Abstract
New technologies, such as brain-computer interfaces technology, advanced artificial intelligence, cloud computing, and virtual reality technology, have a strong influence on our daily activities. The application and commercialization of these technologies are prevailing globally, such as distance education, health monitoring, smart home devices, and robots. However, we still know little about the roles of individual emotion and the external environment on the commercialization of these new technologies. Therefore, we focus on the emotional factor of the leader, which is their passion for work, and discuss its effect on technology commercialization. We also analyzed the moderating role of incubation support in the relationship between the leader's emotion and technology commercialization. The results contribute to the application of emotion in improving the commercialization of new technologies.
Highlights
In the digital economy era, the application and commercialization of new emerging technologies, such as brain-computer interfaces technology, advanced artificial intelligence, Cloud Computing, and Virtual Reality technology, are strongly influencing our daily life while creating significant amounts of innovation and entrepreneurship opportunities all over the world
The results show that the coefficient of passion for work is 0.234 (p < 0.05, model 2)
We identify a leader’s passion for work as a crucial internal emotional characteristic and examine its effect on TC of new venture, while previous studies have mainly focused on the effects of external environmental factors and organizational factors on technology commercialization (e.g., Sohn and Moon, 2003; Lin et al, 2015; Kirchberger and Pohl, 2016)
Summary
In the digital economy era, the application and commercialization of new emerging technologies, such as brain-computer interfaces technology, advanced artificial intelligence, Cloud Computing, and Virtual Reality technology, are strongly influencing our daily life while creating significant amounts of innovation and entrepreneurship opportunities all over the world. Some scholars explored the moderating factors which may strengthen or weaken the efficiency of organizational elements, including formal and informal integration mechanisms, organizational culture, and environmental dynamic (Zahra and Nielsen, 2002; Park and Ryu, 2015). These studies have made important contributions to the understanding of TC. Existing research ignores the role of leaders in TC, especially when the effect of the leader’s emotion on TC is still unknown
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