Starting in the 1980s, several national governments were explicitly fostering the generation of new technologies in higher education institutions (HEIs) and the transfer of their respective outcomes into the productive sector (SANTOS; TOLEDO; LOTUFO, 2009; CLARIM, 2011). The assumption is that HEIs may reduce steps in the development of new goods, as well as mitigate the limitations of keeping a Research and Development sector (R&D) in a firm (HELLMAN, 2007;MATHEWS;HU, 2007). However, despite its importance and the efforts made by governments, technology transfer is still a bottleneck in most of Brazilian public HEIs (ADES, 2013;CADORI, 2013;MCTI, 2015).We can define technology transfer as the action of transferring technology originating in one organization to another or to other organizations, through the necessary comprehension, interpretation,

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Objective: to analyze the behavior of technology transfer capability over time in Brazilian public institutions of higher education. Method: the extended case method was adopted in two national institutions of reference in technology transfer management. Interviews, observations, and document analysis were the main techniques for data collection. The analysis was performed using also the techniques of the extended case method. Results: became evident that the behavior of a capacity, during its existence, may not obey a linear curve, but vary over different stages and undergo different mutations. Conclusions: it was concluded that the lifecycle of a capability would not be exactly equivalent or limited to the heuristic of a biological lifecycle with predictable entropy until the total collapse. Unlike this, considering the environment and the conjuncture, a capability can come back to exist as long as it is understood as opportune and feasible. The findings advance the understanding of the technology transfer process that now has the explanatory potential of dynamic capabilities.

Strategy and leadership are concepts that are typically examined individually, as studies that focus on this combination these themes are still rare. The current article aims to examine the possibilities with regard to the conceptual integration of strategy and leadership through a review from 2003 to 2014.  During the selection and classification processes, specific types of topics and articles were adopted. Regarding the typologies, the articles were classified into the following four groups: case studies, conceptual articles, literature reviews and empirical-technical articles. In the current study, data collection was performed using the CAPES Periodicals Portal. Subsequently, the Strategy Leadership journal was chosen because it had the greatest number of articles published regarding the relevant topic. These articles were then read and analysed. The results of the review led to the confirmation of the following four categories: strategic management, leadership practices, leadership as a strategy and strategic leadership. This article analysis allowed for the identification and confirmation of specific themes that were associated with each category and may support future research, which is the main academic contribution of the current article.