Profiting from Technological Capabilities: Technology Commercialization Strategy in a Dynamic Context

Commercialization strategy is an all-encompassing plan that organizes technology transfer office goals to commercialize a university’s technologies. Measurement strategy requires feasible variables that make up those goals. This strategy also ensures that all variables that are important in measuring contribute to the larger goals. A useful way to assess and explain the effectiveness of the technology transfer office (TTO) of universities is to model this within a production function/frontier framework. Such a production function is typically estimated econometrically. This study presents evidence on the relative efficiency of research commercialization in the university through the data envelopment analysis (DEA) model. The implication of the DEA efficiency result is to derive the efficiency level of the TTO’s strategy from the observed performance. It also helps in identifying the benchmarking of other TTOs, which would be valuable information for improving their new technology commercialization strategy. In detail, a benchmark is provided to improve the weakness of strategy and resource allocation of a poorly performing TTO. The proposed matrix of indicators is an exploit of how performance could be measured within the decision-making units that have been chosen. By introducing the measure to commercialization strategy framework the development of technology transfer offices policies are considered.

This study investigated the relationship between technological capability and the competitiveness of pharmaceutical manufacturing companies in South-South, Nigeria. Employing a cross-sectional survey design, data was collected from 50 senior managers across 10 registered pharmaceutical companies in the region. The research focused on three dimensions of competitiveness: market share, cost leadership, and innovativeness. The findings reveal a significant and positive relationship between technological capability and each measure of competitiveness. Specifically, Spearman’s rank-order correlation indicated a strong positive correlation between technological capability and both market share and innovativeness, as well as a moderate positive correlation with cost leadership. The results suggest that pharmaceutical companies with advanced technological capabilities are better positioned to increase market share, achieve cost efficiencies, and foster innovation. These findings align with existing literature, reinforcing the critical role of technological capability in enhancing organizational performance and competitiveness. The study concludes that investments in technological capability are essential for pharmaceutical manufacturing companies in South-South, Nigeria, to strengthen their competitive position and ensure long-term success in the industry.

The paper presents a case study of a technology development and commercialisation process in a large Indian company. The organisational structure of the company and the environment in which the case had taken place were presented along with the strategies for implementation. The technology transfer and commercialisation process is discussed within the framework of a systems analysis approach using a technology commercialisation model and the concept of imbedded technology. However, the outcome of the project has not been according to expectations. The reasons found after analysis are inadequate communication and somewhat differing objectives of the different players involved. The need for a strategic view and the scope for exploring the use of information technology tools to minimise the communication barriers is outlined to gain better benefits from such efforts.

Organizational capabilities, such as technological capabilities and marketing capabilities are key determinants of the success of technology commercialization (TC). However, literature has rarely explored how firms combine and balance these two potentially interrelated yet competing capabilities in pursuing successful TC. Adopting insights from the ambidexterity perspective, this article examines the tensions and interplay between technological capabilities and marketing capabilities, and conceptualizes the simultaneous pursuit of both capabilities as <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">capability ambidexterity</i> . We propose that, having a balancing capability (properly matching technological capabilities and marketing capabilities to avoid conflicts), a combining capability (effectively utilizing both capabilities), and simultaneously applying the balancing capability and the combining capability positively affect TC success. We also identify human resource-based conditions (high-commitment work systems) as a contingency under which the balancing capability and the combining capability are more likely to promote TC success. We report results from a sample of 262 Chinese manufacturing firms (based on a total of 524 respondents) that provide general support for the proposed model. Our results contribute to a better understanding of capability-based explanations of TC.

The development and commercialization of solar PV technology in the oil industry

In contemporary academia and industry, the commercialization of technology through licensing has emerged as a prevalent strategy. This paradigmatic shift has prompted numerous industrial firms to intensify their focus on technology commercialization as a mechanism to optimize the returns on their research and development investments, while concurrently leveraging their comprehensive technology portfolios. However, despite growing interest in this area, there exists a conspicuous gap in scholarly literature exploring how small and medium-sized enterprises (SMEs) can effectively and efficiently capitalize on this opportunity in a global context. The objective of the present study is to fill this void by offering an in-depth analysis of the key determinants that contribute to the successful commercialization of technology via licensing. Employing a qualitative research methodology, this paper presents a comparative case study that explores four separate international licensing alliances, each formed between the same licensor, specializing in solar mounting system engineering, and four different licensees, all engaged in the production and marketing of this specialized technology. Data were meticulously gathered through a triangulated approach that incorporated interviews with both licensor and licensees, extensive desk research, and on-site observations. Our empirical findings reveal that the critical success factors identified in existing literature are not uniformly significant. Specifically, four elements—relational dynamics, cultural considerations, human capital, and resource allocation—emerged as pivotal in ensuring the successful implementation of technology commercialization strategies. By elucidating these nuanced factors, this study contributes to both academic discourse and practical applications, thereby serving as a valuable resource for SMEs aiming to navigate the complexities of technology commercialization in international settings.

The article discusses modern approaches to determining the effectiveness of investments in marketing projects related to the use of innovative technologies. The process of commercialization of innovative technologies involves the modeling of value chains, as it can transform them or form new ones. When implementing the commercialization process, it should be taken into account that the economic effect can be obtained both from the sale of innovative technology and from its consumption. However, these processes cannot be considered separately, since the transfer of innovative technology without installation, maintenance, and personnel training cannot be due to the fact that it is a combination of goods and services, and its seller is included in the consumer value chain. Therefore, economic efficiency should be presented as the effect of the functioning of a new or modified value chain. These aspects determine the perspective and limits of marketing effectiveness research during the implementation of the marketing project commercialization process. An important fact presented in the article is the impossibility of discretely determining the effectiveness of marketing communications on each subsequent stage due to the complexity of the process commercialization of innovative technology marketing project. The result of obtaining an effect on each stage are the efforts (projects, programs, actions) implemented at this stage marketing communications and undertaken on previous stage of commercialization. The effects of the commercialization of innovative technologies have a multidimensional and complex structure consisting of the effects of innovations and of the marketing of innovative technologies, and in an integrated form and create an even more complex structure of effects. It becomes the main reason for the complexity of the methods of evaluating the effectiveness of marketing during the commercialization of innovative technologies. The main thesis is that the calculation is to be able to analyze all the marketing tools used in commercialization and to have enough material, information and financial resources.

Despite aggressive investments in R&D and its success, Japanese companies demonstrate poor results in technology commercialisation. Almost half of all technological patents that Japanese companies hold are dormant, being unused. The purpose of this paper is to explore why technologies become dormant and how firms can overcome the problem to facilitate the process of technology commercialisation. Based upon the questionnaire survey of Japanese manufacturing companies, we find that exposing technology to the public in early stages of the commercialisation process plays an important role in enhancing overall commercialisation performance. Technology is an equivocal and context-dependent entity and changes its meaning from one context to another. Exposing a new piece of technology to the public enables firms to acquire more information about its market potential, which in return propels the commercialisation process more effectively. This research also implies that an early market exposure of new technological innovation contributes to building an effective inter-firm R&D network.

Do firms with technological capabilities rush in? Evidence from the timing of licensing of Stanford inventions

The bonding between searching and technological development strengthens commercial opportunities in 4th industrial revolution. This research analyzed main scientific contributions, published about commercialization and transfer of technology on 4.0 industry environment. The study was applied with 52 articles analyzed, which 30 of them objectively complied the study field from 2015 to 2020, an empiric methodology was applied, which allowed the theoretical construction, being the intellectual property the main commercial armor tool concerning patent management. Inside findings it was discovered a need of new strategies development to strengthen and accelerate the commercialization and transfer processes of technology, due to industry features 4.0, which has accelerated changes in most of the sectors, improving processes and information optimization, generating opportunities in international markets. Because of that the knowledge achieved in technological innovation can boost competitiveness besides income generation for organizations, but it must reach the commercialization and transfer stage, which has been achieved through the patent of the invention. According to the patent office registration, Mexico has one of the lowest levels compared with the main world economies. It is recommended to study more about this topic due to the scarce information in this field of study.

Abstract: Contract Research Organizations are bodies that offer research and development services on a contract basis to the pharmaceutical, biotechnology, medical device, and other industries. These organizations offer a wide range of services to support the drug discovery, development, and commercialization process. Initially, CROs begin with clinical trial management facilities and assisting sponsors with clinical study design, whereas laboratory CROs provide drug discovery, manufacturing, and bioanalytical services, including site feasibility. Their services mainly cover pharmaceutical and biotechnology industry based work such as drug development, pharmaceutical product development, clinical and preclinical trials, analytical method developments, pharmacovigilance, medical writing, etc. India presents itself as a wonderful platform for CROs attributing to its huge population, varied disease conditions, accessible human resources, large number of hospitals and low treatment cost. In the clinical trial process, CROs are engaged by the sponsor to accomplish a number of duties, taking into account various administrative and technical responsibilities on behalf of the sponsor. The current manuscript highlights the globalization of clinical trials, the concept of CRO, roles and responsibilities, functions of CROs, regulatory infrastructure of CRO, criteria for selection of suitable CRO, Indian CRO market and impact of Covid-19 pandemic on it.

Effective technology commercialization is critical for successful product delivery in the current environment of intense innovation competition. Although market acceptance is a crucial factor in the commercialization process, it is equally imperative to attain the suitable Technology Readiness Level (TRL). Given a lack of research on TRL of locally produced unmanned vehicles, this study aims to address the gap by proposing a comprehensive framework for the TRL of its locally developed products. To construct this framework, the research employed a qualitative approach via two rounds of Semi-Structured Interviews (SSI) and the Delphi Method. The interviews engaged expert inventors in evaluating the extent to which their products meet market needs, reflecting the Expertise Opinion Analysis (EOA). Furthermore, the respondents were involved in accordance with their level of active engagement and successful attainment of ultimate TRL stages in the development of the unmanned vehicles products. The information gathered was analysed with meticulous analysis to create a comprehensive TRL framework specifically designed for unmanned vehicles. The analysis considers variations in TRL and aims to promote the integration of local unmanned vehicles technology into the commercial market, thereby enhancing the effectiveness of technology commercialization in Malaysia, fostering innovation, and driving economic growth in this sector through the proposed framework.

The Proof of Concept phase in university technology transfer is considered to be critical for the success of both licensing and the creation of spin-off companies. In the United States, Proof of Concept Centers are emerging as successful structures to address the challenges of this phase. In this paper, we present a framework to assess the role for such a structure in a university ecosystem. The framework is built from previous references that we use to explicitly link the features of Proof of Concept Centers with the challenges of the Proof of Concept phase, and establish their specific contributions to the overall technology commercialization efforts of a university. We illustrate the application of this framework in a case study of the University of Coimbra, in Portugal, and develop a characterization that is representative of the role that a Proof of Concept Center can play in comparable university ecosystems that feature conventional technology commercialization structures, and struggle with the challenges of the Proof of Concept phase. Our study suggests that there is in fact a possible role for a Proof of Concept Center in the regional ecosystem of the University of Coimbra, with a potentially very relevant impact in the technology commercialization process, through networking outside academia and research environments, funding of Proof of Concept activities, and technology entrepreneurship education for the development of entrepreneurial skills for researchers.

This chapter examines the challenges experienced by incumbent firms due to the uncertainty surrounding competence-destroying technological change and to prescribe ways through which they can overcome these challenges. It develops a model of the incumbent's adaptation process that explicitly incorporates the challenges that incumbent firms experience when making decisions under uncertainty. The incumbent's adaptation process is viewed as a nexus of uncertainty, learning and capability development, which can be managed using real options reasoning. The chapter shows how incumbent firms can successfully adapt and survive in the face of competence-destroying change. M. Tushman and P. Anderson suggests that competence-destroying change generally causes the displacement of incumbents by innovative new entrants as it creates knowledge and capability gaps. The chapter argues that organizational learning undertaken by the incumbent firm will lead towards a certain technology of platforms, which will then endow that particular firm with a unique set of options that it can pursue in the future.

R&D intensity and commercialization orientation effects on financial performance