A Monitoring Model of Rebound Effecting for Technology Transfer

Article Preview

Abstract:

Technology transfer has been fundamentally involved in regional economy development, which could be extremely complicated impact on sustainable development from both resource consumption and environment quality. To measure the impaction of technology transfer on sustainable development, a monitoring model was constructed based on an existed rebound effect model, which included technology transfer and typical variables regarding resource consumption and environment quality. The contribution of this model has twofold. One is to monitor the impaction of technology transfer to sustainable economic development with rebound affections. Another one is to extend the rebound effecting study with specific technology transfer influences on resources and environment.

You might also be interested in these eBooks

Info:

Periodical:

Pages:

904-907

Citation:

Online since:

March 2014

Export:

Price:

Permissions CCC:

Permissions PLS:

Сopyright:

© 2014 Trans Tech Publications Ltd. All Rights Reserved

Share:

Citation:

* - Corresponding Author

[1] H. Saunders: Energy Journal, Vol. 13 (1992) No. 4, pp.131-148.

Google Scholar

[2] J.D. Khazzoom and Daniel: Energy Journal, Vol. 11 (1980) No. 2, pp.21-40.

Google Scholar

[3] L.A. Greening, D.L. Greene and C. Difiglio: Energy Policy, Vol. 28 (2000) No. 6-7, pp.389-401.

Google Scholar

[4] H.H.H. Semboja: Energy Economics, Vol. 16 (1994) No. 3, pp.205-215.

Google Scholar

[5] C.M. Dufournaud, J.T. Quinn and J.J. Harrington: Resource and Energy Economics, Vol. 16 (1994) No. 1, pp.67-90.

Google Scholar

[6] T. Gardner and F. Joutz: Southern Economic Journal. Vol. 62 (1996) No. 3, pp.653-666.

Google Scholar

[7] Wang Qing, Gu Xiaowei and Zheng Youyi: Environmental Science, Vol. 27 (2006) No. 9, p.1916-(1920).

Google Scholar

[8] Guo Juan, Ling Yu and Guo Chonghui: Resources Science, Vol. 32 (2010) No. 10, pp.1839-1845.

Google Scholar

[9] Wang Qunwei and Zhou Dequn: Chinese Journal of Management, Vol. 5 (2008) No. 5, pp.688-691.

Google Scholar