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ersities is rare, tasks related to technology transfer are handled by a general administration office. But Asian universities are increasingly recognizing that the transfer of technology calls for a high level of expertise, a firm knowledge of technology and the way universities function, and also familiarity with the legal aspects of IPRs. The functions of all TTOs are not identical. TTOs are regarded as profit centers and are expected to be self-supporting, while others are heavily subsidized by the universities or even by the government. In either case, it is widely recognized that having a TTO as a central body to handle all issues relating to the transfer of technology is that it makes possible to professionalize technology transfer activities and enhance the bargaining power of the universities. It would be practically next to impossible for individual researchers to deal with all the necessary work.

Conflict of Interest

When we take a look at the development model of the advanced countries we are illuminated of the fact that the, first major conflict of interest occurs in regard to time allocation of university researchers between academic and educational responsibility and commercial interest. It is generally agreed in Asian universities that, if university researchers intend to take on commercial responsibility, they should at least notify the University of such Intention and obtain approval. In order to be able to deal with such requests for approval, universities must have certain rules. A university researcher should take a leave or at least make a separation in schedule, so that there is always a line separating the two activities. Such leaves should be taken in a manner that would not disrupt the educational duties of the university or the other research activities of the professor. One example in this connection is the 20% rule, which is widely observed in US universities. Under this rule, faculty members are allowed to spend up to 20%, in other words, one day in one week, outside the university. The National University of Singapore (NUS) has more or less the same guideline of 52 days per year to be spent on consulting activities or for faculty’s engagement in a non-executive capacity in a start-up company. But in general, few Asian countries have clear policies in place.

In addition to proper time management, there is also a need for managing the economic gains that may arise. This is likely to occur when a university researcher holds some stake in a business that utilizes the knowledge of the university. A successful start-up may bring about millions of rupees of profit for a single researcher. But, if U-I collaboration leads to a situation where university researchers make a fortune by using the knowledge of the university and its facilities, there may arise sentiments of unfairness, disappointment or even opposition to U-I collaboration. In order to avoid a situation like this, there must be clear rules for them to follow. Whether or not a university researcher can be a corporate director, executive or nonexecutive, is a moot point. If, yes, under which conditions should they be allowed to do so? While this can be left to individual universities, it will be in the interest of all universities and businesses to have basic guidelines agreed in advance.

While not all Asian universities have concrete guidelines for avoiding conflicts of interest, some have taken conc