Case Study Of The Post-Commercialization Of NAM

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The post-commercialization of NAM was similar to the stage-based models. Most of the previous works, such as Shane (2004), Hindle and Yencken (2004), Fontes (2005) and Gübeli and Doloreux (2005), believe that the company should be established and normal business management activities should begin. This belief is realistic and logical; thus, NAM followed it to some extent. Meanwhile, business management activities had already started during the commercialization phase of NAM. For examples, attending of international conferences (for marketing purposes), negotiating with distributors and suppliers, and writing a business plan (for funding purposes) were done in that phase.
In view of the above, it can be summarily argued that the USO commercialization process does
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Firstly, the NAM university encourages commercialization of scientific results and it supports researchers via its innovation office. Each year, about 4 USOs emerge from the university. This environment enables the USO commercialization process as it was elucidated by some scholars like Simmons and Hornsby (2014), Bradley et al (2013), Shane (2004), Caiazza (2014) and Hindle and Yencken (2004). These factors are regarded as institutional factors which influence academic entrepreneurship (Farsi et al., 2014). Secondly, the interest of innovators and business team was evident from the beginning of the discovery. They have interest in solving societal problem and they always feel good when they notice their new knowledge is useful for society. One of the interview summaries quoted an innovator who
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