Commercialization of Emerging Technology: The Role of Academic Entrepreneur

Rahim, Noorlizawati Abd; Mohamed, Zainai; Amrin, Astuty

doi:10.1016/j.sbspro.2015.01.285

Cited by 26 publications

(18 citation statements)

References 38 publications

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“…They noted that the application should aim to solve a technical problem or social specific problem because its identification always enables commercializers to identify target markets for their innovations. This critical activity is also discussed by scholars such as [74]- [76].…”

Section: Pre-commercialization Phase A) Identification Of Innovation mentioning

confidence: 90%

Commercialization Process of Disruptive Innovations in Corporate Ventures and Spinoff Companies: A Comparison

Cubero¹,

Segura²,

Gbadegeshin³

2020

Adv. sci. technol. eng. syst. j.

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One of the most critical challenges that large companies, small enterprises and research institutes face, when commercializing their innovations, is the transfer process at the moment of scaling up. These organizations often transfer their innovation to either existing business units or create a new business entirely. The process of transferring innovations to an existing unit is known as corporate venture, while creating a new business is called spinoff. Both processes have been studied separately, but not yet together and from different business sectors and countries. In order to understand both processes, this article compares the commercialization of disruptive innovations from these sectors: electronics, information technology, telecommunications, engineering, healthcare, biotechnology or research equipment. The article used multiple case study methodology from commercialization projects carried out in large, small and medium-sized companies and research institutes based in Spain, Germany, UK and Finland. The findings showed that certain activities needed to be done at pre-transition /commercialization, transition/commercialization, and post-transition/commercialization phases to reach a successful transition. Furthermore, the study provides similarities between the corporate venture and spinoff approaches that include team formation, network development and getting the commitment from the company and stakeholders. Additionally, the article outlines divergences between the approaches which consist of innovation readiness, knowledge management or the activities of the post-transition phase. The article also provides insight for innovation scholars, commercialization practitioners, and business enterprises. Therefore, the article contributes to the commercialization of disruptive innovations.

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Section: Pre-commercialization Phase A) Identification Of Innovation mentioning

confidence: 90%

Commercialization Process of Disruptive Innovations in Corporate Ventures and Spinoff Companies: A Comparison

Cubero¹,

Segura²,

Gbadegeshin³

2020

Adv. sci. technol. eng. syst. j.

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show abstract

“…Scholars generally believe that entrepreneurs play multiple roles and perform multiple functions in the process of running a business. The analysis by Rahim, Mohamed, and Amrin (2015) suggests that entrepreneurial ability, including knowledge, values and self-confidence, is crucial to the realization of entrepreneur innovation behavior and performance.…”

Section: Innovative Spiritmentioning

confidence: 99%

Research on the Evolution of Innovation Behavior of New Generation Entrepreneurs in Different Scenarios

Zhao

Sun

Guan

et al. 2020

Technological and Economic Development of Economy

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Innovation of new generation entrepreneurs is crucial to the development of a country. Empirical research method can analyze the history and current situation, but it is difficult to reflect the dynamic process and evolution trend under different scenarios. In this paper, we adopt computational experiment method to model the decision-making process of new generation entrepreneurs. Multi-agent evolution model is constructed to simulate individual behavior of different types of new generation entrepreneurs under different scenarios. By the comparison of different results, it analyses the evolutionary rules of innovation behaviors and explores guidance policies to promote entrepreneurs’ innovation behavior and achieve better innovation performance. The experimental results show that although internal elements such as individual’s innovative spirit, innovative ability and cognition of social capital determine the innovation intention, the capital, technology and talent conditions are also very important for innovation implementation. New generation entrepreneurs with different risk preferences should objectively evaluate and treat innovation risks according to their own characteristics. This helps to reduce the negative impact of innovation risk on continuous innovation. Meanwhile, government should pay attention to establishing risk guarantee mechanism such as innovation insurance fund to promote the innovation of new generation entrepreneurs.

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“…The process typically consists of five stages: 1) initiation, 2) formulation, 3) design and development, 4) final validation, and 5) product launch and post-launch evaluation (Pietzsch et al, 2009). Similarly, the process can be grouped into discovery, incubation, and acceleration (Holzleitner, 2015), or into discovery and identification of technological opportunity, exploitation of commercial opportunity, and development of the technological product (Abd Rahim et al, 2015). More comprehensively, the process can be broken down into nine steps: 1) basic and applied science, 2) application idea, initial technical, and economic viability, 3) scanning and creation of potential alliances, 4) identification of specific need of target market, 5) customization of R&D -designing and prototyping, 6) customer testing and experimentation, 7) verification of relating policies, 8) development of a pilot plant, and 9) final customer testing.…”

Section: The Commercialization Process In the Life Sciences Industrymentioning

confidence: 99%

The Effect of Digitalization on the Commercialization Process of High-Technology Companies in the Life Sciences Industry

Gbadegeshin¹

2019

TIM Review

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Commercialization of Emerging Technology: The Role of Academic Entrepreneur

Cited by 26 publications

References 38 publications

Commercialization Process of Disruptive Innovations in Corporate Ventures and Spinoff Companies: A Comparison

Commercialization Process of Disruptive Innovations in Corporate Ventures and Spinoff Companies: A Comparison

Research on the Evolution of Innovation Behavior of New Generation Entrepreneurs in Different Scenarios

The Effect of Digitalization on the Commercialization Process of High-Technology Companies in the Life Sciences Industry

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