Are USOs more supported to compete than spin-offs not linked to universities? A dynamic overview and proposal of model of USOs support

Calvo, Nuria; Rodeiro, David; Soares, Isabel

doi:10.1504/ijil.2013.056229

Cited by 7 publications

(3 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…4. Promoting academic and student entrepreneurship, for example, creating spin-off companies by university teachers or students (Calvo et al, 2012;Green, 2010;Wang et al, 2009). At the same time, legislation that limits the ability of professors to create their businesses must be considered.…”

Section: Current Collaboration Models From the Literaturementioning

confidence: 99%

Emerging best strategies and capabilities for university–industry cooperation: opportunities for MSMEs and universities to improve collaboration. A literature review 2000–2023

Tereshchenko,

Salmela,

Melkko

et al. 2024

J Innov Entrep

View full text Add to dashboard Cite

Continuous technological development, digitalization, Industry 4.0, robotization, virtualization, and related investments in new types of physical assets are imposing increasing financial and intellectual demands on micro, small, and medium-sized enterprises (MSMEs). While fast technological development and rapid societal change make maintenance of a successful competitive edge ever more challenging, they also offer considerable potential for differentiation. In the area of networking and outside resources, MSMEs can utilize external resources and cooperate and collaborate with higher educational institutions (HEI) to boost their innovations pipeline and develop new technologies and processes to generate commercial products/services and improve their service offering. This research explores existing highly effective university–industry collaboration (UIC) models and seeks explanations for their success by examining the literature from the point of view of establishing successful relationships, emphasizing the importance of critical drivers for success. Our work synthesizes current knowledge of best practices based on a comparative analysis of practical collaboration. In the work, we identify eight popular and successful collaboration models: research and development partnerships, internships and co-op programs, knowledge transfer programs, entrepreneurship, and incubation programs, sponsored projects and grants, joint ventures and licensing agreements, executive education, professional and student career development. Based on analysis of globally reviewed successful models, a concept for robust, productive, and extended collaboration between companies and universities is produced suitable for the Finnish context. Several practical experiences are given for robust collaboration in the current post-COVID transition and energy crisis.

show abstract

Section: Current Collaboration Models From the Literaturementioning

confidence: 99%

Emerging best strategies and capabilities for university–industry cooperation: opportunities for MSMEs and universities to improve collaboration. A literature review 2000–2023

Tereshchenko,

Salmela,

Melkko

et al. 2024

J Innov Entrep

View full text Add to dashboard Cite

show abstract

“…It has been acknowledged in current research that the number of USOs has increased sharply in the past two decades ), yet only a small percentage of them developed into large firms (OECD, 1998;Calvo et al, 2013;Abootorabi et al, 2021;Prokon,2021). Indeed, studies show that the majority of university spinoffs continue to remain small and are more related with lifestyle firms (Ivanycheva et al, 2023) rather than high-growth ventures (Clarysse et al, 2007;Fernández-López et al, 2020;Grimaldi et al, 2011;Harrison and Leitch, 2010;Mustar et al, 2008;Rodríguez-Gulías et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Yet, the growing importance of these firms requires an evaluation of the factors impacting the USOs' survival whose growth and success depends to a large extent on the regional, national and international innovation capacity and the interactions among the multiple stakeholders that can potentially support the USOs (Calvo et al, 2013). In particular, several researchers have explored the factors leading to this slow growth (Su and Sohn, 2015), which can be attributed to the intervention of distinct stakeholders with different goals (Mustar et al, 2006), legitimacy (François and Philippart, 2019a), failed attempts to obtain resources (Zahra and Nielsen, 2002), not meeting a minimum threshold of economic viability (Ucbasaran et al, 2013), lack of institutional, human, financial, and commercial resources (Rodeiro Pazos et al, 2012), obstructive university policies (Mustar and Wright, 2010;, an incompetent knowledge transfer office (Algieri et al, 2013), and the quality of academic staff and financial support (Gómez .…”

Section: Introductionmentioning

confidence: 99%

Process and Variance Research: Integrating Research on University Spinoff Evolution

Bahuleyan,

Chavan,

Krzeminska

et al. 2023

SSRN Journal

View full text Add to dashboard Cite

Heterogeneity in PhD entrepreneurship: strategic alignment of institutional, organisational, and individual factors

Muscio,

Kitagawa

2024

Small Bus Econ

View full text Add to dashboard Cite

Much of the existing research on PhD entrepreneurship is focused on Academic Spin-Offs (ASOs) within the parent institution’s formal intellectual property (IP) structure. Cross-level analysis of a survey administered to 23,500 PhD students in Italy shows the heterogeneity of PhD students’ entrepreneurial activities, which, in addition to ASOs, include start-ups, corporate spin-offs and other types of businesses. We examine the types of drivers that matter most for different forms of PhD entrepreneurial ventures. Our findings reveal two forces at play: a technology-push model where PhD students rely on IP and support from the parent university, and a demand-led model that involves support from industry and sources of external finance. This study highlights the strategic alignment among the determinants of PhD entrepreneurship at the micro, meso and macro levels. These determinants include the individual PhD student’s choices, the interactions with different stakeholders and reconciliation of the tensions represented by the organizational and institutional resources and infrastructures.

show abstract

Are USOs more supported to compete than spin-offs not linked to universities? A dynamic overview and proposal of model of USOs support

Cited by 7 publications

References 24 publications

Emerging best strategies and capabilities for university–industry cooperation: opportunities for MSMEs and universities to improve collaboration. A literature review 2000–2023

Emerging best strategies and capabilities for university–industry cooperation: opportunities for MSMEs and universities to improve collaboration. A literature review 2000–2023

Process and Variance Research: Integrating Research on University Spinoff Evolution

Heterogeneity in PhD entrepreneurship: strategic alignment of institutional, organisational, and individual factors

Contact Info

Product

Resources

About