University technology transfer office business models: One size does not fit all
By D. Baglieri, F. Baldi, Christopher L. Tucci. Technovation, 2018
138 citations recorded by the source corpus.
Abstract Technology transfer processes enable universities to increase their positive impact on society by pursuing their entrepreneurial mission in several ways. By analyzing quantitative and qualitative data collected in a longitudinal dataset of 60 U.S. universities during the period 2002–2012, this article identifies four types of technology transfer business models that may generate economic and non-economic linkages that need to be evaluated. Findings reveal that business models that leverage high-quality research (i.e., catalyst) and startup creation (i.e., orchestrator of local buzz) are associated with higher economic performance. This study contributes to the emergent literature on university business models and provides suggestions to policymakers to incorporate a business model typology in university evaluation programs.
Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/f0cab4fc6e759c6973997515db94948ff0c8776a
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In Economics and Econometrics
In Management of Technology and Innovation
- Piers Thompson
- Daniel Prokop
- Robert Huggins
- Andrew Johnston
- Yee Kwan Tang
- E. Malecki
- L. Klerkx
- Michael Dowling
In Strategy and Management
Citations in the corpus
- Universities and open innovation: the determinants of network centrality (2019, background): “Also, the capacity to effectively engage in knowledge transfer forms part of the wider entrepreneurial capabilities of universities, as well as the capabilities of any respective knowledge or technology transfer offices (Carlsson and Fridh 2002; Chapple et al. 2005; O’Kane et al. 2015; Baglieri et a”