Value creation from the innovation environment: partnership strategies in university spin‐outs

Abstract

University spin-out (USO) companies play an increasingly important role in generating value from radical, generic technologies, but this translation requires significant resources from other players to reach the market. Seven case studies illuminate how relationships with each type of partner can be leveraged to help the firm create value. We find that most firms in the sample are aware of the importance of corporate partners and actively seek to cultivate these relationships, but may not be taking full advantage of the resources available through nonparent academic institutions and other USOs with similar or complementary technologies. USOs helps to provide an overview of what is currently happening in the field. From this population of bs_bs_banner 136 R&D Management 43, 2, 2013.

Knowledge spillovers: cooperation between universities and KIBS

“…Furthermore, these findings also testify to how universities may correspond to company expectations, and thereby facilitating cooperation between the two parties through: (1) the production of sustained research, that is, that proves useful and applicable by firms; (2) the training and preparation of generations of scientists and engineers, capable of playing a productive and useful role beyond the field of education; (3) recognition that the transfer of knowledge is an integral part of the research undertaken at universities; (4) the contribution to local community development through cooperating with companies and in particular with small and medium‐sized companies; (5) the training of individuals and nurturing their creative capacities; (6) acting as the ‘guardians of knowledge’. Universities are thus inherently involved in regional economic development through their missions across the facets of teaching, research and public service (Goldstein, ; Hung et al., ; Lubik et al., ).…”

“…(3) recognition that the transfer of knowledge is an integral part of the research undertaken at universities; (4) the contribution to local community development through cooperating with companies and in particular with small and medium-sized companies; (5) the training of individuals and nurturing their creative capacities; (6) acting as the 'guardians of knowledge'. Universities are thus inherently involved in regional economic development through their missions across the facets of teaching, research and public service (Goldstein, 2009;Hung et al, 2013;Lubik et al, 2013).…”

Organizational Learning and Organization Innovation in the Tourist Hotels - An Empirical Study

“…Spillane (2015) proposed that an organization, in highly competitive environments, would acquire necessary intelligence and information through customers and competitors to create knowledge. When external environments were stable, old knowledge and experiences in the organizational memory were utilized for creating the knowledge required for the organization (Lubik et al, 2013). Chen et al (2012) discovered that an enterprise systemized the past accumulated customer knowledge and accumulated distinct customer knowledge to create knowledge and further innovate the service.…”

“…In this case, an organization, based on the past experiences, had to present the potential of learning, unlearning, and relearning. Organizational adaptiveness was a strategy as well as the activity to adapt to external changing environments, as adaptiveness would guide an organization to constant learning (Lubik et al, 2013). Organizational learning is the knowledge and skills for changing behaviors and actions that it could help an organization cope with external…”

Organizational Emergence and Firm Formation

“…This productive base is made up of all resources, including human, financial, physical, technological, and organizational resources, that are required to seize the identified opportunity (Clarysee et al, 2005). With regard to human capital, entrepreneurs have to find partners, assistants, champions, and other potential resource providers and convince them that they too can benefit from the proposed business experiment (Lubik et al, 2011). Many studies show that prospects are better for ventures founded by a team of entrepreneurs (Storey, 1994;Reynolds and White, 1997).…”