Abstract
AbstractThis paper investigates how small and midsize enterprises (SMEs) utilize networks to commercialize emerging technologies. We build on literature on SMEs and innovation, networks, and how innovation occurs within collaborative arrangements. Contrasting network types and their influences on commercialization outcomes are probed in the context of SME value chain positions. An exploratory study is undertaken to offer a framework and findings that provide context and insight. We consider roles of SME agency and strategy to put forward a framework of network types. Using a multiple case approach of a sample of UK nanotechnology SMEs, value-chain positions and networks for commercialization are examined. Data are collected through semi-structured primary interviews with managers and informants and from secondary business databases and other sources.Commercialization outcomes are found to vary by SME network type and value chain positioning. SMEs can proactively create SME-led, peer-SME or broker-led networks that aid commercialization. SME-led networks enable successful commercialization of upstream and midstream products. Peer- SME networks are used for downstream commercialization. Broker-led networks facilitate commercialization in the upstream part of the value chain. Hybrid networks are used where SMEs pursue multiple commercialization strategies. Reactive approaches to networking and interrupted networks, regardless of value chain position, are unfavourable for commercialization. The study’s conceptual and managerial implications are discussed.
Highlights
Technology commercialization is a process that translates promising discoveries and inventions into streams of economic returns and can involve strategic and tactical planningExtended author information available on the last page of the article processes, product conceptualization, development, production, launch activities, and interactions with potential buyers and other relevant network actors (Gans and Stern, 2003; Mattila et al, 2019)
We investigate various network configurations used for commercialization, develop a typology of networks based on a combination of network structure and roles of diverse actors, and probe how different network types facilitate or impede commercialization
We identified four types of networks that are used for commercialization and found that these network types might exist in three forms
Summary
Technology commercialization is a process that translates promising discoveries and inventions into streams of economic returns and can involve strategic and tactical planningExtended author information available on the last page of the article processes, product conceptualization, development, production, launch activities, and interactions with potential buyers and other relevant network actors (Gans and Stern, 2003; Mattila et al, 2019). Commercialization is especially challenging for emerging technologies, with the inherent uncertainty and ambiguity that accompanies radical novelty and anticipations of rapid growth and impact (Rotolo et al, 2015). These challenges include choosing a feasible strategy, understanding potential customers, creating credibility, acquiring support from the surrounding network and ecosystem, overcoming adoption barriers, and generating sales (Aarikka-Stenroos and Lehtimäki, 2014). There is an improved grasp of the practices of open and collaborative strategies for large firms (e.g., Billington and Davidson, 2013), our understanding is lower about how SMEs use networks for commercialization (Hossain and Kauranen, 2016; Randhawa et al, 2016). The different ways that such networks can be formed, which can lead to different network types, and the impacts of each network type on commercialization, are not well comprehended (Fernández-Olmos and Ramírez-Alesón, 2017)
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