The Product Market and the Market for 'Ideas': Commercialization Strategies for Technology Entrepreneurs

By Joshua S. Gans, Scott Stern. 2003

1,299 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e6f24b5b38928954309f20409142b730069973da

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Citations in the corpus

Patent Management in Entrepreneurial SMEs: A Literature Review and an Empirical Study of Innovation Appropriation, Patent Propensity, and Motives (2013, neutral): “Previous research shows that firms with R&D collaborations typically have and apply for more patents than other firms (Brouwer and Kleinknecht, 1999; Gans et al., 2002; Gans and Stern, 2003).”
The influence of scope, depth, and orientation of external technology sources on the innovative performance of Chinese firms (2011, background): “Fourthly, being open to external firms and organisations increases the chance of knowledge leakage (Gans & Stern, 2003; Laursen & Salter, 2005).”
How Firms Capture Value From Their Innovations (2013, background): “For example, recent work has examined the simultaneous use of patents and secrecy (Arora, 1997; Cohen & Klepper, 1996) and of patents and owning specialized complementary assets (Arora & Ceccagnoli, 2006; Clarkson & Toh, 2010; Gans & Stern, 2003; Ziedonis, 2004) as value capture strategies.”
When do start-ups that exploit patented academic knowledge survive? (2003, background): “The survival of a new technology company requires the creation of the marketing and manufacturing assets necessary to exploit the technological opportunity, and the possession of a valuable technology that undermines the advantages of established firms and that can be protected against immediate imi”
Firms’ genetic characteristics and competence-enlarging strategies: A comparison between academic and non-academic high-tech start-ups (2012, background): “…organisations is also extremely important, because it provides access to competencies and resources NTBFs lack and cannot build in isolation (Gans and Stern, 2003).4 We claim that academic and non-academic NTBFs exhibit different genetic characteristics because, as previous studies suggest,…”
University entrepreneurship: a taxonomy of the literature (2007, background): “Gans and Stern (2003) What are the factors that affect strategic choice of technology entrepreneurs (TE)? n/a n/a Competitive interaction between start-up innovators and established firms depends on the presence or absence of a “market for ideas.””
Managing external knowledge flows: The moderating role of absorptive capacity (2009, background): “Firms are gradually abandoning the idea that the generation of new knowledge is mostly an internal process (Arora et al., 2001; Gans and Stern, 2003).”
Born to flip. Exit decisions of entrepreneurial firms in high-tech and low-tech industries (2011, background): “The argument that an acquisition can be the outcome of a commercialization strategy of a new firm with an innovative idea (Gans and Stern 2003) would seem to apply more to firms with product development rather than process development capabilities.”
Technology commercialization: a literature review of success factors and antecedents across different contexts (2016, background): “The key characteristics of startups (young age and small in size) may imply that they are not very experienced in the potential market they might enter with their technology (Gans and Stern 2003).”
Inbound Open Innovation Activities in High‐Tech SMEs: The Impact on Innovation Performance (2012, background): “This is because in comparison to larger firms, SMEs possess specialized and deep knowledge (Gans and Stern 2003; Giarratana 2004).”
Creating value in ecosystems: Crossing the chasm between knowledge and business ecosystems (2014, background): “Industries such as biotech are organised as value chains characterised by a linear knowledge creation – knowledge commercialisation process (Gans and Stern, 2003).”
THE ELIXIR (OR BURDEN) OF YOUTH? EXPLORING DIFFERENCES IN INNOVATION BETWEEN START-UPS AND ESTABLISHED FIRMS. (2008, background): “Third, there has been very little research that examined how the ability to generate rewards from innovation differs between new and established firms and across services and manufacturing industries (Gans and Stern, 2003).”
Investment, Duration, and Exit Strategies for Corporate and Independent Venture Capital‐Backed Start‐Ups (2015, neutral): “For instance, Gans et al. (2002) and Gans and Stern (2003) indicate that a higher relative cost of acquiring complementary assets reduces the possibility of IPO exits for start-ups.”