Lean Startup for Academic Entrepreneurship

2015 ◽  
pp. 171-187
Author(s):  
Jim Chung
Keyword(s):  
Technology Transfer ◽  
Boot Camp ◽  
Future Research ◽  
University Technology Transfer ◽  
Technology Transfer Offices ◽  
Research Initiatives ◽  
New Generation ◽  
Washington University ◽  
Customer Development ◽  
Lean Startup

This chapter describes how the Lean Startup approach has been applied at the George Washington University to enhance the technology transfer function. The nascent Lean Startup approach, as embodied in the National Science Foundation's Innovation Corps (NSF I-CorpsTM) program, presents an exciting new platform for universities and their Technology Transfer Offices (TTOs) to build scalable launchpads for research-based startup efforts. Traditional university technology transfer techniques have yielded mixed results in commercializing inventions of their researchers. The NSF I-CorpsTM program is fostering a new generation of researchers who can better understand and bridge the gap between lab and market. It provides an intensive boot camp that guides researchers through an interview-based customer development process to determine whether there is an appropriate product market fit for their inventions. These Lean Startup-savvy researchers are better able to work with their TTOs, entrepreneurs, and industry to improve the prospects for startup success. Their future research initiatives also benefit from being informed about what commercially relevant problems exist in their areas of expertise.

Information-based imitation of university commercialization strategies: The role of technology transfer office autonomy, age, and membership into an association

2019 ◽  
Vol 18 (4) ◽  
pp. 573-616 ◽  
Author(s):  
Konstantinos Pitsakis ◽  
Claudio Giachetti
Keyword(s):  
Technology Transfer ◽  
Academic Research ◽  
Negative Relationship ◽  
University Technology Transfer ◽  
Internal Source ◽  
Technology Transfer Office ◽  
Technology Transfer Offices ◽  
University Technology ◽  
Source Of Information ◽  
Successful Technology

We investigate whether university technology transfer offices, that is, divisions responsible for the commercialization of academic research, imitate their industry peers when designing their commercialization strategy. We borrow from information-based theories of imitation and the literature on academic entrepreneurship to argue that given a technology transfer office’s autonomy to strategize independently from its parent university, information from within and outside the technology transfer office affects its propensity to imitate the commercialization strategy of the “most successful peers,” that is, those with the largest live spinoff portfolio and greatest revenues from spinoffs in the industry. We contend that a technology transfer office’s experience, that is, a function of its age, represents a key internal source of information for the technology transfer office when deciding whether to imitate or not; we also consider the technology transfer office’s embeddedness in a network where the most successful peer is also a member as a key external source of information. From data on 86 British university technology transfer offices and their commercialization strategies between 1993 and 2007 that were drawn from both secondary sources and in-depth interviews with technology transfer office managers, we find that there is a negative relationship between technology transfer offices’ autonomy and their level of imitation of the most successful technology transfer office’s strategy, and that this relationship is moderated by the technology transfer offices’ age and by their membership into an association where the most successful technology transfer office is also a member.

Licensing, Partnering, Strategic Alliances and University Relationships

2012 ◽  
Vol 18 (2) ◽  
Author(s):  
Wesley Daniel Blakeslee
Keyword(s):  
Technology Transfer ◽  
Strategic Alliances ◽  
Biotechnology Industry ◽  
University Research ◽  
University Technology Transfer ◽  
Pharmaceutical Companies ◽  
State Governments ◽  
Technology Transfer Offices ◽  
The University ◽  
University Industry

Abstract The biopharmaceutical industry has been undergoing change for a number of years and that change is accelerating.  Larger pharmaceutical companies are acquiring smaller ones, companies are merging, laboratories are being closed, and the number of scientists performing research in the pharmaceutical industry is declining.  Overall, commercial industry, including the biotechnology industry, is becoming more interested in the benefits of collaboration with research institutions.Universities are also changing their view of relationships with industry.  Shrinking federal budgets are causing universities to look at other sources of revenue, including collaborations with industry.  Federal and state governments are also looking closely at the benefits of sponsoring university research, and in particular are seeking to accelerate commercialization of university discoveries not only to obtain the benefit of invested research dollars, but also for economic development and job growth.  Universities, and in particular university technology transfer offices, must understand these changes and adapt to them. This paper discusses the university/industry relationships, and the particular issues important to universities which shape that interface. 

scholarly journals University technology transfer offices: The search for identity to build legitimacy

2015 ◽  
Vol 44 (2) ◽  
pp. 421-437 ◽  
Author(s):  
Conor O’Kane ◽  
Vincent Mangematin ◽  
Will Geoghegan ◽  
Ciara Fitzgerald
Keyword(s):  
Technology Transfer ◽  
University Technology Transfer ◽  
Technology Transfer Offices ◽  
University Technology

Dynamic capabilities, subnational environment, and university technology transfer

2016 ◽  
Vol 16 (1) ◽  
pp. 35-60 ◽  
Author(s):  
Changhong Yuan ◽  
Yang Li ◽  
Cristina O. Vlas ◽  
Mike W. Peng
Keyword(s):  
Technology Transfer ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Institutional Environment ◽  
Future Research ◽  
University Technology Transfer ◽  
Value Capture ◽  
University Technology ◽  
The University ◽  
Dynamic Capabilities Perspective

University technology transfer allows universities to extract benefits from their research. We examine how universities can create and capture value from their technology creation and technology commercialization efforts by embracing a dynamic capabilities perspective. Our longitudinal analysis involves 829 universities and 3908 university-year observations in 30 subnational regions (provinces) in China during a 6-year period. Our findings reveal (1) that universities create more ideas and capture more licensing value through dynamic management and active orchestration of assets, (2) that a developed factor market accelerates value creation and commercialization, and (3) that a developed institutional environment at the subnational level stimulates value creation but inhibits value capture. These interesting findings justify a dynamic capabilities perspective of the university technology transfer process while opening avenues for future research.

scholarly journals Knowledge Transfer from Universities to Industry Through University Technology Transfer Offices

2018 ◽  
Vol 14 (2) ◽  
pp. 5-18 ◽  
Author(s):  
Asad Abbas ◽  
◽  
Anders Avdic ◽  
Kathryn Chang Barker ◽  
Peng Xiaobao ◽  
...  
Keyword(s):  
Technology Transfer ◽  
Knowledge Transfer ◽  
University Technology Transfer ◽  
Technology Transfer Offices ◽  
University Technology
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