Manufacturing companies are to an increasing extent depending on the ability to develop, transfer, and integrate new technologiesinto the product portfolio in a strategic and operationally effective manner. This has become even more apparent in recent years,for example following the rapid progress of electronics and informatics and their introduction into products that previously weremainly mechanical. When viewing the ability to sustain a successful flow of new technology into commercially successful products,several studies have pointed to the potential barriers between different stages as a key issue and a managerially troublesome one.In this study, the link between applied research and product development is analyzed using three main dimensions. First, theability to strategically align the technology and the product strategy, and to operationally accelerate or otherwise redirect appliedresearch tasks towards product development, leads to the dimension termed strategic and operational synchronization. The seconddimension deals with the issue of a proper technology scope, answering the question of “what to transfer” (i.e. blueprints, alternativeconcepts, prototypes). The third dimension consists of the methods and procedures for managing transfer of new technology fromapplied research to product development, i.e. transfer management. These dimensions are used to examine opposing statements inprior research, where technology transfer is seen either as an event in time or merely as a continuous process. The predicteddifferences between applied researchers and product developers are also explored in order to identify potential gaps indicating issuesof importance when managing internal technology transfer.The results strengthen the conception of technology transfer as a continuous process in order to be successful, indicate areas ofimportance for managing this process, and highlight the importance of starting a successful commercialization of new technologiesalready at the strategic planning level. For example, it was clear from the study that applied research tasks are often de-staffed andprolonged, and the primary reason for not being able to utilize their outcome is that the delivery is not timely. These findings implyan area for improvement—the resource management of applied research tasks aligned with the overall portfolio strategy. Further,a detailed context for applied research and product development is described and analyzed, potentially functioning as a benchmarkingcase for analyzing other companies’ ways of managing the link between applied research and product development.