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Twenty-four persons from ten GTE organizations conducted a study to determine what factors affected the transfer of technology from GTE Laboratories to GTE business units. The group agreed on a definition of, and model for, technology transfer. Twenty-one examples were analyzed to identify factors facilitating and factors inhibiting the process. They are categorized by the nature of the research to be transferred, the characteristics of the receiving organization, the characteristics of the giving organization, and the nature of the communications between the organizations. The findings are turned into transfer checklists: one for management in the receiving organization, and one for management in the giving organization. In the process, it became clear that: technology transfer is the transfer of knowledge; business strategy affects the likelihood of success in a transfer; culture, particularly the reward system, influences technology transfer; and, technical, management, and time gaps can inhibit the transfer process. Some of these points are included in a conceptual decision model which addresses whether a proposed transfer is likely to be successful. As a result of the study, the authors believe that those who have responsibility for managing transfer are more aware of the factors which influence it and that successful transfer depends on the stability of management objectives.