Innovative science and technology commercialization strategies at 3M: a case study

Conceição, Pedro; Hamill, Dennis; Pinheiro, Pedro

doi:10.1016/s0923-4748(01)00044-3

Cited by 40 publications

(21 citation statements)

References 7 publications

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“…The literature also suggests that intrapreneurial activities are closely related to the need of doing things in a new way (Lassen and Nielsen, 2009;Conceição et al, 2002) and markedly eliminating old methods (Molina and Callahan, 2009). Ghoshal and Bartlett (1995, p. 153) illustrated a path for organizations to achieve self-renewal ambitions: ''To inspire self-renewal, companies must develop an inspiring corporate ambition -a shared dream about the future and the company's role in that future -and must embed that ambition within the organization.''…”

Section: Discussionmentioning

confidence: 99%

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Burström

Wilson

2015

Journal of Engineering and Technology Management

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Section: Discussionmentioning

confidence: 99%

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Burström

Wilson

2015

Journal of Engineering and Technology Management

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“…As he observed, the diversity of products is one reason why bigger companies are more likely to be involved in embryonic research as compared to small firms. A good example is 3M, whose diverse products are based on many different core technologies and which has the reputation of being one of the world's most innovative firms (Conceição et al 2002). The high flexibility required reacting quickly to changes of different sorts, which is generally more associated with startups or spin-offs, can be achieved in large companies by giving its divisions a high autonomy (Conceição et al 2002).…”

Section: Established Companies As Technology Developers (Cells G H I)mentioning

confidence: 99%

“…Therefore, papers may frequently also name a number of factors. It is not sufficient to concentrate on just one of these factors (Conceição et al 2002), but the combination is important. In our sample we found that, for example, ''University policy and structure'' and ''Intermediaries'' are frequently researched together.…”

Section: Antecedents and Success Factors Of Technology Commercializationmentioning

confidence: 99%

Technology commercialization: a literature review of success factors and antecedents across different contexts

2016

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This paper provides a systematic review of the current literature on technology commercialization. It serves to establish a foundation for the following empirical and theoretical contributions. Technological inventions are fundamental for a country's economic growth. However, in order to actually generate value for society and profits for the involved companies, these inventions need to be successfully transferred to the market. Therefore, newly developed technologies need to be integrated into products which sell. In particular, our study focuses on the different interaction channels through which technology commercialization occurs. We analyze main groups of institutions, which can either act as developers of technologies and/or organizations bringing these technologies to the market: Universities and research institutes, technology startups, and established companies. We propose a theoretical framework of possible interactions between these organizations and analyze the success factors within the respective channels. Based on the systematic review of 140 articles, key characteristics of the technology development organizations are analyzed with regard to the different possible channels available to commercialize their technology.

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“…With so much interest in innovation, there has been remarkable growth in technology, such as increases in patent applications or paper publications based on the huge amount of investment by firms and governments around the globe [5][6][7][8][9][10]. However, most of them failed to be commercialized and applied to other technologies, products, or services; thus it has remained untapped as a sleeping technology [5][6][7].…”

Section: Introductionmentioning

confidence: 99%

“…However, most of them failed to be commercialized and applied to other technologies, products, or services; thus it has remained untapped as a sleeping technology [5][6][7]. What was worse, firms and governments frequently experienced failures of commercialization despite technical excellence due to various factors such as low marketability and misunderstandings about the market or customers.…”

Section: Introductionmentioning

confidence: 99%

Technology-Based New Service Idea Generation for Smart Spaces: Application of 5G Mobile Communication Technology

Jeong

Lee

et al. 2016

Sustainability

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Innovative technology has made it possible to dramatically change the social and economic environment. In particular, 5G mobile communication technology that radically improves the performance of current technology can renew urban infrastructure, public services, and citizens' lives for the implementation of smart spaces. Although new services need to be generated by such innovative technology, existing technology-based approaches have mostly relied on the intuition of experts rather than a systematic approach. Thus, this paper aims to present a method and process by which technology-based new ideas using 5G mobile communication technology are generated to realize a connected environment by focusing on technological functions as well as customer value. First, the relationships among technology, value, and service are defined through morphology analysis. Second, service opportunities are identified by developing a transformed buyer-utility map in the smart space environment. After mapping the established services, candidate cells for a new service were identified as vacant cells in the map with the removal of technically unnecessary candidates based upon the pre-defined relationship. Third, a new service idea is generated by modifying/extending candidates concretely through an ERRC (Eliminate, Reduce, Raise, Create) framework. Value factors are determined in advance and shown in the As-Is value curve representing the current status. The current level in the curve is then compared at an industrial level and value factors are chosen to newly modify or create. As a result, the To-Be curve is established and leads to a new service idea. It can be regarded as a useful tool for mobile carriers to plan new business models for smart spaces with adequate technology and market feasibility.

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Innovative science and technology commercialization strategies at 3M: a case study

Cited by 40 publications

References 7 publications

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Exploring the relationship between flagship platform projects and intrapreneurial self-renewal activities: Managing intrapreneurial equivocality

Technology commercialization: a literature review of success factors and antecedents across different contexts

Technology-Based New Service Idea Generation for Smart Spaces: Application of 5G Mobile Communication Technology

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