Journal articles: 'Company spin-off'

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Dwek, Raymond A. "Oxford University's first spin-off company: Oxford GlycoSystems." Biochemist 30, no. 2 (April 1, 2008): 4–7. http://dx.doi.org/10.1042/bio03002004.

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One of the greatest changes in recent decades has been the way in which Government demands to see palpable and financially quantifiable results from science. Recent exchanges before the House of Commons Committee of Public Accounts show this well1.

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Manojj, M., and Mridula Sahay. "Productivity and stock price reaction to spin-off decision." Corporate Ownership and Control 13, no. 1 (2015): 292–95. http://dx.doi.org/10.22495/cocv13i1c2p7.

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In corporate governance, spinoff decision is made either to focus on a specific area of business or to get rid of businesses with low profit margin. Separation of some management assets for a better management of existing assets referred to as a spin off. The spun off or subsidiary company is formed by issuing new shares to the existing shareholders while losing some original or parent company shares. By doing so, shareholders’ value might be lost. With a sample of 65 companies spun off since 2009, this paper analyse the stock price movements of the spun off and the parent company and productivity in terms of turnover of the spun off company. From the analysis, there has been an increase in both productivity and stock price. This paper also emphasizes how corporate governance in spin off decisions can protect shareholders’ value.

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Mcivor, Ronan. "Outsourcing and the Spin-off Arrangement: Lessons from a Utility Company." Journal of General Management 33, no. 1 (September 2007): 51–70. http://dx.doi.org/10.1177/030630700703300104.

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Spinning off non-core functions into separate businesses has become increasingly prevalent as organisations restructure and specialise in core areas. A spin-off arrangement is often used as an alternative to outsourcing functions to an independent service provider. Although spin-offs have been increasing in prominence, there are few studies in the literature that provide detailed insights into development and implementation. This paper focuses on a privatised utility company that spun off a number of functions into a separate commercial business. As well as developing a new client base, the spin-off continued to provide services to the utility company. Although this arrangement was regarded as extremely successful, the development and implementation of the spin-off arrangement faced a number of difficulties. This paper considers the arrangement right from idea generation through to full development and eventual disposal. The development of the spin-off was considered along with the implications for the subsidiaries in the utility company. The paper provides a number of important lessons for organisations pursuing this type of outsourcing configuration.

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Fauzan, Mohammad Iqbal Rizky, Yuniaristanto, Muh Hisjam, and Amran Md Rasli. "Assessment of University Spin-Off Company Competitiveness Based on Products Performance and Expert Opinion: A Case Study on Bioproduct Based Spin-Off Company." Advanced Science Letters 23, no. 9 (September 1, 2017): 8737–40. http://dx.doi.org/10.1166/asl.2017.9961.

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Bogue, Robert W. "University spin‐off company launches novel structural stress monitoring system." Sensor Review 23, no. 3 (September 2003): 207–8. http://dx.doi.org/10.1108/02602280310481823.

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van der Sijde, Peter, and Jaap van Tilburg. "Creating a Climate for University Spin-Offs." Industry and Higher Education 12, no. 5 (October 1998): 297–302. http://dx.doi.org/10.1177/095042229801200504.

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UNISPIN is a project designed to promote university spin-off companies among the universities and regions of Europe. In this context, a university spin-off is a company that uses technology developed in a higher education institution for its start-up. From the experience of the UNISPIN scheme, it is clear that one of the most important prerequisites for a spinoff programme in an institution is the existence of an entrepreneurial climate. In this paper, the authors first discuss the development of an entrepreneurial climate and the spin-off potential of universities. They then look at UNISPIN and its approach before analysing effective ‘tools’ for the creation of a positive culture and the implementation of a systematic programme for the creation of university spin-off companies.

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Giacometti, Miretta. "Italian Policies for University Spin-off Companies." Industry and Higher Education 15, no. 4 (August 2001): 233–37. http://dx.doi.org/10.5367/000000001101295722.

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In the past, the promotion of university spin-off companies and university–industry links has been extremely weak in Italian universities. However, while previously certain factors and constraints rendered the involvement of university professors and researchers in private companies almost impossible, with the passage of time there has been a slow build-up of such links. This increase has been in part due to new government policies. This paper examines these new policies, in the context of financial support and initiatives for companies which are leading to a breaking down of the barriers between university and industry and a relaxing of the regulations under which a researcher can found a spin-off company.

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김은호 and Jongkook Park. "Spin-off into a Holding Company, Impact on the Stock Price of the Operating Company." Global Business Administration Review 12, no. 2 (June 2015): 223–52. http://dx.doi.org/10.17092/jibr.2015.12.2.223.

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Chesbrough, Henry. "Graceful Exits and Missed Opportunities: Xerox's Management of its Technology Spin-off Organizations." Business History Review 76, no. 4 (2002): 803–37. http://dx.doi.org/10.2307/4127710.

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The Xerox Corporation has devised several strategies for managing the numerous spin-off firms that independently commercialized many of its technologies. From 1979 to 1998, thirty-five technology-based organizations emerged from Xerox's research centers. Contradicting the common perception that Xerox “fumbled the future” by letting its technology walk out the door, in fact the company set in motion a series of deliberate initiatives to manage its spin-off organizations. After initially adopting a laissez-faire approach, the company soon turned to ad hoc methods, which evolved into a formal internal venture capital structure and culminated in a triage process, with the result that only companies perceived by Xerox as fitting into its overall corporate strategy were retained. By using spin-offs to withdraw gracefully from areas it considered to be marginal, Xerox for feited the potential to realize value from their research. Some, but not all, of the spin-offs obtained venture capital financing from outside sources and thus prospered independently. Their success demonstrated the opportunity that Xerox missed in managing its spin-offs.

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Acosta, Manuel, Daniel Coronado, Esther Ferrándiz, M. Rosario Marín, and Pedro J. Moreno. "Civil–Military Patents and Technological Knowledge Flows Into the Leading Defense Firms." Armed Forces & Society 46, no. 3 (February 7, 2019): 454–74. http://dx.doi.org/10.1177/0095327x18823823.

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Drawing upon 106,181 patent applications by the world’s largest defense firms and 241,571 patent citations (2002–2011), this article has two main objectives. The first is to explore the factors affecting the production of mixed patents (those with potential dual applications in both military and civilian spheres). The second is to identify the causes of the use of military knowledge for civilian inventions ( spin-off) and the use of civilian knowledge in military patented technologies ( spin-in). Our calculations show highly significant coefficients for the variables capturing the “military technological capability” and the size of the company in explaining the production of mixed technologies. The spin-off process is affected by the military technological capability, the size of the firm, and the location. The spin-in mechanism is explained by the military technological capability and the location of the firm, while the size of the company is not relevant.

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Caton, Gary L., Jeremy Goh, and Frank Kerins. "Spin-offs and operating performance." Corporate Ownership and Control 9, no. 3 (2012): 303–17. http://dx.doi.org/10.22495/cocv9i3c2art7.

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This study examines the relation between changes in industry-adjusted operating performance associated with corporate spin-offs and the market’s assessment of the spin-off as either a value increasing or value decreasing activity. I find that the average change in industry-adjusted operating performance associated with my sample of spin-offs is not significantly different from zero. However, I also present evidence suggesting that this average result is misleading because some spin-offs appear to be value increasing while others are value decreasing. I establish that a positive and significant relation exists between parent company revaluation and a) the change in industry-adjusted operating performance of the combined but independent units, and, b) whether the parent and spun-off unit operated in different lines of business. Tests for the sensitivity of the results to underlying assumptions show that these results are robust. I conclude that some spin-offs create value, especially those in which the parent and the unit spun-off are in unrelated lines of business. However, I also conclude that some spin-offs destroy value.

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Chai, Daniel, Ziyang Lin, and Chris Veld. "Value-creation through spin-offs: Australian evidence." Australian Journal of Management 43, no. 3 (November 10, 2017): 353–72. http://dx.doi.org/10.1177/0312896217729728.

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We examine announcement effects and the long-run stock performance associated with spin-offs for companies listed on the Australian Securities Exchange. The 3-day announcement effect is a significantly positive 2.93%. Contrary to previous studies, we find no differences between ex post completed and non-completed spin-off announcements. The abnormal returns do not seem to be related to factors found significant in previous studies, such as an increase in industrial or geographical focus, information asymmetry, and the amount of bank debt of the parent company. There is some evidence that Australian spin-offs are associated with a positive long-run excess stock performance for up to 24 months after the spin-off. This effect is mostly driven by focus-increasing spin-offs.

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Maisyaroh, Anis, Wahyudi Sutopo, Yuniaristanto, and Amran Md Rasli. "A Competitive Analysis and Formulation of Strategy of University Spin Off Company." Advanced Science Letters 23, no. 9 (September 1, 2017): 8652–58. http://dx.doi.org/10.1166/asl.2017.9946.

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Salvador, Elisa, and Pierre-Jean Benghozi. "Research spin-off firms: does the university involvement really matter?" Management international 19, no. 2 (May 7, 2015): 22–39. http://dx.doi.org/10.7202/1030385ar.

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Research spin-offs (RSOs) are considered as potential key opportunities for universities. This paper aims to contribute to the debate on RSOs through an examination of the relationship between these firms and their parent institute: the goal is to understand in which extent the university involvement could make the difference or not. Original empirical evidence on the Italian RSOs is provided by means of a questionnaire investigation, with a focus on companies that aroused more interest from their university and those that did not. Descriptive statistics is followed by a cluster and a factor analysis. Two main groups of RSOs are identified: open-oriented and autonomous-oriented. It seems that the strength of university interest towards a RSO has consequences on company orientation.

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Ferreri, Carla, Chryssostomos Chatgilialoglu, and Rosaria Ferreri. "Transferring Chemical Research to a Spin-off Initiative in Health Care: The Lipidomic Approach." Industry and Higher Education 22, no. 6 (December 2008): 403–9. http://dx.doi.org/10.5367/000000008787225920.

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Lipidomics is an emerging discipline in life sciences related to the lipid metabolism of living organisms. In the last decade chemical and biological research has attributed very important roles to membrane phospholipids in relationship to free radical stress and metabolic situations. An entrepreneurial initiative for diagnostic tools and health care products in the field of lipidomics started two years ago in Italy as a spin-off company of the National Council of Research. This paper presents an overview of the lipidomic approach applied in the company with regard to the metabolic and functional status of cell membranes, including the development of medical diagnostic tools and an innovative consultancy for nutraceutical companies. The authors also comment on the entrepreneurial experience of the Italian researchers.

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Lozano, Melquicedec. "Ecosystem for the emergence of spin-offs from the family business." Academia Revista Latinoamericana de Administración 30, no. 3 (August 7, 2017): 290–311. http://dx.doi.org/10.1108/arla-09-2015-0242.

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Purpose The purpose of this paper is to identify the minimum conditions for the formation of an ecosystem that favours the emergence of spin-offs whose parent company is a family business. Design/methodology/approach Three family companies that have experienced processes supporting the creation of new companies led by family members were used for this exploration. Findings The findings show that it is possible to form an ecosystem with five basic components from which other factors of a different kind are derived, and that would favour the minimum conditions for new companies to emerge from the family business. Originality/value Spin-off companies have received valuable recognition in recent years. The vast majority of research on spin-offs considers those arising under the protection of a private innovation centre, a corporation, or university. This research gives more breadth to this coverage, by studying the emergence of spin-offs that rely on the family business as the parent company.

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FUKUDA, Tsuguo. "Industrization Based on the Development in the University and University Spin-Off Venture Company." Review of Laser Engineering 32, no. 12 (2004): 818–19. http://dx.doi.org/10.2184/lsj.32.818.

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Welch Jr., James S. "The Profit Motive and Global Corporate Citizenship: A Case Study on the Spin-Off of Philip Morris International." Think India 17, no. 3 (December 13, 2014): 1–6. http://dx.doi.org/10.26643/think-india.v17i3.7803.

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This article addresses the spin-off of Philip Morris International (PMI) from Altria which took place back in 2008. Since that time, PMI has done very well in overseas markets, and most especially in developing markets. By 2010, PMI had gained an estimated 16 percent share of the total international cigarette market outside of the U.S. (excluding China) with revenue of $27 billion and operating income of $11.2 billion. With 2012 results, PMI reported worldwide revenues of $31.4 billion and an operating income of $14.2 billion, according to the companys annual report. This rapid revenue growth and income expansion has not come without ethical considerations. As the spin-off resulted in the move of the company headquarters from New York City to Lausanne, Switzerland, PMI became less restrained by the regulatory environment in their new home. PMI was able to capitalize on lower tobacco standards and limited advertising restrictions in global markets (and most especially developing markets) without the constraints of the negative regulatory environment and negative public attention back in the USA. This article weighs the ethical concerns of moving business to areas of less regulation versus the business advantages of such moves. There are many reasons why American corporations have begun to spin-off their international operations, but the question remains, whether the business is conducted domestically or internationally: Is the fiduciary duty to shareholders greater than the moral duty to prospective global consumers?

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Uctu, Ramazan, and Rachel Jafta. "Spinning-off or Licensing?" Industry and Higher Education 28, no. 2 (April 2014): 127–41. http://dx.doi.org/10.5367/ihe.2014.0195.

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Different mechanisms are available when universities embark on technology transfer to the private sector. This paper focuses on the option of intellectual property licensing of technologies. In particular, the authors examine why academics who are in a position to create a spin-off opt for licensing, in the context of the universities' rationale for technology transfer, the nature and performance of their technology transfer institutions and the motivations behind the academics' decisions. The case study focuses on South Africa's two oldest and premier research-led universities, based in the Western Cape region. The results show that technologies originated mainly from the engineering and health sciences and the biotechnology industries; technologies were created through collaboration among researchers; they were mainly patented worldwide; and the researchers chose to license the technology in order to convert their knowledge into practical applications, to use existing knowledge fully and to make a financial profit. The most important factors influencing the decision of an inventor/researcher not to create a spin-off company were funding, commercialization and distribution.

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Mets, Tõnis, Merike Leego, Tiit Talpsep, and Urmas Varblane. "The Role of Intellectual Property Protection in the Business Strategy of University Spin-Off Biotech Companies in a Small Transition Economy." Review of Central and East European Law 32, no. 1 (2007): 19–40. http://dx.doi.org/10.1163/092598807x165550.

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AbstractSpin-off biotech companies often have difficulties in creating competitive advantage through protection of their intellectual property, due to their limited human and financial resources. Having considered the value of the intellectual property and questions of enforceability, spin-off companies should use patenting only for inventions with a high market value and high patent enforceability; otherwise, publishing early or keeping the invention a trade secret should be preferred. This allows the inventor to benefit from operational freedom while maintaining low costs. The impact of the protected intellectual property on the success of the firm depends on its speed of entry into the market and when it reaches break-even point. In a transition country with a poorly developed entrepreneurial environment, patents may expire before the spin-off company has produced any profit from its expenditures on the protection of the intellectual property. It should also be remembered that their products may contain modules which are already protected by other inventors. Consequently, a strategically fundamental issue for the success of spin-off firms is the careful selection of the markets in which to operate, and the choice of the proper degree and method of intellectual property protection.

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Minadeo, Roberto. "Cisões: Análise de um conjunto de situações à luz do Modelo dos 5 Ps de Mintzberg (1987)." Future Studies Research Journal: Trends and Strategies 5, no. 2 (December 11, 2013): 35–78. http://dx.doi.org/10.24023/futurejournal/2175-5825/2013.v5i2.105.

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Literature often discusses matters concerning mergers and acquisitions. On the other hand, from an academic standpoint, spin-offs dwell in limbo as a poorly explored subject matter. Nevertheless, spin-off operations are a commonplace and serve multiple purposes including operational, legal, tax, litigation, and market amongst other, aspects. Ground on this perspective, this study sought to analyse the motivations driving a considerable number of spin-off operations – 60 in all – selected as of the 1930´s yet placing greater emphasis on those that took place as of 1990. Secondary data was researched, categorized and analysed by the author in light of Mintzberg’s 5 P´s model (1987), namely: a) plan – in the sense defining a future course of action; b) ploy, or maneuver to outsmart competition under given circumstances; c) position – in the sense of the patterns, standing and scope conquered within a given market; d) the company´s perspective when facing the market; e) pretext – a move or maneuver to face competition. Findings revealed that most spin-offs do fit, in descending order, into pretext, plan, position, pattern and finally, perspective frameworks.

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Andrea, Čorejová, Rostášová Mária, and Čorejová Tatiana. "Knowledge Transfer Model and Spin-off Company set up in Significant Academic Centres in Taiwan." Procedia Engineering 192 (2017): 86–91. http://dx.doi.org/10.1016/j.proeng.2017.06.015.

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CASTRILLÓN MUÑOZ, Andrés José, Alfonso Infante MORO, Alexander Zúñiga COLLAZOS, and Francisco José Martínez LÓPEZ. "University Spin-Off: A Literature Review for Their Application in Colombia." Journal of Environmental Management and Tourism 10, no. 1 (May 7, 2019): 73. http://dx.doi.org/10.14505//jemt.v10.7(33).08.

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This article gathers some of the most important theoretical and conceptual references, systematized from the review and consultation of specialized literature on university Spin Off, through a documentary type methodological qualitative process with a tendency to observe closely, afterwards, the capacity that has the University of Cauca, a public Colombian higher education institution, regarding the organization of knowledge to transfer the results generated by its research groups towards the environment, in alliance with entrepreneurs and other groups of interest, where the following analytical categories among others, are highlighted: The evaluation of the diverse typologies presented by well-known experts based on their heterogeneity. The analysis of different organizational models related to this type of entrepreneurships. The factors of success and the failure of some universities Spin Offs. The stages that might have to be exhausted for the successful implementation of this kind of organizations and the basic aspects to be considered in the relationship between University-Firm-State. As closure, it is suggested that for all legal purposes, a university Spin-Off in Colombia is "a company based on knowledge, especially the one protected by rights of Intellectual Property, created in the area of the Higher Education Institution (HEI), as a result of research and development activities conducted under their support, in their laboratories and facilities or by researchers who are linked to them, among others" (Law 1838, Act of 2017).

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Pratiwi, Ayu, Wahyudi Sutopo, Roni Zakaria, and Amran Md Rasli. "Formulating Strategy Through QSPM Based on SWOT Framework: A Case Study Spin-Off Company in Malaysia." Advanced Science Letters 23, no. 9 (September 1, 2017): 8646–51. http://dx.doi.org/10.1166/asl.2017.9945.

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Kipping, Matthias, and Ludovic Cailluet. "Mintzberg's Emergent and Deliberate Strategies: Tracking Alcan's Activities in Europe, 1928–2007." Business History Review 84, no. 1 (2010): 79–104. http://dx.doi.org/10.1017/s0007680500001252.

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The management scholar Henry Mintzberg has situated company strategies on a continuum that ranges from those that are the result of deliberate internal decisions, on one extreme, to those that emerge largely as a response to external forces, on the other. This framework is applied to the strategies of the Canadian aluminum producer Alcan, in Europe, from its origins as a spin-off from Alcoa, in 1928, until its acquisition by Rio Tinto, in 2007. Throughout this period, the company gradually moved from emergent to more deliberate strategies, although external forces continued to influence its decisions. The increasing centralization of Alcan's organizational structure paralleled its shift toward reliance on deliberate strategies.

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Scott, Michael. "Small company economics–net present value versus net cash flow." APPEA Journal 51, no. 1 (2011): 369. http://dx.doi.org/10.1071/aj10023.

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This paper is primarily written for the benefit of the small company that survives hand-to-mouth on a day-to-day basis. Personnel working in large profitable oil companies that spin off lots of positive cash flow may have difficulty empathising with the example. Net present value is a commonly accepted method of project valuation. Globally, projects are valued, ranked, justified, bought and sold using this technique. For all companies, however, cash is considered to be king. Cash funds exploration activities and corporate costs and allows companies to continue trading without returning to shareholders for additional funds. Both the solvency of the company and the dilution of share value are extremely important considerations for company directors. For a small company with income being generated from a single small field, an example is presented where a simple decision is considered: keep the field and live off the annual income or sell the field and live off the declining balance. This is an extremely simple example used to demonstrate the power of cash flow. No alternative investment is available and no exploration success from continued exploration drilling is experienced–the directors are only focused on funding the company’s ongoing obligations. The conclusion from the analysis is that cash flow from a project may be preferred over selling a project for net present value and then funding the company’s obligations from the proceeds of the sale and declining funds balance. The ultimate lesson for companies is that cash flow, however insignificant, can greatly increase their chances of long-term survival.

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Arcuri, Maria Cristina, Elisa Bocchialini, and Gino Gandolfi. "From Local Academic Spin-Off to International Firm: The Case of VisLab." International Business Research 13, no. 6 (May 22, 2020): 100. http://dx.doi.org/10.5539/ibr.v13n6p100.

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Universities play an important role in developing and transferring technology. In Italy, much innovation takes place where universities are located outside large towns, as in the case of VisLab. VisLab, the Vision and Intelligent Systems Laboratory, founded by Prof. Alberto Broggi of Parma University, is a pioneer in perception systems and autonomous vehicle research. It is also the spin-off of the University of Parma acquired by Silicon Valley company Ambarella Inc., in July 2015 for $30 million. After the deal, VisLab remained in Italy and all the staff, about thirty researchers, were hired by VisLab for the Parma location. This paper examines the university-industry interaction and, in particular, academic spin-off, as a source of economic growth, pointing out the importance of the context. The study describes the main characteristics of the VisLab case, including the possible alternative strategies, the structure of the final M&A deal and the advantages deriving from Parma and surrounding area. Despite, or perhaps because of its originality, the VisLab case seems to confirm the rule. It suggests that universities can play a key role in technology transfer: universities provide knowledge and trained personnel to firms, facilitating interaction between research and industry. Thus, policy makers should promote the commercialisation of research outcomes.

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Jones, Fran G. E., Paul A. Connor, Alan J. Feighery, Julie Nairn, Jim Rennie, and John T. S. Irvine. "SOFCRoll Development at St. Andrews Fuel Cells Ltd." Journal of Fuel Cell Science and Technology 4, no. 2 (June 7, 2006): 138–42. http://dx.doi.org/10.1115/1.2713770.

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St. Andrews Fuel Cells Ltd. is a spin-off company (formed in February 2005) from the University of St. Andrews. The company’s focus is on the development of the SOFCRoll fuel cell. The SOFCRoll design is produced from tape casting and is fired in a single unit, offering reduced fuel cell production costs. Additionally, the self-supporting nature of the SOFCRoll geometry removes the need for thick cell components, further reducing cell cost and offering increased power densities. This paper reviews the development of the SOFCRoll concerning the processing and performance testing.

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White, Susan, and Karen Hallows. "UrsaNav: the power of the bear." CASE Journal 15, no. 6 (March 30, 2019): 575–606. http://dx.doi.org/10.1108/tcj-10-2018-0109.

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Theoretical basis Students will need to know basic capital budgeting techniques to value UrsaNav and its divisions. Students must determine which cash flows are relevant and determine an appropriate return on investment. Some of the issues that need to be addressed include: how to handle taxes in a discounted cash flow analysis when valuing an S Corp. where incentives depend on current (known) tax provisions and future (unknown) tax provisions; how to use comparable multiples to develop a cost of capital for a DCF valuation; and how to value a firm using comparable transactions. Research methodology Case information was obtained through interviews with the owner, Charles Schue. In addition, the authors researched industry and comparable company data, along with current events relating to government consulting. Case overview/synopsis UrsaNav is a US-based, international provider of advanced engineering and information management consulting services in the naval navigation industry. After about a decade of operating and growing, the firm had become successfully diversified; however, it had also grown too large to manage effectively. Thus, the company was spun-off into three separate segments: Tagence, Geodesicx and UrsaNav. These segments went “back to the basics,” and focused more on serving customers, with each having a more defined company focus. Is this a move that creates or destroys value? How could it create value for the firms’ founders? Complexity academic level This case is intended for an advanced undergraduate or an MBA corporate finance class or an entrepreneurship elective. Students interested in analyzing whether or not decision makers within a company would want to spin-off divisions, or merge with another company, or divest a company would find this case appealing. Other students who just want to analyze whether the company has grown too much would be good candidates to do this case.

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Parhankangas, Annaleena, and Pia Arenius. "From a corporate venture to an independent company: a base for a taxonomy for corporate spin-off firms." Research Policy 32, no. 3 (March 2003): 463–81. http://dx.doi.org/10.1016/s0048-7333(02)00018-5.

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Kutscher, Erika. "A spinoffs study applied to the airline industry." Journal of Transport Literature 8, no. 2 (April 2014): 134–77. http://dx.doi.org/10.1590/s2238-10312014000200007.

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Airlines have been recently debated the management of some of their non-core divisions, such as the Frequent Flyer Program (FFP). A spinoff is a form of corporate contraction that many companies have recently chosen. Through a spinoff, both the parent company and the divested subsidiary can each focus on their own activity, which translates into a better performance of both entities. This paper studies the circumstances in which a spinoff is a good strategy to pursue, along with some important issues that must be considered when reaching agreements. Spinoffs are basically a "downsizing" of the parent firm; therefore, the smaller firm must be economically more viable by itself than as a part of its parent company. The motivation for analyzing this particular topic comes from a question of current interest: Under what circumstances is it advantageous for an airline to spin off its Frequent Flyer Program, or other divisions that are not related with the airline's operation? In this paper, an extensive literature review introduces the reader to the different forms of corporate contraction and their performance under different circumstances. Three cases related to the airline industry follow: the spinoffs of TripAdvisor from the web agency Expedia, of Air Canada's FFP Aeroplan, and of American Airline's distribution system Sabre. These three cases illustrate some of the key issues that must be carefully considered when spinning off a subsidiary. The paper concludes that spinoffs are a smart strategy when the focus of the spun off division is different from that of the parent company. However, to safeguard future business relationships, the two entities must negotiate detailed agreements that are robust enough to perform successfully in all foreseeable circumstances.

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Wardayanti, Ari, Wahyudi Sutopo, Muh Hisjam, and Amran Rasli. "Bankruptcy Prediction Using Altman Z-Score Model and 5W + 1H Approach to Elaborate Strategy (Case Study: Spin Off Company)." Advanced Science Letters 23, no. 9 (September 1, 2017): 8664–67. http://dx.doi.org/10.1166/asl.2017.9948.

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Hum, Derek. "Reflections on Commercializing University Research." Canadian Journal of Higher Education 30, no. 3 (December 31, 2000): 113–26. http://dx.doi.org/10.47678/cjhe.v30i3.183371.

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Universities require resources to support research, and often seek funds from the private sector. Given the rising trend towards partnerships with the corporate sector, what is the best strategy for universities to adopt to commercialize intellectual property? This paper sketches the extent of commercialization of research in Canadian universities, explains why copyright enforcement is difficult, and discusses the benefits and disadvantages of licensing an innovation versus creating a spin- off company to exploit university discoveries. Because the university and the corporate sector have different objectives, two important questions are: how to structure an incentive compatible "contractual arrangement" to accommodate both parties, and how to share the benefits of university discoveries.

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Marjanski, Vladimir, and Attila Dudás. "Some Current Problems with the Regulation of Limited Liability Companies in Serbia." Central European Journal of Comparative Law 1, no. 1 (June 30, 2020): 131–45. http://dx.doi.org/10.47078/2020.1.131-145.

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In Serbia, the legal status of limited liability companies (LLCs; društvo sa ograničenom odgovornošću, d.o.o.) is for the most part regulated by the Companies Act (Zakon o privrednim društvima). All four basic legal forms of company are regulated by this Act. Unlike in Austria and Germany, there are no special laws on LLCs and joint stock companies (JSCs). Regulating all legal forms of a company with the same act, including procedures for their liquidation, status changes (acquisition, merger, division, and spin-off), and changes of legal form, may be considered a conceptual shortcoming of the regulation relating to LLCs and of company law in Serbia in general. A specific law would enable legislators to tailor detailed rules pertaining only to LLCs, in which all peculiarities of this legal form of companies might be better addressed. Furthermore, there are relatively numerous legal norms applicable to JSCs, the appropriate application of which is can be legally extended to LLCs. However, most of them are not conceptually applicable due to the different nature of JSCs and LLCs. In addition, company law will have to undergo significant changes in upcoming years due to the process of accession of Serbia to the European Union and the fulfilment of the conditions contained in chapter 6 of the accession negotiations pertaining to company law.

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Bilgehan Erdem, M. "A Fuzzy Analytical Hierarchy Process Application in Personnel Selection in IT Companies: A Case Study in a Spin-off Company." Acta Physica Polonica A 130, no. 1 (July 2016): 331–34. http://dx.doi.org/10.12693/aphyspola.130.331.

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Williams, Jerry R. "A Private Landowner Perspective of State Policy, Economics and Responsibility in Spruce Budworm Control." Forestry Chronicle 61, no. 5 (October 1, 1985): 388–94. http://dx.doi.org/10.5558/tfc61388-5.

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International Paper Company owns 800 000 acres of timberland in Maine stocked with spruce-fir that has experienced damage from the spruce budworm (Choristoneura fumiferana (Clemens)). Until 1982, these lands were included in the State of Maine-conducted aerial spray protection program. Following changes in state policy and administration, program costs, landowner objectives, and marketing requirements, IP withdrew from the state program to conduct its own program in 1983. Various economic and legal considerations with benefit/cost ratios from protection are described. In addition, the future wood supply is questioned and the state is encouraged to spin off the spray program to the private sector and to concentrate its efforts on resource analysis, insect survey and detection and research.

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Park, Hwogeun. "Analysis on Activation Factor of the Establishment Policy for the Research-based Spin-off Company : Focusing on the Policy Implementation Attitude." Journal of Korea Technology Innovation Society 23, no. 4 (August 31, 2020): 723–45. http://dx.doi.org/10.35978/jktis.2020.8.23.4.723.

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Custodio, Miguel Gabriel, Alan Thorogood, and Philip Yetton. "24 × 7 @ Full Speed: Accelerated Time to Market." Journal of Information Technology 21, no. 2 (June 2006): 116–26. http://dx.doi.org/10.1057/palgrave.jit.2000058.

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‘It's only a web site. What could be so difficult about that?’ This quote is from the cafeteria of a start-up business funded by a North American retailer, after the disastrous ‘Black Friday’ of 2000, during which its web site experienced systemic failure. This case describes the dynamics, complexities and consequences of fast tracking an e-business start-up. This consumer electronics retailer created one of the most visited retail web sites, from concept to operation in 6 months. Market analysts were predicting a major increase in online sales while consumers were adopting the Internet at a rate faster than any previous technology. Meeting the multi-channel demands of the dynamic and competitive environment required operational balance, stability, innovative flexibility, organizational fit and the alignment of resource capabilities with technology. This case challenges the reader to comment on how a large company positioned itself and integrated the necessary competencies to compete successfully in a developing market by establishing a spin-off operation, separate from the main company.

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Gholz, Eugene. "Eisenhower versus the Spin-off Story: Did the Rise of the Military–Industrial Complex Hurt or Help America's Commercial Aircraft Industry?" Enterprise & Society 12, no. 1 (March 2011): 46–95. http://dx.doi.org/10.1017/s1467222700009733.

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In his Farewell Address, President Eisenhower warned that the military-industrial complex (MIC) threatened to dominate American research, crowding out commercial innovation. Ironically, a number of analysts point to spin-off benefits of the 1950s' military effort as a crucial source of American high-tech competitiveness, often citing the key example of the relationship between military jet aircraft and the Boeing's 707. But the huge military investment in jet aviation had both benefits and costs for the commercial industry. This article compares the development of the Boeing 707 and its relationship to military projects like the KC-135 tanker to the contemporary development of commercial jet aircraft by other companies that were also integral parts of the military-industrial complex (MIC), including Douglas Aircraft and its commercial DC-8 and Convair and its commercial 880 and 990. Using evidence from archives, interviews with retired company executives, contemporary trade press, and academic studies, the article concludes that membership in the MIC did not offer firms a leg up in commercial markets. President Eisenhower was generally right about the costs of the military effort, but military spending remained low enough to allow commercial industry to thrive in parallel to the defense industry.

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Bulla, Benjamin, Fritz Klocke, Olaf Dambon, and Martin Hünten. "Ultrasonic Assisted Diamond Turning of Hardened Steel for Mould Manufacturing." Key Engineering Materials 516 (June 2012): 437–42. http://dx.doi.org/10.4028/www.scientific.net/kem.516.437.

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Diamond turning of steel parts is conventionally not possible due to the high tool wear. However this process would enable several different applications with high economical innovative potential. One technology that enables the direct manufacturing of steel components with monocrystalline diamond is the ultrasonic assisted diamond turning process. This technology has been investigated over the years within the Fraunhofer IPT and is now commercialized by its spin-off company son-x. Surface roughness in the range of Ra < 5 nm can be achieved and the diamond tool wear is reduced by a factor of 100 or higher. In order to prove the industrial suitability of the process, two aspherical shapes and one large spherical geometry have been manufactured. The possible form accuracies and surface roughness values will be described in this paper, as well as the tool wear. The goal was to achieve optical surface roughness and a shape accuracy below 300 nm.

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Retra, Kim, Peter van Hoorn, Marcel van Gogh, Joep Maas, Inge Rozendal, Jan Dekker, lwan de Esch, Bart Bossink, and Peter van der Sijde. "Educating the science–business professional." Industry and Higher Education 30, no. 4 (August 2016): 302–9. http://dx.doi.org/10.1177/0950422216662377.

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This article is concerned with the emergence of the science–business (SB) profession and the role of the SB professional (SBP) in both academia and business. Transferring science to markets can take a variety of routes depending on the stage of development and the people and skill sets involved. An SBP may co-develop opportunities for exploitation as part of a team in a university or in the business world in a spin-off or a mature company. In both settings, the SBP connects with scientists and co-develops knowledge or technology into an exploitable commodity. The need for this type of professional was the starting point for a new curriculum: a 3-year bachelor’s programme in science, business and innovation that integrates fundamental sciences (physics, chemistry, mathematics), life and health sciences, energy and sustainability sciences, business/social sciences, innovation and entrepreneurship. The authors provide the context and rationale for the development of the programme and discuss how it meets its objective to address a critical skills need in both academic and business sectors.

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Wu, Mingchang, Ibnu Siswanto, and Zainal Arifin. "Fostering telecommunication industry development through collaboration among university, industry, and government ~Elevating triple helix model of collaboration in Indonesia~." International Journal of Engineering & Technology 7, no. 2.5 (March 10, 2018): 4. http://dx.doi.org/10.14419/ijet.v7i2.5.10044.

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Background and objective: Over the past decade, Indonesian telecommunication market has enjoyed a steady growth by over than 30% per year. However, all of the cellphone and smartphone companies are foreign company and there is no local company. Therefore, this paper purports to analyze the current telecommunication industry development in Indonesia and how to elevate it for further enhancement.Materials and Methods: This article firstly reviewed the theory of triple helix model type of collaboration among university, industry, and government. Secondly, analyzed how to elevate it in order to foster Indonesian telecommunication industry. Finally, it gives some suggestions for further triple helix model implementation in Indonesia.Results: The steps to implement triple helix model of collaboration in Indonesia are (1) improving facilities and quality of the academic research, developing a collaboration that focuses on the applied science transfer, developing a product that is appropriate to the market needs, and (2) developing new hardware and software business spin-off. During the trilateral collaboration, evaluation is continuously based on some indicators, such as the number of patents, customer satisfaction with the products, and the number of new business units.Conclusions: The triple helix model of innovation has become salient in the development of Indonesian telecommunication industry. Readiness of Indonesia to implement knowledge-based economy development needs to be improved through human resource development, research facility enhancement, and by encouraging industry and governments’ participation in basic research and education.

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Tuunainen, Juha. "Reconsidering the Mode 2 and the Triple Helix." Science & Technology Studies 15, no. 2 (January 1, 2002): 36–58. http://dx.doi.org/10.23987/sts.55144.

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This paper takes a critical stand towards the Mode-2 thesis and the Triple-Helix model as schemes to describe the association of university research with applied motives and commercial and industrial actors. By drawing from a case study of a plant-biotechnology research group, which transformed into a start-up company, the paper suggests that using these models as conceptual frameworks in the empirical analysis may run the risk of glossing over some vital conceptual insights. The first instance where more focused attention should be given is the analytic distinction between theoretical, methodological and applied dimensions of a local research program. By appreciating it, a central source of dynamic that formed the ground for the commercialization of the group’s research results is preserved. The second deficiency is that neither the Mode 2 nor the Triple Helix pays close enough attention to the problems and contradictions that come into the world as university research results are commercialized. In this respect, three problem areas are addressed: 1) the ownership of intellectual property rights, 2) the industrial collaboration and the difficulties of transferring the research results to the market, and 3) the failed attempt of creating a hybrid community between the research group and the spin-off company. Also these should be given a more central role in the models since they seem to be vital challenges for researchers-entrepreneurs as they move from academic to industrial focus.

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Iggland, Benny. "Change from a combinate structure to a streamlined company in an emerging market by means of spin-off of peripheral functions in ex-state owned companies." International Journal of Technology Management 24, no. 2/3 (2002): 262. http://dx.doi.org/10.1504/ijtm.2002.003055.

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Ciarmatori, Fabrizio, Roberta Bocconcelli, and Alessandro Pagano. "The role of European R&D projects for SMEs’ resource development: an IMP perspective." IMP Journal 12, no. 2 (June 11, 2018): 346–67. http://dx.doi.org/10.1108/imp-05-2017-0025.

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Purpose The purpose of this paper is to provide a contribution on the role of European R&D projects (ERDPs) on small and medium enterprises’ (SMEs) resource development. Design/methodology/approach This paper adopts a qualitative methodology based on a longitudinal case study. The case analysis concerns Gamma, a small high-tech firm based in Italy, active in nanotechnologies since 2005 as a research spin-off and since its establishment active in ERDPs. The analysis is developed along three main phases of development where the company participated to different ERDPs. Findings The empirical analysis highlights that since its establishment, Gamma has been able to increasingly exploit participation in ERDPs, in order to gain access to financial and technological resources. Such active and continuous participation fostered the development of both advanced technological and organizational resources, which then allowed the company to survive and play a growing role as a well-known technology partner in the nanotechnology field in Italy and Europe. Originality/value Adopting an IMP perspective, the paper provides a contribution on the managerial dimension of SMEs’ participation in ERDPs – which represents a neglected topic in the existing literature – on two distinct grounds: resource development process and networking processes. With respect to resource development processes in ERDPs, this case study underscores the relevance of ERDPs for developing both technological and organizational resources, highlighting the relevance of project management-related knowledge. In terms of networking processes, this paper highlights the need to fully understand the interplay of ERDP networks and business networks.

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Ehrenman, Gayle. "Current From Currents." Mechanical Engineering 125, no. 02 (February 1, 2003): 40–41. http://dx.doi.org/10.1115/1.2003-feb-2.

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This article discusses that in the quest for renewable energy, the oceans’ tides and flow have gone largely untapped. Companies in the United Kingdom and Canada are trying to harvest the power of sea current through new application of an old technology: turbines. IT Power is using technology from its spin-off company, Marine Current Turbines, also in Hampshire. The technology consists of a pair of axial flow rotors that are roughly 50 to 65 feet in diameter. Each drives a generator via a gearbox, much like a wind turbine. Blue Energy Canada is also working the currents. Its approach differs from that of IT Power in two significant ways: orientation of the turbine blades and their arrangement. A study conducted in 2001 by Triton Consultants, based in Vancouver, BC, on behalf of BC Hydro (one of the largest electrical utilities in Canada), found that the cost to develop a current turbine site is rather high, but the cost of annual power generation would be low. The study considered a site at the Discovery Passage in British Columbia, which it speculated would run 7941-MW Marine Current Turbines spread over roughly 3922 acres.

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Olszewski, Marcin. "Współpraca przedsiębiorstw turystycznych z uczelniami - wyniki badania empirycznego." e-mentor 89, no. 2 (2021): 34–43. http://dx.doi.org/10.15219/em88.1509.

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The growing importance of the cooperation between enterprises and universities stems from the continuous search for new development sources and the need to ensure sustainable competitive advantages. However, research on the partnership between the universities and service enterprises is still relatively rare. The study presented in this article aimed to recognize the scope and character of cooperation between universities and service enterprises represented by the tourism businesses, as well as the attitudes of entrepreneurs towards such collaboration. The research was carried out on a sample of 383 enterprises. Its results revealed a relatively high level of cooperation (declared by 54.6% of entities) mainly in two simple forms: students’ internships and participation of business representatives in conferences organized by academia. They also allowed identifying that the size and operating time significantly differentiate the use of academic knowledge in enterprises. The results show that the overall perception of cooperation between the tourist businesses and universities is positive, and its advantages are well recognized. The most important among them is the increase in the employees’ competences and improving the company image due to contacts with academia. However, the more significant benefits of such cooperation may be achieved only when more advanced knowledge transfer mechanisms are applied, such as commissioned research or spin-off companies.

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Formica, Piero. "Entrepreneurial Universities." Industry and Higher Education 16, no. 3 (June 2002): 167–75. http://dx.doi.org/10.5367/000000002101296261.

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Whether or not a society can be called ‘entrepreneurial’ depends in part on the legitimacy and esteem accorded to those who pursue the entrepreneurial route. Communities in which entrepreneurship can thrive create more jobs and wealth. Entrepreneurship foments the Schumpeterian process of creative destruction by which the new replaces the old. New opportunities are perceived, capitalized and converted into marketable products or services. Fresh competition in the free market economy and the breaking down of international borders will significantly influence new company formation and the underlying models of entrepreneurial motion. Ample opportunities for creativity and innovation are driving the move towards the formation of small businesses that from the start enter into a fast and high-growth phase – the so-called ‘entrepreneurial growth’ companies. Is there a distinctive role for education in enhancing entrepreneurial capacity bringing together entrepreneurial capacity and opportunities, and thus expanding local entrepreneurial activity in the form of entrepreneurial growth companies? In addressing this question, the paper first looks at two basic models of entrepreneurial motion – the small business model and the growth model – and then investigates the concepts of entrepreneurial learning and organizations for entrepreneurial education (the entrepreneurial universities). Entrepreneurial universities foster interaction and networking. They embed entrepreneurship in academic culture in order to achieve economic returns from the knowledge generated through research projects, empowered teams of teachers, students and business people, face-to-face and electronic relationships, and networked enterprises emerging from their spin-off activity. Finally, the paper identifies agents in the market and seed funds as instrumental organizations in the role of entrepreneurial universities. Endowed with high education and marketable skills, those agents support the new company in creating its own market. Seed funds provide risk-bearing capital and management support, which are complementary ingredients to money and intangible assets from the founder, family and friends.

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JUNG, Chaho. "A Method to Calculate Share Rates of Two Employers on an Employee Invention and a Patent Created by a Dual-employed Employee of a University and a Spin-off Company." Journal of Industrial Property 66 (January 31, 2021): 223–56. http://dx.doi.org/10.36669/ip.2021.66.6.

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Wirsing, B., A. Traude, J. Steffens, M. Sheen, B. Löffler, D. de Lapparent, C. Broadfoot, and J. L. Alonso-Gonzalez. "Becoming an Entrepreneur for a Trial Period: The Pre-Incubation Experience." International Journal of Entrepreneurship and Innovation 3, no. 4 (November 2002): 265–77. http://dx.doi.org/10.5367/000000002101299312.

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In most member states of the European Union a major failing of the innovation system is that inventions generated at universities and other higher education institutes are too rarely commercialized by the creation of new, innovative firms. One reason for this can be found in the accumulation of obstacles that prevent academic researchers with a technology-based business idea from setting up their own company. Such obstacles include a lack of knowledge in business management and negotiation skills, the unknown market potential of products and services, high financial risks and the widespread fear of failure. In this article a new and innovative support scheme is described, based on the concept of ‘pre-incubation’ and set up by the Institute for Innovation Transfer at the University of Bielefeld. The core of the concept is a university-associated facility, the pre-incubator, which is a new device for managing the spin-off process. The innovative feature of the pre-incubator is a specific management, legal and insurance structure that allows academic researchers to test the feasibility of their business ideas before they take the risk of setting up a company. The legal entity of the pre-incubator forms an umbrella under which potential entrepreneurs, guided and controlled by the management staff, can test their products on the market, thus gaining valuable business experience. This experience, in addition to continuous training and coaching, is expected to increase the sustainability of the future company. In addition the article outlines how the concept of pre-incubation is currently implemented at the Universidad Politecnica de Valencia in Spain and the Ecole Polytechnique in France within the framework of the EC-funded innovation project USINE (University Start-up of International Entrepreneurs). An analysis from the University of Strathclyde in Scotland, which monitors the transfer process of the pre-incubation scheme within the project, concludes the article by identifying the features of the pre-incubator that set it apart from other tried and tested mechanisms. The adaptability of the model to different national contexts is also discussed, as are the benefits and costs to stakeholders and the ways in which they can measure ‘success’.

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Journal articles on the topic 'Company spin-off'

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