When do start-ups that exploit patented academic knowledge survive?

By Atul Nerkar, Scott A. Shane. 2003

241 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/8b80243b37d9c2a6df1657d1f481ceb3b8ca49bc

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Citations in the corpus

Why are some university researchers more likely to create spin-offs than others? Evidence from Canadian universities (2006, background): “…based on the university as the unit of analysis tend to focus on the impact of university policies on spin-off formation (Roberts and Malone, 1996; Degroof and Roberts, 2004; Di Gregorio and Shane, 2003; O’Shea et al., 2005; Lockett et al., 2003; Lockett and Wright, 2004; Nerkar and Shane, 2003).”
“To have and have not”: founders’ human capital and university start-up survival (2013, background): “Shane and Stuart (2002) and Nerkar and Shane (2003) examine respectively how organizational endowments (especially social capital) and patents increase the probability of survival of new technology ventures originating at Massachusetts Institute of Technology.”
Inside or Outside the IP-System? Business Creation in Academia (2010, background): “…et al., 1998; Mowery et al., 2002; Mowery and Ziedonis, 2002; Sampat et al., 2003), licensing (Jensen and Thursby, 2001; Jensen et al., 2003), and the creation of new businesses to exploit university-assigned intellectual property (Markman et al., 2004; Mustar et al., 2006; Nerkar and Shane, 2003).”
University entrepreneurship: a taxonomy of the literature (2007, background): “Nerkar and Shane (2003) When do start-ups that exploit patented aca-”
Complements or Substitutes? The Role of Universities and Local Context in Supporting the Creation of Academic Spin-offs (2011, unknown): “…characteristics of the knowledge on which the new venture is based to investors, or because of unwillingness to share too many details of their technologies, fearing leakage/dissemination of information that they consider critical to the new venture's competitive advantage (Nerkar and Shane, 2003).”
Models and Methods of University Technology Transfer (2013, unknown): “Key findings Nerkar and Shane (2003) Overall, new technology firms are less likely to fail if they exploit radical technology and have broad scope patents that are contingent on the industry environment.”
Location Decisions of Spin-offs from Public Research Institutions (2004, background): “…data see Chiesa and Piccaluga 2000, on Korean data 1366-2716 print/1469-8390 online/04/030207-17 © 2004 Taylor & Francis Ltd DOI: 10.1080/1366271042000265384 see Shin 2001, on spin-offs from individual institutions see also Steffensen et al. 2000; Druilhe and Garnsey 2003; Nerkar and Shane 2003).”
Categories of university-level entrepreneurship: a literature survey (2010, background): “Among the common forms of university–industry technology transfer, referred to as the formal mechanisms (Link et al. 2006), are patenting (Wallmark 1997; Mowery et al. 2001; Mowery et al. 2002; Mowery and Ziedonis 2002; Nerkar and Shane 2003 ), university licensing, strategic alliance through forma”
Resources, capabilities, risk capital and the creation of university spin-out companies (2005, background): “Some research attention has been addressed towards the inputs associated with the number of spin-outs created by US universities (DiGregorio and Shane, 2003) and the survivability of start-ups that exploit academic knowledge (Nerkar and Shane, 2003).”
U.S. University Research Parks (2006, background): “20 Nekar and Shane (2003) show that newly founded firms are”
Knowledge sources of entrepreneurship: Firm formation by academic, user and employee innovators☆ (2014, background): “A key reason for firm formation is to incubate the technology for development and commercialization (Feldman et al., 2002; Jensen and Thursby, 2001; Katila and Shane, 2005; Lowe and Ziedonis, 2006; Nerkar and Shane, 2003).”
Firm survival: The role of incubators and business characteristics (2015, background): “Specifically, for technologybased firms, some characteristics constitute a basic element of competitive advantage (Cockburn & Wagner, 2007; Nerkar & Shane, 2003).”