Exploring the roles of university spin-offs in business networks |
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| Institution: | 1. Norwegian University of Science and Technology, Department of Industrial Economics and Technology Management, NO-7491 Trondheim, Norway;2. Chalmers University of Technology, Department of Technology Management and Economics, SE-412 96 Gothenburg, Sweden;3. Örebro University, School of Business, SE-701 82 Örebro, Sweden;4. Lund University, Department of Business Administration, P.O. Box 7080, SE-220 07 Lund, Sweden;1. East Carolina University, College of Business, 3102 Harold H. Bate Building, Greenville, NC 27858-4353, USA;2. University of Kentucky, 425N Gatton College of Business and Economics, Lexington, KY 40506-0034, USA;1. Oxford Brookes University, Wheatley Campus, Oxford OX2 7BB, England, United Kingdom;2. Open University Business School, The Open University, Walton Hall, Milton Keynes, Buckinghamshire MK7 6AA, England, United Kingdom;1. ISBM Distinguished Research Fellow at Institute for the Study of Business Markets at Penn State University''s Smeal College of Business Administration, USA;2. Professor Emeritus at DeGroote School of Business, McMaster University, Canada;3. Continuous Improvement, The LEGO Group, Billund, Denmark;1. School of Business and Management, Lappeenranta University of Technology, P.O BOX 20, FI-53851 Lappeenranta, Finland;2. School of Energy Systems, Lappeenranta University of Technology, PO BOX 20, FI-53851 Lappeenranta, Finland;3. Mapvision Oy, Jaakonkatu 2, FI-01620 Vantaa, Finland |
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| Abstract: | This paper identifies different university spin-off (USO) roles related to resource interaction among business parties. It does so by mapping how USOs become part of business networks in terms of their roles relative to other parties. The theoretical frame of reference focuses on roles and resource interaction based on an industrial network approach to business markets. The empirical research is based on five cases of USOs representing a variety in terms of technology, degree of newness, sector, and area of application. As a result of the analysis, three different roles are identified: the USO as resource mediator, resource re-combiner and resource renewer. These roles reflect how USOs adapt resources to, or require changes among, business parties' resources. The paper also discusses the main resource interfaces associated with the three roles and related challenges. The paper contributes to previous research through illustrating USOs' roles relative to business parties from a resource interaction point of view, and by pointing to the establishment of new companies in business networks as a way of implementing innovation. Finally, the paper discusses the managerial implications of the research in terms of the USO's need to understand which role to take and how to develop it. |
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