Suchergebnisse

Intro -- Contents -- Preface -- Introduction -- A Brief History Of Spin-Outs -- Technology Transfer -- Starting A Spin-Out Company -- Oxford Molecular Ltd -- Oxford Molecular Group Plc -- Wider University Coverage - IP Group Plc -- Conclusions -- Appendices -- Index.

Universities and public research institutes play a key role in enabling the application of scientific breakthroughs and innovations in the marketplace. Many countries - developed and developing alike - have implemented national strategies to support the application or commercialization of knowledge produced by public research organizations. Universities and public research institutes have introduced practices to support these activities, for instance by including knowledge transfer to promote innovation as a core part of their mission. As a result, a vital question for policymakers is how to improve the efficiency of these knowledge transfer practices to help maximize innovation-driven growth and/or to seek practical solutions to critical societal challenges. This book aims to develop a conceptual framework to evaluate knowledge transfer practices and outcomes; to improve knowledge transfer metrics, surveys and evaluation frameworks; and to generate findings on what works and what does not, and to propose related policy lessons. This book is also available as Open Access

Academic spin-offs are one way in which employability of university graduates is reflected. Using the ZEW spinoff-survey, this paper studies empirically the impact of human capital on the success of academic spinoffs founding in knowledge and technology intensive sectors. The focus is thereby on the composition of human capital which is described according to whether or not the founders have studied several subjects and whether or not they all come from the same research establishment. Additionally the impact of having founded as a team is analyzed. Success is measured by employment growth. The findings suggest that it is advantageous to found within a team, but that the human capital composition both for single entrepreneurs and team foundations is rather irrelevant.

"Organisations make an indispensable contribution to reproducing functional systems. Can this also be said of organisations with multiple systemic ties? In considering this issue, this paper looks at the example of academic spin-offs. On the basis of qualitative interviews with people involved in founding spin-offs from non-university research institutes in Germany, the authors investigate the extent to which such firms help reproduce the structural characteristics of science. The theoretical yield of this study is the linkage of systems-theoretical and practice-theoretical perspectives." (author's abstract)

AbstractWe examine a rationale for entrepreneurial spin‐outs, when employing firms are not protected from expropriation by their employees, built on the resource‐based view of the firm. We consider a repeated innovations setting and develop the dynamics of the entrepreneurial spin‐out decision. The implications for the gradual development of a sector of activity are in line with existing empirical findings.

Accepted Manuscript of AIP Advances 10, 035119 (2020). This work has received funding from the European Union's Horizon 2020 research and innovation programme under grant agreement No 801055 'Spin Wave Computing for Ultimately-Scaled Hybrid Low-Power Electronics' — 'CHIRON'

Abstract
This article aims to study the role of reward practices in fostering the creativity process and the innovation performance of academic spin-offs. We start from the extant literature on the promotion of creativity and innovation in companies, stressing the role of rewards and other human resources management (HRM) practices. Then we conduct empirical research using purposely collected data on eighteen spin-off companies, whose parent organization is Instituto Superior Técnico (IST), a Portuguese engineering school. The results indicate that reward practices are mainly associated with the individual components of creativity (skills and processes) and that its positive effect on innovation is usually moderated by other practices of HRM, namely selection, teamwork, training and performance appraisal.

Californias colleges and universities are among the most diverse in the nation. More than two-thirds of our college students are Asian American, Native Hawaiian, and Pacific Islanders (AANHPI), African American, and Latinx. Without question, Californias present and its future are dependent on the success of the diverse student body. But that success will not be achieved unless there is established an equitable representation within the college leadership to serve the needs of minority groups. This report presents some strategies to be addressed. ; The Campaign for College Opportunity