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This paper examines the influences of university organizational structure on technology transfer performance. The analysis treats the organizational structure of the technology-transfer office as an independent variable that accounts, in part, for measured differences in inter-institutional patenting, licensing, and sponsored research activities. We derive and investigate three hypotheses that link attributes of organizational form – information processing capacity, coordination capability and incentive alignment – to technology transfer outcomes. A detailed analysis of three major research universities – Johns Hopkins University, Pennsylvania State University, and Duke University – provides evidence of the existence of alternative organizational structures. The data also suggest that these organizational capabilities result in differences in technology transfer activity.