University spin-offs and their commercialisation through acquisition

Abstract

This paper discusses commercialisation through the acquisition of university spin-offs and its various outcomes based on resource and capability reconfigurations. The paper captures what happens with the university spin-off in terms of resource and capability configurations and the potential opening of new development paths as a consequence of the acquisition. Findings point to an increased gap between resources and capability use as the consequence of the acquisition. Although resources may be added to the spin-off, the university spin-off is not helped but rather constrained in its use of its capabilities, and new capabilities may not be developed or added related to the added resources. Regardless of resource reconfigurations, the only obtained commercialisation is if the acquirer starts buying from the spin-off. The paper contributes to previous research through its focus on acquisitions of university spin-offs, and in its wider sense to literature on the commercialisation of research ideas.