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Автор: Grafiati

Опубліковано: 6 липня 2023

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1

Lockett, Andy. "Spin-Outs after Lambert : Organizing to Create Wealth." International Conference on Business & Technology Transfer 2004.2 (2005): 1. http://dx.doi.org/10.1299/jsmeicbtt.2004.2.0_1.

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2

Osuch-Rak, Ewa. "Transfer technologii w Polsce na przykładzie spółek odpryskowych wywodzących się z instytutów badawczych i naukowych." Kwartalnik Kolegium Ekonomiczno-Społecznego. Studia i Prace, no. 3 (November 26, 2017): 131–49. http://dx.doi.org/10.33119/kkessip.2017.3.9.

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Анотація:

Technology transfer plays a key role in boosting innovation in the economy. Spin off and spin out companies are important elements of the whole technology transfer system. Their goal is to develop and commercialize innovative technologies. The paper focuses on the processes of technology transfer in Poland, in which spin offs and spin outs, especially from scientific and research institutes, are involved. Part one deals with theoretical issues which are related to the definition of technology transfer, its main forms and channels. The second part presents main characteristics of spin offs and spin outs in Poland. Part three discusses the results of the research and concludes about the key conditions and motives behind spin o>s and spin outs in Poland

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3

Öberg, Christina. "Spin-in and spin-out for growth – On the acquisition and divestiture of high-tech firms." Journal of Organizational Change Management 34, no. 3 (March 30, 2021): 653–71. http://dx.doi.org/10.1108/jocm-08-2020-0239.

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PurposeThis paper describes and discusses company spin-ins and spin-outs as a means to understand company growth in a dynamic context. The following question is asked: How can growth be understood in spin-ins and spin-outs of innovative firms? The paper suggests return on capabilities as a measure to understand growth in an open innovation context.Design/methodology/approachThe empirical part of the paper consists of a single case study. Data was captured through interviews and secondary data sources.FindingsThe paper points to that resources alone do not explain strategic decisions by a company and how spin-ins and spin-outs result from the need for capabilities, changes in business foci and temporary solutions to deal with overcapacities or lack of alternatives.Originality/valueThe paper contributes to research by discussing contemporary issues in strategy and innovation and relating them to the resource-based view and the growth of the firm. Spin-outs, and acquisitions and divestitures as interlinked events have rarely been focused on in the literature, while they remain frequent phenomena in practice.

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4

Lynskey, Michael J. "The Entrepreneurial University and Spin-Out Firms in the UK." Industry and Higher Education 22, no. 2 (April 2008): 81–98. http://dx.doi.org/10.5367/000000008784139505.

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This paper presents the findings of an exploratory study into spin-out firms established during a five-year period at ten UK universities. The author suggests that merely counting the number of spin-outs formed reveals little about the overall efficiency of technology transfer efforts at universities. Instead, one has also to consider other aspects, such as the institutional setting from which spin-outs emerge, as well as several characteristics of the spin-outs themselves, including their origins and growth, the investments received and their continuing presence in the local economy. The paper also conveys the attitudes of directors of technology transfer offices on issues such as technology transfer policy, the management of the spin-out process, and the demand to achieve targets for spin-out numbers. The directors reveal reservations about the legitimacy and value of count data and simple comparisons between universities as a measure of commercialization efforts, and express concern about the use of targets as performance indicators.

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5

Howard, Colin. "Spin-outs and incubators: philosophy and practice." Drug Discovery Today 7, no. 16 (August 2002): 837–39. http://dx.doi.org/10.1016/s1359-6446(02)02383-8.

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6

Franco, April Mitchell, and Darren Filson. "Spin-outs: knowledge diffusion through employee mobility." RAND Journal of Economics 37, no. 4 (December 2006): 841–60. http://dx.doi.org/10.1111/j.1756-2171.2006.tb00060.x.

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7

Parmar, B. "University spin-outs and their management challenges." Engineering Management 15, no. 6 (December 1, 2005): 12–15. http://dx.doi.org/10.1049/em:20050601.

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8

Glassman, David M. "SPIN-OFFS AND SPIN-OUTS: USING "SECURITIZATION" TO BEAT THE BUREAUCRACY." Journal of Applied Corporate Finance 1, no. 3 (September 1988): 82–90. http://dx.doi.org/10.1111/j.1745-6622.1988.tb00475.x.

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9

FESTEL, GUNTER. "SIMILARITIES OF SUCCESSFUL TECHNOLOGY TRANSFER THROUGH NEW VENTURES." International Journal of Innovation Management 19, no. 02 (April 2015): 1550025. http://dx.doi.org/10.1142/s1363919615500255.

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Анотація:

Especially established industries, like the chemical and pharmaceutical industry, rely on effective and efficient technology transfer to maintain their competitiveness. Academic spin-offs, corporate spin-outs, and internal start-ups, as different types of new ventures, can be used for technology transfer from universities and research institutions to companies as well as between or within companies. Especially internal start-ups are a new approach for company internal technology transfer from research departments to business units. Based on 12 case studies from the chemical and pharmaceutical industry in Germany and Switzerland, which were identified and developed by narrative interviews with new ventures and parent organisations, like companies, universities, and research institutions, technology transfer through new ventures has been analysed. Despite the various backgrounds and challenges, the different types of new ventures show much more similarities than dissimilarities. Therefore, learnings from academic spin-offs can be transferred to corporate spin-outs and internal start-ups in the context of technology transfer.

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10

French, Anna, R. Lee Buckler, and David A. Brindley. "Commercialization of Regenerative Medicine: Learning from Spin-Outs." Rejuvenation Research 16, no. 2 (April 2013): 164–70. http://dx.doi.org/10.1089/rej.2013.1423.

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11

Cirillo, Bruno. "Do Corporate Spin-Outs Benefit The Parent Organization?" Academy of Management Proceedings 2012, no. 1 (July 2012): 15554. http://dx.doi.org/10.5465/ambpp.2012.15554abstract.

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12

Meyers, Arlen D. "Spin-outs: Creating businesses from university intellectual property." Journal of Commercial Biotechnology 15, no. 3 (July 2009): 281–82. http://dx.doi.org/10.1057/jcb.2009.6.

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13

Nikolowa, Radoslawa. "Developing new ideas: Spin-outs, spinoffs, or internal divisions." Journal of Economic Behavior & Organization 98 (February 2014): 70–88. http://dx.doi.org/10.1016/j.jebo.2013.12.001.

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14

Druilhe, Céline, and Elizabeth Garnsey. "Do Academic Spin-Outs Differ and Does it Matter?" Journal of Technology Transfer 29, no. 3/4 (August 2004): 269–85. http://dx.doi.org/10.1023/b:jott.0000034123.26133.97.

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15

Chila, Vilma, and Xavier Martin. "Expanding horizons? Effects of spin-outs on parents’ technological positions." Academy of Management Proceedings 2018, no. 1 (August 2018): 15309. http://dx.doi.org/10.5465/ambpp.2018.15309abstract.

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16

Michaely, Roni, and Wayne H. Shaw. "The Choice of Going Public: Spin-Offs vs. Carve-Outs." Financial Management 24, no. 3 (1995): 5. http://dx.doi.org/10.2307/3665554.

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17

Festel, Gunter. "Academic spin-offs, corporate spin-outs and company internal start-ups as technology transfer approach." Journal of Technology Transfer 38, no. 4 (April 10, 2012): 454–70. http://dx.doi.org/10.1007/s10961-012-9256-9.

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18

Wright, Mike, and Kun Fu. "University Spin-outs: What do we know and what are the policy implications? Evidence from the UK." Journal of Innovation Management 3, no. 4 (January 24, 2016): 5–15. http://dx.doi.org/10.24840/2183-0606_003.004_0002.

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Анотація:

This letter from academia reviews the academic literature and provides an overview of the trends in spin-outs from universities in the UK. We argue that it is important to develop a more comprehensive ecosystem for academic entrepreneurship that includes a wider range of actors and mechanisms. We outline a framework of such an ecosystem and accompanying research agenda.

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19

Walter, Sascha G. "Spin-Outs’ Knowledge Legacies and Parent Hostility: A Competitive Dynamics View." Academy of Management Proceedings 2020, no. 1 (August 2020): 11760. http://dx.doi.org/10.5465/ambpp.2020.31.

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20

Frank, Kimberley E., and J. William Harden. "Corporate Restructurings: A Comparison of Equity Carve-outs and Spin-offs." Journal of Business Finance Accounting 28, no. 3-4 (April 2001): 503–29. http://dx.doi.org/10.1111/1468-5957.00383.

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21

Borrebaeck, Carl. "Advanced technologies and diagnostic spin-outs: an interview with Carl Borrebaeck." Expert Review of Molecular Diagnostics 15, no. 11 (October 14, 2015): 1409–10. http://dx.doi.org/10.1586/14737159.2015.1100499.

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22

Cirillo, Bruno, Stefano Breschi, and Andrea Prencipe. "Unleashing Explorative Potential: Spin-Outs as Linking Contexts of Inventors’ Communities." Academy of Management Proceedings 2012, no. 1 (July 2012): 16906. http://dx.doi.org/10.5465/ambpp.2012.16906abstract.

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23

Krishnaswami, Sudha, and Venkat Subramaniam. "Unlocking value by improving transparency: The case of spin-offs." Corporate Ownership and Control 13, no. 1 (2015): 705–14. http://dx.doi.org/10.22495/cocv13i1c6p8.

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Анотація:

A spin-off is a type of divestiture where a conglomerate separates one or more of its divisions by distributing shares with equity claims specific to those divisions. These shares are not sold, but simply issued to the current shareholders of the conglomerate, similar to a stock dividend distribution. We present a formal model that shows that under information asymmetry, spin-offs are the optimal method to divest divisions of a firm. When firms operate in very different industries, analysts and other market participants sometimes fail to understand or recognize sources of value clearly. Thus, a divestiture by an undervalued firm could allow for improved valuation due to the market being able to discern value more clearly. Our model demonstrates that unlike other modes of divestiture such as asset sales and equity carve-outs, spin-offs are uniquely optimal for eliminating such undervaluation. The intuition lays in the fact that mitigating information asymmetry requires that the individual divisions of a conglomerate trade as separate entities in the market, allowing for analyst-following by analysts with industry-specific expertise. There is also more credible disclosure of operational and financial details of the now separated independent entities. These improvements in firm transparency lead to better recognition of value by the market. Although there is such separation of entities in asset sales and equity carve-outs, these are costly modes of divestiture for the firm since they involve the valuation and sale of undervalued assets prior to separation of divisions and correction of undervaluation. Spin-offs do not impose this cost because there is no sale of assets prior to separation. Our formal model shows that conglomerates needing to raise capital, but undervalued because of information asymmetry, will find it optimal to separate their divisions through a spin-off, eliminate the undervaluation, and then raise capital once the undervaluation is corrected.

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24

Chahine, Salim, and Marc Goergen. "On the Publicity of Two-Stage Spin-Offs and Equity Carve-Outs." Financial Review 46, no. 4 (October 5, 2011): 671–701. http://dx.doi.org/10.1111/j.1540-6288.2011.00316.x.

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25

Lubik, Sarah, Elizabeth Garnsey, Tim Minshall, and Ken Platts. "Value creation from the innovation environment: partnership strategies in university spin-outs." R&D Management 43, no. 2 (February 26, 2013): 136–50. http://dx.doi.org/10.1111/radm.12006.

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26

Sepulveda, Leandro, Fergus Lyon, and Ian Vickers. "‘Social enterprise spin-outs’: an institutional analysis of their emergence and potential." Technology Analysis & Strategic Management 30, no. 8 (January 30, 2018): 967–79. http://dx.doi.org/10.1080/09537325.2018.1431391.

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27

Thompson, Thomas H., and Vince Apilado. "Investment banker reputation and two-stage combination carve-outs and spin-offs." Journal of Banking & Finance 30, no. 1 (January 2006): 85–110. http://dx.doi.org/10.1016/j.jbankfin.2004.12.001.

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28

Liu, Weiwei, Zhile Yang, and Kexin Bi. "Forecasting the Acquisition of University Spin-Outs: An RBF Neural Network Approach." Complexity 2017 (2017): 1–8. http://dx.doi.org/10.1155/2017/6920904.

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Анотація:

University spin-outs (USOs), creating businesses from university intellectual property, are a relatively common phenomena. As a knowledge transfer channel, the spin-out business model is attracting extensive attention. In this paper, the impacts of six equities on the acquisition of USOs, including founders, university, banks, business angels, venture capitals, and other equity, are comprehensively analyzed based on theoretical and empirical studies. Firstly, the average distribution of spin-out equity at formation is calculated based on the sample data of 350 UK USOs. According to this distribution, a radial basis function (RBF) neural network (NN) model is employed to forecast the effects of each equity on the acquisition. To improve the classification accuracy, the novel set-membership method is adopted in the training process of the RBF NN. Furthermore, a simulation test is carried out to measure the effects of six equities on the acquisition of USOs. The simulation results show that the increase of university’s equity has a negative effect on the acquisition of USOs, whereas the increase of remaining five equities has positive effects. Finally, three suggestions are provided to promote the development and growth of USOs.

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29

Harlow, Chris. "Entrepreneurial universities and spin-out companies." International Journal of Technology Management & Sustainable Development 20, no. 3 (October 1, 2021): 285–303. http://dx.doi.org/10.1386/tmsd_00046_1.

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Анотація:

Records show that some universities have been more successful in the formation of knowledge-based spin-out companies than the average institution since government policies dictated that universities should become more entrepreneurial. Out of the approximately 130 universities in Britain, ten of those founded more than 100 years ago recorded nearly half of the spin-outs formed in the early twenty-first century and surviving three years or more. This article examines the methods used at some 30 universities in order to query the reasons for success. Several possible explanations are considered with the judgement being that, although a range of factors may have been influential, it has been the impact of the environmental conditions of their foundations and growth, the access to research resources and the educational circumstances into which they were born and then grew, which has been one of the most important in determining the success achieved by different British universities.

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30

Chila, Vilma, Xavier Martin, and Shivaram Devarakonda. "How spin-outs relate with parents’ innovation in existing and new technological areas." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 16987. http://dx.doi.org/10.5465/ambpp.2019.16987abstract.

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31

Bahoo Torodi, Aliasghar, and Salvatore Torrisi. "The Double-Edged Sword of Knowledge Inheritance: Knowledge Overlap and Spin-Outs’ Performance." Academy of Management Proceedings 2020, no. 1 (August 2020): 11898. http://dx.doi.org/10.5465/ambpp.2020.11898abstract.

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32

Walter, Sascha G., and Achim Walter. "Product Innovation Strategy, Initial Knowledge Base, and Market Entry Performance of Spin-Outs." Academy of Management Proceedings 2020, no. 1 (August 2020): 13765. http://dx.doi.org/10.5465/ambpp.2020.13765abstract.

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33

Walter, Sascha G., Simon Heinrichs, and Achim Walter. "Innovator or copycat? Pre-entry innovation strategy and early performance of spin-outs." Academy of Management Proceedings 2016, no. 1 (January 2016): 10538. http://dx.doi.org/10.5465/ambpp.2016.24.

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34

Jain, Bharat A., Omesh Kini, and Jaideep Shenoy. "Vertical divestitures through equity carve-outs and spin-offs: A product markets perspective." Journal of Financial Economics 100, no. 3 (June 2011): 594–615. http://dx.doi.org/10.1016/j.jfineco.2011.01.001.

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35

Kim, Dongnyoung, and Tih Koon Tan. "Ex-post stock return behaviour of corporate restructurings and corporate control." Review of Accounting and Finance 15, no. 4 (November 14, 2016): 484–98. http://dx.doi.org/10.1108/raf-05-2015-0066.

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Анотація:

Purpose This paper aims to investigate the correlation between stock returns of the parent and newly created entity and the degree of return skewness in parents in the three different corporate restructurings. Design/methodology/approach Using a sample of spin-offs, equity carve-outs and tracking stocks, ordinary least squares regression is used to test the relationship between stock return correlation as well as stock return skewness and the type of corporate restructurings. Findings Tracking stock offering has the largest correlation in stock returns, whereas spin-off has the least correlation in stock returns. Also, the result from the skewness test is not consistent with the hypothesis that the stock returns skewness is positively related to the degree of ownership and control. Originality/value This is one of the few papers looking at the three corporate restructurings and their return skewness.

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36

Chemmanur, Thomas J., and Imants Paeglis. "WHY ISSUE TRACKING STOCK? INSIGHTS FROM A COMPARISON WITH SPIN-OFFS AND CARVE-OUTS." Journal of Applied Corporate Finance 14, no. 2 (June 2001): 102–14. http://dx.doi.org/10.1111/j.1745-6622.2001.tb00334.x.

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37

Leitch, Claire M., and Richard T. Harrison. "Maximising the potential of university spin-outs: the development of second-order commercialisation activities." R and D Management 35, no. 3 (June 2005): 257–72. http://dx.doi.org/10.1111/j.1467-9310.2005.00388.x.

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38

Zhou, Yuan, and Guannan Xu. "Building Global Products: the Role of Chinese Univ. Spin-outs and Required Innovation Capabilities." Academy of Management Proceedings 2012, no. 1 (July 2012): 14863. http://dx.doi.org/10.5465/ambpp.2012.14863abstract.

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39

Hughes, Alison, and Joanne Brien. "The new tax rules for university spin-outs: An answer to all the problems?" Journal of Commercial Biotechnology 12, no. 2 (January 1, 2006): 99–104. http://dx.doi.org/10.1057/palgrave.jcb.3040155.

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40

Walter, Sascha G., Simon Heinrichs, and Achim Walter. "Spawned with a Rusty Spoon: How and When Can Spin-Outs Cope with Parent Hostility?" Academy of Management Proceedings 2013, no. 1 (January 2013): 15029. http://dx.doi.org/10.5465/ambpp.2013.60.

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41

Festel, Gunter, Sven H. De Cleyn, Roman Boutellier, and Johan Braet. "Optimizing the R&d Process Using Spin-Outs: Case Studies from the Pharmaceutical Industry." Research-Technology Management 54, no. 1 (January 1, 2011): 32–41. http://dx.doi.org/10.5437/08953608x540132.

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42

Festel, Gunter, Sven H. De Cleyn, Roman Boutellier, and Johan Braet. "Optimizing the R&D Process Using Spin-Outs: Case Studies from the Pharmaceutical Industry." Research-Technology Management 54, no. 1 (January 2011): 32–41. http://dx.doi.org/10.1080/08956308.2011.11657671.

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43

Festel, Gunter. "Reasons for corporate research and development spin-outs - the chemical and pharmaceutical industry as example." R&D Management 44, no. 4 (July 31, 2014): 398–408. http://dx.doi.org/10.1111/radm.12077.

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44

Slovin, Myron B., Marie E. Sushka, and Steven R. Ferraro. "A comparison of the information conveyed by equity carve-outs, spin-offs, and asset sell-offs." Journal of Financial Economics 37, no. 1 (January 1995): 89–104. http://dx.doi.org/10.1016/0304-405x(94)00796-4.

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45

ZHOU, Y., T. MINSHALL, and C. HAMPDEN-TURNER. "BUILDING INNOVATION CAPABILITIES: AN INQUIRY INTO THE DYNAMIC GROWTH PROCESS OF UNIVERSITY SPIN-OUTS IN CHINA." International Journal of Innovation and Technology Management 07, no. 03 (September 2010): 273–302. http://dx.doi.org/10.1142/s0219877010002082.

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Анотація:

This research aims to develop a conceptual framework in order to inquire into the dynamic growth process of university spin-outs (hereafter referred to as USOs) in China, attempting to understand the configuration of capabilities that are necessary for dynamic growth. Based on the extant literature and empirical cases, the study attempts to address the following question: How do USOs in China build and configure the innovation capabilities to cope with the dynamic growth? This paper aims to contribute to the existing literature by providing a theoretical discussion on the USOs' dynamic entrepreneurial process, by investigating the interconnections between innovation problem-solving and the required configuration of innovation capabilities in four growth phases. Further, it takes particular interest in the integrative capabilities and their impact on the USOs' entrepreneurial innovation process, in terms of knowledge integration, alliance, venture finance and venture governance. To date, studies have investigated the dynamic development process of USOs in China and have recognized the heterogeneity of USOs. Yet studies of capabilities that are required for rapid growth remain sparse. Addressing this research gap will be of great interest to entrepreneurs, policy-makers and venture investors.

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46

Chemmanur, Thomas J., and Mark H. Liu. "Institutional trading, information production, and the choice between spin-offs, carve-outs, and tracking stock issues." Journal of Corporate Finance 17, no. 1 (February 2011): 62–82. http://dx.doi.org/10.1016/j.jcorpfin.2010.07.005.

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47

Kim, Ji Youn Rose, and H. Kevin Steensma. "Employee mobility, spin-outs, and knowledge spill-in: How incumbent firms can learn from new ventures." Strategic Management Journal 38, no. 8 (January 17, 2017): 1626–45. http://dx.doi.org/10.1002/smj.2625.

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48

Berchicci, Luca, Andrew King, and Christopher L. Tucci. "Does the apple always fall close to the tree? The geographical proximity choice of spin-outs." Strategic Entrepreneurship Journal 5, no. 2 (June 2011): 120–36. http://dx.doi.org/10.1002/sej.110.

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49

Kelley, Paul M. "Venture Funders — Are They the Solution?" Industry and Higher Education 12, no. 2 (April 1998): 77–83. http://dx.doi.org/10.1177/095042229801200203.

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The author briefly describes what venture funders do and how they do it to illuminate the process of high-tech business formation and development. By way of illumination, he gives two short histories of successful university spin-outs that his company, Zero Stage Capital, has helped launch. He then examines how this firm's knowledge and experience may apply in the context of the Scottish university and financial climate, and bearing in mind the goals of Scotland's Technology Ventures strategy. Finally, he discusses the US government support initiatives for small business, the Small Business Investment Company (SBIC) Program. He suggests an approach for its application in increasing the birth-rate of fast-track technology-based ventures in Scotland or in other countries that have the infrastructure to support and enhance the process.

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Zhou, Yuan, Tim Minshall, and Charles Hampden Turner. "Entrepreneurial innovation problems associated with the dynamic growth of university spin-outs in China: a capabilities perspective." International Journal of Entrepreneurship and Innovation Management 12, no. 3/4 (2010): 330. http://dx.doi.org/10.1504/ijeim.2010.035087.

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