# Evaluating the Intertwined Relationships of the Drivers for University Technology Transfer
## 4 Empirical Research and Discussion
### Analysis of Direct and Indirect Impact of Main Aspects on University Technology Transfer
The interrelation analysis diagram was then completed, as shown in Figure 2. From the interrelation analysis diagram, we observed the direction and the level of the interrelation impact between the aspects. In addition to the causal diagram prominence and relation analysis, the direction of the arrow on the interrelation analysis diagram revealed the important management implication. \"Essence of technology\" impacted \"organizational structure and system\" (0.037) and \"technology inventor\" (0.002), but the level of impact on \"technology inventor\" was relatively low. \"Technology inventor\" impacted \"organizational structure and system\" (0.033); \"organizational culture\" impacted \"technology inventor\" (0.024) and \"essence of technology\" (0.006), but the level of impact on \"essence of technology\" was relatively low; and \"organizational structure and system\" was more likely to be impacted. For the university, \"organizational structure and system\" impacted \"organizational culture\" (0.025). As mentioned by [PERSON] & [PERSON] [96], the purpose of the technology transfer is to transfer university R&D results to industry and to make university R&D activities more meaningful and thriving and robust. The saving of human and capital resources can help achieve the goal of accelerating the transfer of technology results for commercial use and integrate the academic circles and industrial circles. Every aspect in the process of transferring R&D results to industry, including the university resources input and the result output, is connected to each other. Therefore, the decision maker should investigate all aspects of the transfer activity and not merely a single aspect. Analysis of Direct and Indirect Impact of Sub-Aspects of Organizational Culture on University Technology Transfer  
From the organizational culture aspect, we will discuss the impact and interrelation between the three factors \"top manager's attitude and capacity\", \"the identity and the image of school\", and \"encouragement of entrepreneur\", and the successful technology transfer in order to screen out the key factors. The direct/indirect matrix of sub-aspects of the organizational culture is shown in Table 3.  
Figure 2: Causal diagram of main aspects. Within the decision-making assessment for the successful technology transfer, \"top manager's attitude and capacity\" was the critical factor impacting other factors, followed by \"school identity and image\" (0.010), which only impacted a few other aspects. \"Encouragement of entrepreneurship\" was the factor being impacted. This showed that from the organizational culture aspect, \"top manager's attitude and capacity\" was the key factor for solving the core problem, which was the first factor that had to be considered. We used the value provided by the direct/indirect matrix of organizational culture sub-aspects for the interrelation analysis of the organizational culture sub-aspects, which represented the interrelation of the impact on every factor. From the DEMATEL causal diagram of the organizational culture sub-aspects, we observed that \"top manager's attitude and capacity\" (0.037) and \"school identity and image\" (0.010) were located in the second quadrant, which was the driving factor area. Furthermore, the features had low prominence and high relation, which impacted a few other aspects. These were also of second priority in terms of the management resources to be used, and the room for them to improve and adjust was large. However, \"entrepreneurship encouragement\" was located in the fourth quadrant, which was the affected factor area. Its features were high prominence and low relation, which made it the factor that needed to be managed urgently but not directly. It was also the lowest priority for the management resources. In general, the management and the improvement factor were located in the second quadrant for receiving serial improvements.