Commercialisation is mainly seen as the purview of science, technology, and engineering research. The focus of commercialising research is the inherent characteristics, valorisation, and translation mechanisms of science, technology, and engineering. In Australia, the commercialisation of social sciences research is often not considered or is even discouraged despite its benefits. This thesis argues that the often intangible, but no less economically valuable or impactful, social science research also generates insights that may drive business success and social progress. Collaboration is core to the success of research commercialisation, which can be used to supplement university income and disseminate research results. This research investigated how the stakeholders, who collaborated through university entrepreneurship in one Australian university to commercialise research in the social sciences, managed the competing logics that arose during collaboration. The research question asked: How is collaboration in research commercialisation in the social sciences negotiated in view of the institutional logics of universities, government, industry, and research commercialisation offices? Understanding the practices and strategies of research commercialisation embraced by university-based social scientists and their industry collaborators contributes to the fields of scholarship in university entrepreneurship, institutional logics, stakeholder theory, and triple helix studies. This thesis presents four nested studies that draw together insights from university researchers, industry partners, government officials, and the staff of the research commercialisation office involved in the commercialisation of social science research in the context of one Australian university. Study 1 reviewed the literature systematically to address the question: How does government create a favourable university entrepreneurship ecosystem in Australia through its policies? Using interview data from organisations such as a university, industries, and a research commercialisation office, Studies 2 and 3 addressed the questions: What are the characteristics, impediments and impacts of social sciences research for a university? and How does a university include the social sciences in collaboration where commercial interest is the main focus? Study 4 used within-and cross-case analyses of interview data with academics, industry partners, and research commercialisation office (RCO) staff to investigate the question: How do individual stakeholders collaborate amid competing logics in a social sciences context? Studies 2, 3, and 4 thematically analysed individual and organisational levels of collaboration as the micro-level unit of analysis (individuals) was embedded in the macro-level unit of analysis (the university).