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Collaborative Strategies: How and Why Academic Spin-offs Interact with Engineering University Centers

Chapter in book
Authors Maureen McKelvey
Daniel Ljungberg
Olof Zaring
Jens Laage-Hellman
Stefan Szücs
Published in How Entrepreneurs Do What they Do: Case Study of Knowledge Intensive Entrepreneurship / McKelvey, M. and A.H. Lassen (eds.)
Pages 34-47
ISBN 978-1-78100-549-1
Publisher Edward Elgar Publishers
Place of publication Cheltenham, U.K.
Publication year 2013
Published at Department of Economy and Society, Innovation and Entrepreneurship (IIE)
Center for Public Sector Research (CEFOS)
Department of Economy and Society
Pages 34-47
Language en
Links dx.doi.org/10.4337/9781781005507.00...
Keywords firm strategy, KIE ventures, academic spin-offs, university-industry collaboration
Subject categories Technology and social change, Business Administration, Economics and Business

Abstract

This chapter follows the management and development of two KIE ventures that are academic spin-offs, in relation to collaborative strategies. The perspective is on how and why academic spin-offs continue to engage in collaborative strategies with engineering centers located at the university. The KIE ventures use the centers to access scientific and technological knowledge, as expected, but they also are interested in accessing other resources and networks to help further develop their research, product and market development. The key message is that networks with research centers at the university help shape the venture. Even after the founding phase, these KIE ventures can use collaborative strategies for research to access resources and ideas – involving scientific and technological knowledge but also market and business knowledge. The results of the chapter help us understand in particular how the venture needs to continue to access resources and ideas, even during the management and development phase of the KIE conceptual model. The KIE ventures are academic spin-offs, heavily involved in the development of technologies, and yet they greatly benefit from these university networks to access market knowledge from other, established firms, and to access business knowledge through the recruitment of experienced managers.

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