJHUGXUDWLRQWKDQRSWLRQDQGRSWLRQ ,IWKHWHFKQRORJ\VWDWLRQVHOHFWHGRQO\RQHRSWLRQIURPWKHOLVWRIIRXUWKLVZDV DOVRGHWHUPLQHGDVORZ*URXS7KXVLQVXPPDU\IRU4XHVWLRQWKHPRUH WLPHVWKHVWDIIRIWKHWHFKQRORJ\VWDWLRQPHWWKHVWURQJHUWKH*URXSVWUHQJWK and the longer the duration of meeting, the stronger the Group. During the interview with the technology stations, it was also made known that some of the technology stations had meetings for numerous other reasons, where others did not have these “extra” meetings. When a technology station indicated that they did indeed have other meetings within the technology station over and above those of the staff and project meetings, WKLVZDVLQGLFDWHGDVKLJK*URXSDQGZKHQWKHWHFKQRORJ\VWDWLRQLQGLFDWHG WKDWWKH\GLGQRWKDYHRWKHUPHHWLQJVWKHQWKLVZDVLQGLFDWHGDVORZ*URXS The same applied for the label “impromptu meetings”. Technology stations indicating that they had spur of the moment meetings for whatever reason, ZHUHFDWHJRUL]HGRQWKLVSRLQWTXHVWLRQDVKLJK*URXSDQGWKRVHWHFKQRORJ\ 

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VWDWLRQV WKDW GLG QRW KDYH LPSURPSWX PHHWLQJV ZHUH FDWDORJXHG DV ORZ Group on this point. 4XHVWLRQDQGUHIHUUHGWRVWDIIEUHDNDZD\VDQGWHDPEUHDNDZD\V)RU HDFKRIWKHVHLQGLFDWRUVWKHWHFKQRORJ\VWDWLRQHLWKHUUHFHLYHGDKLJK*URXS RU D ORZ*URXS YDOXH ZKHUH KDYLQJ D EUHDNDZD\ UHVXOWHG LQ D KLJK*URXS DOORFDWLRQDQGQRWKDYLQJDEUHDNDZD\UHVXOWHGLQDORZ*URXSDOORFDWLRQ Question 21 Is 100% attendance required for a project meeting to commence? 7KLVTXHVWLRQZDVRQHRIWKH¿UVWWRJLYHDQLQGLFDWLRQDVWRWKHLQWHUGHSHQGHQFH of the roles of a technology station’s staff members. The argument is that the more interdependent is a role or task of a team member on a project, the KLJKHUWKH*URXSVWUHQJWK7KXVDµ\HV¶WRWKLVTXHVWLRQUHFHLYHGDKLJK*URXS LQGLFDWLRQDQGDµQR¶DORZ*URXSLQGLFDWLRQ 4XHVWLRQDQG 'RDQ\VWDIIIURPWKHXQLYHUVLW\RUIDFXOW\DVPHQWLRQHGDERYHZRUNRQ SURMHFWVZLWKWHDPVIURPWKHWHFKQRORJ\VWDWLRQ",I\HVZKDWSRVLWLRQVGR they hold on the team? Are members of the SME members of the projects? Which roles do they have? 7KHVH WZR TXHVWLRQV SRLQWHG WR WKH SHUPHDELOLW\ RI WKH WHFKQRORJ\ VWDWLRQ¶V boundaries. By allowing outsiders to work on the teams of the technology stations, this showed how penetrable the boundaries of the technology station ZHUH DV DQ RUJDQL]DWLRQ ,I WKH WHFKQRORJ\ VWDWLRQ KDG HLWKHU VWDII IURP WKH XQLYHUVLW\RU60(PHPEHUVRQWKHLUSURMHFWWHDPVWKH\ZRXOGEHLQGLFDWHGDV KDYLQJDORZ*URXSVWUHQJWKIRUHDFKRIWKHVHTXHVWLRQV,IWKH\VKRZHGWKDW XQLYHUVLW\VWDIIRUPHPEHUVIURPWKH60(VZKHUHQRWWKHLUSURMHFWWHDPVWKLV UHÀHFWHGDKLJK*URXSVWUHQJWKIRUHDFKRIWKHVHTXHVWLRQV 4XHVWLRQWR To what extent are projects interdependent? 7RZKDWH[WHQWLVDSURMHFW¶VVXFFHVVGHSHQGHQWRQWKHWHDP" 7RZKDWH[WHQWLVDSURMHFW¶VVXFFHVVGHSHQGHQWRQHDFKDQGHYHU\WHDP PHPEHUV¶DFWLYHSDUWLFLSDWLRQ" 

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Working on projects is the order of the day for the technology station. A project is the embodiment of the nature of their daily work. Thus it was necessary that LQWKHTXHVWLRQQDLUHDVHFWLRQLVDWWULEXWHGWRTXHVWLRQVFRQFHUQLQJSURMHFWVDQG WKDWHDFKTXHVWLRQFDUULHVDQHTXDOZHLJKWRILPSRUWDQFHDVHDFKZDVHTXDOO\ YDOLG7KHVHWKUHHTXHVWLRQVJDYHDQLQGLFDWLRQDVWRWKHLQWHUGHSHQGHQFHRI a technology station. The argument is that the more interdependent a project, be it dependence on other projects, on the entire team or on a single member RIWKHWHDPWKHKLJKHUWKH*URXSVWUHQJWK,Q4XHVWLRQZKHQUHVSRQGHQWV LQGLFDWHGWKHRSWLRQVµ7RDODUJHH[WHQW¶RUµ7RVRPHH[WHQW¶WKLVZDVUHÀHFWHG DVKLJK*URXSDQGWKHRSWLRQV³7RDOLWWOHH[WHQW´DQG³1RQRWDWDOO´ZHUH LQGLFDWHGDVORZ*URXS4XHVWLRQVDQGZKHUHFROODSVHGLQWRRQHLQGLFDWRU DVHDFKTXHVWLRQZDVDUHSOLFDRIWKHRWKHUEXWVLPSO\ZRUGHGGLIIHUHQWO\7KH UHDVRQIRUWKLVZDVWRHQVXUHDPRUHWUXHUHÀHFWLRQRIWKH*URXSLQGLFDWRUEHLQJ PHDVXUHG7KXVDVZLWK4XHVWLRQZKHQUHVSRQGHQWVLQGLFDWHGWKHRSWLRQV µ7RDODUJHH[WHQW¶RUµ7RVRPHH[WHQW¶WKLVZDVLQGLFDWHGDVKLJK*URXSDQGWKH RSWLRQV³7RDOLWWOHH[WHQW´DQG³1RQRWDWDOO´ZHUHLQGLFDWHGDVORZ*URXS Question 40 7RZKDWH[WHQWDUHWHDPPHPEHUV¶WDVNVLQWHUGHSHQGHQW" $VLVREYLRXVIURPWKHTXHVWLRQLWZDVDQRWKHUFOXHDVWRWKHLQWHUGHSHQGHQFHRI WKHWHFKQRORJ\VWDWLRQ7KHVDPHDUJXPHQWDVZLWKWKHDIRUHPHQWLRQHGWKUHH TXHVWLRQVDSSOLHVKHUH±WKHPRUHLQWHUGHSHQGHQWDWHDPPHPEHU¶VWDVNRQD SURMHFWWKHKLJKHUWKH*URXSVWUHQJWK7KXVDVZLWKWKHODVWWKUHHTXHVWLRQV ZKHQWKHUHVSRQVHZDVJLYHQDVRSWLRQVµ7RDODUJHH[WHQW¶RUµ7RVRPHH[WHQW¶ WKLVZDVLQGLFDWHGDVKLJK*URXSDQGWKHRSWLRQV³7RDOLWWOHH[WHQW´DQG³1R QRWDWDOO´ZHUHLQGLFDWHGDVORZ*URXS 4XHVWLRQDQG 7RZKDWH[WHQWDUHH[WHUQDOFRQVXOWDQWVHJH[SHUWVUHTXLUHGIRUDSURMHFW" 7RZKDWH[WHQWDUHSHRSOHIURPWKH60(VWRZKRP\RXRIIHU\RXUVHUYLFHV team members of the project? 7KHVHWZRTXHVWLRQVUHIHUUHGWRWKHERXQGDULHVRIWKHWHFKQRORJ\VWDWLRQVDQG WKH WLJKWQHVV WKHUHRI ,I WKH WHFKQRORJ\ VWDWLRQ KDV HLWKHU RU ERWK H[WHUQDO H[SHUWVDQG60(PHPEHUVRQWKHWHDPWKHPRUHSHQHWUDEOHDUHWKHERXQGDULHV RIWKHWHFKQRORJ\VWDWLRQ7KXVZKHQUHVSRQGHQWVFKRVHWKHRSWLRQVµ7RDODUJH H[WHQW¶RUµ7RVRPHH[WHQW¶WKLVZDVLQGLFDWHGDVORZ*URXSDQGWKHRSWLRQV ³7RDOLWWOHH[WHQW´DQG³1RQRWDWDOO´ZHUHLQGLFDWHGDVKLJK*URXSVWUHQJWK 

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4XHVWLRQWR +RZPDQ\VWDIIPHPEHUVKDYHWKHLURZQRI¿FHV":KDWSRVLWLRQVGRWKH\ hold? 'RWKRVHZLWKRXWWKHLURZQRI¿FHVVKDUHDQRI¿FHRUGRWKH\VKDUHDVSDFH in the lab/workroom/communal room? Where does the rest of the staff work? How many staff per room/area? 7KHVHIRXUTXHVWLRQVZHUHFRQVWUXFWHGWRGHWHUPLQHWKHIUHTXHQF\HOHPHQWDV SXWIRUZDUGE\0DUV LQKLVWHVWRI*URXSVWUHQJWK$FFRUGLQJWR0DUV ³>W@KHPRUHIDFHWRIDFHFRQWDFWVZLWKWKHVDPHSHRSOHWKHVWURQJHUWKHJURXS´  7KXVWKHVHTXHVWLRQVDLPHGWRGHWHUPLQHWKHSK\VLFDOSUR[LPLW\RI staff members with each other during their daily activities. The argument is that the more people per area in the workplace, the higher the interaction levels DQGWKXVWKHKLJKHUWKH*URXSVWUHQJWK%HFDXVHWKHTXHVWLRQVZHUHVRVLPLODU to each other, but were asked in this manner so as to obtain a more accurate DQVZHUWKHDQVZHUVWRWKHTXHVWLRQVZHUHFROODSVHGVRWKDWRQO\RQHLQGLFDWRU UHÀHFWHGWKHIUHTXHQF\RQWKH*URXSGLPHQVLRQ 4XHVWLRQ 'RHVWKHWHFKQRORJ\VWDWLRQSD\UHQWIRULWVSUHPLVHV",I\HVWRZKRPLV this rent paid? 7KLVZDVDQRWKHUTXHVWLRQLQGLFDWLQJWKHSHUPHDELOLW\RIWKHERXQGDULHVRI WKHWHFKQRORJ\VWDWLRQV,WZDVXVHGWRGHWHUPLQHKRZLQGHSHQGHQWDQGIUHH LW ZDV IURP WKH XQLYHUVLW\ DW ZKLFK WKH WHFKQRORJ\ VWDWLRQ LV KRXVHG ,I WKH UHVSRQVHZDVLQGLFDWHGDVµ\HV¶WKHQWKDWLQGLFDWHGDORZ*URXSVWUHQJWKDQGLI WKHUHVSRQVHZDVDµQR¶WKDWZDVWDNHQDVDKLJK*URXSVWUHQJWK :LWKWKDWWKHH[SODQDWLRQVWRWKHFRGLQJRIWKH*URXSTXHVWLRQVDUHHQGHG 7KHQH[WVHFWLRQLVWKHH[SODQDWLRQVWRWKHFRGLQJRIWKH*ULGTXHVWLRQV

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Question 1 :KDW LV WKH RUJDQL]DWLRQDO VWUXFWXUH RI WKH WHFKQRORJ\ VWDWLRQ" )ODW KLHUDUFK\PDWUL[HWF $FFRUGLQJWRWKHOLWHUDWXUHRQ*ULG*URXS$QDO\VLVDQRUJDQL]DWLRQWKDWKDVD KLHUDUFKLFDOVWUXFWXUHKDVDKLJK*ULGVWUHQJWK$QRUJDQL]DWLRQWKDWKDVDÀDW VWUXFWXUHKDVDORZ*ULGVWUHQJWK,QWKHFDVHRIWKHWHFKQRORJ\VWDWLRQVPRVW of the technology station leaders claimed that their organizations might have DKLHUDUFKLFDOVWUXFWXUHEXWWKHZD\WKH\IXQFWLRQHGZDVPRUHLQDÀDWZD\ ,DOVRORRNHGDWWKHRUJDQRJUDPRIHDFKWHFKQRORJ\VWDWLRQDVVHQWWRPHE\ WKHWHFKQRORJ\VWDWLRQVDWP\UHTXHVW DQGXVLQJWKLVFRPELQHGLQIRUPDWLRQ separately categorized each technology station’s structure and function as HLWKHU ÀDW RU KLHUDUFKLFDO 7KH QH[W VWHS ZDV WR FDWHJRUL]H HDFK WHFKQRORJ\ VWDWLRQ¶VVWUXFWXUHDQGIXQFWLRQDVHLWKHUKLJK*ULGRUORZ*ULG7KXV4XHVWLRQ  ZDV EURNHQ XS LQWR WZR VHFWLRQV YL] D ± VWUXFWXUH DQG E  IXQFWLRQ There was one case where the technology station determined itself as having a PDWUL[W\SHRIVWUXFWXUHDQGIXQFWLRQ,QWKLVFDVH,FDWHJRUL]HGWKHWHFKQRORJ\ VWDWLRQ DV KDYLQJ KLJK*ULG VWUHQJWK RQ WKH JURXQGV WKDW VXFK RUJDQL]DWLRQV have complex command – and authority – relationships more in line with an RUJDQL]DWLRQRIDKLHUDUFKLFDOQDWXUHWKDQDÀDWQDWXUH7KLVTXHVWLRQZDVRQHRI WKHTXHVWLRQV,DVNHGWKHUHVSRQGHQWWRIXUWKHUH[SDQGRQGXULQJWKHLQWHUYLHZ 4XHVWLRQ :KDWTXDOL¿FDWLRQGRSHRSOHZKRZDQWWRZRUNIRUWKHWHFKQRORJ\VWDWLRQ need? 7KLV ZDV RQH RI WKH TXHVWLRQV SRVHG WR GHWHUPLQH ZKHWKHU WKH WHFKQRORJ\ station had strict measures in place and to determine how structured was the WHFKQRORJ\VWDWLRQLQWHUPVRIUROHVSHFL¿FLW\DQGH[SHUWLVHLHWKHVWUHQJWK RI WKH *ULG FRQVWUDLQW ,I WKH WHFKQRORJ\ VWDWLRQ KDG D KLJKO\ UHJXODWHG ZD\ of doing things, this would manifest itself in how people were selected for positions at the technology station and whether an emphasis was placed on WKHWUDLQLQJRI WKHVWDII DV ZHOODV RQWKHTXDOL¿FDWLRQVRI WKRVHFKRVHQIRU SRVLWLRQVDWWKHWHFKQRORJ\VWDWLRQ$VVWDWHGE\$OWPDQDQG%DUXFK³$ORZ grid social environment is one in which access to roles depends upon personal DELOLWLHVVNLOOVTXDOL¿FDWLRQVHWF´ *URVVDQG5D\QHUSKUDVHLW DV³VRFLDOFODVVL¿FDWLRQVJRYHUQLQJWKHDOORFDWLRQRIUROHV´ :KDW ZDVKHDYLO\FRQVLGHUHGLQWKLVTXHVWLRQZDVWKHSROLWLFDOEDFNJURXQGRI6RXWK $IULFDDQGWKHHTXLW\SODQLQWHUPVRIUDFLDODQGJHQGHUEDODQFHVLPSOHPHQWHG DWDOOWKH+LJKHU(GXFDWLRQ,QVWLWXWLRQ¶V+(,V DQGDVDUHVXOWDWWKHWHFKQRORJ\ 

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stations. This was because most of the technology stations were forced to utilize the employment policies of the universities where they were housed, due to the policy agreements drawn up between the university and Tshumisano – the governmental organization presiding over the Technology Station Programme. 0DQ\WHFKQRORJ\VWDWLRQOHDGHUVVWDWHGWKDWWKH\ZLOOQRWHPSOR\VRPHRQHMXVW because of the color of his skin or be coerced in choosing someone for the job MXVWEHFDXVHLWLVWKHODZ$I¿UPDWLYH$FWLRQ 7KHWHFKQRORJ\VWDWLRQOHDGHUV indicated that the only person they would employ for the job would be the best person for the job. Gross and Rayner describe a cosmological attribute of the ORZ*ULGTXDGUDQWDVKDYLQJ³WKHDGYDQWDJHWKDWLWPDNHVQRVHQVHWRDUJXH that a person should be denied a job “because she is black” or “because it’s not ZRPHQ¶VZRUN´ )URPWKLVZHFDQVHHWKDWWKLVTXHVWLRQIRFXVHG on Gross and Rayner’s indicator “entitlement”. The indicator “specialization” of Gross and Rayner was also covered by WKLV TXHVWLRQ DV IROORZV WKH KLJKHU WKH GHJUHH RU TXDOL¿FDWLRQ H[SHFWHG IURP the applicant of a new advertised position at the technology station, the lower WKH*ULGVWUHQJWK7KXVDWKUHH\HDUGLSORPDREWDLQHGDWDKLJKHUHGXFDWLRQDO LQVWLWXWLRQKDYLQJFRPSOHWHGKLJKVFKRRORUDQ\JUDGHORZHUWKDQWKH¿QDO\HDU RIKLJKVFKRROZDVFDWHJRUL]HGDVKLJK*ULG$%DFKHORUGHJUHHULJKWXSWRD SRVWGRFWRUDWHSRVLWLRQDWWKHWHFKQRORJ\VWDWLRQZDVFDWHJRUL]HGDVORZ*ULG ,DOVRDVNHGWKHUHVSRQGHQWWRHODERUDWHRQWKLVTXHVWLRQGXULQJWKHLQWHUYLHZ Question 14 How are members of the technology station trained? Do they have to attend VHPLQDUVZRUNVKRSVVKRUWFRXUVHVFRQIHUHQFHVRQDUHJXODUEDVLV" $V ZLWK TXHVWLRQ  D VLPLODU DUJXPHQW DSSOLHV KHUH WKH RQO\ GLIIHUHQFH LV that the group member is now part of the group and no longer an outsider. The aim was simply to determine how are group members treated once part RIWKHJURXS7KHTXHVWLRQGHWHUPLQHGZKHWKHUWKHWHFKQRORJ\VWDWLRQVKRZHG itself to be highly regulated and structured, thus emphasizing that its staff FRQWLQXDOO\VWXG\DQGLPSURYHWKHLUTXDOL¿FDWLRQV7KLVTXHVWLRQDOVRFRYHUHG both the “entitlement” indicator of Gross and Rayner and the “asymmetry” LQGLFDWRU7KHTXHVWLRQGHWHUPLQHGZKHWKHUDOOWKHVWDIIDUHSHUPLWWHGWRVWXG\ IXUWKHURUDUHRQO\DVHOHFWHGIHZHQWLWOHGWRWKLVSULYLOHJH,IWKHWHFKQRORJ\ VWDWLRQDOORZHGDOOWKHLUVWDIIWRVWXG\IXUWKHUWKLVZDVLQGLFDWHGDVORZ*ULG DQGYLFHYHUVD,GLYLGHGWKLVTXHVWLRQLQWRWZRVHFWLRQV WUDLQLQJLQWKHIRUP RIVHPLQDUVZRUNVKRSVVKRUWFRXUVHVFRQIHUHQFHVDQG VWXGLHVIRUIXUWKHU TXDOL¿FDWLRQV VXFK DV GHJUHHV GLSORPDV DQG FHUWL¿FDWLRQ 7KLV ZDV DQRWKHU TXHVWLRQ RQ ZKLFK , DVNHG WKH UHVSRQGHQW WR HODERUDWH GXULQJ WKH LQWHUYLHZ 

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,I WKH WHFKQRORJ\ VWDWLRQ LQGLFDWHG WKDW WKH VWDII ZHUH HQFRXUDJHG WR VWXG\ further and structures were in place that allowed the staff to study further, WKHQWKLVZDVLQGLFDWHGRQWKH*ULGGLPHQVLRQDVKLJK*ULG$QH[DPSOHRI a measure that aided the further studies of the staff was at some technology stations, it was part of the employment contract with the staff that they be allowed to study at the university where the technology station is housed, at no extra costs. Similarly, if the technology station made allowance for staff WR DWWHQG FRQIHUHQFHV DWWHQG VHPLQDUV ZRUNVKRSV DQG VKRUWFRXUVHV RQ D UHJXODUEDVLVWKLVZDVDOVRLQGLFDWHGDVKLJK*ULG)RUWKLVVDPHTXHVWLRQLI the technology station made no distinction between which staff could attend WKHVHFRQIHUHQFHVVHPLQDUVHWFWKHQWKLVZDVLQGLFDWHGDVORZ*ULG 4XHVWLRQWR How are contacts between SMEs and technology station established? Who maintains the contact between SME and technology station? Who communicates with SME during a project? All project members? Only project manager? Or special role? 7KHVHWKUHHTXHVWLRQVDOOLQGLFDWHWKHIDFWRUVRIWKHVDPH*ULGLQGH[LHWKH ³KLHUDUFKLFDOFRQVLVWHQF\´*URVVDQG5D\QHU RIWKHIXQFWLRQVRIWKH technology stations with regard to the technology stations leader’s interactions ZLWK WKHLU FOLHQWV ± 60(V ± DQG WKXV DOVR VKRZLQJ ZKHWKHU WKH WHFKQRORJ\ stations had strict, regulated measures in place with regard to one of the daily runnings of the technology station, thereby signifying strength of the Grid FRQVWUDLQW :KHQ UHIHUULQJ WR PHPEHUV RI D JURXS QRW KDYLQJ HTXDO DFFHVV WRDOOWKHDFWLYLWLHVLQWKDWSDUWLFXODUJURXS*URVVDQG5D\QHU WDON about “role differentiation” and refer to their indicator “asymmetry”. Thus WKLVTXHVWLRQGHWHUPLQHGWKHUROHGLIIHUHQWLDWLRQFRQWUROVRYHUDFFHVVWRUROHV and whether distinctions were made between staff when it came to contact ZLWKWKHFOLHQW7KXVWKHXQGHUO\LQJTXHVWLRQKHUHZDVWRGHWHUPLQHZKHWKHU the members of the technology station were given free reign in dealing with WKH FOLHQW RU ZHUH RQO\ FHUWDLQ KHDGV RI WKH RUJDQL]DWLRQ DOORZHG WR FDUU\ RXWDOOLQWHUDFWLRQVZLWKFOLHQWV,WLVDNQRZQIDFWRUWKDWWKHPRUHSURMHFWVD technology station has with its clients, the more successful is that technology VWDWLRQ UHJDUGHG WKXV FRQWDFW ZLWK WKH 60( ZRXOG EH UHJDUGHG D UROH WKDW affects a person’s ascribed suitability for this interaction. The answers were coded according to whether the technology station leader was the answer or QRW ,I WKH WHFKQRORJ\ VWDWLRQ OHDGHU RU DQRWKHU SHUVRQ RI VLPLODU VWDWXUH IRU example the project leader, was the only person allowed to communicate with 

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WKHFOLHQWWKHQWKDWDQVZHUZDVGHWHUPLQHGDVKLJK*ULG,IDQ\SHUVRQRQWKH team was allowed communications with the client, then the answer would be FDWHJRUL]HGDVORZ*ULG 4XHVWLRQ $UHSURMHFWVDOZD\VVWUXFWXUHGWKHVDPHZD\",VWKHVWUXFWXUHSUHGH¿QHG" 7KLV TXHVWLRQ LQGLFDWHV *ULG FULWHULD E\ VKRZLQJ ZKHWKHU WKH WHFKQRORJ\ station has strict, regulated measures in place with regard to another of the daily runnings of the technology station, and thus signifying strength of the *ULGGLPHQVLRQ,IWKHSURMHFWVRIWKHWHFKQRORJ\VWDWLRQDUHDOZD\VVWUXFWXUHG WKHVDPHZD\DQGDSUHGH¿QHGVWUXFWXUHH[LVWVWKHQWKHDQVZHULVLQGLFDWHG DVKLJK*ULG,IWKHDQVZHULVµQR¶WKHQWKHDQVZHULVLQGLFDWHGDVORZ*ULG 4XHVWLRQ ,VWKHUHDSURFHVVPRGHOIRUGH¿QLQJSURMHFWV" , IXUWKHU H[SDQGHG RQ 4XHVWLRQ  E\ DVNLQJ WKH UHVSRQGHQWV LI WKH\ KDG D SURFHVVPRGHOLQSODFHIRUWKHLUSURMHFWV$OVRGXULQJWKHLQWHUYLHZ,IXUWKHU FODUL¿HGWKLVTXHVWLRQE\DVNLQJWKHUHVSRQGHQWWRWHOOPHZKLFK³3UHGH¿QHG´ structure was used and to “walk me through an entire process from the time a client comes to the technology station for assistance until the project is ZUDSSHG XS´ ,I D SURFHVV PRGHO ZHUH LQ SODFH WKH DQVZHU ZRXOG EH KLJK Grid, and when no process model was indicated, the answer was categorized DVORZ*ULG 4XHVWLRQDQG $UHWKHUROHVRIWKHWHDPPHPEHUVRISURMHFWSUHGH¿QHGSURMHFWPDQDJHU OHDGHUDQDO\VWWHFKQLFLDQHWF " 'RFHQWUDOSRVLWLRQVIRUDOOSURMHFWVH[LVW"4$0DQDJHU3URMHFWUHYLHZ board etc.) 7KHVHWZRTXHVWLRQVERWKLQGLFDWHSRVVLEOHUXOHVUHJXODWLRQVDQGV\VWHPVLQ WKHZRUNSODFH,QFRGLQJHDFKRIWKHVHTXHVWLRQVDµ\HV¶ZDVLQGLFDWHGDVKLJK *ULGDQGDµQR¶DVORZ*ULG



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4XHVWLRQ Can members of the technology station have different roles in different SURMHFWV IRU H[DPSOH SURMHFW PDQDJHU LQ RQH SURMHFW WHFKQLFLDQ LQ another project? 7KLV TXHVWLRQ LQGLFDWHG KRZ VSHFL¿F DQG VSHFLDOL]HG WKH UROHV ZLWKLQ WKH technology stations are, thus covering Gross and Rayner’s “specialization” LQGLFDWRU7KHDUJXPHQWLVWKDWWKHPRUHVSHFL¿FRUVSHFLDOL]HGDSRVLWLRQRU WDVNRQWKHSURMHFWWKHVWURQJHUWKH*ULGFRQVWUDLQW7KXVZLWKWKLVTXHVWLRQLI WKHDQVZHUZDVLQGLFDWHGDVDµ\HV¶LWZDVUHÀHFWHGDVORZ*ULGDQGZKHQWKH DQVZHUZDVLQGLFDWHGDVDµQR¶LWZDVUHÀHFWHGDVKLJK*ULG 4XHVWLRQ  7RZKDWH[WHQWDUHWHDPPHPEHUV¶WDVNVVSHFLDOL]HG" To what extent can another team member complete the task of a fellow team member? 7RZKDWH[WHQWLVDWHDPPHPEHU¶VWDVNDOZD\VWKHVDPHRQHDFKSURMHFW" To what extent does the task of a team member change from project to project? $V ZLWK 4XHVWLRQ  WKHVH IRXU TXHVWLRQV SRLQWHG WR UROH VSHFL¿FLW\ RU specialization within the technology station, thus also covering Gross and 5D\QHU¶V³VSHFLDOL]DWLRQ´LQGLFDWRU7KHDUJXPHQWLVWKDWWKHPRUHVSHFL¿FRU specialized a position or task on the project, the stronger the Grid constraint. Thus, the answers “To a large extent, if not completely” and “To some extent” ZHUH ODEHOHG DV ORZKLJK*ULG GHSHQGLQJ RQ WKH H[DFW TXHVWLRQV DQG ³7R D OLWWOHH[WHQW´DQGWKHDQVZHUV³1RQRWDWDOO´ZHUHODEHOHGDVORZKLJK*ULG GHSHQGLQJRQZKLFKTXHVWLRQZDVEHLQJDQVZHUHG

3 Analysis of Open-ended questions 1RZWKDWDQDQDO\VLVRIDOOWKHFORVHGHQGHGTXHVWLRQVKDVEHHQFRPSOHWHGDQ DQDO\VLVRIWKHRSHQHQGHGTXHVWLRQVLVVKRZQEHORZ7KHDQDO\VLVZDVFDUULHG RXWDVSHUSKDVHVWKURXJKRIWKHFORVHGHQGHGGDWDVHWZLWKDVOLJKWFKDQJH LQWKHODVWSKDVH2IWKHWRWDOQXPEHURIRSHQHQGHGTXHVWLRQVMXVWWKLUWHHQ



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TXHVWLRQVZHUHFKRVHQIRUWKHRSHQHQGHGDQDO\VLV7KHUHDVRQIRUWKLVLVWZR IROG)LUVWO\WKHVHWKLUWHHQTXHVWLRQVZHUHVXI¿FLHQWDQGVHHPHGWREHVWUHYHDO WKHFXOWXUHVRIWKHWHFKQRORJ\VWDWLRQDQGVHFRQGO\WKHUHPDLQLQJTXHVWLRQV QRWRQO\DFWHGDV¿OOHULQIRUPDWLRQWRWKHWKLUWHHQIRXQGDWLRQTXHVWLRQVRIWKH RSHQHGTXHVWLRQV DQG WKH WKLUW\RQH FORVHGHQGHG TXHVWLRQV EXW WKH\ DOVR JDYHDQRYHUDOOLPSUHVVLRQRIWKHWHFKQRORJ\VWDWLRQV¶FXOWXUH,QSKDVHDQ addition was made in the analysis in that each technology station was analyzed VHSDUDWHO\LQDPRUHXQVWUXFWXUHGDQGIUHHÀRZPHWKRGXVLQJDOOWKHDQVZHUV provided by the technology station managers during the interview, as well as my personal experience of what the culture of each technology station was from my interactions with and observations of the technology station.

3.1 Group 4XHVWLRQDQG4XHVWLRQ How often does the staff of the technology station meet during the course of one month? 'RHV WKH WHFKQRORJ\ VWDWLRQ RUJDQL]H EUHDNDZD\V IRU WKH VWDII RI WKH technology station? If yes how often do they occur and what is the duration of such a break away? 7KHVH WZR TXHVWLRQV UHIHU WR WKH ³IUHTXHQF\´ DQG ³VFRSH RI LQWHUSHUVRQDO LQWHUDFWLRQV´ZKHUHIUHTXHQF\LVKRZRIWHQDQGKRZORQJWKHJURXSLQWHUDFWV with each other and scope refers to range of interpersonal interactions within WKHWHFKQRORJ\VWDWLRQ4XHVWLRQUHIHUUHGWRWKHVWDIIPHHWLQJV±IUHTXHQF\ DQGGXUDWLRQ7KLVTXHVWLRQIRUPHGWKHEDVLVRIDRQHZRUGDQVZHUXQGHUWKH FORVHGHQGHG TXHVWLRQ EXW DOVR JDYH GHHSHU LQVLJKW LQWR WKH FXOWXUH RI WKH technology station in that each gave a more elaborative answer during the interview. For example, one technology station indicated that he tried to meet DVIHZWLPHVDVSRVVLEOHFRQ¿UPLQJWKHORZ*URXSYDOXHRIKLVWHFKQRORJ\ station. Another technology station manger made staff meetings priority at the technology station where an entire day would be set aside for such meetings, WKLVUHÀHFWHGWKHVWURQJ*URXSGLPHQVLRQRIKLVWHFKQRORJ\VWDWLRQ4XHVWLRQ  UHIHUUHG WR VWDII EUHDNDZD\V )RU WKLV LQGLFDWRU WKH WHFKQRORJ\ VWDWLRQ HLWKHUUHFHLYHGDKLJK*URXSRUDORZ*URXSYDOXHZKHUHKDYLQJDEUHDNDZD\ UHVXOWHGLQDKLJK*URXSDOORFDWLRQDQGQRWKDYLQJDEUHDNDZD\UHVXOWHGLQD ORZ*URXS DOORFDWLRQ 'XULQJ WKH LQWHUYLHZ DQG RQ YLVLWV WR WKH WHFKQRORJ\ VWDWLRQ LW ZDV GLVFRYHUHG KRZ LPSRUWDQW RU LUUHOHYDQW VXFK EUHDNDZD\V



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were to the technology station manager and thus the technology station as a ZKROHWHFKQRORJ\VWDWLRQVZLWKKLJK*URXSGLPHQVLRQVKDGSKRWRVXSLQWKHLU UHFHSWLRQDUHDVRIWKHEUHDNDZD\VDQGH[FXUVLRQVWKDWWKH\KDGDWWHQGHGDVD JURXS/RZ*URXSWHFKQRORJ\VWDWLRQVLQGLFDWHGWKDWIXQGVZHUHQRWDYDLODEOH for such activities. 4XHVWLRQWKURXJKWR4XHVWLRQ :KDW OHG WR SURMHFW VXFFHVV" *RRG WHDPZRUN VWURQJ HIIRUW KLJK TXDOL¿FDWLRQRIVWDIIHWF Did projects fail? Why? What are the biggest challenges in technology transfer projects? What have you discovered are the most important “ingredients” to make technology transfer successful? What procedure is used for a project to be determined as a success/doing well or failure/doing badly? What determines a project as a doing well or as successful? What determines a project as doing badly or failing? What are possible reasons for a project doing badly or failing? 7KHVHTXHVWLRQVFRYHUHGWKHLQGLFDWRU³EODPH´DVSXWIRUZDUGE\*URVVDQG 5D\QHU  7KH TXHVWLRQ LQGLFDWHV ZKHUH WKH EODPH IRU LPSRUWDQW PDWWHUV LV SODFHG7KLVTXHVWLRQZDVOHIWµRSHQ¶LQWKDWQRSRVVLEOHDQVZHUVZHUHJLYHQ for who possible individuals are, but the answers were left for the technology VWDWLRQ OHDGHU WR LGHQWLI\ 7KHVH HLJKW YDULDEOHV ZHUH DOO LQGLFDWRUV RI KLJK RU ORZ*URXS 7KH\ DLPHG WR LOOLFLW UHVSRQVHV IURP WKH WHFKQRORJ\ VWDWLRQ manager that would identify who was determined as responsible for the success RU IDLOXUH RI D SURMHFW 7KLV VHW RI TXHVWLRQV LV SRVVLEO\ WKH PRVW VHQVLWLYH TXHVWLRQVDWHFKQRORJ\VWDWLRQPDQDJHUFRXOGDQVZHUGXULQJWKHFRXUVHRIWKH LQWHUYLHZDVWRWDOKRQHVW\ZDVUHTXLUHG7KHUHZHUHQRUPDOO\DIHZYDULDWLRQV ZKHQDQVZHULQJWKHVHTXHVWLRQV7KHDQVZHUFRXOGEHWKDWVXFFHVVRUIDLOXUH ZDVGXHWRQRRQHLQSDUWLFXODUDQLQGLFDWLRQRIKLJK*URXS WKHFOLHQWDQ LQGLFDWLRQRIKLJK*URXS WKHWHFKQRORJ\VWDWLRQVWDIIDQLQGLFDWLRQRIORZ *URXS WKHV\VWHPDQLQGLFDWLRQRIORZ*URXS IDWH±EDGRUJRRGOXFNDQ LQGLFDWLRQRIKLJK*URXS RUSHUVRQDOLQFRPSHWHQFHVDQLQGLFDWLRQRIORZ Group).



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3.2 Grid Question 14 How are members of the technology station trained? Do they have to attend VHPLQDUVZRUNVKRSVVKRUWFRXUVHVFRQIHUHQFHVRQDUHJXODUEDVLV" 7KLV YDULDEOH LV D UHSHWLWLRQ RI WKH FORVHGHQGHG YDULDEOH LQ VHFWLRQ  RI this Chapter. The comprehensive explanation of the basic analysis will thus QRW EH UHSHDWHG KRZHYHU LWV UHOHYDQFH DV DQ RSHQHQGHG TXHVWLRQ ZLOO EH GHWDLOHGKHUH:KHUHDVLQWKHFORVHGHQGHGDQDO\VLVWKHTXHVWLRQZDVGLYLGHG LQWRWZRVHFWLRQVKHUHWKHDQVZHUZDVNHSWLQLWVHQWLUHW\,IWKHWHFKQRORJ\ station indicated that the staff were encouraged to study further and structures were in place that allowed the staff to study further, then this was indicated DV KLJK*ULG 6LPLODUO\ LI WKH WHFKQRORJ\ VWDWLRQ PDGH DOORZDQFH IRU VWDII WR DWWHQG FRQIHUHQFHV DWWHQG VHPLQDUV ZRUNVKRSV DQG VKRUWFRXUVHV RQ D UHJXODUEDVLVWKLVZDVDOVRLQGLFDWHGDVKLJK*ULG:KDWZDVQRWLFHGGXULQJ the interviews was whether the technology station managers supported their VWDIIVWXG\LQJIXUWKHURUDWWHQGLQJVKRUWFRXUVHVRUQRW)RUH[DPSOHDWVRPH technology stations the fact that the staff studied further was seen more as an opportunity for that staff member to make themselves more marketable to RWKHUMREVWKDQDVDPHDQVWRLPSURYHWKHPVHOYHVIRUWKHEHQL¿URIWKHLUFXUUHQW SODFHRIHPSOR\PHQW$VDOUHDG\PHQWLRQHGXQGHUWKHFORVHGHQGHGDQDO\VLV of Section 2, this also covered Gross and Rayner’s “entitlement” indicator in WKDWWKHTXHVWLRQGHWHUPLQHGZKHWKHURQO\DIHZVHOHFWHGVWDIIPHPEHUVZHUH entitled to study further. 4XHVWLRQ Who maintains the contact between SME and technology station? 7KLV TXHVWLRQ ZDV DOVR RQH RI WKH FORVHGHQGHG TXHVWLRQV DOUHDG\ FRYHUHG LQVHFWLRQWKXV,VKDOOQRWUHSHDWWKHEDVLFDUJXPHQWEHKLQGWKHDQDO\VLV RIWKLVYDULDEOHKHUHEXWVKDOOHODERUDWHRQWKHRSHQHQGHGDQVZHUJLYHQE\ WKH WHFKQRORJ\ VWDWLRQ PDQDJHU 7KH TXHVWLRQ FRYHUHG *URVV DQG 5D\QHU¶V indicators “asymmetry” and “entitlement”. During the interview, some technology station managers indicated that depending on the value of the project, they would prefer to maintain the contact with the client, whereas other technology station managers preferred certain members of their staff WR JR RXW LQWR WKH ¿HOG VR WR VD\ WR YLVLW WKH FOLHQW DQG WKHUHE\ PDLQWDLQ contact with the client so as to save time. Others felt that if a particular staff



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member had brought the client to the technology station as a customer, then WKDWVWDIIPHPEHUVKRXOGEHWKHRQHWRPDLQWDLQFOLHQWFRQWDFW7KHVHGLIIHUHQW PDQDJHPHQWVW\OHVGHWHUPLQHGWKHWHFKQRORJ\VWDWLRQDVKDYLQJDKLJKRUORZ Grid. Thus, if the technology station leader or another person of similar stature, the project leader for example, was the only person allowed to communicate ZLWKWKHFOLHQWWKHQWKDWDQVZHUZDVGHWHUPLQHGDVKLJK*ULG,IDQ\SHUVRQRQ the team was allowed communications with the client, then the answer would EHFDWHJRUL]HGDVORZ*ULG 4XHVWLRQDQG4XHVWLRQ $UHSURMHFWVDOZD\VVWUXFWXUHGWKHVDPHZD\",VWKHVWUXFWXUHSUHGH¿QHG" ,VWKHUHDSURFHVVPRGHOIRUGH¿QLQJSURMHFWV" 7KHVH WZR TXHVWLRQV GHWHUPLQHG ZKHWKHU WKH WHFKQRORJ\ VWDWLRQ KDV VWULFW regulated measures in place with regard to the daily runnings of the technology VWDWLRQ 'XULQJ WKH LQWHUYLHZ , IXUWKHU FODUL¿HG WKLV TXHVWLRQ E\ DVNLQJ WKH UHVSRQGHQW WR WHOO PH ZKLFK ³SUHGH¿QHG´ VWUXFWXUH ZDV XVHG DQG WR ³ZDON me through an entire process from the time a client comes to the technology station for assistance until the project is wrapped up”. During the interview, WKHWHFKQRORJ\VWDWLRQPDQDJHUVGHWDLOHGWKHDQVZHUWRWKLVTXHVWLRQLQVXFK a manner that a clear impression was received as to whether the technology station had procedures, prescriptions and regulations in place or not and also UHYHDOHG ZKHWKHU VWULFW DGKHUHQFH WR WKHVH PHDVXUHV ZHUH DSSOLHG RU QRW ,Q short, if the projects of the technology station are always structured the same ZD\DQGSUHGH¿QHGPHDVXUHVDUHLQSODFHWKHQWKHDQVZHUZDVLQGLFDWHGDV KLJK*URXS:KHQQRVXFKUHJXODWLRQVH[LVWHGRUWKH\ZHUHQRWDSSOLHGVWULFWO\ WKHQWKHDQVZHUZDVLQGLFDWHGDVORZ*URXS 4XHVWLRQ Can members of the technology station have different roles on different SURMHFWVHJSURMHFWPDQDJHULQRQHSURMHFWWHFKQLFLDQLQDQRWKHUSURMHFW" This variable was basically used to determine the specialization of the roles ZLWKLQWKHWHFKQRORJ\VWDWLRQV7KHPRUHVSHFL¿FRUVSHFLDOL]HGDSRVLWLRQRU task on a project, the stronger would be the Grid constraint. For example, one technology station manager revealed that the staff component of his technology station was such that should any member of the technology station leave, the technology station would be left in dire straits due to the specialization that each of his staff members offered. Another technology station manager indicated 

Preparation of Variables for Analysis

that the students from the university acted as a feeder for the technology station when it came to staff as every employee of the technology station was originally a student of the university and a third indicated that the technology station had never advertised for any of the positions at the technology station as they always recruited new staff from the university. 4XHVWLRQ Does a formal review process exist? This was another on of those variables constructed to assess the strictness of the measures the technology station had in place and to determine how highly regulated these measures are. What was interesting was how the review processes described by the technology station manger varied from a scheduled meeting to address the projects, through to reports written and submitted to the technology station manager and client, to no review processes being in place at DOO2EYLRXVO\DUHYLHZSURFHVVLQSODFHLQGLFDWHGDKLJK*ULGDQGQRUHYLHZ SURFHVVRURQHQRWDGKHUHGWRVWULFWO\LQGLFDWHGDORZ*ULG The two tables below, Table 4.1 and 4.2 each indicate the tabular summary RIWKH*ULGDQG*URXSFRGLQJRIERWKWKHRSHQDQGFORVHGHQGHGDQVZHUVRI WKH TXHVWLRQQDLUH 7KLV GDWD ZDV XVHG WR JHQHUDWH WKH VFDWWHU JUDSKV IRU HDFK technology station presented in the following chapter. All minus points were DWWULEXWHG WR ORZ*ULG RU ORZ*URXS GLPHQVLRQ LQGLFDWRUV 7KH FROXPQ WLWOHG µ$9*¶LQGLFDWHVWKHDYHUDJHRIWKHWZRDPRXQWVLQµ727¶WRWDO FROXPQ7KH ODVWFROXPQLQGLFDWLQJSHUFHQWLOHVDUHWKHSHUFHQWDJHVRIHLWKHUORZRUKLJK *ULGDQVZHUVWKDWWKHWHFKQRORJ\VWDWLRQJDYH)RUH[DPSOH20(*$JDYH ORZ*ULGDQVZHUVDQGKLJK*ULGDQVZHUVWKXVWKH*ULGVFRUHIRU20(*$ FDQEHSORWWHGRQWKHVFDWWHUJUDSKDV±7KHYDOXHVLQGLFDWHGLQUHGRQWKH Group table in Table 4.2 shows that there was not a big difference between the SHUFHQWLOHVRIWKDWWHFKQRORJ\VWDWLRQ¶VORZRUKLJK*URXSSHUFHQWLOHV 7KH H[SODQDWLRQV IRU WKH *URXS DQDO\VLV DQG FRGLQJ RI WKH FORVHGHQGHG TXHVWLRQVDUHKHUHE\FRQFOXGHG

4 Re-cap ,VKDOOJLYHDTXLFNUHFDSRIZKDWZDVFRYHUHGLQWKLVFKDSWHU$VWHSE\VWHS process was followed with the aim of determining what each technology VWDWLRQORRNVOLNHFXOWXUDOO\7KXVLQWKLVFKDSWHU,V\VWHPDWLFDOO\H[SODLQHG 

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KRZ ERWK WKH RSHQ DQG FORVHGHQGHG TXHVWLRQV ZHUH FRGHG IRU DQDO\VLV 7KH H[SODQDWLRQ LQFOXGHG KRZ WKHVH TXHVWLRQV ZHUH FDWHJRUL]HG DV KDYLQJ either Grid or Group dimensions. Detail was also given indicating how the TXHVWLRQVZHUHFDWHJRUL]HGDVKDYLQJHLWKHU*ULGRU*URXSGLPHQVLRQV7KLV FKDSWHU H[SODLQHG KRZ HDFK UHOHYDQW TXHVWLRQ RI ERWK WKH TXHVWLRQQDLUH DQG WKH LQWHUYLHZ ZDV SUHSDUHG IRU WKH XSFRPLQJ DQDO\VLV RI &KDSWHU  ,W ZDV WKHQ UHYHDOHG KRZ HDFK SDUWLFXODU WHFKQRORJ\ VWDWLRQ FDPH WR EH FODVVL¿HG within its organizational culture. The result was that the responses of each technology station could be reduced to four percentiles, two indicative of their Grid dimension (high and low) and two indicative of their Group dimension KLJKDQGORZ ,QWKHQH[WFKDSWHUWKHVHIRXUSHUFHQWDJHVZLOOEHXVHGWRSORW DQGSRVLWLRQHDFKWHFKQRORJ\VWDWLRQRQWKH*ULGDQG*URXSD[LVRIWKH*ULG Group Diagram as described in Chapter 2 (cf. Figure 2.2), thereby providing a visual representation of each technology stations’ organizational culture. 7DEOH

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Chapter 5 'H¿QLQJHDFK7HFKQRORJ\6WDWLRQ¶V 2UJDQL]DWLRQDO&XOWXUH

1 Introduction Within this chapter, each technology station will be analyzed so as to VXEVWDQWLDWHZK\LWLVGH¿QHGDVKDYLQJRQHRIWKHIRXURUJDQL]DWLRQDOFXOWXUHV RI *ULG*URXS &XOWXUH7KHRU\7KHFORVHGHQGHGTXHVWLRQDQDO\VLVIRUHDFK technology station, as completed in Chapter 4, will also be incorporated into WKLV VHFWLRQ (DFK WHFKQRORJ\ VWDWLRQ ZLOO EH JUDSKLFDOO\ UHSUHVHQWHG ZLWK regard to their Group and Grid dimensions so as to visually indicate into which RIWKHIRXUTXDGUDQWVWKH\IDOO,WLVLPSRUWDQWWRNHHSLQPLQGWKHDUJXPHQW already put forward in Chapter 2 – Literature Review – that most organizations may have one culture that dominates, but that they all indicate and display features of the other three cultures as well, to varying degrees. For easier visualization of the Grid and Group dimensions, graphs of each technology station with their plotted dimensions will be given.

 7KH7ZHOYH7HFKQRORJ\6WDWLRQV'H¿QHGE\*ULG *URXS&XOWXUDO7KHRU\ THETA $VFDQEHVHHQIURPWKHVFDWWHUJUDSKLQ)LJXUHEHORZZLWKDVFRUHRI RQWKH*URXSD[LVDQGDVFRUHRIRQWKH*ULGD[LVWKLVWHFKQRORJ\VWDWLRQ KDV DQ (JDOLWDULDQ FXOWXUH :KDW ZDV PRVW QRWLFHDEOH ZLWK WKH WHFKQRORJ\ station leader of this technology station was the constant way in which he referred to the technology station staff – as though everyone there was a single 

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unit. From his way of talking, one continuously obtained the impression that WKHUHZDVQRµPH¶DQGµWKHP¶QRUµ,¶DQGµWKH\¶7KLVZDVQRWLFHGPRUHZLWK this particular technology station than any other technology station in the SRSXODWLRQ&RQVWDQWXVHRIWKHSURQRXQµZH¶VKRZVSDUWLFLSDWLYHGHFLVLRQ PDNLQJZLWKLQWKHWHFKQRORJ\VWDWLRQ(JDOLWDULDQFXOWXUHLVFKDUDFWHUL]HGE\ VPDOO JURXS IDFHWRIDFH LQWHUDFWLRQV SDUWLFLSDWLYH GHFLVLRQPDNLQJ DQG D QHWZRUN RI VKDUHG H[FKDQJHV 'RXJODV   7KLV QH[W TXRWH LV D W\SLFDO example of how the technology station manager spoke throughout the interview. ,QWHUYLHZHU$UHSURMHFWVUHJXODUO\UHYLHZHGDIWHUFRPSOHWLRQ" ,QWHUYLHZHH1RWUHDOO\DWWKHPRPHQW:HUHYLHZSURMHFWVZKHQWKH\DUHUHDOO\DSUREOHP to us, that we do. We review and we have a meeting again this week where we have projects that have been a problem and we look at where do we need to change our strategies to take care of problems like that in the future. So they are reviewed in that way where we are working on our processors. But where each and every project is reviewed, no.

$QRWKHUH[DPSOHLVZKHQWKHTXHVWLRQ³:KRGUDZVXSWKHVHWHPSODWHVDQG WKH ZKROH SURFHGXUH >RI UHFRUGLQJ WKH SURMHFW VSHFL¿FDWLRQV RI WKH SURGXFW GXULQJWKH¿UVWPHHWLQJ@"´ZDVDVNHGWKHWHFKQRORJ\VWDWLRQOHDGHUDQVZHUHG “We do – the technology station – in collaboration with the design engineers and our admin assistant. So we’ve drawn them up and we have continuous development on them”. Once again here one sees the use of the pronoun “we” LQGLFDWLQJMRLQWGHFLVLRQPDNLQJ The technology station manager explained that the technology station staff interacts with each other on a daily basis, showing that this interaction LV FRQJUXHQW ZLWK WKH LQWHUDFWLRQ DV GHVFULEHG LQ WKH JURXSV RI (JDOLWDULDQ solidarity. All the other meetings that they have concerning the projects are normally informal discussions especially since they work in a “close space” with each other because the employees who work on the projects and the teams are “working right next to one another” thus a lot of “informal discussions are taking place about the projects”. From this, we see that the space in which the staff of the technology station work, and the informal discussions that they KDYHRQDGDLO\EDVLVDUHWZRRIWKHDWWULEXWHVRIWKH(JDOLWDULDQFXOWXUHWKDW 'RXJODV SURSRVHVQDPHO\µVPDOOJURXS¶DQGµIDFHWRIDFH¶LQWHUDFWLRQ (JDOLWDULDQ JURXSV DUH DOVR FKDUDFWHUL]HG E\ PLQLPDO LQWHUQDO UROH GLIIHUHQWLDWLRQ 0DPDGRXK   7KLV ZDV LQGLFDWHG LQ WKLV WHFKQRORJ\ station when the technology station manager explained the structure of the technology station: ,WLVDÀDWKLHUDUFK\:HMXVWKDYHDPDQDJHUDQGWKHQZHKDYHRXUGHVLJQHQJLQHHUVDQG WKHVWXGHQWVDQGLQWHUQVZKRZRUNZLWKWKHP6RZHUHDOO\GRQ¶WKDYHVWUXFWXUHVLQEHWZHHQ ,WORRNVKLHUDUFKLFDOEXWRSHUDWHVDVÀDW



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6DKRYLF DOVRH[SODLQVWKDWZLWKLQWKHHQFODYHSRZHUUHODWLRQVDUH ÀDWDQGDOOPHPEHUVKDYHHTXDOYDOXH7KXVIURPWKHTXRWHE\WKHWHFKQRORJ\ VWDWLRQ PDQDJHU GHVFULELQJ WKH VWUXFWXUH RI WKH WHFKQRORJ\ VWDWLRQ DV ³ÀDW´ ZLWKRXWDQ\³VWUXFWXUHV´LQEHWZHHQZHVHHKRZWKLVWHFKQRORJ\VWDWLRQDJDLQ ¿WVLQWRWKHFDWHJRU\RI(JDOLWDULDQFXOWXUHKDYLQJKDUGO\DQ\GLIIHUHQFHEHWZHHQ the different roles of the group. A possible reason for role differentiation within this technology station could be a result of the fact that only a few staff members were employed at the technology station and also due to the technology station PDQDJHU¶VSUHIHUHQFHIRUDSDUWLFLSDWLYHGHFLVLRQPDNLQJHQYLURQPHQW 7KH(JDOLWDULDQJURXSVDUHUHODWLYHO\VPDOODQGPDQLIHVWWKHLURZQORZ*ULG position by reaching collective decisions through open discussion resulting in FRQVHQVXV'RZQH\=LVNDQG&RXJKOLQDQG/RFNKDUW 7KLV is revealed when the technology station manager says in a somewhat poignant tone that he is “unfortunately” the one to make the decisions. He feels that is ³DGLI¿FXOWSRVLWLRQWREHLQ´WKXVKHSUHIHUVWKHGHVLJQHQJLQHHUWRPDNHWKH decision with him instead of making them on his own. The technology station PDQDJHUDOVRSRLQWHGRXWWKDWWKHELJGHFLVLRQVIRUH[DPSOHWKRVHUHTXLULQJD 




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resolution as to whether a project should be halted or not, where taken at a joint meeting with the staff, thus these decisions were also not taken on his own: ,QWHUYLHZHU6RZKHQGRWKH\FRPHWR\RXQHHGLQJDGHFLVLRQ" ,QWHUYLHZHH1R\RXZLOOSLFNLWXSDVZHJRDORQJGXULQJHDFKRIWKHZHHN¶VPHHWLQJV that a problem is starting. Then at some stage, when we have enough info, we will go back to the client and say we have to make this kill decision. And we have to stop the project now. This normally happens at the Tuesday meetings. We don’t do that often.

One has to keep in mind that this technology station has a relatively small staff – just seven employees – including the technology station manager. This number excludes the interns and any of the students who work on the projects. 7KHGHVLJQHQJLQHHUVZKRDUHPDGHPHQWLRQRILQWKHTXRWHDERYHPDNHXS the majority of the staff, thus they are the ones whom the technology station manager consults with when making decisions. $FFRUGLQJWR0DPDGRXJK (JDOLWDULDQV³DUHOLNHO\WREHYLJRURXV VRFLDOFULWLFVDQGZKHQWKLQJVJRZURQJWKH\EODPHWKHµV\VWHP¶´+RZHYHU from the interview there was not much indication that the technology station EODPHGWKHµV\VWHP¶:KDWZDVSLFNHGXSWKRXJKZDVWKHJHQHUDOLGHDWKDWWKH 6PDOODQG0HGLXP(QWHUSULVHV60(V DUHUHFRJQL]HGDVWKHGHWHUPLQDQWVRI whether technology transfer would be successful or not, and that the success of the transfer did not depend on the technology station itself. This was evident ZKHQWKHWHFKQRORJ\VWDWLRQPDQDJHUDQVZHUHGWKHTXHVWLRQ³:KDWKDYH\RX discovered are the most important “ingredients” to make technology transfer VXFFHVVIXO"´E\VD\LQJWKDWLIWKH60(KDGWKHFDSDFLW\LQWHUPVRIWKHEXVLQHVV skills, market related skills, and managerial skills, that has been developed for them, then the technology station would be successful. He continued by H[SODLQLQJ WKDW LI WKH 60( GLG QRW KDYH WKH VNLOOV WKHQ ³ZH MXVW PDNH QHZ prototypes, then they go to a shelf and they just lie there”. $QRWKHU H[WUDFW VXEVWDQWLDWLQJ WKH IDFW WKDW WKH 60( LV FRQVLGHUHG WKH indirect cause of technology transfer failing was when the manager explained what the determinants were of projects doing well or failing: ,ISURMHFWVIDLOLQWKHGHYHORSPHQWSKDVHZHEDVLFDOO\KDYHWZRUHDVRQVIRUWKDW:HKDYH DVSHFL¿FDWLRQFUHHSIURPWKHFOLHQWVLGHWKHSURMHFWGHYHORSVLQWKHLUPLQGDVWKH\JRDQ DQGWKH\KDYHWKLVFRQWLQXRXVQHZVSHFL¿FDWLRQVWKDWWKH\ZDQWWRDGGRQDQGDGGRQWRWKH SURMHFWDQGWKDWVRPHWLPHVGUDJVWKHSURMHFWDORQJDQGLQRXUFDVHLWPLJKWOHDGWRDGLI¿FXOW VLWXDWLRQLIZHKDYHQ¶WORJJHGRIIWKHLQIRRQH[DFWO\ZKDWWKHVSHFL¿FDWLRQVVKRXOGEH

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SUREOHPV FRXOG UHVXOW7KXV ZH RQFH DJDLQ QRWLFH WKDW WKH FOLHQW RU 60( LV pinpointed as the reason a project fails or does badly and thus leading to an episode of unsuccessful technology transfer. $VFDQEHVHHQIURPWKHVFDWWHUJUDSKZLWKDVFRUHRIRQWKH*URXS D[LVDQGDVFRUHRIRQWKH*ULGD[LVWKLVWHFKQRORJ\VWDWLRQLVFRQ¿UPHG DV KDYLQJ DQ (JDOLWDULDQ FXOWXUH 7KXV WKH SUR¿OH RI WKLV WHFKQRORJ\ VWDWLRQ could be described in the following way: as the Group is high and the Grid is low, the implication is that the members are bound in strong groups but the external prescriptions are few and weak. This technology station is relatively small, where the daily interaction between the staff members of this technology VWDWLRQLQYROYHGIDFHWRIDFHLQWHUDFWLRQVFORVHSUR[LPLW\WRHDFKRWKHUDVWKH\ worked and much informal discussions of the projects on which they worked. 7RPDLQWDLQWKHFKDUDFWHULVWLFVWDWXVRIWKHLUJURXS(JDOLWDULDQVVHHNSHRSOH ZLWKVLPLODUYDOXHVDQGEHOLHIV6DKRYLF  (YHQWKRXJKLWLVFKDUDFWHULVWLFRIWKLVFXOWXUHWREODPHWKH³V\VWHP´ZKHQ WKLQJVJRZURQJWKLVZDVQRWWKHFDVHZLWKWKLVWHFKQRORJ\VWDWLRQ0RVWLIQRW all, blame for unsuccessful technology station was placed on the clients. The managers of most of the other technology stations also expressed these same JULHYDQFHVFRQFHUQLQJWKH60(VWKDWWKLVWHFKQRORJ\VWDWLRQPDQDJHUYRLFHG BETA As can be seen from the scatter graph of this technology station, with a score RIRQWKH*URXSD[LVDQGDVFRUHRIRQWKH*ULGD[LVWKLVWHFKQRORJ\ VWDWLRQKDVD+LHUDUFKLFDOFXOWXUH+RZHYHUZLWKDORZVFRUHRIRQWKH *URXSD[LVWKLVWHFKQRORJ\VWDWLRQZDVRQDERUGHUOLQHEHWZHHQ,VRODWHVDQG +LHUDUFKLVWV,QFRPSDULVRQWRWKHRWKHUWHFKQRORJ\VWDWLRQVWKLVWHFKQRORJ\ station is also relatively small, having just four members on the staff. Thus, though there is a technology station manager in charge of the technology VWDWLRQ LWV VWUXFWXUH LV PRUH RI D ÀDW VWUXFWXUH WKDQ KLHUDUFKLFDO ,Q WKLV technology station it was important to note that student interns of the university at which the technology station is housed drive two of the focus areas of the technology station. The reason for this is primarily because of lack of funds ±WKH¿QDQFLQJRIPRUHVWDIILVQRWSRVVLEOH8VLQJWKHLQIRUPDWLRQIURPWKH LQWHUYLHZLWZDVFOHDUWKDWWKLVWHFKQRORJ\VWDWLRQFRXOGHDVLO\EHFODVVL¿HGDV EHLQJWKDWRIKLJK*ULG7KHWHFKQRORJ\VWDWLRQVHHPHGWRKDYHPDQ\V\VWHPV and structures in place, which the technology station staff were to employ so as to ensure smooth running of the station. For example, when determining who of the technology station staff was to go on the overseas visits, a formal procedure is in place starting with an application form that is completed. The 

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WHFKQRORJ\VWDWLRQ¿UVWLGHQWL¿HGFHUWDLQLQLWLDWLYHVWKHUHDIWHUWKH\³SXWFHUWDLQ QDPHVWRWKDW´EHIRUHWKHDSSOLFDWLRQZDV¿UVWO\DSSURYHGE\WKHWHFKQRORJ\ VWDWLRQ PDQDJHU EHIRUH JRLQJ WR WKH GHDQ IRU DSSURYDO DQG WKHQ ¿QDOO\ WKH IRUPZDVVHQWWR7VKXPLVDQR:KDWWKLVDOVRVKRZVLVWKH¿UVWLQGLFDWLRQRI the hierarchical nature of the technology station where the technology station manager takes sole responsibility for making part of a decision, before handing over that same decision to the rest of the group. The manager also described a checklist that the technology station used during the running of a project. He explained: “here is a checklist to see was this done, that done, what went wrong here and what went wrong there – that is done by one guy who we have there ZKRLVUHVSRQVLEOHIRUWKHTXDOLW\DVVXUDQFHVRKHGRHVWKDW´+HGHVFULEHG the protocols for storing records of projects as being mainly electronic records LQ WKH IRUP RI D SURMHFW ¿OH DOWKRXJK WKHUH LV DOVR D SULQWHG YHUVLRQ LQ WKH SURMHFW ¿OH ³:H¶YH JRW ELJ ERRNV IRU ERRN NHHSLQJ KHUH DQG DOVR WR LVVXH SURMHFWQXPEHUV EHFDXVHHYHU\DFWLYLW\PXVW KDYHD SURMHFWQXPEHU ,I \RX don’t have a project number then you cant do a project and you cant claim for a component or a petrol claim or whatever”, he explained. What this last extract also indicates is the control the university has on the technology station. The fact that a project without a project number implies that that project will not UHFHLYHDQ\IXQGVRWKHUZLVH(VSHFLDOO\IRUWKLVUHDVRQWKHWHFKQRORJ\VWDWLRQ KDVDOOWKHVWUXFWXUHVLQSODFHWRNHHSXSWRGDWHUHFRUGVDQGGRFXPHQWDWLRQ of each project. From the way the technology station manager expressed KLPVHOILQWKHDERYHTXRWHVD\LQJWKDWDFKHFNOLVWH[LVWVWRGHWHUPLQH³ZDV WKLV GRQH WKDW GRQH ZKDW ZHQW ZURQJ KHUH DQG ZKDW ZHQW ZURQJ WKHUH« We’ve got big books for book keeping here” one gets the impression that all WKHGRFXPHQWDWLRQUHTXLUHGFRXOGEHGRQHZLWKRXWZHUHLWQRWIRUWKHSROLFHV of the university. When it comes to the written communication between the staff of the technology station, processes and systems have been implemented. The choice of words of the technology station manager when explaining these communication systems is also interesting. Whereas the technology station PDQDJHUGLVSOD\HGDELWRIGLVSOHDVXUHDWDOOWKHGRFXPHQWDWLRQUHTXLUHGE\WKH university to have allocated funds paid out to the projects, when referring to the systems in place for internal communication, the technology station manager VKRZVJUHDWHUDSSURYDO+H¿UVWVD\VWKDWWKH\³WU\WRKDYH>DV\VWHP@IRUHDFK focus area” indicating that this is done voluntarily then he goes on to say that the traceability of their data has stood the technology station clients in good stead when certain problems arose: :KDW ZH KDYH LV D TXDOLW\ PDQDJHPHQW V\VWHP LQ SODFHWUDLQLQJLQKLVKHURZQ¿HOG@LVQHFHVVDU\,H[SHFWWKHPWRVD\\HV ,QHHGWKLVDQGWRPRWLYDWHZK\6R,GRVHQWWKHSHRSOHDOORYHUZKHUHYHU,FDQ,VHQWP\ whole design staff last year to Germany for a particular show there.

From the analysis of the other technology stations, it is common knowledge now that the university faculty into which each technology station falls has much ruling power over the technology station based at that particular university. However, in this case, it seems as though the technology station manager can make decisions concerning staff employment independent of the FRQFHUQHG IDFXOW\ DW LWV XQLYHUVLW\ WKRXJK DW WKH VWDUWXS RI WKLV WHFKQRORJ\ VWDWLRQWKLVKDGQRWEHHQWKHFDVHDVWKHIROORZLQJTXRWHLQGLFDWHV



 7KH7ZHOYH7HFKQRORJ\6WDWLRQV'H¿QHGE\*ULG*URXS&XOWXUDO7KHRU\ «WKHXQLYHUVLW\UHFRJQL]HGWKDWWKHWHFKQRORJ\VWDWLRQFDQ¶WRSHUDWHZLWKRQHRUWZR PHPEHUV\RXQHHGDVHFUHWDU\WRKHOSEHFDXVHWKHDGPLQORDGLVTXLWHKLJKDQGWKHVHJX\V all they had time for was to do the admin for the technology station, so then they started with appointing a lady to start doing the admin, from there on they did marketing inside the university to determine which uni staff were willing to come to the station and then there are a few of us who came and that’s how the thing was started, or restarted.

From this example we see that the university initially made the decisions as to whether or not to employ staff for the technology station and which positions these would be. For example, when one looks at the structure of WKLVWHFKQRORJ\VWDWLRQRQHVHHVWKDWWKHUHDUHTXLWHDIHZRUJDQL]DWLRQVDWWKH university where they are all housed and that these organizations are closely linked to each other. The interesting characteristic about this technology station was that as much as the technology station manager shied away from paperwork, procedures and systems, which he used to run the technology station, he still seemed to subconsciously, so to say, have forms of protocol in place when it came to WKHUXQQLQJRIWKHWHFKQRORJ\VWDWLRQ:KHQ,DVNHGKLPGRHVWKHWHFKQRORJ\ station have any formal operations in place to keep a record of the project he UHSOLHGWKDWWKH\GRQRWKDYHDQ\WKLQJOLNHWKDWEHVLGHVD³¿UVWFRQWDFWOLVW´ ZKLFKLVWRUHFRUGWKHFRQWDFWGHWDLOVRIWKHFOLHQWWKH¿UVWWLPHKHVKHDUULYHV and an agreement is also signed to protect the client’s interest should the client KDYH LQWHOOHFWXDO SURSHUW\ 7KLV ZDV WKH ¿UVW LQGLFDWLRQ WKDW WKH WHFKQRORJ\ station did not have formal procedures in place, however, at the same time, WKHGHVFULSWLRQWKDWWKHWHFKQRORJ\VWDWLRQPDQDJHUJLYHVRIWKH¿UVWPHHWLQJ with a client until the project is completed seems to follow a certain format and order of events. Throughout the interview, on the surface, one received the impression that the way this technology station was run, was without much red tape and formal procedure, but on closer inspection, the technology station leader controlled the technology station with as much aplomb as a leader who consciously placed methods and practices in place to run the station. From this one could deduce that this technology station could be positioned in the TXDGUDQWKDYLQJDKLJK*URXSDQGDKLJK*ULG7KHKLJK*URXSZDVIXUWKHU pronounced when the technology station manager explained that a lot of daily informal interaction occurred between the members of the staff when in answer WRP\TXHVWLRQ³+RZGRHV\RXUVWDIIFRPPXQLFDWHLQWHUQDOO\"´KHUHSOLHG :HGRKDYHDSURMHFW¿OHZKHUHZHZULWHQRWHVDQGWKLQJVOLNHWKDWEXWPRVWRIWKHWLPHLW is informal. This guy walks to that guy, they discuss what to do, they drink coffee. That’s all ZHGRKHUHZHGULQNFRIIHHWHDDQGHDWFRRNLHV>VDLGMRNLQJO\@6RLWLVTXLWHLQIRUPDO$QGLI ,GRQ¶WKDYHVRPHWKLQJRQP\GHVN,ZLOOMRLQWKHP6RLWLVHPDLODQGFOLHQWFRPPXQLFDWLRQ DOZD\VE\HPDLO:HGRQ¶WWDNHSKRQHFDOOVUDWKHUHPDLOVWRGLVFXVVTXHVWLRQVVRZHKDYHD track records, so no one can say later that that is not what they wanted.



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When the technology station manager says that they use emails to communicate with clients we again see how a form of protocol does indeed exist at the technology station even though the technology station manager ZULWHVWKHFRPPXQLFDWLRQRIIDVLQIRUPDO*URVVDQG5D\QHU GHVFULEH people of the culture of Hierarchists as showing a preference for set procedures and rules as is indicated by the way the technology station manager runs the technology station – having rules, systems, procedures, etc., in place – whether of a formal or informal nature. While the technology station did not have many internal formal meetings as was characteristic of a few of the other technology stations, the impression that one received from the way the staff interacted with each other and the technology station manager was one of tight boundaries, FORVHQHVVDQGIDPLOLDULW\7KLVZDVHVSHFLDOO\HYLGHQWLQWKHREYLRXVQRQYHUEDO communication that transpired between the technology station manager and KLVVWDIIPHPEHUVGXULQJWKH¿UVWPHHWLQJZLWKWKHFOLHQW³7KHQ,JLYHWKHJX\V DQRGDQGWKHQWKH\FDUU\RQLI,¶PKDSS\ZLWKWKHJX\«WKHJX\V>WKLVEHLQJ WKHWHFKQRORJ\VWDWLRQVWDII@ZLOOVHHWKDW,¶PIRUKLPRUWKH\>ZLOO@VHHWKDW, DPJLYLQJHQFRXUDJHPHQWWRHQTXLUHDORW´6XFKQRQYHUEDOFRPPXQLFDWLRQ can only occur if there is familiarity and strong group boundaries amongst the technology station staff. (OOLV7KRPSVRQDQG:LOGDYVN\ PDLQWDLQWKDW+LHUDUFKLVWVDUH UHQRZQ IRU WKHLU ³EODPHVKHGGLQJ WHFKQLTXHV´ ,Q RQH RI WKH TXRWHV DERYH it was obvious that the technology station manager placed much blame on WKHFOLHQWVE\ UHIHUULQJWR WKHP DV UHTXLULQJ³SV\FKLDWULFWHVWLQJ´EHIRUHWKH WHFKQRORJ\ VWDWLRQ WDNHV RQ WKHLU SURMHFWV :KHQ DVNHG WKH TXHVWLRQ ³:K\ GRSURMHFWVWKDWWKHWHFKQRORJ\VWDWLRQZRUNRQIDLO"´WKHWHFKQRORJ\VWDWLRQ manager replied that the projects would fail most if the time because the customers continually changed or wanted amendments made to their products. ,QQRZD\GRHVKHUHIHUEODPHWRKLVRZQWHFKQRORJ\VWDWLRQUDWKHUWKHFOLHQW ZKRFDQQRWGHFLGHRQZKDWVSHFL¿FDWLRQVKHUHTXLUHVIRUKLVSURGXFWLVVHHQDV the cause of projects failing. 20(*$ $V FDQ EH VHHQ IURP WKH VFDWWHU JUDSK EHORZ ZLWK D VFRUH RI  RQ WKH *URXSD[LVDQGDVFRUHRIRQWKH*ULGD[LVWKLVWHFKQRORJ\VWDWLRQKDVDQ (JDOLWDULDQFXOWXUH,IRQHKDGWRSRVLWLRQWKLVWHFKQRORJ\VWDWLRQRQWKHJUDSK RIWKHIRXUTXDGUDQWVRI*ULG*URXS&XOWXUDO7KHRU\RQHZRXOGFRQ¿GHQWO\ SODFHWKLVWHFKQRORJ\VWDWLRQEHORZWKH*URXSD[LV±LQGLFDWLQJDORZ*ULG± but one would place the technology station somewhat on the border between KLJKDQGORZ*URXS7KHUHDVRQLVWKDWWKLVWHFKQRORJ\VWDWLRQVKRZHGVWURQJ 

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WHQGHQFLHVIRUEHLQJRIERWKWKH,QGLYLGXDOLVWLFDQG(JDOLWDULDQFXOWXUHDQGGLG QRWGLVSOD\DOOWKHIHDWXUHVRIDQ\RQHRIWKHVHWZRFXOWXUHW\SHVDVWKHDQDO\VLV EHORZZLOOVKRZ7KLVLVDOVRYLVLEOHIURPWKHVFRUHRIWKH*URXSD[LVDV is not a very high indication of an organization with strong boundaries. The possible reason for this is besides the fact that this technology station is one of the few technology stations that still has the manager that it originally started RXWZLWKZKHQLWZDV¿UVWHVWDEOLVKHGWKLVVWDWLRQLVDOVRWKHRQO\RQHWKDWKDV two separate heads. Added to this, it is the only technology station that also has a third person in place acting as an “alternative manager”. The two technology station heads started the technology station in 2004 when they were approached by Tshumisano to write a business plan for a technology station to be based DWWKHXQLYHUVLW\+RZHYHULQP\GHDOLQJVZLWKWKHWHFKQRORJ\VWDWLRQ,RQO\ dealt with one of the heads who seemed to be the one who actually manages the station. Under the management of this technology station manager is a design engineer who according to the technology station manager, “in many cases is the alternative manager”. Thus when the interview was conducted, it was 




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conducted with the one technology station head and the “alternative manager” DQGQRWZLWKWKHVHFRQGKHDG)RUDOOLQWHQWVDQGSXUSRVHV,VKDOOUHIHUWRWKH KHDGZLWKZKRP,FRQGXFWHGWKHLQWHUYLHZDVWKHPDQDJHURIWKHWHFKQRORJ\ station. The two heads each are in charge of separate sections. The one head KDVRQHVHFWLRQDQGWKHWHFKQRORJ\VWDWLRQPDQDJHUUXQVWZRVHFWLRQV,QWKH LQWHUYLHZWKHWHFKQRORJ\VWDWLRQPDQDJHUDQVZHUHGTXHVWLRQVFRQFHUQLQJKLV two sections and indicated that the way he managed his sections was similar to the way the third section was run by the other head. 7KH ¿UVW IDFWRU LQGLFDWLQJ WKDW WKLV WHFKQRORJ\ VWDWLRQ FRXOG SRVVLEO\ EH RIDORZ*ULGZDVWKDWWKHWHFKQRORJ\VWDWLRQKDGQRVWDIIPHHWLQJVQRUDQ\ VWDII EUHDNDZD\V DOWKRXJK LQIRUPDO PHHWLQJV ZHUH WKH RUGHU RI WKH GD\ Also, besides the sections being under two different heads, the staff of the technology station seemed to be further divided into those who worked in the RI¿FHVDQGWKRVHZKRZRUNHGLQWKHODEV7KHRI¿FHVZKHUHTXLWHDGLVWDQFH away from the labs thus interaction occurring due to close proximity of the staff members to each other could be ruled out. The lab was situated on the JURXQGÀRRUDQGWKHRI¿FHVZHUHZKHUHWKHWZRKHDGVDQGWKH³DOWHUQDWLYH PDQDJHU´KDGWKHLURI¿FHVZHUHDIHZÀRRUVKLJKHUXSLQWKHEXLOGLQJ)RU this reason those working in the lab were referred to in the interview as “the JX\V GRZQVWDLUV´ DQG WKRVH ZRUNLQJ RQ WKH ÀRRUV IXUWKHU XS LQ WKH RI¿FHV ZHUHUHIHUUHGWRDV³WKHJX\VXSVWDLUV´,QRWKHUWHFKQRORJ\VWDWLRQVWKHUHZDV also a similar structure to where some staff worked in the lab and other staff ZRUNHGSUHGRPLQDQWO\LQRI¿FHVEXWWKHVHGHVFULSWLYHSKUDVHVZKHUHPLVVLQJ from the vocabulary of the staff of the other technology stations. Some inside LQIRUPDWLRQ WKDW , UHFHLYHG IURP ORFDO HQJLQHHUV UHYHDOHG WKDW WKH GHVLJQ engineers who work most of the time with their computers somehow seemed to have a higher stigma attached to their jobs than engineers who worked in overalls and with heavy machinery. Further segregation between those in the RI¿FHV DQG WKRVH LQ WKH ODEV ZDV LQGLFDWHG ZKHQ LW FDPH WR WKH ZRUN WKDW was done on the projects. The technology station manager explained that “a handover” result when those who designed it give the project to those who are going to build the prototype. Thus there is no project team per se, that includes the design and the manufacturing team. Once the design side has completed their task on the project, it is handed over to the manufacturing side who then completes the rest of the project. This was another indication of weak group boundaries, as each staff member seemed to be involved in his own corner doing his own task. So far, one can see that the entire technology station is dived into two VHFWLRQVWKDWZRUNPRUHRUOHVVLQGHSHQGHQWO\RIHDFKRWKHUDVH[SODLQHGZKHQ WKHWHFKQRORJ\VWDWLRQPDQDJHUVDLG³VR,GRQ¶WJHWLQYROYHGLQZKDWKH>WKH 110

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other head] and his guys are doing and he doesn’t get involved in what we are doing”. The manager explained that he meets with the three people under his direct supervision, but this might only be once a month on an ad hoc basis as he was “involved from a technology point of view or an oversight point of view”. So although there are only a small number of staff members within the three sections, the close interaction that one would expect between each section was QRWWKDWREYLRXV7KHPDLQUHDVRQIRUWKLVLVEHFDXVHWKHRI¿FHDQGODERUDWRULHV were not in close proximity with each other. When it comes to communication between the sections under the different heads, these two sections might each be completely separate technology stations especially since, the only time all WKHVHFWLRQVFRPHWRJHWKHULVRQFHHYHU\TXDUWHUZKHQWKH¿QDQFLDOVDUHGRQH 0DPDGRXK LGHQWL¿HVVXFKDZHDNJURXSZLWKSURYLVLRQDOERXQGDULHVDV FKDUDFWHULVWLFRIDQ,QGLYLGXDOLVWFXOWXUH $ ORZ*ULG ZDV HPSKDVL]HG E\ WKH IDFW WKDW WKH VWDII RI WKH WHFKQRORJ\ station did not have many role prescriptions and regulations imposed on them. The fact that the technology station manager only met with his staff on an ad hoc basis and that they were basically left to proceed with their work XQLQWHUUXSWHG E\ GLUHFWLYH DQG LQVWUXFWLRQ VKRZV WKH GHJUHH RI ORZ*ULG &DXONLQVDQG3HWHUV HVWDEOLVKWKDWLQGLYLGXDOVZLWKLQWKH,QGLYLGXDOLVWLF culture regard themselves as reasonably unrestrained by the obligations of the group and that their actions are practically free of external restrictions. However, when it comes to the actual tasks or roles that each member performs on the team of a project, the boundaries are not blurred, as it is not possible for each technology station member of a section to do the work of a team member in another section. The technology station manager explained WKDW HDFK SHUVRQ LV DQ H[SHUW RU VSHFLDOLVW LQ KLV RU KHU RZQ ¿HOG7KLV DOVR SRLQWVWRWKH,QGLYLGXDOQDWXUHRIWKHFXOWXUHRIWKLVWHFKQRORJ\VWDWLRQ :LWKLQJURXSVFKDUDFWHUL]HGDVKDYLQJDQ,QGLYLGXDOLVWLFFXOWXUH6DKRYLF  GHWHUPLQHVWKDW,QGLYLGXDOLVWVEODPHSHUVRQDOLQFRPSHWHQFH7KLVZDV QRWLFHG ZKHQ LQ DQVZHU WR WKH TXHVWLRQ ³:KDW KDYH \RX GLVFRYHUHG DUH WKH PRVW LPSRUWDQW µLQJUHGLHQWV¶ WR PDNH WHFKQRORJ\ WUDQVIHU VXFFHVVIXO"´ WKH WHFKQRORJ\VWDWLRQPDQDJHUVDLGWKDWLWLV³>W@KHSHRSOHZKRKDYHWKHVNLOOVDQG the teamwork”. The fact that the technology station manager puts the blame on the staff of the technology station and not on the clients clearly distinguishes this technology station from those technology stations that had seen themselves as blameless. At another point in the interview the technology station manager again points to a problem existing due to the way his team is constructed skill ZLVHDQGDJDLQKHLQGLUHFWO\WDNHVWKHEODPHIRUWKLVSUREOHPZKHQKHVD\V³, WKLQNWKHPDLQSUREOHPZRXOGEHLIKHOHIWEHFDXVHKHLVDQH[SHUWLQKLV¿HOG nobody can do his job, that is one weakness”. 111

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At the same time that this technology station displayed characteristics of KDYLQJ DQ ,QGLYLGXDOLVWLF FXOWXUH LW VLPXOWDQHRXVO\ VKRZHG LWVHOI WR KDYH IHDWXUHVRI(JDOLWDULDQFXOWXUHDVZHOO7KHUHDVRQIRUWKLVFRXOGSRVVLEO\EHGXH to the fact that there are two heads managing different sections that somehow FRPSOLFDWHGPDWWHUVZKHQLWFDPHWRDQDO\VLV0DPDGRXK HVWDEOLVKHV that typical of this culture is minimal differentiation with regard to the roles of WKHJURXSZKLFKLQWKLVFDVHZDVRQO\DSSOLFDEOHZKHQRQHORRNHGDWWKHÀDW structure of the technology station. The supervision of the staff members by WKHPDQDJHURUWKHKHDGRIWKHVHFWLRQZDVPLQLPDO,WZDVQRWURXWLQHWRKDYH formal meetings, rather ad hoc discussions were the order of the day where everyone continued with their daily tasks without constantly being directed E\ D VXSHULRU &RXJKOLQ DQG /RFNKDUW   GHVFULEH WKLV FXOWXUH DV EHLQJ UHODWLYHO\VPDOOVL]HGJURXSVZLWKDORZ*ULGSRVLWLRQWKDWLVHYLGHQWZKHQWKH staff makes collective decisions through open discussions instead of having formal systems and procedures in place. *URVV DQG 5D\QHU   DWWULEXWH WKH FKDUDFWHULVWLF RI UHLQIRUFHPHQW RI H[WHUQDO ERXQGDULHV DV WKDW RI (JDOLWDULDQ VROLGDULW\ :LWKLQ WKLV WHFKQRORJ\ VWDWLRQWKHUHZHUHERXQGDULHVEHWZHHQGLIIHUHQWJURXSV0RYLQJKRUL]RQWDOO\ from the top down, the one boundary was between the “the guys upstairs” DQGWKH³JX\VGRZQVWDLUV´7KLVµZH¶YHUVXVµWKHP¶HWKRV$OWPDQDQG%DUXFK  GHWHUPLQHVDVLQGLFDWLYHRIWKH(JDOLWDULDQFXOWXUH7KHQH[WERXQGDU\ is a vertical boundary between each employee under the supervision of the technology station manager. This boundary is in place because it is not possible for staff members to complete each other’s tasks on a project. The next vertical boundary exists between the two heads and the sections of which they are in charge. Because there are many indications of different groups existing within WKHWHFKQRORJ\VWDWLRQRQHZRXOGH[SHFWWKH*URXSGLPHQVLRQWRUHÀHFWWKLV DQG LQGLFDWH D ORZ*URXS YDOXH +RZHYHU WKH UHDGLQJ RQ WKH VFDWWHU JUDSK LQGLFDWHGWKDWWKLVWHFKQRORJ\VWDWLRQLVKLJK*URXSWKRXJKLWKDVWREHQRWHG WKDWZLWKDVFRUHRIWKLVLVPRUHLQFOLQHGWREHDZHDNLQGLFDWLRQ$SRVVLEOH UHDVRQZK\DKLJK*URXSLVUHÀHFWHGFRXOGEHGXHWRWKHIDFWWKDWWKLVVFRUH is indicative of the strong bonds that exists between the members of a group DQGQRWEHWZHHQWKHGLIIHUHQWJURXSVWKHPVHOYHV,QRWKHUZRUGVIRUH[DPSOH those working in the laboratory have strong bonds only with each other, but WKH\GRQRWKDYHVWURQJERQGVZLWKWKRVHZRUNLQJLQWKHRI¿FHV ZETA $V FDQ EH VHHQ IURP WKH VFDWWHU JUDSK EHORZ ZLWK D VFRUH RI  RQ WKH *URXSD[LV DQG D VFRUH RI  RQ WKH *ULGD[LV WKLV WHFKQRORJ\ VWDWLRQ KDV 112

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DQ,VRODWHFXOWXUHWKRXJKWKHUHZHUHLQGLFDWLRQVDQGFOXHVRIWKHWHFKQRORJ\ VWDWLRQGLVSOD\LQJIHDWXUHVRIWKH,QGLYLGXDOLVWFXOWXUHDVZHOO7KLVZDVPRUH WKDQOLNHO\EHFDXVHVRPHRYHUODSRFFXUVEHWZHHQWKH,VRODWHDQG,QGLYLGXDOLVWLF FXOWXUHV VHHLQJ DV WKH\ DUH ERWK ORZ*ULG 7KLV WHFKQRORJ\ VWDWLRQ VWDUWHG LQ  DQG ZDV WKXV RQH RI WKH ¿UVW WHFKQRORJ\ VWDWLRQV WR EH HVWDEOLVKHG under the TSP. The present technology station manger started in the position RQDIXOOWLPHEDVLVLQ-DQXDU\7KLVLPSOLHVWKDWE\WKHWLPHKHDVVXPHG position at the technology station many, if not all the management systems that were running the technology station there were already in place. This could EHWKHUHDVRQZK\WKLVWHFKQRORJ\VWDWLRQZDVSUREDEO\WKHPRVWGLI¿FXOWWR FDWHJRUL]HLQWRRQHRIWKHIRXUTXDGUDQWVRI*ULG*URXS&XOWXUDO7KHRU\XVLQJ the answers of this technology station manager. However, if ever one wanted an example of what is expected of the technology stations from the Tshumisano 7UXVWWKHQWKLVWHFKQRORJ\VWDWLRQZRXOGEHWKHSHUIHFWH[DPSOH±LQWKHRU\,Q DQVZHUWRWKHTXHVWLRQµ:KDWLVWKHJRDORIDWHFKQRORJ\VWDWLRQLQ\RXUH\HV"¶ DQGµ+RZLV³VXFFHVV´GH¿QHG"¶7KHSHUIHFWDQVZHUZDVJLYHQ³7KHJRDOLV 




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WHFKQRORJ\WUDQVIHUWR60(V6XFFHVVLVZKHQWHFKQRORJ\WUDQVIHULQWHUYHQWLRQ results in increased company turnover.” This is exactly the reason why the 763ZDVVHWXSLQWKH¿UVWSODFH±WRIDFLOLWDWHWHFKQRORJ\WUDQVIHUIURPWKH XQLYHUVLWLHVWRWKH60(VDQGWRLQFUHDVH60(WXUQRYHU+RZHYHUGXULQJWKH interview this technology station somehow lacked expressing the drive and passion regarding the work that it does even though this technology station is one of the oldest technology stations within the TSP. On two occasions, during WKH¿UVWWHQPLQXWHVRIWKHLQWHUYLHZWKHWHFKQRORJ\VWDWLRQPDQDJHUWKRXJKW ,KDGFRPHWRWKHHQGRIP\TXHVWLRQVVRHDJHUGLGKHVHHPWRZDQWWRHQG WKHGLDORJXH:KHQWKHTXHVWLRQZDVSXWWRWKHWHFKQRORJ\VWDWLRQWRUHODWHDW least one success story of a project on which the technology station worked, WKHDQVZHUZDVORQJZLQGHGDQGRQO\JDYHDJHQHUDOLGHDRIZKDWGHHPHGD SURMHFW DV VXFFHVVIXO ,Q VXPPDU\ WKH H[SODQDWLRQ JLYHQ E\ WKH WHFKQRORJ\ station manager was: «LIZHVKRZWKH60(KRZWRSURGXFHDKLJKTXDOLW\SURGXFWDQGWKH60(GRHVWKDWDQG it doesn’t have any impact on the turnover of the business or it doesn’t make any change to WKHEXVLQHVVWKHQZHGRQ¶WFRQVLGHUWKDWWREHDVXFFHVVIXOSURMHFWLW¶VJRWWRKDYHDQLPSDFW on the business.

Once again this was a textbook answer, with no actual example given where the technology station helped with an actual product. On a visit to this WHFKQRORJ\VWDWLRQ,DVNHGWKHWHFKQRORJ\VWDWLRQPDQDJHUWRJLYHPHVRPH names of products – of which the technology station had helped clients – that are on the shelves in supermarkets or stores. The reply was that the shelf names of the products on which the technology station worked are not known as the technology station did not know what name their clients eventually chose for WKH SURGXFW 7KLV , IRXQG RGG DV WKH WHFKQRORJ\ VWDWLRQ KDG LQGLFDWHG WKDW IROORZXSV ZLWK WKH FOLHQWV KDG EHHQ FRQGXFWHG DIWHU WKH GHYHORSPHQW RI D formulation for the client: «ZHSD\WKH60(DYLVLWMXVWWRVHHKRZKHRUVKHLVGRLQJ«VRWKHQH[WWKLQJWKDWZH OLNHWRVHHLVZKDWLPSDFWGLGWKHWHFKQRORJ\WUDQVIHUKDYHRQWKH60(EXVLQHVV«VRDFRXSOH RIPRQWKVODWHUZKHQZHJHWLQIRIURPWKH60(WKDWWKH60(KDVKDGVRPDQ\RUGHUVIURP industry or from the market, or that a turnover has increased or as a result of our technology WUDQVIHULQVWHDGRIKDYLQJRQHRUWZRHPSOR\HHVKHQRZKDV¿YHWKHQZHVD\ZH¶YHKDGD very successful technology transfer.

Here again a textbook answer is supplied, though no evidence of a real success story was given. This answer is regarded as a textbook answer because in a previous interview with one of the technology station managers, he had explained to me what exactly Tshumisano regarded as successful technology WUDQVIHU DQG WKDW LQFOXGHG DQG LQFUHDVH LQ WXUQRYHU DW WKH 60( 7KRPSVRQ  H[SODLQVWKDWSHRSOHRSHUDWLQJXQGHUFRPSHWLWLYHVROLGDULW\DOVRNQRZQ 114

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DV,QGLYLGXDOLVWFXOWXUHWHQGWRIRFXVRQRXWFRPHVUDWKHUWKDQSURFHVVHV2Q P\YLVLWWRWKLVWHFKQRORJ\VWDWLRQ,QRWLFHGWKDWWKHPDMRULW\RIP\WLPHWKHUH ZDVRFFXSLHGZLWKPHH[SODLQLQJZKDWH[DFWO\P\VWXG\ZDVDERXW:KHQ, asked to be shown around the premises of the technology station, this tour was GHOD\HGDVNH\VWRWKHGLIIHUHQWURRPVZHUH¿UVWWREHIRXQG,DVNHGZKHWKHU there was a display cabinet that showed off examples of completed projects LQ WKH IRUP RI DFWXDO SURGXFWV DV , KDG VHHQ DW RWKHU WHFKQRORJ\ VWDWLRQV , was told that yes there was such a cabinet, but that it was on the other side of the campus and at that point, there was the concern by the technology station PDQDJHUWKDW,ZRXOGPLVVP\ÀLJKW $VDOUHDG\PHQWLRQHGRQRQHRIP\SUHYLRXVYLVLWV,KDGDFRQYHUVDWLRQ with a technology station staff member there who informed me in no uncertain terms that most of the technology station staff remain at the technology station MXVWWR¿QLVKZKDWHYHUGHJUHHRUGLSORPDWKH\DUHFXUUHQWO\ZRUNLQJ2QFHWKH degree or diploma is obtained, the staff would immediately leave the technology station should they be offered a permanent position in the public or private VHFWRUWKDWKDVEHWWHUEHQH¿WVIRUWKHP7KLVFDPHWRPLQGZKHQWKHWHFKQRORJ\ VWDWLRQPDQDJHURIWKLVVWDWLRQVDLGWKHIROORZLQJLQWKHLQWHUYLHZ³7KH2I¿FH $GPLQLVWUDWRU LV« ZRUNLQJ RQ 0DVWHU¶V LQ $GPLQLVWUDWLRQ«WKH 3URMHFW /HDGHU«LVDOPRVWFRPSOHWHGZLWKD0DVWHUV'HJUH«$QGWKH7HFKQLFLDQLV ZRUNLQJRQD%'HJUHH´7KLVRIFRXUVHEURXJKWXSWKHTXHVWLRQRIWXUQRYHU rate and how committed were the staff to the technology station, which would LPSO\ KLJK RU ORZ*URXS 7KH WHFKQRORJ\ VWDWLRQ PDQDJHU H[SODLQHG WKDW either he or the staff member would suggest that the staff member be sent for a course where he or she, as he put it, “is lacking in a certain area”. However, the example given of a course that would be attended by the staff member was the exact course that a technology station manager at a different technology station imparted as one which industry valued its potential employees to have attended. The exact phrase the technology station manger used to indicate how GHVSHUDWHO\WKHTXDOL¿FDWLRQLQWKHSRWHQWLDOHPSOR\HHZDVUHTXLUHGZDVWKDW WKHSHUVRQZRXOGEH³KHDGKXQWHG´7KLVGHVFULSWLRQRIWKHVWDII¶VSXUVXLWRI TXDOL¿FDWLRQVWRPDNHWKHPVHOYHVPRUHFRPSHWLWLYHFDOOVWRPLQGDGHVFULSWLRQ RIDSDWWHUQRIEHKDYLRXURIDQ,QGLYLGXDOLVWFXOWXUHE\0DPDGRXK ± the pursuit of personal rewards in a competitive environment. Caulkins and 3HWHUV GHWHUPLQHWKDWZLWKLQWKH,QGLYLGXDOLVWFXOWXUHPHPEHUVUHJDUG themselves comparatively uninhibited by group responsibility and virtually free of their actions having any external restraints. To obtain an indication as to how high the Group factor of this technology VWDWLRQZDVTXHVWLRQVZHUHDVNHGRIWKHWHFKQRORJ\VWDWLRQPDQDJHUFRQFHUQLQJ how often the staff of this technology station met. What was observed was 

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that in comparison with the other technology stations, there were not many meetings in place for the staff to interact at this technology station. Sahovic   H[SODLQV WKDW WKH ZD\ RI OLIH RI WKH ,VRODWH LV FKDUDFWHUL]HG E\ ORZ Group membership where individuals are not bound by group incorporation. The most obvious signs and clues one could use to categories this technology station was to use the information obtained via the observation made at the technology station. For example, while waiting at the meeting point for the WHFKQRORJ\VWDWLRQPDQDJHU,ZDVVXUSULVHGZKHQDVKLQ\EODFNSLFNXSZLWK the logo of Tshumisano and the technology station’s name was boldly printed RQWKHVLGHVGURYHXSZLWKWKHPDQDJHULQVLGH,ZDVDZDUHWKDWVXFKYHKLFOHV were allocated to the technology stations, but from what the other technology stations had informed me, it was not always the case that they would make a UHTXLVLWLRQIRUVXFKDYHKLFOH7KHSRVVLELOLW\WKDWWKHDXWRPRELOHZDVXVHGDV a means to impress, could not be disregarded especially since the technology station was in an area of the country that was not of the wealthiest. According WR3HSSHUGD\ ,VRODWHVIRUPSUR¿WDEOHUHODWLRQVKLSVE\IHHOLQJWKHQHHG to impress. :LWKWKHFKDQJHLQIRFXV±IURPWHFKQRORJ\WUDQVIHUWR,QQRYDWLRQ±WKDW the new governing body of the TSP has, this technology station would need to change its focus as well. The textbook answers supplied by the technology VWDWLRQ PDQDJHU ZLOO QR ORQJHU EH DFFHSWDEOH XQGHU WKH 7,$ :LWK WKH QHZ project that the technology station is now working on, in collaboration with D (XURSHDQ HGXFDWLRQDO LQVWLWXWLRQ DV PHQWLRQHG E\ WKH WHFKQRORJ\ VWDWLRQ manager there is a great chance of this being realized. As already explained by the technology station manager, since the start of 2010, the technology station has shifted its focus from small enterprises that include one to three men FRPSDQLHV WR WKH IRFXV EHLQJ RQ ODUJHU FRPSDQLHV ³«LW LV RQO\ QRZ VLQFH this year, that we’ve started looking into providing services to big companies which also opens opportunities for innovations, but it is only now that we are starting with that”. PHI $V FDQ EH VHHQ IURP WKH VFDWWHU JUDSK EHORZ ZLWK D VFRUH RI  RQ WKH *URXSD[LV DQG D VFRUH RI  RQ WKH *ULGD[LV WKLV WHFKQRORJ\ VWDWLRQ KDV D+LHUDUFKLFDOFXOWXUH7KH¿UVWLPSUHVVLRQWKDW,UHFHLYHGRIWKLVWHFKQRORJ\ VWDWLRQZDVKRZGLI¿FXOWLWZDVWRPDNHFRQWDFWZLWKWKHWHFKQRORJ\VWDWLRQ manager, whether it was by email, landline or mobile. And that was just to ask SHUPLVVLRQIRUDQLQWHUYLHZZLWKKLP0\H[SHFWDWLRQZDVWKDWWKLVWHFKQRORJ\ station must be very successful, if not the most successful technology station of 

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all and probably has much work and projects as the technology station manager VHHPHGVREXV\DQGWKXVVRXQUHDFKDEOH2QWKHRWKHUKDQG,DOVRZRQGHUHG KRZ SRWHQWLDO FOLHQWV PDQDJHG WR UHDFK WKH WHFKQRORJ\ VWDWLRQ PDQDJHU LI , ZDVKDYLQJVXFKGLI¿FXOW\PDNLQJFRQWDFWZLWKKLP,HYHQWXDOO\SLQQHGKLP down for an interview and on the day of the interview at the allocated time he informed me that the interview was to be postponed for one hour. An hour ODWHUWKHLQWHUYLHZZDVDJDLQSRVWSRQHGIRUDQRWKHUWKLUW\PLQXWHV(YHQWXDOO\ ,FRXOGFRPPHQFHZLWKWKHLQWHUYLHZEXWH[DFWO\DWKZKHQRI¿FHKRXUV ZHUHRYHUKHFXUWO\HQTXLUHGIRUKRZPXFKORQJHUZRXOGWKHLQWHUYLHZVWLOO FRQWLQXHDVLWZDVWLPHWRJRKRPH,SRLQWHGRXWWKDW,FRXOGQRWFRQFOXGH the interview as yet because there had been continual interruptions during the LQWHUYLHZIURPKLVVLGHWKXVZDVWLQJLQWHUYLHZWLPH+HWKHQUHOHQWHGDQG, continued with the interview. However, as a result of his hastiness to depart WKHSUHPLVHV,KDGWROHDYHRXWDIHZVHFRQGDU\TXHVWLRQVIURPWKHLQWHUYLHZ schedule. )LJXUH

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7KH VDPH SUREOHP DURVH ZKHQ , DWWHPSWHG WR PDNH DQ DSSRLQWPHQW WR visit the technology station with the aim of doing observation. Because the technology station is situated in a rural part of the country, there was no rental facility that would allow me to rent a car from the local airport there and drive to the technology station, thus the agreement was that he would sent someone to fetch me from the airport and drive me to the technology station. After VHQGLQJDQHPDLOWRFRQ¿UPWKHGDWHRIWKHREVHUYDWLRQDQGUHFHLYLQJQRUHSO\ ,UHDOL]HGWKDWWKHSRVVLELOLW\RIQRRQHFRPLQJWRIHWFKPHIURPWKHDLUSRUW RQFH,KDGDUULYHGLQWKHDUHDZKHUHWKHWHFKQRORJ\VWDWLRQZDVEDVHGZDVYHU\ KLJK,QWKHHQG,GHFLGHGQRWWRYLVLWWKLVVWDWLRQIRUWKLVUHDVRQ$VFDQEHVHHQ WKHHQWLUHLQWHUYLHZWRRNSODFHXQGHUYHU\GLI¿FXOWFLUFXPVWDQFHV This technology station was different from most as in at least two ways: 1) it had attained for all its staff three year contracts, and 2) the university at which the technology station was based had agreed to give the technology station HPSOR\HHV EHQH¿WV LGHQWLFDO WR WKRVH RI XQLYHUVLW\ VWDII ZKR DUH HPSOR\HG RQDIXOOWLPHEDVLV7KHVHEHQH¿WVIURPWKHXQLYHUVLW\LQFOXGHDFDUKRXVLQJ and study allowance. The technology station manager also informed me that KLVFKLOGUHQEHQH¿WLQWKDW³WKH\FDQFRPHWRWKHXQLYHUVLW\ZLWKRXWSD\LQJ´ PHDQLQJWKDWWKH\SD\QRIHHVWRVWXG\DWWKHXQLYHUVLW\7KHVHEHQH¿WVFDQEH VHHQDVLQGLFDWLRQVRIVWDQGLQJ3HSSHUGD\ HVWDEOLVKHVWKDWZLWKWKH Hierarchist culture, “indications of status are needed”. Obviously receiving WKHEHQH¿WVHTXLYDOHQWWRWKRVHUHFHLYHGE\XQLYHUVLW\HPSOR\HHVKDVLWVFRVWV The result is that this technology station is incorporated within the structure and organization of the university – more so than other technology stations. Obviously this also implies that the university would manage and control the station to a greater extent than the universities of the other technology stations. 7KLVZDVVXEVWDQWLDWHGE\WKHWHFKQRORJ\VWDWLRQPDQDJHUVD\LQJ³>W@KHZD\ LW >WKH WHFKQRORJ\ VWDWLRQ@ LV UXQ LV EHFDXVH WKH WHFKQRORJ\ VWDWLRQ KDV WKH organizational structure of the university itself. We are expected to report to VRPHRWKHUXQLYHUVLW\GLUHFWRUVZKRDUHQRWHYHQLQWKHDGPLQLVWUDWLRQ´,QRWKHU words, the university imposed its organizational structure on the technology station and at the same time the technology station had no choice but to abide by the policies and demands of the university and report to whomever the XQLYHUVLW\GHWHUPLQHGWKHPWR3HSSHUGD\ LOOXVWUDWHVWKHLQGLYLGXDOLQ a hierarchy as one who cooperates with superiors, competes with peers and coerces inferiors. Thus the technology station manager of this station would, because of the position of the technology station within the university, have to work with those in charge at the university and would need to apply pressure on his staff to ensure that they perform. Looking at how isolated the position of the technology station is in the country – there is only one small local airport 

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WKHUH RSHUDWLQJ RQH UHWXUQ ÀLJKW SHU GD\ IURP WKH QHDUHVW FLW\ DQG GULYLQJ there from the nearest city, would cover a distance of nearly 400km – one can understand the necessity of having the university, at which the technology station is based, play a bigger role in the running of the technology station. 3HSSHUGD\ GHVFULEHVDIHDWXUHRIWKH+LHUDUFKLVWDV³>U@XOHVKDYHWR be enforced so an authority structure will be needed”. Although the technology station has the structure of the university, the extremely high rate of turnover at this technology station was an indication of loose group boundaries. This station is one of the newest in the program KDYLQJEHHQHVWDEOLVKHGLQDQGDOUHDG\WKHWHFKQRORJ\VWDWLRQPDQDJHU LV WKH VHFRQG PDQDJHU WR EH HPSOR\HG WKHUH DIWHU WKH ¿UVW PDQDJHU OHIW IRU EHWWHUEHQH¿WVLQLQGXVWU\2IWKHWRWDOQXPEHURIVHYHQVWDIIPHPEHUVWKUHH members have left the technology station. Another indication of loose group ERXQGDULHVZDVZKHQ,SRVHGWKHTXHVWLRQ³$QGLVLWSRVVLEOHIRUHYHU\RQHWR GRWKHMRERIHYHU\RQHHOVHDVZHOO"´7KHWHFKQRORJ\VWDWLRQPDQDJHUUHSOLHG that it was indeed possible and gave the following example: «WKH\FRPPXQLFDWHLWDPRQJVWWKHPVHOYHVOHW¶VVD\VRPHRQHLVQ¶WFRPLQJLQWRPRUURZ and they want to make sure the project is not delayed, they can ask someone else who is good in that area to do that work.

Here we see that the work is not specialized, the roles are interchangeable should the need arise and lastly, it is not necessary to consult the technology station manager on such matters. $OWKRXJKWKHWHFKQRORJ\VWDWLRQPDQDJHUVDLG³>S@URMHFWVIDLOGXHWRPDQ\ WKLQJV«IDFWRUVWKDWDUHRXWVLGHRXUFRQWURO´KHRQO\PHQWLRQHGRQHUHDVRQDQG that reason was determined by him as being the client. This sense of blaming external reasons when things go wrong is a characteristic of a Hierarchist FXOWXUHZKHUHDFFRUGLQJWR3HSSHUGD\ DQG6DKRYLF +LHUDUFKLVWV either blame no one when things go wrong, or they shed the blame. The one time that the technology station manager answered with passion was when mention was made of the fact that the technology stations were EHQFKPDUNHG+LV¿UVWVWDWHPHQWZDVWKDW³>\@RXFDQ¶WFRPSDUHHQJLQHHULQJ DQGDJULFXOWXUH´KLVVHFRQGVWDWHPHQWZDV³>W@KHUHDUHVWDWLRQVWKDWKDYHDORW RIPRQH\EHFDXVHWKH\>WKHLUGLVFLSOLQH@DUHLQKLJKGHPDQG´7KHVHWZRLWHPV ZHUHRIREYLRXVLPSRUWDQFHWRKLP±PRQH\DQGWKH¿HOGRIWKHWHFKQRORJ\ station. This is also once again an indication of the technology station manager placing the blame for reasons why the benchmarking exercise produced the results that it had produced, on factors other than the technology station or him. $V DOUHDG\ PHQWLRQHG LQ WKH ¿UVW SDUDJUDSK RI WKLV WHFKQRORJ\ VWDWLRQ¶V analysis, because this technology station manager was in a rush to terminate WKHLQWHUYLHZDQGOHDYHKLVRI¿FH,KDGWRRPLWVRPHRIWKHTXHVWLRQVIURP 

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P\LQWHUYLHZVFKHGXOH,WKXVH[SODLQHGWRKLPWKDWVHHLQJDVKHZDVQRWJRLQJ WRDOORZPHWRDVNDOORIP\TXHVWLRQV,ZRXOGRPLWWKHTXHVWLRQZKHUHKH gives me an example of a success story regarding technology transfer that his WHFKQRORJ\ VWDWLRQ ZDV LQYROYHG LQ :KHQ WKLV VDPH TXHVWLRQ ZDV DVNHG RI other technology stations, they were always very eager to provide me with such a success story, however, this technology station manager preferred to terminate the interview than relate a success story of his technology station. (OVHZKHUHLQWKLVWKHVLV,DOUHDG\PHQWLRQHGWKDWDOWKRXJKHDFKWHFKQRORJ\ VWDWLRQPDQDJHUDQVZHUHGWKHVDPHTXHVWLRQLWZDVLQWHUHVWLQJWRQRWHZKDW each technology station manager focused on in the answers. The manager RI WKLV WHFKQRORJ\ VWDWLRQ VHHPHG WR PHQWLRQ PRQH\ TXLWH RIWHQ ,Q RQH RI WKHYHU\¿UVWTXHVWLRQVWKDWKHDQVZHUHGKHZHQWLQWRPXFKGHWDLODERXWWKH EHQH¿WVWKDWKLVWHFKQRORJ\VWDWLRQKDGQHJRWLDWHGZLWKWKHXQLYHUVLW\DQGKRZ QRRWKHUWHFKQRORJ\VWDWLRQUHFHLYHGVXFKEHQH¿WV³QRWHYHQ'87´KHKDGVDLG Then he mentioned how other technology stations with more money cannot be compared with those who have less. His last comment for the interview concerned the millions of Rands that different sectors and organizations of the JRYHUQPHQW KDG FRQWULEXWHG WR WKH 763 6DKRYLF   H[SODLQV HFRQRPLF growth of the Hierarchist as possible and desirable, but at the same time the UHDVRQIRUWKLVLVJLYHQDVWKHUHVXOWRIJURXSVDFUL¿FHDQGQRWDVDUHVXOWRIWKH competence of the individual. EPSILON $V FDQ EH VHHQ IURP WKH VFDWWHU JUDSK EHORZ ZLWK D VFRUH RI  RQ WKH *URXSD[LV DQG D VFRUH RI  RQ WKH *ULGD[LV WKLV WHFKQRORJ\ VWDWLRQ KDV a Hierarchical culture. This technology station manager is not only one of the few technology station managers who have been with their technology stations since the start, but he was also the one who drew up the business plan and established the technology station. Thus the culture of the technology station can completely be attributed to his leadership style and not to the LQÀXHQFHVRIDQ\RWKHUOHDGHU$VWKHLQWHUYLHZSURJUHVVHG,ZDVXQGHUWKH impression that this is the oldest technology station, just from the thorough DQGVPRRWKZD\HYHU\WKLQJVHHPHGWREHUXQ,ZDVODWHUWRGLVFRYHUWKDWWKLV technology station was, so to say, the second batch of technology station that were established. There was a group of technology stations older than this RQH 7KH ZD\ WKLV WHFKQRORJ\ VWDWLRQ PDQDJHU DQVZHUHG HDFK TXHVWLRQ ZDV done very meticulously. The technology station manager, instead of using general explanations coupled with demonstrative pronouns such as this, that, WKRVH HWF KH XVHG VSHFL¿F WHUPV GHWDLOHG GHVFULSWLRQV DQG H[DFW DPRXQWV 120

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Also, throughout the interview, the technology station manager LQWHUFKDQJHDEO\ XVHG WKH SURQRXQV ³,´ DQG ³ZH´ LQGLFDWLQJ WKDW WKH ZD\ KH leads the technology station is not in an autocratic fashion. The technology VWDWLRQ PDQDJHU DQVZHUHG WKH TXHVWLRQ FRQFHUQLQJ ZKDW WKH SURFHVVHV DUH that centered around a project, by saying that he screens the project before calling in one or two members of the relevant line that would be needed on the project. These two line members would then “disseminate the information down”. The technology station manager explained that in the past he would have been the one to do everything, but by now they have “outgrown that”, WKRXJKLWVWLOOKDSSHQVRQRFFDVLRQ7KLVVKRZVWKHQRQDXWRFUDWLFZD\RIWKLV technology station manager’s management style. At the same time, we see that 121

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the phrase “disseminate the information down” indicates that a hierarchical IRUP RI PDQDJHPHQW LV HPSOR\HG 3HSSHUGD\    H[SODLQV WKDW ZLWK the Hierarchists one of the resources within an organization is information and inside the organization, those who are ranked higher “will know more, control LQIRUPDWLRQGLVSHUVDODQGNHHSVHFUHWV´DVSODLQO\UHÀHFWHGLQWKLVWHFKQRORJ\ station. ,ZDVLQWHUHVWHGWRNQRZKRZQHZLQIRUPDWLRQZDVFLUFXODWHGWKURXJKRXWWKH technology station and through what channels it entered the technology station. The technology station manager explained that everybody is responsible for being informed of what is happening in the group in which he is working and LQIRUPHGRIZKDWLVUHOHYDQWWRWKHJURXSRULQKLVVSHFL¿F¿HOG7KLVLQGLFDWHV WKDWWKHLQIRUPDWLRQLVQRW¿OWHUHGGRZQRU¿UVWHGLWHGRQWKHEDVLVRQZKDW WKHPDQDJHUWKLQNVWKHVWDIIVKRXOGKHDURUQRWRQFHDJDLQLQGLFDWLQJDQRQ despotic management method. ,W ZDV LQWHUHVWLQJ WR QRWH WKDW ZKHQ WKLQJV JR ZURQJ DW WKH WHFKQRORJ\ station, for example when a problem with a project arises, the technology station manager blamed “bad management” as in the management system that WKH\DUHXVLQJ3HSSHUGD\ H[SODLQVWKDWZKHQWKLQJVJRZURQJWKH (JDOLWDULDQV EODPH ³WKH V\VWHP´$W WKH VDPH WLPH KH DWWULEXWHG RQH RI WKH bigger problems that they have with their projects as being because the “client GHOD\VWKHSURFHVV´6DKRYLF H[SODLQVWKDWZKHQWKLQJVJRZURQJWKH Hierarchists shed the blame by blaming any other person of cause for the problem, in this case the clients were blamed for not keeping their end of the bargain. He further explains that when this happens, “there is nothing we can do about it”, although they are looking at putting measures in place to counteract WKHVHGHOD\VE\WKHFOLHQWE\SHQDOL]LQJWKHFOLHQWVIRUWKDW7KHMXVWL¿FDWLRQ of such a penalization was because the technology station is so busy that “we FDQ¶WDIIRUGWRKDYHFOLHQWVVWXI¿QJXVDURXQGEHFDXVHLIWKH\VWXIIXVDURXQG all it means is that we will get to the next client later”. To determine how well regulated the technology station is and whether any ELQGLQJSUHVFULSWLRQVZHUHLQSODFH,SRVHGDTXHVWLRQRQWKHUXOHVSURFHGXUHV systems, etc. that are in place to manage the technology station and its staff. The WHFKQRORJ\VWDWLRQPDQDJHUDQVZHUHGWKDWWKH\HPSOR\HG0LFURVRIW3URMHFWV ZKLFKLVW\SLFDOO\ZKDWWKH\ZRXOGVHWXSZLWKWKHLUFOLHQW+HWKHQZHQWRQ WRH[SODLQZKDW063URMHFWVZDVDOODERXWDQGWKDWWKH\KDGLPSOHPHQWHGLW VRHI¿FLHQWO\ZLWKLQWKHWHFKQRORJ\VWDWLRQWKDWLWQRWRQO\ZRUNHGSHUIHFWO\ for them, but that Tshumisano had noticed how well their technology station ZDV UXQ DQG KDG UHTXHVWHG WKDW WKH\ FRQGXFW D ZRUNVKRS WR LPSDUW WKHLU knowledge and experience to the other technology stations. These systems, set proceedings and regulations are indicative of Hierarchists. Gross and 122

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5D\QHU H[SODLQWKLVDVEHLQJWKHFDVHEHFDXVHWKRVHRIWKH+LHUDUFKLVW Culture show a preference for set procedures and rules. The training group and workshop presented by this technology station to the other technology stations LQGLFDWHVWKHVHOÀHVVQHVVRIWKLVSDUWLFXODUWHFKQRORJ\VWDWLRQ Another indication of regulations and guidelines in place was the explanation WKDWWKHWHFKQRORJ\VWDWLRQPDQDJHUJDYHRQWKHSUR¿WPDGHE\KLVWHFKQRORJ\ VWDWLRQZKHQKHVWDWHG³ZHGRQ¶WPDNHDSUR¿WEXWZHGRKDYHDZD\RIDFDVK ÀRZPDQDJHPHQWVFHQDULRZLWKWKHFOLHQW:HDOZD\VPDNHVXUHWKDWZHKDYH a certain amount of money available so that we can start the next project”. The WHFKQRORJ\VWDWLRQPDQDJHUDOVRLQGLFDWHGWKDWWKH\KDG¿QDQFLDOPDQDJHPHQW systems in place to ensure that there is always an amount totaling six months worth of salaries available should their funding bodies no longer be able to make this subsidy available to them. $QRWKHUXQLTXHIHDWXUHRIWKLVWHFKQRORJ\VWDWLRQZDVWKDWLWVPDQDJHUVWLOO had its full professorship. This, the technology station manager explained, PHDQWWKDWZLWKDOOKLVOHFWXULQJGXWLHVDQGPDQ\SRVWJUDGXDWHVWXGHQWVKLV entire workload was arranged so that he would work “fourteen hours a day, VHYHQGD\VDZHHN´0RUHUHPDUNDEOHWKDQWKHIDFWWKDWWKHWHFKQRORJ\VWDWLRQ manager ran two jobs, was the way he imparted this information: “it’s, you NQRZLW¶VQRWWKDW,GRQ¶WZDQWWR>ZRUNWZRMREV@,¶PTXLWHKDSS\WRGRLWEXW ,VWLOOKDYHWKHKLJKHVWUHVHDUFKRXWSXWV,¶YHVWLOOJRWWKHSRVWJUDGXDWHVWXGHQWV ZKRP,DPVXSHUYLVLQJDQG,GRHLJKWKRXUVOHFWXULQJDZHHN´:KLOHLPSDUWLQJ this information to me, there was no sign of resentfulness, or frustration, rather KHVDLGLWZLWKFRPSDVVLRQDQGSULGH3HSSHUGD\ PDLQWDLQVWKDWZLWKLQ WKH +LHUDUFKLVW FXOWXUH WKH VHOIVDFUL¿FLQJ KHUR ZLOO EH DGPLUHG GHFRUDWHG and promoted. The hero within this culture type would similarly make a ³VXSHULRUHIIRUWEUDYHU\GHGLFDWLRQVHOIVDFUL¿FH WRVXSSRUWWKHFROOHFWLYH´ 3HSSHUGD\    +HUH HYLGHQFH LV DOVR JLYHQ RQ WKH OHDGHUVKLS VW\OH that the technology station manager brings to the technology station as being WZRIROG ± WKDW SURGXFHG E\ EHLQJ D OHFWXUHU DQG WKDW SURGXFHG E\ EHLQJ D the manager of the station. The technology station manager explained that the work that he does within the technology station is “a lot less consulting ZRUNLW¶VPRUHPDQDJLQJ´DQGKHZHQWRQWRIXUWKHUH[SODLQWKDWKHKDV³« FRPSHWHQWSHRSOH,I\RXKDYHFRPSHWHQWSHRSOHWKHQ\RXFDQGRDORW´7KLV statement indicates that he as the technology station manager does not take the credit for the successes and competencies of the technology station, but attributes them mostly to his staff. :H RQFH DJDLQ JHW WKH LPSUHVVLRQ RI WKH VHOÀHVVQHVV RI WKH WHFKQRORJ\ VWDWLRQPDQDJHUDQGKLVKHURTXDOLW\ZKHQKHWHOOVRIWKHPDQ\KRXUVWKDWKH works: 

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This manager works overtime, but does not expect the dividends he receives WR UHÀHFW WKLV DQG WKH DOORZDQFH WKDW KH UHFHLYHV LV QRW DV PXFK DV ZKDW KH ZRXOG DFTXLUH KDG LW EHHQ D IXOO VDODU\ WKDW WHFKQRORJ\ VWDWLRQ PDQDJHUV receive in their positions. 0DPDGRXK    GHWHUPLQHV WKDW GLYLVLRQ RI ODERU GLIIHUHQWLDWHG UROHV ELQGLQJ SUHVFULSWLRQV ³HTXDOLW\ EHIRUH WKH ODZ´ HWF DOO VLJQL¿FDQW of a Hierarchical culture, are “vulnerable to misplaced trust in authority”. However, the manager explains that although he is the only person with veto right, the technical advisors can and do make suggestions. The technology VWDWLRQPDQDJHUJLYHVWKHIROORZLQJH[DPSOHRIWKLV³«RQDSURMHFW,VD\WKDW WKHSHUVRQKDVJRWWKH¿QDOVD\RQZKLFKGLUHFWLRQWRWDNHVR,ZLOOGLFWDWHWKDW EHFDXVH RWKHUZLVH WKHUH ZLOO DOZD\V EH VRPH GLVDJUHHPHQWV´7KLV VLJQL¿HV that the technology station manager knows the importance of there being one head – to avoid disagreements – but at the same time the technology station manager is aware that autocratic management is neither constructive. He also gives another example of where the senior staff are the ones signing off the SURMHFWV DQG QRW KLP ³, DP LQYROYHG ZLWK HYHU\ VLQJOH RQH >SURMHFW@ DERYH 57KHSURMHFWVEHORZ5,ZLOOMXVWJLYHWRWKHVHQLRUPDQDJHUVWR sign off.” Thus from the above analysis, this technology station can be categorized as +LHUDUFKLFDOZLWKLQWKHIRXUTXDGUDQWVRI*ULG*URXS&XOWXUDO7KHRU\ *$00$ $V FDQ EH VHHQ IURP WKH VFDWWHU JUDSK EHORZ ZLWK D VFRUH RI  RQ WKH *URXSD[LV DQG D VFRUH RI  RQ WKH *ULGD[LV WKLV WHFKQRORJ\ VWDWLRQ KDV a Hierarchical culture. This technology station manager was seconded into the position of technology station manager from the university and has been in this position at the technology station since it’s establishment. Thus with this technology station, the culture of the technology station can be entirely DWWULEXWHGWRKLVOHDGHUVKLSVW\OHDQGQRWWRWKHLQÀXHQFHVRIDQ\RWKHUOHDGHU This technology station is of medium size, having a staff component of only ten SHRSOH7KURXJKRXWWKHLQWHUYLHZ,FRQVWDQWO\UHFHLYHGWKHLPSUHVVLRQWKDWWKLV technology station was managed in a very diplomatic way and the impression ZDV PRUH RI D ÀDW VWUXFWXUH )RU H[DPSOH WKH WHFKQRORJ\ VWDWLRQ PDQDJHU without fail, only made use of the pronouns “we” or “our” in answering 124

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personally. The technology station manager was the head and had the veto right on decisions, but most of the time decisions were made in consultation with the staff during the weekly meetings or with the management committee. )RU H[DPSOH WKH WHFKQRORJ\ VWDWLRQ PDQDJHU DQVZHUHG WKH TXHVWLRQ ³:KR GHFLGHVZKRRIWKHWHFKQRORJ\VWDWLRQVWDIIZLOOPDNHWKLVDQQXDOYLVLW"´ZLWK “We as a management committee within the technology station”. According to 'RXJODV WKH(JDOLWDULDQVROLGDULW\LVFKDUDFWHUL]HGE\VPDOOJURXSIDFH WRIDFHLQWHUDFWLRQVSDUWLFLSDWLYHGHFLVLRQPDNLQJDQGDQHWZRUNRIUHFLSURFDO exchanges. The technology station manager further explained that on return from their overseas visits, the technology station had to make PowerPoint presentations WRWKHLUDGYLVRU\ERDUGKRZHYHU,QRWHGWKDWVXFKSUHVHQWDWLRQVZHUHQRWDOZD\V expected at the other technology stations. Although this manager described the VWDWLRQ DV KDYLQJ D ÀDW VWUXFWXUH IURP WKH UHSRUWLQJ FKDQQHOV RQH FRXOG VHH the hierarchical structure that was in existence. When visiting the technology station, the atmosphere there was one of harmony and the sense of everyone ZRUNLQJWRJHWKHUWRZDUGVDFRPPRQJRDOWKDWZDVQRWVHOIVHUYLQJ(YHU\WKLQJ 

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that the technology station manager mentioned was infused with current, on hand examples. From the examples that were given, there were neither vague explanations nor indirect references. The fact that such examples were given also indicated the lesser degree of secrecy involved around the projects at this technology station and the permeability of the group boundaries. , SRVHG WKH TXHVWLRQ ³+RZ PXFK LQGLYLGXDO GHFLVLRQPDNLQJ GRHV HDFK SURMHFWOHDGHUDGYLVRUKDYHRQKLVRUKHUSURMHFW"´DQGWKHWHFKQRORJ\VWDWLRQ manager explained that everyone makes most of these decisions in the weekly PHHWLQJVEXWVKRXOGD¿QDOGHFLVLRQQHHGWREHPDGHWKDWGHFLVLRQZRXOGUHVW with him. He made a special point of explaining that the project leader would only have the authority to make important decisions about projects when the SURMHFWOHDGHUKDG¿UVWO\GLVFXVVHGDQGVHFRQGO\SXWDSURSRVDOWKURXJKWRKLP Once again the indication is given that no autocratic decisions are made, rather decisions are reached in unity with the project leader or at weekly meetings. 7KHZHHNO\GHFLVLRQVDOVRSRLQWWRWKHSDUWLFLSDWLYHGHFLVLRQPDNLQJDQGIDFH WRIDFHLQWHUDFWLRQDVGHWHUPLQHGE\'RXJODV DVDFKDUDFWHULVWLFRIWKH (JDOLWDULDQFXOWXUH The technology station manager explained in detail, the procedure of how a project is run, from the very start, with the use of templates, audits, investigations, interns, meetings, proposal including the costs, getting the team together right until the very end with the review sessions and closing down of the project. The procedures and processes that are in place to organize and PDQDJHWKHSURMHFWVRIWKHWHFKQRORJ\VWDWLRQLQGLFDWHVWKHKLJK*ULGVWUHQJWK RIWKLVWHFKQRORJ\VWDWLRQ*URVVDQG5D\QHU H[SODLQWKDWLQGLYLGXDOV of the Hierarchist Culture show a preference for set procedures and rules. The technology station manager had also been approached by Tshumisano to present a workshop to train the other technology station managers indicating WKHVHOÀHVVQHVVRIWKLVSDUWLFXODUWHFKQRORJ\VWDWLRQDQGWKHKLJKOHYHORILWV management system. 7KHOHYHORILQÀXHQFHWKDWWKHXQLYHUVLW\KDVRQWKHWHFKQRORJ\VWDWLRQDQG WKHOHYHORI¿QDQFLDOLQGHSHQGHQFHRIWKHWHFKQRORJ\VWDWLRQDUHVKRZQLQWKH following extract: 1RPRQH\FRPHVIURPWKHXQLYHUVLW\QRWHYHQVDODULHV$OOIXQGVDUHHLWKHUIURPIHHV WKDWZHFKDUJHEXVLQHVVHVRUIXQGLQJWKDWZHUHFHLYHIURPZKHUHYHU0\VDODU\DVZHOOLQ DFWXDOIDFWHYHU\WKLQJJ@RRGWHDPZRUNVWURQJHIIRUW KLJKTXDOL¿FDWLRQRIVWDII«FOHDUDQGDFFXUDWHDXGLWHWF´DVLVSRLQWHGRXWE\ the manager – in other words the projects’ successes are not due to external factors, but due to the technology station itself. Another example of the cause for a problem being due to external factors was the manager’s explanation of why projects fail: /DFNRIFRPPLWPHQWIURPWKH60(WRFDUU\WKHSURMHFWWKURXJK«DQGWKHRWKHUWKLQJLV SURMHFWFUHHS«ZH¿QGRXWWKDWPD\EHZHGRQ¶WDFWXDOO\KDYHWKHH[SHUWLVHWRGHDOZLWKWKH issue, and then we say we can’t actually deal with this issue.

:LWK WKH ¿UVW WZR IDLOXUHV WKH EODPH LV SXW RQ WKH FOLHQW DQG QRW WKH technology station, with the last failure, the technology station and its lack of expertise is blamed. Throughout this interview, no mention of the university having a negative role in the management of the technology station was made. Continuous 

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indications of good relations between the staff of the technology station and the technology station manager were noticed. What dominated mostly were the networks that are in place involving the technology station, industry and government. And what also featured often is the training that this technology VWDWLRQLVLQYROYHGLQ7KHFOXHVUHFHLYHGIURPWKHDQDO\VLVRIWKHRSHQHQGHG TXHVWLRQV DV WR WKH FXOWXUH RI WKLV WHFKQRORJ\ VWDWLRQ LV WKDW LW OHDQHG PRUH WRZDUGV(JDOLWDULDQFXOWXUHWKDQDQ\RWKHURIWKHWKUHHTXDGUDQWVWKRXJKDV with most of the other technology stations, this one also showed indications of KDYLQJTXDOLWLHVRIWKHRWKHUWKUHHFXOWXUHVDVZHOO KAPPA As can be seen from the scatter graph of this technology station, with a VFRUH RI  RQ WKH *URXSD[LV DQG D VFRUH RI  RQ WKH *ULGD[LV WKLV technology station has a Hierarchical culture. A professor at the university at which the technology station is based had established the technology station. 7KLVVDPHSURIHVVRUIRXQGHGDQLQVWLWXWHDWWKHXQLYHUVLW\LQWKHVDPH¿HOGDV the technology station, but on a much larger scale than the technology station. 7KH SURIHVVRU WKXV ¿UVW VWDUWHG WKH ODUJHU LQVWLWXWH DQG WKHQ IRUPHG WKH technology station when the structures were already in place as explained by the technology station manager: +H>WKHIRXQGHURIWKHWHFKQRORJ\VWDWLRQ@DOUHDG\KDGDIUDPHZRUNRILQGXVWU\UHODWHG VWXII«DUHVHDUFKHQWLW\DWHDFKLQJHQWLW\DQGWKLVVPDOOODERUDWRU\WKDWZDVDOUHDG\GRLQJ LQGXVWU\VXSSRUWDQGWKHQLWEHFDPHHYLGHQWWKDWZKDWZHZHUHGRLQJ¿WWHGUHDVRQDEO\ZHOO with the objectives of Tshumisano because here we were supporting small industries and businesses from an analytical perspective and we had capabilities and we were already structured to serve industry.

Thus the organizational culture of the technology station has to be attributed jointly to the director of the institute and the technology station manager. The WHFKQRORJ\VWDWLRQPDQDJHUDYHU\EURDGPLQGHGG\QDPLFDQGZHOOLQIRUPHG individual is not at all contained within the technology station and the larger LQVWLWXWHLQWRZKLFKWKHWHFKQRORJ\VWDWLRQ¿WVKDVWKHGXDOUROHRIOHFWXUHULQ academia as well as heading the technology station. This technology station is fairly young – just three years old and from the interview, one received a good impression of the many international networks in which this technology station is involved as the manager focused mostly on this topic throughout the LQWHUYLHZ7KHFRQ¿GHQWXVHRIWKHSURQRXQ³,´IRUH[DPSOH³,¶YHVHQWKLP >WKHWHFKQRORJ\RI¿FHU@RYHUWRVSHQGWLPHZLWKWKHP>DWHFKQRORJ\VWDWLRQLQ another part of the country]” indicated the subtle autocratic leadership style of the technology station manager. All in all the technology station was very well 

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size technology station, having a predominantly hierarchical structure due to being run as part of the larger institute, they see themselves more as a matrix type structure since the staff move laterally along the structures regarding WKHLU WDVNV RQ SURMHFWV DV VWDWHG E\ WKH WHFKQRORJ\ VWDWLRQ PDQDJHU ³«WKH organogram shows or tends to show a classic sort of hierarchal structure, but we tend to move across, we have a matrix organizational model and allocate UHVRXUFHV>KXPDQUHVRXUFHV@LQOLQHZLWKDYDLODELOLW\´7KHIDFWWKDWWKHVWDIIRI WKHWHFKQRORJ\VWDWLRQDQGWKHLQVWLWXWHDUHVRWRVD\µVKDUHG¶VHHLQJDVVRPHRI the staff work as research scientists, supervisors of doctoral or masters projects and also lecturers, indicates the permeable group boundaries of the technology station. From this we can also observe that the technology station has a good relation with the faculty under which it falls at the university, because as explained by the technology station manager, the technology station does not ³VWUXJJOHWR¿QGDFDGHPLFVWRWDNH>WKH@SURMHFWVVHULRXVO\«HYHU\ERG\JHWV involved in projects for small businesses because that is what we set ourselves XSWRGRLQWKH¿UVWSODFH´ 

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The technology station manager explained that the technology station as ZHOODVLQGLYLGXDOVIURPWKHLQVWLWXWHVLWVRQDELZHHNO\EDVLVZLWKDOOWKH projects that come in so as to decide whether they have the capability or not to carry a project forward. For those projects that they are able to take on they VLJQDQDJUHHPHQWZLWKWKHFOLHQWGH¿QLQJZKDWWKH\³ZLOOGRIRUKLP>WKH client] when we will deliver it, what it will cost him and what, if any, subsidy will be provided for him by Tshumisano”. This is indicative of the fact that decisions are not made in a completely autocratic fashion, but are discussed within the group of the technology station as well as with members of the institute. 3HSSHUGD\ H[SODLQVWKDWZLWKWKH+LHUDUFKLVWVRQHRIWKHUHVRXUFHV ZLWKLQDQRUJDQL]DWLRQLVLQIRUPDWLRQ,QVLGHWKHRUJDQL]DWLRQWKRVHZKRDUH ranked higher “will know more, control information dispersal and keep secrets” DV LV SODLQO\ UHÀHFWHG LQ WKLV WHFKQRORJ\ VWDWLRQ 2QO\ WHFKQRORJ\ RI¿FHUV WHFKQRORJ\VWDWLRQPDQDJHUDQGWKHGLUHFWRURIWKHLQVWLWXWHKDYHDFFHVVWR¿OHV The manager gave the reason for this as being because they are the records of the technology station manager, thus “anyone outside the management team QHHGVWRDVNPH¿UVWLIWKH\ZDQWDFFHVVWRP\¿OHV´KHH[SODLQHG7KLVDFOHDU indication of the inclination of a hierarchy even within the technology station itself. With regard to information resources at the technology station, there is a monthly online newsletter that includes information on all their major projects. Feedback from the board meetings also seemed to be given. The technology station manager mentioned that the different groups – the staff of the institute, the faculty and technology station – did not always know what the other group was working on. He explained that he was therefore pushing for the building of the new premises because part of the reason for this minor breakdown in communication as due to the fact that the technology station, the institute and the faculty were spread out in different buildings. Also, after a staff member had mentioned that they did not know who is working on what project, he made a special note that the administrator includes in the newsletter, not only the projects, but also the project team working on each project. The technology station manager explained that this information “was not kept secret, it was MXVWWKDWLWZDVQRWWKDWHDVLO\DFFHVVLEOH´(YHQWKRXJKWKHWHFKQRORJ\VWDWLRQ seemed to have more of a hierarchical structure, when it came to some of the information resources, he attempted to keep the technology station staff informed. When it came to things going wrong at the technology station, blame was placed on the client and his or her lack of commitment. The technology station manager also attributed the reason for project failure as being due to the fact that they “are just overwhelmed by the technology – it just doesn’t 

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work”. A third problem that complicated matters, and most of the technology VWDWLRQVPHQWLRQHGWKLVDVDSUREOHPZDVWKDWWKH¿QDQFHGHSDUWPHQWRIWKH XQLYHUVLW\VSHFL¿FDOO\KDPSHUHGWLPHHI¿FLHQF\LQFRPSOHWLRQRISURMHFWVE\ not timelessly releasing the already approved funding for projects. The technology station manager explained that the scope of a project is drafted and coordinated by the technology advisor. The technology station PDQDJHUORRNVDWWKH¿QDOVFRSHDQGPDNHVDGHFLVLRQDVIROORZV³LI,EHOLHYH WKHVFRSHVHWVXSZKDWZHFDQGR«ZLWKWKHJXLGDQFHRIWKHWHFKQLFDOWHDP DWRXUELZHHNO\PHHWLQJVWKHQ,GHFLGHWRJRDKHDG´2QDOOSURMHFWVFHQWUDO UROHVDUHDOORFDWHG±SURMHFWOHDGHUWHFKQLFDODGYLVRUSURMHFWRI¿FHU±ZKHUH WKH WHFKQRORJ\ VWDWLRQ PDQDJHU WKH WHFKQRORJ\ RI¿FHU RU GLUHFWRU RI WKH LQVWLWXWHDUHDVUHVSRQVLEOHIRUWKHSURMHFWDVLVWKHSURMHFWOHDGHU(LWKHUMRLQW GHFLVLRQV DUH PDGH RU ¿QDO GHFLVLRQV DUH UHDFKHG YLD D YHWR )RU H[DPSOH as a last point, the technology station manager explained that because the projects are multifaceted, there is never one person making decisions on the project, thus indicating hierarchical leadership to a degree. The regulations, procedures, and systems that are in place all point to the highly regulated and binding prescriptions under which the technology station exists, as does the IROORZLQJTXRWH We have weekly technical committee meetings on project progress, resource allocation and project approval or rejection. We have monthly management meetings to review HR SROLF\ SHUIRUPDQFH DQG ¿QDQFLDO DQG SODQQLQJ LVVXHV :H KDYH TXDUWHUO\ 0DQDJHPHQW 6WHHULQJFRPPLWWHHPHHWLQJVWRUHYLHZDQGDSSURYHTXDUWHUO\7,$SHUIRUPDQFHUHSRUWVDQG ELDQQXDOERDUGPHHWLQJVWRDSSURYHPDMRUFKDQJHVWRSROLF\FDSLWDOSURMHFWVDQG¿QDQFLDO performance and annual planning.

7KXVIURPWKHDQDO\VLVRIWKHRSHQHQGTXHVWLRQVWKHFXOWXUHLQWRZKLFKWKH WHFKQRORJ\VWDWLRQ¿WVLVWKDWRI+LHUDUFKLFDO LAMBDA $V FDQ EH VHHQ IURP WKH VFDWWHU JUDSK EHORZ ZLWK D VFRUH RI  RQ WKH *URXSD[LVDQGDVFRUHRIRQWKH*ULGD[LVWKLVWHFKQRORJ\VWDWLRQKDVD Hierarchical culture. From the very start of this interview, one could determine that the university at which the technology station is housed has a very strong hold on the technology station, in comparison to the other technology stations LQWKHFRXQWU\7KLVSHUVRQZLWKZKRP,FRQGXFWHGWKHLQWHUYLHZLVWKHWKLUG appointed manager at the technology station. The two preceding managers did not stay in the position very long because it “didn’t work out too well” LPSDUWHGWKHFXUUHQWPDQDJHU,WVHHPVWKDWKLVWZRSUHGHFHVVRUVGLGQRWPHHW ZLWKWKHDSSURYDORIWKHXQLYHUVLW\VSHFL¿FDOO\WKHGHDQRIWKHIDFXOW\DWWKDW



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time, to which this technology station is linked. Here already one sees the VWUHQJWKRIWKHLQÀXHQFHRIWKHXQLYHUVLW\RQWKHWHFKQRORJ\VWDWLRQ7KHYHU\ next comment by the technology station manager once again indicated this WUHQG³,QHHGHGH[WUDKDQGVDQG7VKXPLVDQRDJUHHGWRLWLQWHUPVRIDGGLWLRQDO IXQGLQJ EXW , VWLOO KDG WR JR WKURXJK WKH XQLYHUVLW\ V\VWHP DV ZHOO´  (YHQ though the funding was not coming from the coffers of the university, they still had a say in whether the funds would be released to the technology station nor not, and when the funds would be released. Further along in the interview the technology station manager explained that the purpose of formal meetings are more than just for discussions. These meetings, the manager explained, are also for recording “general happenings in the station for the month”. Thus the minutes of these meetings “get taken up into our board meeting, chaired by the QRPLQHHRIWKHGHDQ«DQGJHWVUHFRUGHGDQGSUHVHQWHGIRUQRWLQJ´7KLVTXRWH not only indicates the procedures and regulations that are in place, but also the extent of control of the faculty under which the technology station falls, via the GHDQ7KHWHFKQRORJ\VWDWLRQPDQDJHUDQVZHUHGWKHTXHVWLRQ³+RZRIWHQGRHV 




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\RXUWHFKQRORJ\VWDWLRQPHHWZLWKVHFWLRQVRUSHUVRQVRIWKHXQLYHUVLW\"´ZLWK “when there is a need to or when the university feels there is a need to meet then meetings of that nature will take place”. Here we once again see how the university controls the station by dictating when meetings should occur with the technology station. When the technology VWDWLRQPDQDJHUH[SODLQV³,¶YHDOVRJRWWKHRWKHUWHFKQRORJ\VWDWLRQPDQDJHU >IURP WKH VDPH SURYLQFH DV WKLV WHFKQRORJ\ VWDWLRQ@ WR DWWHQG WKH ERDUG meetings as well because he, in terms of the operations of the technology station, and can give us fairly good input due to his experience”, one wonders if the attendance by the external technology station manager is also to keep a balance between the technology station and the faculty. Whereas within WKHWHFKQRORJ\VWDWLRQWKHUHZDVDÀDWVWUXFWXUHIURPWKHUHSRUWLQJFKDQQHOV one could see the external and encompassing hierarchical structure that is in place with regard to the technology station and the manager. One outstanding characteristic of this technology station manager was his Pollyanna attitude WRZDUGVWKHXQLYHUVLW\DQGIDFXOW\LVVXHVLQÀXHQFLQJWKHGDLO\UXQQLQJRIWKH technology station. Such issues were the constant complaint of many of the other technology stations, however this technology station manager remained positive and optimistic in the face of the resulting hindrances. From the staff that were originally employed when the technology station ZDV¿UVWHVWDEOLVKHGRQO\RQHVWDIIPHPEHUUHPDLQHG7KHWHFKQRORJ\VWDWLRQ PDQDJHULQGLFDWHGWKDWWKUHHRIKLVVWDIIZKRDUHRQWKUHH\HDUFRQWUDFWVDUH FXUUHQWO\VWXG\LQJWKHLU0DVWHUVDWWKHXQLYHUVLW\,WZLOOEHLQWHUHVWLQJWRVHH whether these three staff members will remain at the technology station once they have completed their degrees or whether they will leave the technology station for greener pastures just as most of their counterparts have done at technology stations throughout the country. However, the current status, since the new technology station manager has been placed here, is that the WXUQRYHUUDWHLVPXFKORZHUWKDQGXULQJWKH¿UVWIHZ\HDUVRIWKHWHFKQRORJ\ station’s existence. This is an indication of the strength of the technology station’s boundaries and thus the high strength of the Group dimension of the technology station. Within the technology station it was clear that the technology station manager employed a more autocratic leadership style that ensured smooth running of the technology station. For example, regarding a particular training for the WHFKQRORJ\VWDWLRQVWDIIWKHWHFKQRORJ\VWDWLRQPDQDJHUVDLG³,ZRXOGPDNH WKH ¿QDO GHFLVLRQ´ UHJDUGLQJ GHFLVLRQV DURXQG WHFKQRORJ\ VWDWLRQ SURMHFWV KHH[SODLQHGWKDW³1RELJGHFLVLRQVDUHWDNHQZLWKRXWPH´DQGFRQFHUQLQJ reports to the client the technology station manager made it clear that at the HQGRIWKHOLQHKHZRXOGEHWKHRQHZKRUHFHLYHVLWDQGJLYHVWKH¿QDOVWDPS 

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of approval before it is sent out to the client. Also, in describing what the daily meetings with the technology station staff involved, the manager explained his DFWLYLWLHVDVIROORZV³,QWKDWPHHWLQJ,¶GVD\\RXZHUHVXSSRVHGWRGRWKDW have you done it, ok, what is your next step, great” once again indicating his management style. When it came to placing the blame when things failed, the answers and indications were such that positive aspects were determined as being the UHVXOW RI WKH WHFKQRORJ\ VWDWLRQ VWDII )RU H[DPSOH WR WKH TXHVWLRQ ³:KDW OHG WR SURMHFW VXFFHVV"´ WKH WHFKQRORJ\ VWDWLRQ PDQDJHU DQVZHUHG ³*RRG WHDPZRUNVWURQJHIIRUWKLJKTXDOL¿FDWLRQRIVWDII´DQG³&RPSOHWLRQRQWLPH DQG WR VSHFL¿FDWLRQ´ WKXV LQGLFDWLQJ WKDW WKH WHFKQRORJ\ VWDWLRQ VWDII ZHUH UHVSRQVLEOHIRUSURMHFWVXFFHVV,QGLFDWLRQVRISURMHFWVIDLOLQJZHUHJLYHQDV EHLQJWKHIDXOWRIERWKWKHFOLHQWDQGWKHWHFKQRORJ\VWDWLRQVSHFL¿FDOO\WKH V\VWHPWKDWWKHWHFKQRORJ\VWDWLRQKDGLQSODFH3HSSHUGD\ H[SODLQV WKDWZKHQWKLQJVJRZURQJWKH(JDOLWDULDQVEODPH³WKHV\VWHP´DQG6DKRYLF  HVWDEOLVKWKDWZKHQWKLQJVJRZURQJWKH+LHUDUFKLVWVVKHGEODPH)RU example, the manager explained project failure and the absence of technology transfer as: “largely due to client expectation changing during the course of the project”, “the lack of opportunity from the client’s side”, “Behind time, bad strategy, incorrect technology strategy used, poor communication between client and technology station staff”, and “sometimes due to not enough internal H[SHUWLVH DOORZLQJ IRU D TXLFN DSSURSULDWH UHVSRQVH´:KHQ WKH TXHVWLRQ RI ZKDWWKHµLQJUHGLHQWV¶IRUVXFFHVVIXOWHFKQRORJ\WUDQVIHUDUHWKHDQVZHUZDV given as “Willing recipients of the technology transfer” indicating that the responsibility rested with the client and not the technology station staff. When the technology station manager described a few incidents where 1) a client was QRWKDSS\ZLWKWKHFRVWRIDTXRWHWKHWHFKQRORJ\VWDWLRQJDYHIRUDSURMHFW  WKHWHFKQRORJ\VWDWLRQZDVQRWUHSRUWLQJHQRXJKDQG WKDWWKHWHFKQRORJ\ station was falling behind, we see that the manager also saw the technology station as partly to be blamed for imperfect project progress. There were many indications of rules, regulations, prescriptions and procedures regarding the running of the technology station internally and also IURPH[WHUQDOFKDQQHOV*URVVDQG5D\QHU H[SODLQWKDWLQGLYLGXDOVRI the Hierarchist culture show a preference for set procedures and rules. An H[DPSOH WKDW WKH PDQDJHU JDYH RI VXFK SURFHGXUHV UHJDUG UHTXLVLWLRQ IRUPV ZKHUHLWZDVUHTXLUHGWKDWWKHGHDQRIWKHIDFXOW\FRVLJQVWKHIRUPVZLWKKLP ,QWKLVFDVHHYHQWKHIDFWWKDWWKHUHZDVXVXDOO\DGHOD\LQWKHGHDQVLJQLQJ RII WKH UHTXLVLWLRQ IRUP WKLV GLG QRW GDXQW WKH WHFKQRORJ\ VWDWLRQ PDQDJHU Another example that was given was for the application of the funding of PDMRUHTXLSPHQW+HUHLWZDVDOVRQHFHVVDU\WKDWWKHFKDLUSHUVRQRIWKHERDUG 

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give approval of the application and thereafter, the technology station manager ZRXOGDOZD\VUHSRUWEDFNWRWKHERDUGRQZKDWHTXLSPHQWKDGEHHQSXUFKDVHG and commissioned. However, in the true Pollyanna fashion of the technology station manager, they did not hinder him as much as they affected the other technology station managers: Let’s put it this way: There are rules and regulations that belong to the university and WKRVHELQGXVEXW,DPSOHDVHGWRVD\WKDWWKHSHRSOHRXWVLGHWKHVWDWLRQWKHLUUROHLQUXQQLQJ WKHVWDWLRQLVPLQLPDO,WKLQNZHDUHYHU\IRUWXQDWHLQWKDWVHQVH:HDUHOHIWWRRXURZQ devices as long as we stick to rules obviously. And also when there is anything that needs GHFLVLRQVWKDW,IHHO,FDQ¶WWDNHLWZLOODOZD\VEHGRQHWKURXJKWKHERDUGRUWKURXJKZKRHYHU LV WKH DSSURSULDWH SHUVRQ WR DVVLVW ZLWK WDNLQJ GHFLVLRQV 6R HVSHFLDOO\ ZKHUH , ZRXOG EH FRPSURPLVHGIRUH[DPSOH,ZRXOGUHIHULWWRVRPHERG\DERYHPHWRWDNHWKHGHFLVLRQZLWK PHVRWKDW,¶PQRWOHIWZLWKDQ\HJJRQP\IDFH

7KXVZHFDQVHHQRWRQO\ZDVKHSRVLWLYHDERXWWKHH[WHUQDOLQÀXHQFHVRQ the technology station, he also welcomed them. 7KHUH ZDV DOVR D SUDFWLFDO KLQW DW WKH XQLYHUVLW\¶V PLQGVHW WRZDUGV WKH importance of the technology station. When it came to the use of the laboratories, the message was that the university’s academic programme takes precedence: “we would not even try and make academia move their schedule for us. And we explain that to clients as well so they are aware that the use of a certain area is restricted to certain times of the week, so therefore our turnaround times are restricted as well”. However, the technology station manager once again showed his positive spirit by not being intimidated by the university when KH DQVZHUHG P\ TXHVWLRQ ³6R WKH IDFXOW\ KDV SUHFHGHQFH"´ ZLWK ³