Top PDF Consideration of Technology Transfer in Tenure and Promotion

Consideration of Technology Transfer in Tenure and Promotion

Consideration of Technology Transfer in Tenure and Promotion

Universities face increasing expectations from both the public and elected officials to contribute to the economic development of their respective states, geographical regions, and the country. Technology transfer activities have proven to be a key way to meet these new imperatives. Despite the university’s expanded mission and the growing role of tech transfer, the academic community has yet to produce a consistent framework for evaluating faculty activities in technology transfer and their societal benefits. In response to this situation, the authors, working as the APLU Task Force on Tenure, Promotion, and Technology Transfer, surveyed US and Canadian universities to ascertain current approaches for defining technology transfer activities and recognizing them in assessing faculty performance. Building on the results of that survey, the authors offered the following five recommendations: 1) university policy statements should acknowledge the merit of technology transfer as part of the university’s work, while including safeguards against conflicts of interest or commitment; 2) technology transfer activities should be explicitly included among the criteria relevant for promotion and tenure at the university, college, and department levels, as appropriate to the respective disciplines; 3) technology transfer activities should be an optional component of the review process, one that will be rewarded when present but not seen as a requirement for everyone; 4) recognizing the unique character of technology transfer, the criteria should be flexible enough to encompass high-quality work in many forms of creative expression; and 5) technology transfer activities should be evaluated for intellectual contribution and expected social benefit consistent with the accepted process of peer review and without reliance on artificial metrics.
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Tenure Consideration. Department of Foreign Language Studies Criteria and Procedures for Tenure and Promotion

Tenure Consideration. Department of Foreign Language Studies Criteria and Procedures for Tenure and Promotion

the department in the fall of the candidate’s third contract year. For those faculty who were awarded a full three years of credit toward tenure at the time of initial appointment, the review will take place in their second contract year at Providence College. Prior to the review, the probationary faculty member will submit a summary of his/her teaching, research, and service record. The department chair, following a meeting of the tenured members of the department, should inform the candidate of the department’s evaluation. This evaluation will be given in the form of a letter and will include specific
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HANDBOOK ON TENURE AND PROMOTION

HANDBOOK ON TENURE AND PROMOTION

The first document in the notebook should be a letter from the candidate addressed to the tenure and promotion committee. The candidate is encouraged to give careful attention to the letter. It should begin by clarifying the request under consideration. Initial information should also include date of hire, years at DSU, years at another institution for which the candidate was given credit, and any other information that might be useful to readers trying to make judgments. Depending on the candidate, it may be helpful to also provide information on relevant

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Preparation and Format. Tenure and/or Full Professor Promotion Dossiers

Preparation and Format. Tenure and/or Full Professor Promotion Dossiers

When senior faculty members are hired at Northeastern with the expectation of tenure on entry, the fundamental requirements of Northeastern’s tenure review process, including the preparation of a dossier; its review by a faculty tenure committee, the dean, the Provost and the President; and a tenure vote by the Board of Trustees, remain in place. Some elements of the dossier’s documentation and review may be condensed in consideration of the hiring timeline and the differences of procedure and documentation involved in moving from one institution to another. All tenure on entry dossiers, however, must provide sufficient evidence in the three areas of teaching, scholarship and service to support a positive tenure recommendation.
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Evaluation and Promotion of Tenure-Track Faculty at Williams

Evaluation and Promotion of Tenure-Track Faculty at Williams

An accelerated tenure review is also sometimes possible, for instance in cases of assistant professors who come to Williams after already having served for several years in a tenure-track position at another college or university. It is very rare, however, that an incoming assistant professor would be credited with more than four years of service on the tenure clock. It is also very rare to advance the tenure clock for any other reason, including unusual achievement in scholarship or artistic production. Accelerated tenure reviews are conducted only by mutual agreement of the candidate, the home department or program, and the CAP, and only after careful consideration of equity issues within the assistant professor rank. Such an agreement for an accelerated review does not pre-suppose a positive tenure decision. Assistant professors whose tenure decisions are negative are not entitled to stand again for tenure in a subsequent year, and they normally will be eligible for only one more year of service at Williams, unless otherwise negotiated in advance.
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College of Arts and Sciences Georgia State University PROMOTION AND TENURE MANUAL

College of Arts and Sciences Georgia State University PROMOTION AND TENURE MANUAL

All faculty members with probationary credit, who are eligible for consideration for promotion and tenure must notify their department chairs if they will keep or relinquish some or all of their awarded credit. A faculty member applying for consideration for promotion and/or tenure, whose primary field of expertise lies outside of their

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Handbook on Tenure and Promotion for Library Services Faculty

Handbook on Tenure and Promotion for Library Services Faculty

Thus, for Library Services faculty, professional competency is essential for tenure consideration. Effective Library Services faculty demonstrate qualities which may include, but are not limited to, the following: high academic standards, concern for learning, a thorough knowledge of the subject, excellent organizational skills, excellent communication skills, service ethic, respect for Library Services patrons, innovations in professional practice, and continuing professional development and education.

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Handbook on Tenure and Promotion for Library Services Faculty

Handbook on Tenure and Promotion for Library Services Faculty

Thus, for Library Services faculty, professional competency is essential for tenure consideration. Effective Library Services faculty demonstrate qualities which may include, but are not limited to, the following: high academic standards, concern for learning, a thorough knowledge of the subject, excellent organizational skills, excellent communication skills, service ethic, respect for Library Services patrons, innovations in professional practice, and continuing professional development and education.

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YOUR PROMOTION & TENURE FILE

YOUR PROMOTION & TENURE FILE

(1) “Years in rank” is interpreted as follows: 5 years in rank with terminal degree or equivalent, means that you become eligible for promotion consideration during your 5th year (not after). The penultimate year for the required tenure decision is during the 6th year. (The penultimate year should be adjusted if credit towards tenure for prior service was granted by the University President as per Article 4.4.2 or the member served on a special appointment per Article 4.4.1).

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Criteria and Procedures for the Promotion and Tenure of Library Faculty, Library Promotion and Tenure Committee

Criteria and Procedures for the Promotion and Tenure of Library Faculty, Library Promotion and Tenure Committee

4) A tenure-track faculty member may request to apply for promotion and/or tenure earlier than the date stipulated in their letter of appointment. The faculty member is strongly encouraged to consult with the chair of the LP&TC and the Chair before requesting early consideration. The promotion and/or tenure process will be conducted with the same procedures and applying the same criteria for an early application as for a full-term application. A negative decision on the part of the LP&TC in an early application will not affect the candidate’s previously-set promotion and tenure timeline. The tenure-track faculty member will notify the LP&TC chair of their intent to come up for early
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HANDBOOK ON TENURE AND PROMOTION

HANDBOOK ON TENURE AND PROMOTION

The first document in the notebook should be a letter from the candidate addressed to the tenure and promotion committee. The candidate is encouraged to give careful attention to the letter. It should begin by clarifying the request under consideration. Initial information should also include date of hire, years at DSU, years at another institution for which the candidate was given credit at the time of hire, and any other information that might be useful to readers trying to make judgments. Depending on the candidate, it may be helpful to also provide information on relevant experiences prior to DSU that give strength to the faculty member’s candidacy.
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School of Journalism and Mass Communication Policies on Reappointment, Promotion and Tenure of Faculty Members

School of Journalism and Mass Communication Policies on Reappointment, Promotion and Tenure of Faculty Members

After a faculty member has completed five years as an associate professor with tenure (that is, during the associate professor’s sixth year in that rank), the committee must conduct a review to determine whether he or she is ready for promotion to full professor. The committee conducts its initial review on the basis of the faculty member’s current CV. If the committee decides that the faculty member’s record merits consideration for promotion to full professor, it will conduct a full review in the manner described in the section on the committee’s review process. That action does not signify that the committee has decided to recommend the faculty member for promotion but simply that it feels a full review is warranted.
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An Integrated Contribution Approach Focusing on Technology for Climate Change Mitigation and Promotion of International Technology Cooperation and Transfer

An Integrated Contribution Approach Focusing on Technology for Climate Change Mitigation and Promotion of International Technology Cooperation and Transfer

A scheme that can realize a project with as low rate of return as possible is proposed. In Figure 4, the JICA ODA loans, JICA private-sector investment financing, JBIC and other private lending are listed. In general, the highest interest rate comes from private lending, followed by JBIC, and then by JICA private-sector investment finance. The JICA ODA loan rate is much lower than others; for example, a rate of 0.01% is applied to envi- ronmental and climate projects in the least developed countries as of April 2014 [40]. For project developers, a lower interest rate is obviously desirable. To receive low interest rates, projects should not only demonstrate economic efficiency but also meet other conditions: they should use prescribed MRV and should have high lev- els of environmental integrity, business feasibility and development impact. In the case of very low-interest JICA ODA loans, the situation in the host country is another important consideration. In the host country, the government takes the initiative and makes a request in line with the country’s development strategy. Close con- sultation between the host country and JICA is required. For example, even forest-related projects, which are generally viewed as unprofitable, can currently get low-interest JICA ODA loans. Thus, at present, ODA loans can be applied to projects with low profitability. In cases that involve the promotion and expansion of technology
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Licensing & Transfer of Technology

Licensing & Transfer of Technology

The public / consumers are the ultimate beneficiaries of the technology transfer. The investment / financial support provided to research institutions helps produce intelligible benefits to the society. Thereafter, with the efficient conversion of innovation / knowledge into good and services through the transfer of technology stimulates economic development and growth which would increase employment opportunities and improves standard of living. The opportunity of licensing the knowledge / technology developed provided a window to the researcher institutions / universities to acquire income in the form of license royalties in order to support their teaching and further research activities. The employees of the university gain a medium to a supplementary income for their hard work in the form of certified research results or successful inventions as a compensation for their consultancy services or for serving as a member of Advisory Board of licenses. 154
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WEST VIRGINIA UNIVERSITY BOARD OF GOVERNORS POLICY 2 ACADEMIC FREEDOM, PROFESSIONAL RESPONSIBILITY, PROMOTION, AND TENURE

WEST VIRGINIA UNIVERSITY BOARD OF GOVERNORS POLICY 2 ACADEMIC FREEDOM, PROFESSIONAL RESPONSIBILITY, PROMOTION, AND TENURE

3.9. Persons assigned full-time or part-time to administrative or staff duties on any campus may be appointed to, or may retain, one of the foregoing faculty ranks in addition to any administrative or staff title, following consultation with appropriate academic units. Such persons will be informed in writing at the time of the appointment whether the faculty rank is as a tenured, tenure-track, clinical-track, librarian-track, term, or non-tenure-track member of the faculty. Administrative or staff personnel who are not appointed to a faculty position are not faculty and therefore are not entitled to the protections provided by this policy.
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Library School Programs and the Successful Training of Academic Librarians to Meet Promotion and Tenure Requirements in the Academy

Library School Programs and the Successful Training of Academic Librarians to Meet Promotion and Tenure Requirements in the Academy

uring the winter of 2008, the Dean of the Auburn University at Montgomery Library was asked to investigate the tenure and promotion practices for librarians at other academic institutions. In develop- ing the survey, we sought to discover any influence that publication in specific journals had for promotion and tenure, beyond the nature of a journal’s being peer reviewed. We also sought to analyze the educational background of success- ful authors to determine whether or not there was a correlation between master’s programs in library information science and the likelihood of success for gradu- ates of those programs. A brief survey was developed and sent to directors and deans of libraries represented by authors
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Examples of Academic Public Health Practice in Promotion and Tenure Guidelines at Schools of Public Health November 2003

Examples of Academic Public Health Practice in Promotion and Tenure Guidelines at Schools of Public Health November 2003

Appointment or promotion to the highest rank should be reserved only for those who have demonstrated sustained achievement. A sustained record of excellence in research and scholarly activities since appointment or promotion to the previous rank is required. Promotion to Professor should signify that the individual has an established reputation in her or his specialty area; a national and international reputation as an established investigator is required. Research programs should not only be productive, but also provide training to individuals such as students, clinical and public health professionals, junior faculty and academic professionals, and community representatives. Teaching should be of the highest quality and clearly documented. In addition, candidates must have demonstrated substantial contributions in
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2.1. EXPLAINING TECHNOLOGY AND TECHNOLOGY TRANSFER

2.1. EXPLAINING TECHNOLOGY AND TECHNOLOGY TRANSFER

Co-operative alliances are various forms of company co-operation which are neither arm’s length relationships nor mergers and acquisitions. Their growth has been very fast during the 1980s but involved predominantly companies among Triad economies (Freeman and Hagedoorn, 1992). While the definition of FDI is relatively clear the notion of alliances is inherently difficult to define. If there is any agreement among those who have contributed to research in this area, it is in two areas. First, alliances are not majority direct investments but not arm’s length relationships either. Second, the notion of alliances assumes the existence of distinctive or relatively independent agents. Although the term strategic alliances is more common we use here Dunning’s (1993) term co-operative alliances, as many alliances are not strategic. Co-operative alliances are part of a spreading of network relationships among enterprises. The inability to define clearly the notion of alliances stems from two points of disagreement among analysts: first, whether alliances assume two-way technology flows, and second, whether they involve not only technology or R&D alliances but also production and marketing alliances. As pointed out by Ruigrok and Tulder (1995, p. 184) studies on “strategic alliances often assume that two partners are complementary, independent and of equal relative strength (size, financial power, etc)”. Indeed, mainstream literature on alliances assumes the existence of interdependence but not dependence between partners (see Lorange and Roos, 1992). For example, UNCTAD (1996) in its definition of alliances, which are called technology partnerships, implies a two-way flow of technology and knowledge “unlike older forms of inter-firm agreements” (p. 5). Mytelka (1993) considers strategic partnerships as two-way relationships focused on joint knowledge production and sharing, as opposed to one-way technology transfer. Probably in the case of alliances focused on R&D or joint development we may assume interdependence between partners. However, this may not necessarily be the case with production or marketing alliances. In the broad meaning co-operative alliances include not only technology but also production and marketing (distribution) alliances such as procurement and fabrication agreements, service and franchising contracts. These new forms of agreements are not replacing but actually complementing and expanding traditional FDI.
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 TECHNOLOGY TRANSFER IN PHARMACEUTICALS

 TECHNOLOGY TRANSFER IN PHARMACEUTICALS

In India technology transfer process is actively pursued through government laboratories, academic institutions and commercial entities such as companies. Government laboratories and institution are the frontrunner in creating and transferring the technology. The pharmaceutical company likes Cipla has technology transfer agreement with companies in Uganda, Nigeria, Egypt, Algeria. Themis laboratory has entered in technology transfer agreement with Aventis Pharma Ltd for the development of fixed dose combination of glibenaclamide and glimepride with metfomin technology patented by Themis 28 . Eli Lilly has
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Examining the Role and Place of Technology Transfer Centers in Technology Development and Transfer in the Transportation Industry

Examining the Role and Place of Technology Transfer Centers in Technology Development and Transfer in the Transportation Industry

As the key to competing in today's business world, technology is essential for the growth of organizations. New technologies create more appropriate ways of doing things and are bringing new aspects to human activities. In this way, it will be possible for human beings to increase productivity, improve the quality of goods and services, reduce time to market new products and satisfy endless needs. As a major weapon of competition between companies, today's worldwide success is clearly dependent on utilizing technology. In order to optimally manage technology, it is necessary to obtain as broad a picture as possible of the future horizons. One of the areas of technology management practice that requires this holistic view and foresight is technology transfer. Industrialization in today’s world is deeply dependent on technology transfer, and technology transfer is the method by which the technical knowledge or machinery technology is transferred from one company to another (Belderbos & Wakasugi, 2008). There are currently few countries that need to be completely self-sufficient in terms of technology. Even advanced countries do not have to import technology. However, the need for countries like Iran to transfer technology is more pressing and critical, as technology transfer is one of the key components of development. The technology transfer approach in its importing countries should consider the proper technology selection according to their needs. In this approach, the main issue is to adapt the imported technology to the importing country requirements. This adaptation, sometimes referred to as localization, is trying to determine the nature and extent of technology dependence on the one hand and the realization of the way to overcome it by preserving cultural identity, on the other hand. Accordingly, both external data management and technology mobilization are considered (Mazurkiewicz & Poteralska, 2017).
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