Commercializing Generic Technology: The Case of Advanced Materials Ventures

By Elicia Maine, Elizabeth Garnsey. 2006

264 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4392880ea2f9110126d0bcfeb19c09f4b4f39655

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Citations in the corpus

R&D, product innovation, and exporting: evidence from UK new technology based firms (2011, background): “However, the founders of NTBFs have to face a number of technological and marketing related obstacles (Saemundsson and Dahlstrand, 2005; Maine and Garnsey, 2006).”
The development, growth, and performance of university spin-offs: a critical review (2019, unknown): “The generic, radical, and up-stream nature of advanced material technologies creates challenges for USOs (Maine and Garnsey 2006), and stable funding sources and access to complementary assets through partnerships are important to overcome this.”
The role of entrepreneurial decision-making in opportunity creation and recognition (2015, background): “The next two decision-making processes—technology-market matching and deciding on portfolio breadth/focus— are most salient to platform technologies, which have a wide range of potential market applications, and where market prioritization is seen as a dynamic capability (Gambardella and McGahan, 20”
Ideas for rent: an overview of markets for technology (2010, background): “Maine and Garsney (2006) and Thoma (2008) report the stories of three companies founded in the 1980s and early 1990s:”
Technology commercialization: a literature review of success factors and antecedents across different contexts (2016, background): “Thus, besides the possibility of entering the market on their own, technology developers need to explore further options to commercialize their inventions by interacting with other organizations (Maine and Garnsey 2006).”
Technological discontinuities and the challenge for incumbent firms: destruction, disruption or creative accumulation? (2013, background): “Few, if any, new firms enter an industry as the result of a competence-enhancing discontinuous innovation (Maine and Garnsey, 2006).”