Technology transfer as apart of the business: Inter-organizational transfer strategies based on experiences of aircraft production

Purpose The purpose of this paper is through a literature study and a study of the Saab offset cases to identify strategies to increase inter-organizational transfer capability. Design/Methodology/Approach Based on a literature study and a study of three of Saab’s offset cases and Saab’s process for technology transfer. Findings This study has identified inter-organisational transfer strategies based on the importance of the hierarchy of decision-making and the change from capacity transfers to capability transfers in offset business. 1) The type of performance goals set in the business agreement decides how to realise the transfer. 2) The hierarchy of decision-making create a need to align the understanding of the performance goals between the different parts of the organisation, which affect the plans for how to transfer knowledge between the organizational as well as the individual levels. 3) To reach the performance goals of the technology transfer there need to be a balance between the disseminative capability of the sender and the absorptive capability of the receiver. Limitations This study is based on a single case within a relatively unique industry with an offset perspective and production transfers. Therefore, there is also a need for future studies to confirm the identified relationships within outsourcing/offset within other industries and other types of transfers. Originality/value: A change from capacity transfers to capability transfers in both outsourcing/offshoring and offset business indicates that more research should be placed on the disseminative capacity of the sender. The literature review revealed that the disseminative capacity of the sender has been the subject of less research than the absorptive capacity of the receiver.