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Journal articles on the topic 'Technology commercialisation'

Author: Grafiati

Published: 4 June 2021

Last updated: 8 February 2022

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1

Neale, Michael R., and David R. Corkindale. "Improving New Technology Commercialisation." International Journal of Innovation Management 01, no. 04 (December 1997): 411–25. http://dx.doi.org/10.1142/s1363919697000206.

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The marketing literature clearly indicates that one activity which is highly associated with the successful commercial development of new technology is the involvement of potential customers in the process as intimately and as early as possible. This paper summarises the literature on the value of customer involvement and concludes that the process of "co-development" has extra merit. This is not, however, universally employed by new technology originator firms. This paper also explores the apparent barriers to the involvement of customers and found that, among other things, trust seems to be an essential element in allowing technology originators to enter into necessary relationships with potential customers. It is likely that participants in such joint developments had experienced a number of similar, trusting business relationships. Those who rated themselves as being unwilling to divulge confidential information with potential customers, which is essential to the process, seemed to have few other trusting business relationships. The methodology that was used to explore the question empirically is described together with the fieldwork that was conducted. A single industry, the electronics industry, was examined in one state of Australia. The industry comprises small and medium-sized enterprises who trade with customers locally, nationally and internationally. A sample of 15 companies in the industry, as well as some of their customers, were subjected to purposive, in-depth interviews. The findings are drawn from this relatively small pool of qualitative data and the limitations of the study, as well as the areas for further research, are indicated at the end of the paper.

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Koruna, Stefan M. "External technology commercialisation policy guidelines." International Journal of Technology Management 27, no. 2/3 (2004): 241. http://dx.doi.org/10.1504/ijtm.2004.003954.

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3

Mattila, Malla. "Coping with friction during technology commercialisation." IMP Journal 11, no. 2 (June 12, 2017): 251–73. http://dx.doi.org/10.1108/imp-07-2015-0035.

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Purpose The purpose of this paper is to move forward the understanding of sociomaterial and processual aspects of innovation by describing and analysing actors’ disalignment processes regarding what resources to provide and strategies for resolution of disalignments during technology commercialisation. Design/methodology/approach The study is based on a longitudinal qualitative empirical case study depicting the commercialisation journey of a radical invention, intelligent paper, between the years of 1997 and 2009. The invention concerns cost-effective, high-volume and roll-to-roll production of printable optics and electronics enabling novel, intelligent functionalities on printed matter. Findings The study identifies three technology commercialisation phases which involve both destructive and constructive situations of disalignment, namely, actors’ multiplexity, punctualised actor roles and “not-programmatic” behaviours. Several strategies are utilised to resolve these, including seduction, pressuring, the introduction of new critical actors, organisational restructurings, selective silencing, career development opportunities, and joint technology development and commercialisation work. Research limitations/implications The chosen methodology excludes investigating actors’ micro-processes during technology commercialisation and the generalisability of the findings. Originality/value The study develops the understanding of the changing, multiplex and negotiated actors’ roles as well as their disalignment regarding what resources to provide during technology commercialisation. It complements perspectives of friction in innovation making and challenges the established industrial marketing and purchasing research of stable industrial networks by presenting a case in which a radical invention results in a new business network.

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Wonglimpiyarat, Jarunee. "Innovative financing for commercialisation of technology." International Journal of Technology, Policy and Management 13, no. 2 (2013): 140. http://dx.doi.org/10.1504/ijtpm.2013.053085.

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5

Lichtenthaler, Ulrich. "Managing external technology commercialisation: a process perspective." International Journal of Technology Marketing 2, no. 3 (2007): 225. http://dx.doi.org/10.1504/ijtmkt.2007.015202.

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6

Benjamin, Colin O. "Conducting technology commercialisation studies: a case study." International Journal of Technology Transfer and Commercialisation 5, no. 3 (2006): 237. http://dx.doi.org/10.1504/ijttc.2006.010751.

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7

Brown, Marilyn A. "Performance metrics for a technology commercialisation program." International Journal of Technology Management 13, no. 3 (1997): 229. http://dx.doi.org/10.1504/ijtm.1997.001661.

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8

Friedman, Yali. "Biotechnology commercialisation: Getting past the technology-push." Journal of Commercial Biotechnology 15, no. 1 (January 2009): 1–2. http://dx.doi.org/10.1057/jcb.2008.39.

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Kutvonen, Antero, Irina Savitskaya, and Pekka Salmi. "The evolution of external technology commercialisation motives." International Journal of Business Innovation and Research 8, no. 3 (2014): 235. http://dx.doi.org/10.1504/ijbir.2014.060825.

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10

Rashid, Wirya Najm, Kamariah Ismail, and Chaudhry Shoaib Akhtar. "Investigating the Moderating Role of Technology Transfer Office on Academic’s Entrepreneurial Orientation and Research Commercialisation Relationship." GATR Global Journal of Business Social Sciences Review 2, no. 1 (January 21, 2014): 79–88. http://dx.doi.org/10.35609/gjbssr.2014.2.1(9).

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Objective – The purpose of the present study is to investigate the moderating role of technology transfer office on the relationship between academic’s entrepreneurial orientation and commercialisation. Methodology/Technique – Using survey approach, the study tests the formulated hypotheses. Respondents belonging to five Malaysian research universities were selected based on random sampling technique. A sample of 223 questionnaires was found usable for final analysis. Data gathered was subjected to factor analysis for validating the developed instrument. Further, Pearson correlation and regression analysis were conducted to test the hypotheses. Assumptions of regression were satisfied before applying the regression. To test the moderator, hierarchical regression analysis was conducted. Findings – The results highlight that technology transfer office has a significant moderating role on the relationship between entrepreneurial orientation and commercialisation. Similarly, when technology transfer office is taken as a moderator between dimensions of the entrepreneurial orientation and commercialisation, it is found that there is statistically significant influence on the relationships. Novelty – Technology transfer office has been investigated extensively for its role towards university commercialisation. However, this role has been tested as an independent variable. This is the first study that takes a different perspective on technology transfer office as a moderator. Further, the study not only checks the moderating influence of technology transfer office on the main construct of entrepreneurial orientation but also investigates its influence on each of the five dimensions of entrepreneurial orientation and commercialisation relationship. Type of Paper: Empirical Keywords: Entrepreneurship; Technology Transfer Office; Entrepreneurial Orientation; Commercialisation; Research University; Academic Researcher; Malaysia. JEL Classification: L26, L31.

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Meyer, Alan D., Kathryn Aten, Alan J. Krause, Matthew L. Metzger, and Samuel S. Holloway. "Creating a university technology commercialisation programme: confronting conflicts between learning, discovery and commercialisation goals." International Journal of Entrepreneurship and Innovation Management 13, no. 2 (2011): 179. http://dx.doi.org/10.1504/ijeim.2011.038858.

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12

Lichtenthaler, Ulrich. "External technology commercialisation as an alternative mode of technology marketing." International Journal of Technology Marketing 1, no. 4 (2006): 411. http://dx.doi.org/10.1504/ijtmkt.2006.010735.

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13

MacBryde, Jillian. "Commercialisation of university technology: A case in robotics." Technovation 17, no. 1 (January 1997): 39–46. http://dx.doi.org/10.1016/s0166-4972(96)00074-0.

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14

DUTTA, DEV K., and MARY BETH ROUSSEAU. "ALLIANCE EXPERIENCE, INDUSTRY CONDITIONS, AND EXTERNAL TECHNOLOGY COMMERCIALISATION." International Journal of Innovation Management 24, no. 01 (January 21, 2019): 2050007. http://dx.doi.org/10.1142/s1363919620500073.

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External technology commercialization (ETC) is one strategy firms use in order to appropriate value from innovation. In view of the complexities associated with managing partner relationships, firms are likely to draw on their prior alliance experience when considering ETC strategies. Applying an organisational capabilities perspective, we investigate the extent to which prior alliance experience shapes a firm’s propensity to engage in external commercialisation. Because the motivations and risks of ETC vary across industries, we further consider how industry effects may influence this relationship. Our study examines the ETC initiatives of 1,642 firms in the US manufacturing sector between 1990 and 2006. The results suggest a curvilinear relationship between alliance experience and ETC. We also find that this relationship is moderated by the nature of the industry appropriability regime, rate of technological change, and competitive intensity.

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Kutvonen, Antero, Marko T. Torkkeli, and Binshan Lin. "Pre-commercialisation activities in external exploitation of technology." International Journal of Innovation and Learning 8, no. 2 (2010): 208. http://dx.doi.org/10.1504/ijil.2010.034350.

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Pellikka, Jarkko, and Markku Virtanen. "Problems of commercialisation in Small Technology-based Firms." International Journal of Entrepreneurship and Innovation Management 9, no. 3 (2009): 267. http://dx.doi.org/10.1504/ijeim.2009.025143.

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17

Raine, John K., and C. Piet Beukman. "University technology commercialisation offices - a New Zealand perspective." International Journal of Technology Management 24, no. 5/6 (2002): 627. http://dx.doi.org/10.1504/ijtm.2002.003075.

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18

Torvinen, Pekka, and Juha Väätänen. "External technology commercialisation and markets for technology in Russian manufacturing industry." International Journal of Technology Marketing 10, no. 1 (2015): 4. http://dx.doi.org/10.1504/ijtmkt.2015.066089.

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19

Lichtenthaler, Ulrich. "External technology commercialisation projects: objectives, processes and a typology." Technology Analysis & Strategic Management 20, no. 4 (July 2008): 483–501. http://dx.doi.org/10.1080/09537320802141452.

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20

Smilor, Raymond, and Jana Matthews. "University venturing: technology transfer and commercialisation in higher education." International Journal of Technology Transfer and Commercialisation 3, no. 1 (2004): 111. http://dx.doi.org/10.1504/ijttc.2004.003519.

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21

Pellikka, Jarkko, and Jani Pellikka. "Are commercialisation process models beneficial for small technology firms?" International Journal of Technology Transfer and Commercialisation 10, no. 3/4 (2011): 229. http://dx.doi.org/10.1504/ijttc.2011.040889.

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22

Harrington, Tomas, and Jagjit Singh Srai. "Understanding stages of supply network emergence in technology commercialisation." International Journal of Manufacturing Technology and Management 1, no. 1 (2016): 1. http://dx.doi.org/10.1504/ijmtm.2016.10000001.

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23

Harrington, Tomás Seosamh, and Jagjit Singh Srai. "Understanding stages of supply network emergence in technology commercialisation." International Journal of Manufacturing Technology and Management 31, no. 1/2/3 (2017): 4. http://dx.doi.org/10.1504/ijmtm.2017.082015.

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24

Jackson, Mark J., G. M. Robinson, M. D. Whitfield, and Waqar Ahmed. "Commercialisation of nanotechnologies: technology transfer from university research laboratories." International Journal of Nanomanufacturing 4, no. 1/2/3/4 (2009): 308. http://dx.doi.org/10.1504/ijnm.2009.028139.

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25

Pellikka, Jarkko, and Jari Lauronen. "Fostering commercialisation of innovation in small high technology firms." International Journal of Technoentrepreneurship 1, no. 1 (2007): 92. http://dx.doi.org/10.1504/ijte.2007.013272.

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26

Yazdimoghaddam, Jafar, Mohammad Saleh Owlia, and Reza Bandarian. "Development of a model for assessing technology commercialisation success." International Journal of Business Innovation and Research 19, no. 3 (2019): 324. http://dx.doi.org/10.1504/ijbir.2019.100326.

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27

HELLMAN, H., and R. VANDENHOED. "Characterising fuel cell technology: Challenges of the commercialisation process." International Journal of Hydrogen Energy 32, no. 3 (March 2007): 305–15. http://dx.doi.org/10.1016/j.ijhydene.2006.07.029.

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28

Azarmi, Davar. "Factors Affecting Technology Innovation and Its Commercialisation in Firms." Modern Applied Science 10, no. 7 (April 28, 2016): 36. http://dx.doi.org/10.5539/mas.v10n7p36.

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<p>This article aims to form a comprehensive list of influential elements on technology innovation and its commercialisation in firms and furthermore categorises and ranks them to assist managers and technology entrepreneurs in their decision making. 46 elements are derived from the literature and are organised under nine major factors. Also, by the opinions of 108 computer science university professors and using Friedman test, they are ranked based on their importance. The results show that the top three factors are about the attitude of a firm toward technology innovation (‘support’, ‘knowledge’ and ‘technology’) while the least influential factor is the firm's ‘ideology’. The results would help managers to assess their firms’ abilities regarding technology innovation and its commercialisation and assist them to determine where and how they should distribute their resources and concentrate their efforts.</p>

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29

Shahidan, Noor Hidayah, Ahmad Shaharudin Abdul Latif, and Sazali Abdul Wahab. "The Need for a University Start-up Framework for Commercialisation of Intellectual Property Rights (IPR): A Malaysia Perspective." Sustainable Business and Society in Emerging Economies 1, no. 2 (December 31, 2019): 123–34. http://dx.doi.org/10.26710/sbsee.v1i2.1112.

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Purpose: There is only 8% of Intellectual Property Rights (IPR) produced by the universities in Malaysia is being commercialized, therefore there is a need to increase the success rate of university start-up for sustainable income’s generation by the universities. The aim of this paper is to review the need for a university start-up framework especially for Malaysian universities, which would facilitate the commercialisation initiatives. Design/Methodology/Approach: Review of literatures, which was comprised of articles in the field of management, technology transfer, social and behavioral sciences as well as reports from Malaysian government agencies and commercialisation policies of 11 Malaysian universities. Qualitative content analysis method was used to analyze the commercialisation policies by 11 Malaysian universities. Findings: This paper reviews issues and challenges of IPR commercialisation from the perspective of academic researchers and industry, issues related to university start-up in the context of Malaysia and the need for a university start-up framework for commercialisation of IPR. Implications/Originality/Value: This paper is amongst the first to highlight on the issues of university start-up as a commercialisation vehicle in the context of Malaysia.

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30

BAUER, UDO, HERBERT ENDRES, MICHAEL DOWLING, and ROLAND HELM. "ORGANISATIONAL CAPABILITIES FOR TECHNOLOGY TRANSFER: A STUDY OF R&D-INTENSIVE FIRMS IN GERMANY." International Journal of Innovation Management 22, no. 04 (May 2018): 1850041. http://dx.doi.org/10.1142/s136391961850041x.

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This paper empirically investigates the performance effects of organisational capabilities for technology transfers, i.e., external technology acquisition and commercialisation, as well as the effect of cross-functional integration of departments involved in technology transfers. We study large, German R&D-intensive companies from the machinery, chemical/pharmaceutical, and electronic and semiconductor industries. Identification and realisation were identified as the two major capabilities required for both external technology acquisition and commercialisation. We found that the respective capabilities for technology transfer realisation have a significant positive effect on technology transfer performance, but the capabilities to identify technology transfer opportunities do not. There is no significant effect from organisational capabilities for external technology acquisition on outward technology transfer performance and vice versa. For cross-functional integration, a significant effect was only found for informal integration on external technology acquisition performance.

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31

Ng, Boon-Kwee, Shih-Hsin Chen, Chan-Yuan Wong, and Vgr Chandran. "University Incubation System for Research Commercialisation: The Case of Taiwan and Malaysia." Science, Technology and Society 24, no. 3 (October 23, 2019): 465–85. http://dx.doi.org/10.1177/0971721819873184.

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This article examines the performance of university research commercialisation in Taiwan and Malaysia and specifically discusses the role of incubation intermediaries. Through case study and patent analysis, this article draws lessons from Taiwan and further discusses the mechanisms in place for the successful commercialisation of university research. Lessons from the case offer insights for Malaysia on how university incubation intermediaries can be reorganised to promote better commercialisation outcomes. The Taiwanese experience illustrates that in the right institutional settings—and particularly with the presence of innovative science and technology parks—university incubators tend to promote favourable commercialisation outcomes. More importantly, the ability of university incubators to source for external knowledge and risk capital support positions them to be more effective as intermediaries. Other key success factors include establishing an adequate intellectual property management system and having adequate human resources equipped with intellectual property knowledge. This article further deliberates policy implications.

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32

Willadsen, P., P. Bird, G. S. Cobon, and J. Hungerford. "Commercialisation of a recombinant vaccine againstBoophilus microplus." Parasitology 110, S1 (March 1995): S43—S50. http://dx.doi.org/10.1017/s0031182000001487.

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SummaryIncreasingly, there is need for methods to control cattle tick (Boophilus microplus) infestations by the use of non-chemical technology. This need is brought about by a mixture of market forces and the failure or inadequacy of existing technology. A recombinant vaccine has now been developed against the tick. This vaccine relies on the uptake with the blood meal of antibody directed against a critical protein in the tick gut. The isolation of the vaccine antigen, Bm86, and its production as a recombinant protein is briefly described. The vaccine has been tested in the field, has been taken through the full registration process and is now in commercial use in Australia. A related development has occurred in Cuba. The potential for improvement of the current vaccine and for the development of similar vaccines against other haematophagous parasites is discussed.

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33

Abdul Razak, Arbaiah, and Peter A. Murray. "Innovation strategies for successful commercialisation in public universities." International Journal of Innovation Science 9, no. 3 (September 4, 2017): 296–314. http://dx.doi.org/10.1108/ijis-05-2017-0035.

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Purpose The purpose of this study was to explore the strategies performed by innovation actors to ensure commercialisation success, and to determine which of these strategies significantly predict a successful commercialisation within a public university context. Design/methodology/approach The strategies conceptualised for this study included open innovation, strategic leadership and collaborative advantage. A total of 222 public university academics participated in an anonymous survey and were asked to provide responses on their innovation strategies. These responses were then explored to assess the construct validity of the survey instrument and further analysed using a hierarchical multiple regression technique to test the hypotheses and to compare several regression models. Findings The results suggested that strategic leadership and open innovation strategies are significant predictors for successful commercialisation with coefficient of multiple determination (R2) of 21 per cent. This study, however, found that collaborative advantage does not significantly determine commercialisation success. Research limitations/implications The study was limited by the empirical evidence that was based on cross-sectional survey data of public university academics. A qualitative study with other groups of participants such as from the industries would further confirm the relationship between innovation strategies and commercialisation success. Future research should replicate this study in other settings to improve the generalisation of the findings. Originality/value This study discovered strategic leadership as the most dominant predictor for commercialisation success in a public university context followed by open innovation strategy. It confirms the strategic roles of leaders in innovation attempts and provides further understanding about the openness strategy in innovation.

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34

Meleloe, K. E., and D. R. Walwyn. "Success factors for the commercialisation of Gas-to-Liquids technology." South African Journal of Business Management 47, no. 3 (September 30, 2016): 63–72. http://dx.doi.org/10.4102/sajbm.v47i3.69.

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Notwithstanding the 2014/15 plunge in crude oil prices, Gas-to-Liquids (GTL) technology has been acclaimed as an important alternative to existing sources of liquid fuels, leading to significant efforts by many oil and gas companies, including Sasol, Shell, Axens, BP, GTL.F1, JOGMEC and Rentech, to develop GTL processes. However, only two companies, namely Sasol and Shell, have been successful with these endeavours. In this research, a mixed methods approach has been used to explore the reasons for this success, including the influence of commercial and technical factors. A framework consisting of five commercialisation success factors was developed and an analytical hierarchy process used to compare and rank the different success factors following interviews with a diverse set of role players in the GTL industry. It is clear that large-scale GTL projects require massive capital investment and carry large techno-economic risks. Moreover, an accurate return on investment is impossible to predict due to uncertainties in technology performance and market factors. As a consequence, project developers and financiers mitigate their risk by securing co-investment from GTL operators. Shell and Sasol dominate the GTL industry not necessarily because their technologies offer higher returns, but because they have jointly invested in GTL projects, an approach which subscribes to a model of technology push with risk sharing. It is recommended that other licensors should pursue the large scale validation of their technology at an existing syngas facility as a strategy to gain entry into the GTL market.

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35

Kollmer, Holger, and Michael Dowling. "Licensing as a commercialisation strategy for new technology-based firms." Research Policy 33, no. 8 (October 2004): 1141–51. http://dx.doi.org/10.1016/j.respol.2004.04.005.

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36

Muangsawang, Narissara, Rath Pichyangkura, Adchara Chandrachai, and Orasuda Charoenrath. "Researchers' viewpoints towards commercialisation of agricultural technology for community development." International Journal of Economic Policy in Emerging Economies 10, no. 1 (2017): 12. http://dx.doi.org/10.1504/ijepee.2017.083892.

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37

Hemphill, Thomas A. "Patent assertion entities: do they impede innovation and technology commercialisation?" Technology Analysis & Strategic Management 26, no. 7 (October 25, 2013): 717–31. http://dx.doi.org/10.1080/09537325.2013.850478.

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38

Kutvonen, Antero, and Irina Savitskaya. "Overcoming the pitfalls in external technology commercialisation: a managerial guide." International Journal of Technology Marketing 7, no. 2 (2012): 135. http://dx.doi.org/10.1504/ijtmkt.2012.046901.

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39

Wilton, Jane, Peta Braddock, Stephen Smith, and Steve Smith. "IBC’s Conference on Antibody Engineering; New Technology, Application and Commercialisation." Expert Opinion on Investigational Drugs 7, no. 5 (May 1998): 835–38. http://dx.doi.org/10.1517/13543784.7.5.835.

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40

Geisler, Eliezer, and Aaron Gellman. "Commercialisation and utilisation of technology in transportation: where we stand." International Journal of Services Technology and Management 1, no. 2/3 (2000): 118. http://dx.doi.org/10.1504/ijstm.2000.001568.

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41

Wonglimpiyarat, Jarunee, and Achara Chandrachai. "Cluster management and research commercialisation." International Journal of Business Innovation and Research 11, no. 3 (2016): 311. http://dx.doi.org/10.1504/ijbir.2016.078869.

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WONGLIMPIYARAT, JARUNEE. "THE BOSTON ROUTE 128 MODEL OF HIGH-TECH INDUSTRY DEVELOPMENT." International Journal of Innovation Management 10, no. 01 (March 2006): 47–63. http://dx.doi.org/10.1142/s1363919606001399.

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This study applies the concept of industrial clusters to explain the development of technologically sophisticated region of Boston Route 128. It is argued that the success of Boston, Massachusetts, is rooted in innovation, entrepreneurial management and the policy towards technology commercialisation. To consider the argument, the paper proposes the cluster model to capture the specific features of Boston Route 128. It represents a model of the universities working with industries to form a cluster of high-technology-based firms. The venture capital accelerates the process of technology commercialisation, giving rise to a new Boston model of innovation management. Policy makers may use the Boston model as a benchmark to evaluate their performance in supporting high-tech industries.

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Nkosinathi, Sithole, and O. Rugimbana Robert. "Commercialisation of research and technology: A multiple case study of university technology business incubators." African Journal of Business Management 8, no. 16 (August 28, 2014): 641–59. http://dx.doi.org/10.5897/ajbm2014.7409.

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44

Harman, Grant. "Australian university research commercialisation: perceptions of technology transfer specialists and science and technology academics." Journal of Higher Education Policy and Management 32, no. 1 (January 6, 2010): 69–83. http://dx.doi.org/10.1080/13600800903440568.

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45

Adamson, K. "Market challenges of fuel cell commercialisation." International Journal of Hydrogen Energy 28, no. 7 (July 2003): 683. http://dx.doi.org/10.1016/s0360-3199(02)00238-0.

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46

van Doren, Davy, and Saeed Khanagha. "Organisational Learning and External Technology Commercialisation: The Role of Management Innovation." Academy of Management Proceedings 2015, no. 1 (January 2015): 18747. http://dx.doi.org/10.5465/ambpp.2015.18747abstract.

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47

Pellikka, Jarkko, and Pasi Malinen. "Fostering business growth and commercialisation processes in small high technology firms." International Journal of Business Environment 7, no. 1 (2015): 98. http://dx.doi.org/10.1504/ijbe.2015.066018.

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48

Suffian, Stephen, Arianna De Reus, Curtis Eckard, Amy Copley, and Khanjan Mehta. "Agricultural technology commercialisation: stakeholders, business models, and abiotic stressors - Part 1." International Journal of Social Entrepreneurship and Innovation 2, no. 5 (2013): 415. http://dx.doi.org/10.1504/ijsei.2013.059314.

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Suffian, Stephen, Arianna De Reus, Curtis Eckard, Amy Copley, and Khanjan Mehta. "Agricultural technology commercialisation: stakeholders, business models, and abiotic stressors - part 2." International Journal of Social Entrepreneurship and Innovation 2, no. 6 (2013): 561. http://dx.doi.org/10.1504/ijsei.2013.059956.

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50

Ferreira, Fernando, Joao J. Ferreira, Joao Lopes, and Luis Farinha. "Peeking beyond the wall: analysing university technology transfer and commercialisation processes." International Journal of Technology Management 1, no. 1 (2017): 1. http://dx.doi.org/10.1504/ijtm.2017.10011550.

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