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Статті в журналах з теми "Commercialization management"

Автор: Grafiati

Опубліковано: 30 травня 2022

Оновлено: 31 травня 2022

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1

Anđelković, Maja, Milan Radosavljević, and Dragana Radosavljević. "Ideologization and commercialization in pandemic management." Trendovi u poslovanju 9, no. 2 (2021): 126–33. http://dx.doi.org/10.5937/trendpos2102143a.

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Анотація:

Two significant phenomena that have occurred in the past few years have been emigration and the COVID-19 pandemic crisis. These events shook the world on a global level, causing political, economic, social and other consequences. These two crises seem to have been used to achieve certain political goals, both nationally and globally. Thus, political goals came to the fore in the defense against the crisis. However, the crisis of the pandemic is more relevant by nature, because it is about people's lives and health, globally, encompassing all countries, different nations, cultures, religions, but also different gender, age, education and other structures. The crisis of the pandemic and the fight against it is aggravated by migration, environmental, economic and other crises, which means that these are integrated crises to which an integrated or holistic response should be given. Medical and pharmaceutical science and the profession found themselves in a delicate situation, to respond to the challenges of mass infection with the C-19 virus, and both were not prepared to respond to the pandemic, and this disorientation caused "cracks" that led to undermined public confidence in medicine and the subordination of the medical profession to politics. This is more or less a statement that applies to the whole world, and especially to transition countries with a low level of democracy and without strong health, but also other institutions. The paper deals with the place and role of medical science and profession in the COVID-19 pandemic and the problems that led to the ideologisation, but also the commercialization of the pandemic. The aim of the paper is to point out certain problems in the management of the pandemic, so that they would not appear in the next mass crises

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2

Liddy, Carrie. "Commercialization of cryptography." Information Management & Computer Security 5, no. 3 (August 1997): 87–89. http://dx.doi.org/10.1108/09685229710175738.

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3

Olesen, Douglas E. "Six Keys to Commercialization." Journal of Business Strategy 11, no. 6 (June 1990): 43–47. http://dx.doi.org/10.1108/eb039388.

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4

Kusmintarti, Anik, Sidik Ismanu, Erfan Rohadi, Moh Abdullah Anshori, and Ratna Ika Putri. "Management of Research Results and Intellectual Property Commercialization." Academic Journal of Interdisciplinary Studies 11, no. 3 (May 5, 2022): 391. http://dx.doi.org/10.36941/ajis-2022-0091.

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The purpose of this research is to develop a model for the management of innovation products and intellectual property commercialization on Vocational Higher Education. This research and development study is conducted at the State Polytechnic of Malang. The research composed of a certain steps include: (1) identification of potential problems; (2) collecting information; (3) designing a model for the management of innovation products and intellectual property commercialization; (4) validation of the model; and (5) model design improvement. The results show the number of the research result products produced by lecturers and students tend to increase every year. Majority of the invention products are classified to the pre-commercialization stage, proposal of a model of the management of innovation products and intellectual property commercialization through the following steps: (i) Collecting research results in the form of prototypes or models; (ii) Protecting IPR; (iii) Exploring cooperation with partners, and (iv) Commercialization. Collaboration between universities, government, communities and industry is very important to conduct before and after research for the purpose of the results match community needs. Received: 12 January 2022 / Accepted: 18 April 2022 / Published: 5 May

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5

Markman, Gideon D., Donald S. Siegel, and Mike Wright. "Research and Technology Commercialization." Journal of Management Studies 45, no. 8 (December 2008): 1401–23. http://dx.doi.org/10.1111/j.1467-6486.2008.00803.x.

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6

FILIN, Sergei A., and Aleksei Zh YAKUSHEV. "Formation and development of the knowledge capital management system." National Interests: Priorities and Security 18, no. 1 (January 17, 2022): 110–32. http://dx.doi.org/10.24891/ni.18.1.110.

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Анотація:

Subject. This article discusses the issues of management of creation and commercialization of intellectual capital and knowledge capital. Objectives. The article aims to develop recommendations for optimizing the processes of creation and commercialization of intellectual capital and knowledge capital. Methods. For the study, we used the methods of logical and comparative analyses. Results. The article offers recommendations for optimizing the processes of creation and commercialization of intellectual capital. Conclusions. The use of the intellectual capital and knowledge capital management system helps assure an uninterrupted implementation of innovative projects and undesirable deviation adjustment.

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7

Ziyadin, Sayabek, Aizhan Omarova, Raigul Doszhan, Gulnara Saparova, and Gulim Zharaskyzy. "Diversification of R&D results commercialization." Problems and Perspectives in Management 16, no. 4 (December 8, 2018): 331–43. http://dx.doi.org/10.21511/ppm.16(4).2018.27.

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Due to the rapid growth of the market of scientific and technical products and the high level of competition, market appropriate solution becomes finding ways to commercialization of research products. The article substantiates the need for accelerated modernization of the Kazakh economy based on increasing the effectiveness of scientific research and introduction into industrial production of research results while diversifying the ways of commercializing R&amp;D results. In this article, the authors analyze the current state of Kazakh science. As a result of the research, a new mechanism for multi-criteria selection of promising R&amp;D results of scientific organizations has been proposed and a system of organizational and economic support for their commercialization has been substantiated. The results will be useful in the practical activities of both scientific and industrial organizations.

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8

Do, Thuy Hang. "Determinants of Innovation Commercialization Management and Anticipated Returns: An Exploratory Typology of SMEs." International Journal of Innovation and Technology Management 11, no. 06 (November 25, 2014): 1450042. http://dx.doi.org/10.1142/s0219877014500424.

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This paper explores the effects of firm characteristics on the commercialization management and anticipated innovation returns within small- and medium-sized enterprises (SMEs). Our results suggest that young and small firms tend to be more innovative and have higher expectation for anticipated returns despite their less systematic management. By contrast, medium-sized firms are more likely to formalize their management, yet they have lower anticipated returns. Small equity-financed firms tend to approach a more systematic management of commercialization and anticipate high returns. Mature firms pursue a less systematic approach and anticipate lower returns. Overall, our findings show that firm characteristics such as size, age, R&D level, type of financing, innovation novelty and protection of intellectual properties play a significant role in the commercialization process. Employing an updated typology, this study provides additional insights into the firms' commercialization management and sheds some light on the owner-managers' anticipated returns from innovation.

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9

Tan, Sunny. "Commercialization of Publicly Funded Research." Asia-Pacific Biotech News 09, no. 24 (December 30, 2005): 1316–18. http://dx.doi.org/10.1142/s0219030305002119.

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10

Wentz, W. Alan, and Alex W. L. Hawley. "Commercialization and Wildlife Management: Dancing with the Devil." Journal of Wildlife Management 59, no. 1 (January 1995): 194. http://dx.doi.org/10.2307/3809136.

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11

Bergin, Thomas J., and Thomas Haigh. "The Commercialization of Database Management Systems, 1969–1983." IEEE Annals of the History of Computing 31, no. 4 (October 2009): 26–41. http://dx.doi.org/10.1109/mahc.2009.107.

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12

Walsh, Steven. "Portfolio Management for the Commercialization of Advanced Technologies." Engineering Management Journal 13, no. 1 (March 2001): 33–37. http://dx.doi.org/10.1080/10429247.2001.11415104.

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13

Krishnan, Viswanathan. "Operations Management Opportunities in Technology Commercialization and Entrepreneurship." Production and Operations Management 22, no. 6 (March 4, 2013): 1439–45. http://dx.doi.org/10.1111/poms.12012.

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14

Schildwachter, Gregory T. M., and A. W. L. Hawley. "Commercialization and Wildlife Management: Dancing with the Devil." Journal of Wildlife Management 60, no. 2 (April 1996): 464. http://dx.doi.org/10.2307/3802252.

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15

Shkoda, Tetiana, Iuliia Gernego, Mariia Tepliuk, and Anastasia Stefanita. "Human potential and the system of its commercialization management." SHS Web of Conferences 107 (2021): 08001. http://dx.doi.org/10.1051/shsconf/202110708001.

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Анотація:

The important factor of business sustainability is human capital. In this regard, there is need to estimate human potential, concerning the effectiveness of its management and commercialization probability. The current research problem lays upon the human potential management and the possibility of its commercialization. The paper aims to provide scientific support on human potential and human capital theories, concerning their connection within the system of a sustainable business development. The research methodology is based on theoretical and methodological approaches of Ukrainian and foreign experts from the last ten years, reflecting human capital and human potential concepts, taking into account business needs. The main part of research highlights the special status of human potential, based on its specific characteristics, including network effects, the ability to convert human potential benefits into significant social and economic effects, hybrid and multiplicative. The paper proposes a new methodological approach on technology for human potential commercialization and management. Human potential commercialization measurement is offered as a new model to assess the significance of human potential and its managerial effectiveness estimation. The study results can be used within programs for sustainable and social business development. More extensive study is required to prove the proposed methodological approach effectiveness within different sectors and branches.

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16

Zhao, Fang. "Academic Entrepreneurship." International Journal of Entrepreneurship and Innovation 5, no. 2 (May 2004): 91–97. http://dx.doi.org/10.5367/000000004773863246.

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Анотація:

The aim of this paper is to explore issues associated with the commercialization of university research through an empirical study of the development of research commercialization in Australian public-funded universities. Extensive interviews were conducted with academic entrepreneurs and commercialization managers from 19 universities in Australia (hence more than 50% of Australian public universities were involved in the study). The paper identified and discussed the key issues raised in the study and proposed a series of recommendations to enhance the overall performance of university research commercialization.

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17

Kim, Joon-ho, Bong-ihn Seok, Hyun-ju Choi, Seung-hye Jung, and Jong-pil Yu. "Sustainable Management Activities: A Study on the Relations between Technology Commercialization Capabilities, Sustainable Competitive Advantage, and Business Performance." Sustainability 12, no. 19 (September 24, 2020): 7913. http://dx.doi.org/10.3390/su12197913.

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Анотація:

This study investigates the effects of sustainable management activities (knowledge management activities, quality management activities, and competitive intelligence activities) on technology commercialization capabilities, sustainable competitive advantage, and business performance. In addition, it examines the effects of technology commercialization capabilities on sustainable competitive advantage and business performance as well as the effects of sustainable competitive advantage on business performance. We surveyed 409 global firms for 30 days from 1 October 2018 to 30 October 2018 and performed a structural equation model analysis on the data collected. We limited the scope of the survey to employees working at the level of team leader or above in the R&D department. The results showed that quality management activities and competitive intelligence activities have a statistically significant positive effect on technology commercialization capabilities and quality management activities, competitive intelligence activities, and technology commercialization capabilities have a statistically significant positive effect on sustainable competitive advantage. Additionally, sustainable competitive advantage has a statistically significant positive effect on business performance.

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18

Chen, José Chiu-C., and Chen-Yang Cheng. "Solving social loafing phenomenon through Lean-Kanban." Journal of Organizational Change Management 31, no. 5 (August 13, 2018): 984–1000. http://dx.doi.org/10.1108/jocm-12-2016-0299.

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Purpose The commercialization of non-profit organization (NPOs) has become a trend. Nonetheless, during the process of providing services and manufacturing products, NPOs frequently encounter obstacles, such as distinctive organizational characteristics and social loafing, which hinder development. These obstacles impede effective production management process, especially in responding to market competitive logic and associated demands. The purpose of this paper is to assist NPOs in resolving the unique challenges posed by commercialization. Design/methodology/approach This study first examined related literature on the social loafing and Lean-Kanban model. Subsequently, existing service procedures of the Assistive Technology Resource Center were introduced, and the loafing situation and operational management issues within the organization were analyzed. Based on observed experiences in the case study, this study investigated the social loafing situation that NPOs are likely to encounter during the commercialization process. Adaptive strategies were then proposed to mitigate this situation. Finally, this study presents a summary and analysis of the study results, and offers recommendations regarding future research directions. Findings The findings of this study provide valuable information regarding NPOs commercialization, indicating that an understanding of the non-profit concept in relation to internal and external customers must be incorporated into the commercialization process. Social loafing is a sensitive topic in organizational research, particularly for NPOs without HR professionals. This study recommends that NPOs use Lean-management tools to reduce operational management issues caused by various social loafing situations. Further interdisciplinary, integrated research on the commercialization of NPOs of various types should be conducted to clarify concerns regarding the overall NPO commercialization environment. Originality/value This study examined a social welfare foundation and applied the Lean thinking model to investigate whether Lean-management tools alleviate and eliminate social loafing. The solution depends on interdisciplinary integrated research for improving NPO management practice. These management tools can be used to adjust the division of labor and reduce operational management problems caused by social loafing. These tools can provide NPOs with a reference for establishing a fair and equitable internal work environment and developing strategies that respond to market pressure and efficiency during commercialization.

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19

Park, Taekyung, and Dongwoo Ryu. "Drivers of technology commercialization and performance in SMEs." Management Decision 53, no. 2 (March 16, 2015): 338–53. http://dx.doi.org/10.1108/md-03-2014-0143.

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Purpose – The purpose of this paper is to explore the effects of small- and medium-sized enterprises (SMEs’) R & D capability and learning capability on their technology commercialization by focussing on the moderating effect of environmental dynamism. Design/methodology/approach – Based on a review of the literature on organizational capability, technology commercialization, and environmental dynamism, various hypotheses were developed and tested using a sample of 179 SMEs in Korea. Non-response bias using t-test and common method bias was assessed. Findings – The results indicate that their R & D capability and learning capability were significant drivers of their technology commercialization, which in turn influenced their business performance. Environmental dynamism was found to moderate the relationship between technology commercialization and business outcomes. These results suggest that SME managers should place greater emphasis on strengthening their organizational capability and dealing with turbulent business environments. Originality/value – Few studies have explored the drivers of technology commercialization and their effects on business performance. To fill this gap in the literature, the present study examines the effects of firms’ R & D capability and learning capability on technology commercialization in the context of SMEs, focussing specifically on the moderating effect of environmental dynamism. The study contributes to the literature by extending the research horizon to firms’ technology commercialization capability, providing a better understanding of the pivotal role of technology commercialization and its key drivers and environmental factors in boosting performance.

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20

Rogers, Dale S., Douglas M. Lambert, and A. Michael Knemeyer. "The Product Development and Commercialization Process." International Journal of Logistics Management 15, no. 1 (January 1, 2004): 43–56. http://dx.doi.org/10.1108/09574090410700220.

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Product development and commercialization is the supply chain management process that provides structure for developing and bringing to market new products jointly with customers and suppliers. Effective implementation of the process not only enables management to coordinate the efficient flow of new products across the supply chain, but also assists supply chain members with the ramp‐up of manufacturing, logistics, marketing and other related activities to support the commercialization of the product In this paper, the product development and commercialization process is described in detail to show how it can be implemented. To do this, the process is described in terms of its sub‐processes and associated activities, and the interfaces with business functions, other supply chain processes and other firms. Examples of successful implementation are provided.

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21

Khalil Zadeh, Neda, Mohammad Khalilzadeh, Mehrdad Mozafari, Morteza Vasei, and Ali Amoei Ojaki. "Challenges and difficulties of technology commercialization − a mixed-methods study of an industrial development organization." Management Research Review 40, no. 7 (July 17, 2017): 745–67. http://dx.doi.org/10.1108/mrr-08-2016-0192.

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Анотація:

Purpose This paper aims to reveal the challenges and problems of technology commercialization in an industrial development organization in Iran. Design/methodology/approach To achieve the objective of this paper, a mixed-methods case study was used. Initially, 15 in-depth interviews with technology commercialization experts were conducted and 43 themes were extracted as problems of technology commercialization. The outcomes of the interviews informed the development of the questionnaire. Subsequently, a survey of 205 experts was performed to examine the responses obtained from the interviews. The main problems were identified through exploratory factor analysis and evaluated through confirmatory factor analysis. Findings Seven factors are identified as the main difficulties of technology commercialization, including weakness in the commercialization process, challenges of the business environment, weak organizational structure, inefficient project management, ineffective cooperation with non-governmental sectors, failure to collaborate with stakeholders and conflicting political behaviors. Practical implications The outcomes of this research inform the organization’s managers of the poor conditions and barriers of the technology commercialization process. The findings also help managers to overcome the challenges that are under the control of the organization. Originality/value This paper contributes to the knowledge on technology commercialization by exploring the main factors that form barriers to and difficulties of technology commercialization in an industrial development organization and suggesting appropriate solutions.

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22

Srivastava, Pradeep, and Sunita Chandra. "Technology Commercialization: Indian University Perspective." Journal of technology management & innovation 7, no. 4 (December 2012): 121–31. http://dx.doi.org/10.4067/s0718-27242012000400010.

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23

Morin, Jean-Henry, and Dimitri Konstantas. "Commercialization of Electronic Information." Journal of Organizational and End User Computing 12, no. 2 (April 2000): 20–31. http://dx.doi.org/10.4018/joeuc.2000040103.

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24

Cai, Li, Shan Lu, and Biao Chen. "Constructing Technology Commercialization Capability." Journal of Organizational and End User Computing 34, no. 9 (January 1, 2022): 1–21. http://dx.doi.org/10.4018/joeuc.303677.

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Анотація:

In the era of big data-driven digital economies, technology commercialization capability has become the lifeblood of high-tech enterprises to shape competitive advantage and achieve multiplier growth, while the related research is still limited. Drawing on the dynamic capability theory, this study asserts that external user engagement provides an imperative way to enhance technology commercialization capability. Although the highly complicated external environment may weaken this link, high-tech enterprises’ own big data analytics capability contributes to effectively coping with the unpredictable changing environment, thereby amplifying the brighter side of user engagement. The moderated moderation model and hypotheses were supported by the unique surveys of 216 high-tech enterprises. Further, the findings broaden the vision of related research fields, and provide meaningful practical guidance for strategic decision-making and dynamic capability constructing of high-tech enterprises in the new era.

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25

Suprihatiningsih, Wiwit, Andi Firdaus, and Henry Charles. "COMMERCIALIZATION TRAINING OF WASTE UTILIZATION." ICCD 2, no. 1 (November 28, 2019): 607–11. http://dx.doi.org/10.33068/iccd.vol2.iss1.279.

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Waste management is not only a concern of the government but also of the attention of the community at the household level. One way to manage waste is to reuse and recycle. Reuse is the reuse of waste directly, without making any effort to add value to the waste. While recycling is the reuse of processed waste, to increase the use-value of the waste. In this time of community service, Mercu Buana University through its Undergraduate Study Program and Masters in Mechanical Engineering will conduct training on waste utilization by introducing reuse and recycle techniques. to the community of North Kembangan Village.

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26

Malwina, Szarek, and Pachciarek Hubert. "Organizational potential of universities for commercialization – the analysis of university management models in the scope of commercialization." Procedia Computer Science 192 (2021): 4467–77. http://dx.doi.org/10.1016/j.procs.2021.09.224.

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27

Sargent, John, and Linda Matthews. "Latin American Universities and Technology Commercialization." Latin American Business Review 15, no. 2 (April 2014): 167–90. http://dx.doi.org/10.1080/10978526.2014.905163.

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28

Sviatetskyi, Vladyslav V. "ФОРМУВАННЯ СИСТЕМИ УПРАВЛІННЯ КОМЕРЦІАЛІЗАЦІЄЮ ІНТЕЛЕКТУАЛЬНОЇ ВЛАСНОСТІ". Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 153, № 6 (4 липня 2021): 116–21. http://dx.doi.org/10.30857/2413-0117.2020.6.13.

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Анотація:

The article presents the results of research on the justification of structural elements within the management framework for intellectual property commercialization under the process of technology transfer. The study provides basic theoretical premises, approaches and principles of intellectual property management and reveals the specifics of management decision making. Based on scientific research in favour of viewing the subsystem of intellectual asset management as an independent subsystem of management along with production, financial, marketing and other subsystems, the study offers a functional and structural representation of the management framework for intellectual property commercialization along with focusing on its critical role in the overall management paradigm and technology transfer system. The significance of information and intellectual assets as a research object in the theory and practice of management has been reasoned. It is argued that the process of intellectual property management in a modern research and production enterprise challenges fundamental adjustments and regulatory support. According to the results of the study in the area of management theory and practice of intellectual property commercialization in modern realia, the following structural elements of the system have been identified: a developed enterprise strategy and technology transfer vectors; strategy implementation assessment; making a decision as to diversification and expansion towards intellectual property commercialization; calculation of remuneration to creators of intellectual assets; informing external stakeholders as to the market value of the enterprise strategic goals in technology transfer.

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Narayan, Anil Kumar, Karin Olesen, and Suresh Ramachandra. "Remodelling university governance in public universities to respond to the dual challenges of academic research and commercialization." Corporate Ownership and Control 10, no. 1 (2012): 597–606. http://dx.doi.org/10.22495/cocv10i1c6art4.

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Анотація:

Using an in-depth case study, this paper examines how the governance of a public university responds to the dual challenges of academic research and commercialization. Our findings indicate that the stakeholder model of institutional governance for academic research strongly underpinned by new public management ideologies conflicted with the research commercialization mission dominated by a profit seeking objective. To be governed responsibly, commercialization requires some degree of corporatization, and the corporate governance model seems to offer many advantages to public universities. The study demonstrated that the best way forward for public universities may be to adopt „dual‟ stakeholder and corporate governance models and utilize complementary and collaborative governance strategies to meet the challenges of academic research development and commercialization.

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30

Kalmakova, Dinara, Yuriy Bilan, Aknur Zhidebekkyzy, and Rimma Sagiyeva. "Commercialization of conventional and sustainability-oriented innovations: a comparative systematic literature review." Problems and Perspectives in Management 19, no. 1 (March 19, 2021): 340–53. http://dx.doi.org/10.21511/ppm.19(1).2021.29.

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Анотація:

Innovations play an important role in achieving competitiveness and long-term economic growth at all levels of the economic hierarchy. More recently, the role of sustainability-oriented innovation in achieving economic growth has become equally important. However, there is a scientific debate about the possibility of effective commercialization of sustainability-oriented innovations. The existence of such scientific debate, as well as the absence of citation-based systematic literature reviews, became a prerequisite for conducting a comparative literature review of research on the effective commercialization of conventional and sustainability-oriented innovations. The purpose of the study is to conduct a comparative review and analysis of research on the commercialization efficiency of conventional and sustainability-oriented innovations. The analysis was conducted on the basis of a citation-based systematic literature review method. The results show that sustainable innovation research is more focused on the relationship between commercialization and firm performance. In the field of conventional innovations, research trends have shifted from studying the impact of technology transfer office (TTO) size, staffing, compensation practices to how strategic factors affect the efficiency of commercialization. In the area of sustainability-oriented innovation, the issues of the strategic orientation impact cause the most sustained interest, while managerial concerns and the stringency of environmental regulations have been actively explored in the past few years. It was revealed that the commercialization efficiency of sustainability-oriented innovations is characterized by so called sustainability-oriented criteria. A distinctive output criterion for commercialization efficiency of sustainability-oriented innovation is the improvement of the firm’s image. In addition, content analysis identified possible research directions to be investigated.

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31

Martin, Michael J. "University Perspective on Commercialization of IP." Research-Technology Management 50, no. 5 (September 2007): 13–16. http://dx.doi.org/10.1080/08956308.2007.11657457.

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32

Kupriyanova, L. M. "Effective Model of Intellectual Property Commercialization." World of new economy 13, no. 1 (December 6, 2019): 104–10. http://dx.doi.org/10.26794/2220-6469-2019-13-1-104-110.

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Анотація:

The sphere of scientific and technical activity in our country is one of the most difficult in terms of regulatory and legislative support. At the moment, the state has not fully taken the steps necessary to transform scientific and technical activities into a full-fledged branch of the national economy. Indeed, the state is obliged to pay attention to scientific and technical activities, to create a legal framework that promotes the commercialisation of research and development results. Today, Russian organisations face problems related to the need to determine further ways of business development in the conditions of a significant reduction in export potential and increased competition in the domestic market. The successful solution of these problems, as well as ensuring the necessary level of competitiveness of products is impossible without the formation of a socially-oriented innovative development model based on the use of modern methods of management of innovative processes. One of the main instruments of formation of strategic potential of each enterprise (organisation) becomes introduction in the economic circulation of the saved-up scientific and technical potential, new technologies and knowledge. In this regard, the problems of involvement of intellectual property (IP) in the economic turnover of enterprises, its objective assessment, regulation of legal relations between the participants of innovations, registration and conclusion of license agreements are of particular relevance and require urgent solutions. This article is aimed at research of scientific and practical bases of management of processes of commercialisation of IP in the conditions of market model of development. The purpose of the study is to substantiate and develop scientific and practical bases of management of IP commercialisation processes, which is a necessary condition for the transition to an innovative model of its development and competitiveness in market conditions.

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Patterson, Walter C. "The commercialization of new technologies." Energy Policy 20, no. 3 (March 1992): 186–89. http://dx.doi.org/10.1016/0301-4215(92)90076-e.

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Akhmetova, Z. B., A. K. Kozhakhmetova, and A. D. Asanova. "THE ROLE OF PROJECT MANAGEMENT IN THE INTEGRATION OF SCIENCE, EDUCATION AND BUSINESS." Economics Profession Business, no. 1 (March 10, 2021): 5–10. http://dx.doi.org/10.14258/epb202101.

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Integration of science, education and business is a driver of economic competitiveness in the context of globalization and building an effective national innovation ecosystem. Project management is considered one of the main tools for improving the efficiency of commercialization projects that are the result of successful integration. The study aims to assess the relationship between project management and performance indicators of integration of science, education and business in the face of commercialization projects. The results of the study revealed that intensive use of the above processes increases the efficiency of projects. Moreover, critical processes were identified that positively affect the timing and cost of commercialization projects. Integration of science, education and business is an effective tool for sustainable development and competitiveness of States in the context of globalization and the formation of a knowledge-based economy and the construction of an effective national innovation ecosystem.

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35

Zahra, Shaker A., and Anders P. Nielsen. "Sources of capabilities, integration and technology commercialization." Strategic Management Journal 23, no. 5 (2002): 377–98. http://dx.doi.org/10.1002/smj.229.

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36

Chiu, Shih‐Kuan, and Kay‐Feng Chang. "Organizational structure, support mechanism, and commercialization performance." International Journal of Commerce and Management 19, no. 3 (September 4, 2009): 183–94. http://dx.doi.org/10.1108/10569210910987967.

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37

Qin, Peng, and Yuan Tian. "Commercialization and Privatization in the Melbourne Airport." World Journal of Social Science Research 6, no. 2 (April 4, 2019): 137. http://dx.doi.org/10.22158/wjssr.v6n2p137.

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<p><em>Airport management is now become a more business-like market. The research of commercialization and privatization in the Melbourne Airport focuses on a study of airport management and the strategies used in facing the growing aviation transport demand and the airport competitions. The combination of theoretical analysis and case study of Melbourne Airport is used in this paper. According to the comparing in reports, privatization, strategies, it shows that the privatization process in Melbourne Airport success and it could be a good example for other Australian airports.</em></p>

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Sun, Xiaolong, Bishu Lin, Yonghong Chen, Shuyin Tseng, and Jie Gao. "Can Commercialization Reduce Tourists’ Experience Quality? Evidence From Xijiang Miao Village in Guizhou, China." Journal of Hospitality & Tourism Research 43, no. 1 (October 20, 2017): 120–40. http://dx.doi.org/10.1177/1096348017736569.

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The phenomenon of tourism commercialization in the context of China has transcended the research scope for Western commodification and has become a special topic for destination research, particularly in ethnic minority villages in China. Limited research has as yet drawn attention to the relationship between commercialization and experience quality. The main purpose of this research is to analyze the effect of tourism commercialization on tourists’ experience quality. Specifically, the study examines the interrelationships between five main constructs: tourism commercialization, perceived value, experience quality, satisfaction, and behavioral intentions. Using a sample drawn from the Xijiang Miao Village in China, a structural equation modeling approach is applied in the research model investigating 10 hypotheses. The results show that tourism commercialization has a positive influence on tourists’ experience quality and an indirect effect on others constructs, the implications are discussed with reference to the future development of tourism in the ethnic minority villages.

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39

PELLIKKA, JARKKO TAPANI, and PASI MALINEN. "BUSINESS MODELS IN THE COMMERCIALIZATION PROCESSES OF INNOVATION AMONG SMALL HIGH-TECHNOLOGY FIRMS." International Journal of Innovation and Technology Management 11, no. 02 (March 25, 2014): 1450007. http://dx.doi.org/10.1142/s0219877014500072.

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Small technology firms are currently facing increasingly severe competition in a dynamic business environment where an effective commercialization process may secure the survival of a venture and provide key benefits such as increases in turnover, profits and market share. However, technology firms have to be able to create the suitable business model for a new product commercialization in order to realize the economical potential and value. Therefore, it is important to increase our knowledge about the utilized business models in high technology sectors and their role as a part of new product commercialization and innovation management. Using data from 12 small technology firms, this study shows that business model creates an operational level of commercialization process and it can help managers to plan the value delivery through the process phases. Despite the trend toward opening up research and development and commercialization processes in the high technology fields, small high technology firms in this study seems to pursue more closed approaches to R&D than in other business functions such as marketing and sales.

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40

Stryhul, Maryna, Olena Khomeriki, Serhii Yahodzinskyi, Lyudmyla Lyasota, and Inna Semenets-Orlova. "Peculiarities of development and dynamics of economism and the commercialization of Ukrainian higher education." Problems and Perspectives in Management 17, no. 2 (June 3, 2019): 289–302. http://dx.doi.org/10.21511/ppm.17(2).2019.22.

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Upon nearly twenty years since the beginning of commercialization of the Ukrainian higher education system, the intensity of discussion of its purposes, results and possible amendments did not decrease neither among experts nor among the interested public. Supporters and opponents of commercialization note that education is the social branch, which participates in the formation of prerequisites of economic growth. The main point of the article is to disclose the essence of the phenomena of economism and commercialization. Economism is seen as part of globalization of education, a global corporatization of education provides training for the global labor market, using human capital economic theories. As noted by George Spring, the human capital, economists argue that investments in education lead to economic growth, reducing income inequality and increasing employment.The article confirms that the state educational policy as a component of social policy is one of instruments of influence of the state on formation of social structure and is directed to the solution of problems of societal level. It performs relevant sociological examination of transformational processes in education and, in particular, results of commercialization. Thus, it is possible to claim that the educational system tests the uncommon influence of globalization, forming and building a peculiar system of the relations and interaction.

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41

Lowe, Julian. "Commercialization of university research: A policy perspective." Technology Analysis & Strategic Management 5, no. 1 (January 1993): 27–37. http://dx.doi.org/10.1080/09537329308524115.

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Dechenaux, Emmanuel, Brent Goldfarb, Scott Shane, and Marie Thursby. "Appropriability and Commercialization: Evidence from MIT Inventions." Management Science 54, no. 5 (May 2008): 893–906. http://dx.doi.org/10.1287/mnsc.1070.0780.

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Henttonen, Kaisa, and Hanna Lehtimäki. "Open innovation in SMEs." European Journal of Innovation Management 20, no. 2 (May 8, 2017): 329–47. http://dx.doi.org/10.1108/ejim-06-2015-0047.

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Purpose This study examines how technology-intensive small- and medium-sized enterprises (SMEs) engage in open innovation. The purpose of this paper is to add to the literature on open innovation in SMEs, which has received considerably less attention than open innovation in large companies. Also, the study adds on the literature on open innovation in the commercialization phase. Design/methodology/approach A multiple case study of 13 technology-intensive SMEs in forestry sector was conducted. The forestry sector in Finland was chosen as a target context, there were many innovative pioneering SMEs operating in the industry and because the sector was going through significant changes. Findings Three multi-firm collaboration modes in the commercialization phase were identified: networks with a lead partner, equal partnership, and partnership for external technology commercialization. The study shows that in SMEs, open innovation is used for commercialization rather than research and development. The main conclusion of the study is that the mode of collaboration in commercialization is determined by the core competence of the firm and the strategy for open innovation. Practical implications The study results imply that SMEs benefit from opening up their innovation process in the commercialization phase. The firms in this study employed a blend of strategies that capitalized on their internal strengths. They collaborated actively with external firms and outsourced from specialists. This way they were able to compensate for their internal weaknesses and gain competitive advantage. Originality/value The study extends our understanding of open innovation by providing a detailed analysis of how open innovation takes place in the commercialization phase of innovation process. Also, the study extends understanding of the strategic use of open innovation in SMEs by showing how SMEs balance the risk of losing their competitive advantage built on innovation and the benefit of creating a broader competence base with partnerships.

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44

Buggie, Frederick D. "Broaden the Search for Clues to Product Commercialization." Journal of Business Strategy 10, no. 6 (June 1989): 37–40. http://dx.doi.org/10.1108/eb039334.

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45

Neto, Raul de Gouvea, and Sul Kassicieh. "Shifting the Technology Paradigm: Moving Towards Commercialization." Latin American Business Review 4, no. 3 (February 23, 2003): 91–109. http://dx.doi.org/10.1300/j140v04n03_05.

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46

Seo, Hee Joo. "Management Philosophy of Morris & Co. and Commercialization of Art." Journal of the New Korean Philosophical Association 89 (July 31, 2017): 117–33. http://dx.doi.org/10.20433/jnkpa.2017.07.89.117.

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47

Bashmakov, A. I., V. V. Popov, D. N. Zhedyaevskii, D. N. Chikichev, and E. A. Voyakin. "Generic Heurorithm of Innovation Management from Generating Ideas to Commercialization." EUROPEAN RESEARCH STUDIES JOURNAL XVIII, Issue 4 (November 1, 2015): 47–56. http://dx.doi.org/10.35808/ersj/477.

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48

SIMPSON, R. DAVID, and ROGER A. SEDJO. "COMMERCIALIZATION OF INDIGENOUS GENETIC RESOURCES." Contemporary Economic Policy 12, no. 4 (October 1994): 34–44. http://dx.doi.org/10.1111/j.1465-7287.1994.tb00443.x.

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49

Yang, Xiuyun, Sow Keat Tok, and Fang Su. "The privatization and commercialization of China's airports." Journal of Air Transport Management 14, no. 5 (September 2008): 243–51. http://dx.doi.org/10.1016/j.jairtraman.2008.04.012.

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50

Malek, Kourosh, Elicia Maine, and Ian P. McCarthy. "A typology of clean technology commercialization accelerators." Journal of Engineering and Technology Management 32 (April 2014): 26–39. http://dx.doi.org/10.1016/j.jengtecman.2013.10.006.

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