Exploring Human Capital and Infrastructural Deficit in Intellectual Property Technology Transfer Offices in Nigeria

Intellectual Property Technology transfer offices (IPTTOs) provide access to new knowledge and expertise to drive innovation, research collaboration, contract services and consultancy. They identify, collate and license potentially useful technologies, inventions and intellectual property that are relevant to business. They represent a one-stop shop for knowledge outputs in the institution and have the potential to transform the competitive landscape of institutions' regions. The performance of these offices depends largely on both internal and external forces, including available capabilities, funding, infrastructure and operational policy. Due to the observed poor performance of IPTTOs in Nigeria over the years, it becomes imperative to shed a searchlight on inherent weaknesses in these offices, including human capital and infrastructural issues. The quality and quantity of the workforce, level of training and availability of requisite facilities have significant effects on the service delivery of any system, including IPTTOs. Management structure also matters in channelling office resources and sharing responsibilities towards achieving the goals of these offices. This paper analyses human capital and infrastructural deficits in the TTOs across the country using primary data collected from fourteen IPTTOs in 2019. The IPTTOs were visited in May/June of 2019, during which qualitative and quantitative data on the operation of the offices were collected. The results of the analysis show that most of the heads of the IPTTOs in Nigeria (85.7%) are academics with PhDs, while others possess master's degrees. These degrees are mostly in the field of sciences (50%), while others are in engineering (29%) and management sciences (21%). Most of the heads of IPTTOs (64.3%) were exposed to relevant Intellectual Property (IP) training which was sponsored by NOTAP/WIPO (44.4%), the institution (44.4%) and the World Bank (11.2%). Weak staff strength, lack of relevant training and poor training opportunities are generally observed among staff in these offices. There are fairly adequate office facilities, but the ICT facilities are largely inadequate. The study also observed poor collaboration among the IPTTOs across the institution, which limits their knowledge-sharing potential. These challenges are exacerbated by poor funding and bureaucratic practices. The paper concludes with appropriate policy recommendations and a framework for strengthening these offices for improved performance and impact.