A Journal of University-Industry-Government Innovation and Entrepreneurship
Table 5 Specifics of the CTOs’ managerial influence
From: Hidden Chief Technology Officers: the surfacing of a subterranean organizational role
Dimension | Key drivers | Universities | Companies | Research ins. |
|---|---|---|---|---|
External-Organisational | Involvement in joint development and testing of technologies with different kind of partners and sponsors | 5 | 3 | 4 |
National, regional and international project experience (already successfully implemented projects and practical results) | 5 | 4 | 5 | |
Knowledge of related national and international laws conditions (the Danube region context) | 5 | 4 | 4 | |
Request of necessary knowledge, technologies and competences (e.g., related subjects and directions of R&D activities influencing efficiency of internal functioning) | 3 | 5 | 5 | |
Industry and R&D partners in the related fields (presence or absence) | 4 | 5 | 3 | |
External economic factors: market demand of green energy, green tariff (presence or absence), cost of the direct competitors of the “biomass products” (energy, fuel, food crops, etc.) | 2 | 5 | 4 | |
External socio-environmental factors: willingness of the local communities to use biomass products, possibility to provide jobs in the context of biomass production and processing, environmental conditions and laws | 3 | 5 | 3 | |
Internal-Organisational | Qualification of the team in the field of biomass technologies | 3 | 3 | 5 |
Communication and management style of the organization | 5 | 5 | 4 | |
Internal rules of data proceeding | 3 | 4 | 4 | |
General strategy for participation in international research (presence or absence and possibility for adaptation) | 5 | 2 | 3 | |
Ability to use own personnel in the combined work (basic/project work) | 5 | 4 | 2 | |
Ability to attract domestic funding resources | 5 | 2 | 4 | |
Presence of general strategy of technology development and its correlation with the general strategy of a company/organization | 2 | 2 | 3 | |
External-Personal | Prestige and social status of the CTO | 4 | 2 | 3 |
CTO’s professional/scientific relations | 5 | 3 | 4 | |
Memberships/participation in external communities and organizations | 3 | 2 | 3 | |
Internal-Personal | CTO’s personal technological qualifications (expert qualities) | 3 | 2 | 4 |
CTO’s communication skills | 3 | 4 | 3 | |
CTO’s management qualifications | 4 | 2 | 3 |