Technology Commercialization Capabilities Research Articles

Investigating the Relationships Between Sustainable Management Activities, Technology Commercialization Capabilities, Sustainable Competitive Advantage and Market Performance: The Moderating Role of Supply Chain Impact

Objective: In today's complex environment, designing strategies that can help them improve market performance is essential. Method: The research is applied in terms of methodology and the type of reasoning is deductive. Data collection is based on numerical information and questionnaires and is quantitative. The study's statistical population includes managers and experts of 11 major dairy companies located in Tehran and Fars provinces in Iran. Among the distributed questionnaires, 306 questionnaires were returned to the researcher. In order to investigate descriptive statistics and preprocessing, SPSS 26 software and Smart PLS 3 software have been used for data analysis and statistics. Structural equation modelling (SEM) method is used to test the relationships between variables. Results: The results showed that sustainable management activities, technology commercialization capabilities (TCC) and sustainable competitive advantage (SCA) positively and significantly affect market performance. Also, the impact of the supply chain positively adjusts the causal relationship between TCC and market performance. Conclusion: Considering that the mentioned model in the research has a good fit and improves the market performance and SCA of the company, it can be concluded that companies can increase the company's market performance by paying much attention to the components of sustainable management activities.

Constructing Technology Commercialization Capability

In the era of big data-driven digital economies, technology commercialization capability has become the lifeblood of high-tech enterprises to shape competitive advantage and achieve multiplier growth, while the related research is still limited. Drawing on the dynamic capability theory, this study asserts that external user engagement provides an imperative way to enhance technology commercialization capability. Although the highly complicated external environment may weaken this link, high-tech enterprises’ own big data analytics capability contributes to effectively coping with the unpredictable changing environment, thereby amplifying the brighter side of user engagement. The moderated moderation model and hypotheses were supported by the unique surveys of 216 high-tech enterprises. Further, the findings broaden the vision of related research fields, and provide meaningful practical guidance for strategic decision-making and dynamic capability constructing of high-tech enterprises in the new era.

The Effect of Researcher Characteristics and Cooperation System Suitability on Relationship Quality and Success Possibility in Industry-Public Research Institutes Cooperation

Purpose This study aims to analyze the net effect and interaction effect of researcher characteristics, cooperation system suitability, and relationship quality on the success possibility of I-PRIs cooperation in Industry-Public Research Institutes (I-PRIs) cooperation. Design/Methodology/Approach Based on the existing literature, we explored researcher characteristics that are expected to affect the success possibility of I-PRIs cooperation. A relationship that affects the success possibility of I-PRIs cooperation by combining researcher characteristics, cooperation system suitability, and relationship quality was established as a conceptual research model. To analyze this, we conducted a survey targeting researchers with experience in I-PRIs cooperation in Daedeok Innopolis. PLS and fsQCA were used for data analysis. Findings From the results of PLS analysis, we found that technology commercialization capability and relationship quality enhance the success possibility of I-PRIs cooperation. In the fsQCA results, Solution 1 showed that the success possibility of I-PRIs cooperation was high if high technology commercialization orientation, high innovation orientation, and high relationship quality exist. Solution 2 showed that the success possibility of I-PRIs cooperation was high if high technology commercialization capability, high technology commercialization orientation, high cooperation system suitability, and high relationship quality exist. Research Implications This study contributed academically in that it revealed the relationship that influenced the success possibility of I-PRIs cooperation by combining researcher characteristics, cooperation system suitability, and relationship quality.

중소벤처기업의 흡수역량이 연구개발역량과 기술사업화역량에 미치는 영향

Purpose Establish a plan to increase technology commercialization capability based on absorption capability and R&D capability Methods Analyze causal relationship between factors through structural equation model Results Absorption capability has a significant effect on both R&D capability and technology commercialization capability, but R&D capability has an effect on the productization capability of the technology commercialization capability, but not the manufacturing capability and marketing capability of the technology commercialization capability. Conclusion First, it is important to increase the absorption capacity in order to increase the R&D capacity. Second, in order to acquire external knowledge and information, various networks with the outside must be formed. Third, it is necessary to establish clear goals for R&D and practice it with manpower, equipment, and funds.

Sustainable Management Activities: A Study on the Relations between Technology Commercialization Capabilities, Sustainable Competitive Advantage, and Business Performance

This study investigates the effects of sustainable management activities (knowledge management activities, quality management activities, and competitive intelligence activities) on technology commercialization capabilities, sustainable competitive advantage, and business performance. In addition, it examines the effects of technology commercialization capabilities on sustainable competitive advantage and business performance as well as the effects of sustainable competitive advantage on business performance. We surveyed 409 global firms for 30 days from 1 October 2018 to 30 October 2018 and performed a structural equation model analysis on the data collected. We limited the scope of the survey to employees working at the level of team leader or above in the R&D department. The results showed that quality management activities and competitive intelligence activities have a statistically significant positive effect on technology commercialization capabilities and quality management activities, competitive intelligence activities, and technology commercialization capabilities have a statistically significant positive effect on sustainable competitive advantage. Additionally, sustainable competitive advantage has a statistically significant positive effect on business performance.

A Study on the Effects of Entrepreneurship and Technology Commercialization Capabilities of Small and Medium-Sized Manufacturing Enterprises on Financial Performance by Mediating Technological Performance

A Study on the Effects of Entrepreneurship and Technology Commercialization Capabilities of Small and Medium-Sized Manufacturing Enterprises on Financial Performance by Mediating Technological Performance

An Empirical Study on the Effect of Technology Commercialization Capability of Early Start-ups on Business Performance: Focusing on the Moderating Effect of Manufacture Founders’ Technological Capability

An Empirical Study on the Effect of Technology Commercialization Capability of Early Start-ups on Business Performance: Focusing on the Moderating Effect of Manufacture Founders’ Technological Capability

The Mediating Impacts of the Product Interior Design Capability and Testing and Inspection Capability on the Association between SMEs' External Technology Collaboration Network Diversity and Technology Commercialization Capability: An Empirical Study Based on the Open Innovation Perspective

The Mediating Impacts of the Product Interior Design Capability and Testing and Inspection Capability on the Association between SMEs' External Technology Collaboration Network Diversity and Technology Commercialization Capability: An Empirical Study Based on the Open Innovation Perspective

The Mediating Effects of the Manufacturing Capability and the Testing and Inspection Capability on the Relation between Small and Medium Venture Firms' External Information Network Heterogeneity and Technology Commercialization Capability

The Mediating Effects of the Manufacturing Capability and the Testing and Inspection Capability on the Relation between Small and Medium Venture Firms' External Information Network Heterogeneity and Technology Commercialization Capability

개방형 혁신의 관점에서 외부 지식네트워크가 중소기업의 신기술 개발 역량 및 기술 사업화 역량에 미치는 영향에 대한 실증분석

개방형 혁신의 관점에서 외부 지식네트워크가 중소기업의 신기술 개발 역량 및 기술 사업화 역량에 미치는 영향에 대한 실증분석

다중매개모델에서 bootstrapping기법을 이용한 흡수능력의 매개효과 분석

매개효과 검정기법으로 널리 사용하고 있는 Baron and Kenny 접근법, Sobel, Aroian, Goodman 검정법들의 통계적 검정력이 약할 뿐만 아니라, 정확하지 않다는 비판이 대두되면서, bootstrapping 기법이 대안으로 제시되고 있다. 이에 본 연구는 bootstrapping 기법을 토대로 세 개 이상의 변수로 구성된 다중매개모델에서의 매개효과 검정을 위해 가상의 phantom 변수를 도입하여 검정하였다. 특히, 경영전략분야의 자원기준관점 연구에서 진행되고 있는 조직자원과 매개변수 흡수능력, 그리고 기술사업화역량 관계 모델을 다중매개모델로 설정하여, bootstrapping 접근방법과 phantom 변수 설정을 통해 총간접효과 크기와 유의확률을 계산하고, 흡수능력의 매개효과를 검정하였다. 검정결과 매우 효율적이고, 체계적인 매개효과 검정이 가능하였음을 확인할 수 있었으며, 인적자원과 물적자원의 자원 특성에 따라 흡수능력의 매개 특성도 차이가 있음을 확인하였다. The mediation methods suggested by Baron and Kenny, Sobel, Aroian and Goodman, have widely used to test the mediating effect. However, as there are many problems in statistical test power, as well as statistical accuracy, a bootstrapping technique has been suggested as an alternative. In this paper, we adopt the phantom variables based on the bootstrapping technique to test the mediating effect in multiple mediator model consisting of three or more mediating variables. In particular, we formulate the multiple mediator model for analyzing the relations among organizational resources, the absorption capacity as mediating variables and technology commercialization capabilities. And using the bootstrapping approach, we analyzed the mediating effect of the absorption capacity by setting of phantom variables and calculated total indirect effect size and the statistical significance. The empirical results are as follows. First, we confirmed that the bootstrapping approach and the phantom variable is the very efficient and systematic mediation method. Second, we recognized that there is a difference in the mediating characteristics of the absorption capacity depending on the resource characteristics of human resources and material resources obviously.

Drivers of technology commercialization and performance in SMEs

Purpose– The purpose of this paper is to explore the effects of small- and medium-sized enterprises (SMEs’) R & D capability and learning capability on their technology commercialization by focussing on the moderating effect of environmental dynamism.Design/methodology/approach– Based on a review of the literature on organizational capability, technology commercialization, and environmental dynamism, various hypotheses were developed and tested using a sample of 179 SMEs in Korea. Non-response bias usingt-test and common method bias was assessed.Findings– The results indicate that their R & D capability and learning capability were significant drivers of their technology commercialization, which in turn influenced their business performance. Environmental dynamism was found to moderate the relationship between technology commercialization and business outcomes. These results suggest that SME managers should place greater emphasis on strengthening their organizational capability and dealing with turbulent business environments.Originality/value– Few studies have explored the drivers of technology commercialization and their effects on business performance. To fill this gap in the literature, the present study examines the effects of firms’ R & D capability and learning capability on technology commercialization in the context of SMEs, focussing specifically on the moderating effect of environmental dynamism. The study contributes to the literature by extending the research horizon to firms’ technology commercialization capability, providing a better understanding of the pivotal role of technology commercialization and its key drivers and environmental factors in boosting performance.

A Study of the Technological Foundation Capability · Technological Practice Capability · Technology Commercialization Capability Affecting for the Technological Performance and Business Performance in the SMEs

A Study of the Technological Foundation Capability · Technological Practice Capability · Technology Commercialization Capability Affecting for the Technological Performance and Business Performance in the SMEs

중소기업의 기술경쟁력과 기술마케팅이 사업화성과에 미치는 영향

본 연구는 중소기업의 기술경쟁력과 기술마케팅이 중소기업의 사업화성과에 미치는 영향을 실증조사 하는데 목적이 있다. 정부의 인정을 받은 기업부설연구소 및 연구개발전담부서를 보유한 중소기업의 신제품 및 신기술 담당자 204명을 대상으로 기술경쟁력과 기술마케팅, 사업화성과에 대하여 설문조사를 실시하였다. 본 연구는 중소기업의 기술경쟁력이 기술마케팅과 사업화성과에 미치는 영향을 조사하였고 기술마케팅이 사업화성과에 미치는 영향을 조사하였다. 실증분석 결과, 첫째, 기술경쟁력의 기술혁신능력과 기술사업화능력, R&D집중도(인적투자) 변수는 기술마케팅에 유의한 정(+)의 영향을 나타냈다. 둘째, 사업화능력은 사업화 판매와 비판매성과에 R&D집중도(물적투자)는 사업화비판매성과에 유의한 정(+)의 영향을 나타냈다. 셋째, 기술마케팅의 핵심기술 및 보완기술 요인이 높을수록 사업화성과가 높아지는 것으로 나타났다. 따라서 기술중심의 중소기업은 기술경쟁요인인 기술혁신능력과 기술사업화능력, R&D집중도를 높이기 위하여 지속적인 노력을 수행하여야 한다. The purpose of this paper is to study the effects of SMEs' technological competitiveness and technology marketing on commercialization performance. For this, we conducted a survey targeting 204 people who are in charge of new product or technology development in SMEs which possess corporate R&D center authorized by the government on technological competitiveness, technology marketing and commercialization performance. The paper studied the effects of technological competitiveness on technology marketing and commercialization performance, technology marketing on commercialization performance. Empirical analysis shows follow results. First, technological competitiveness which includes technology innovation capability, technology commercialization capability and R&D intensity (investment on R&D personnel) have a positive effect on technology marketing. Second, technology commercialization capability have a positive effect on commercialization sales performance & commercialization non-sales performance, R&D intensity (investment on R&D physical) have a positive effect on commercialization non-sales performance. Third, high core technology and enabling technology on technology marketing result in better commercialization performance. As a result, technology-centered SMEs need to make continuous efforts to elevate technological competitiveness factors such as technology innovation capability, technology commercialization capability and R&D intensity.

거시경제변수를 고려한 기술평가모형의 개선 : 기술보증기금의 사례

The objective of this paper is to provide an improved technology appraisal model, which considers a variety of macroeconomic variables such as consumer price index and producer price index. The improved model was built using cross correlation analysis and logistic regression analysis. The AUROC analysis showed that goodness-of-fit of the proposed model turned out to be improved than that of the existing model. The model proposed in the paper would be helpful for making a reasonable investments and financing decision, lessening the default rates by systematic risk management, and enhancing the technology commercialization capabilities.

THE EFFECT OF R&D, TECHNOLOGY COMMERCIALIZATION CAPABILITIES AND INNOVATION PERFORMANCE / MOKSLINIŲ TYRIMŲ IR EKSPERIMENTINĖS PLĖTROS BEI TECHNOLOGIJŲ KOMERCIALIZAVIMO GALIMYBĖS ĮTAKA INOVACIJŲ EFEKTYVUMUI

This paper investigates the relationship between R&D capabilities (learning, R&D and external networking), technology commercialization (manufacturing and marketing), and innovation performance (product competitiveness) among SMEs in IT-related businesses. The study focuses on 254 Korean IT SMEs that were either recipients of government R&D grants or their indirect beneficiaries during the two-year period between 2005 and 2007. The major findings of this study are as follows: First, unlike what has been suggested by previous studies, R&D intensity was not the only factor influencing the innovation performance of firms; learning and external networking also had a significant influence on innovation. The research implication of this finding is that the measurement of firms’ performance should not be solely based on the intensity of R&D expenditures, but a broader set of factors including learning and external networking capabilities. Second, the technology commercialization capabilities of firms played the role of a mediator in the relationship between R&D and innovation performance. Within the innovation cycle of input (R&D capabilities), process (technology commercialization capabilities) and output (innovation performance), we found that R&D seldom influenced performance in a direct fashion, but its influence was most often mediated by technology commercialization capabilities. The practical implication of this finding for companies is that in order to improve performance, they must avoid narrowly focusing on R&D, but must invest also in capabilities to commercialize technologies resulting from R&D. Third, when direct and indirect beneficiaries of public R&D funding are compared together, the explanatory power of the relationship between R&D capabilities, technology commercialization capabilities and innovation performance was stronger among the latter than the former. Santrauka Straipsnyje tiriamas ryšys tarp mokslinių tyrimų ir eksperimentinės plėtros (MT ir EP), technologijų komercializavimo (gamybos ir rinkodaros) bei inovacijų efektyvumo (produkto konkurencingumo) smulkiose ir vidutinėse informacinių technologijų (IT) įmonėse. Buvo tiriamos 254 Korėjos smulkios ir vidutinės IT įmonės, kurios buvo valstybės paramos gavėjos arba gavo netiesioginę paramą 2005–2007 m. Pagrindinės tyrimo išvados yra šios: mokslinių tyrimų ir eksperimentinės plėtros mastas nėra vienintelis veiksnys, darantis įtaką inovacijų efektyvumui įmonėse; mokymas ir išorinis komunikavimas taip pat daro didelę įtaką inovacijoms. Taigi įmonių veiklos vertinimas neturėtų būti grindžiamas tik mokslinių tyrimų ir eksperimentinės plėtros intensyvumu, bet ir kitais veiksniais, kaip mokymo ir išorinio komunikavimo galimybės. Įmonės turėtų investuoti į galimybes komercializuoti technologijas, sukurtas mokslinių tyrimų ir eksperimentinės plėtros metu.

The Effects of Entrepreneur's Competence and Technology Commercialization Capabilities on Business Performance of Technology-based Start-ups

The Effects of Entrepreneur's Competence and Technology Commercialization Capabilities on Business Performance of Technology-based Start-ups

Novel tools to speed up the technology commercialization process

As a leading technology supplier, UOP LLC is under continuous pressure to renew its technology portfolio, to stay abreast of the competition and to help customers comply with the latest in environmental legislation. In this context we have developed a suite of tools, consisting of both hardware and software, to enhance and speed up our technology commercialization capability. These tools have been implemented all along the technology development path and seamlessly communicate through the use of flowsheets as energy carriers. The current paper will attempt to give an overview of the advanced chemistry and chemical engineering tools that are enabling UOP today. Where applicable, we will give a measure of the intensification achieved and the pros and cons of the various techniques.

Changing patterns in industrial R&D management

A successful R&D manager is, in many ways, an agent of change. R&D managers must respond effectively to changes in domestic and global competition, product and process technologies, customer requirements, regulatory matters, and senior management's perception of the role R&D plays in a firm. The responses to these changes flow downstream from R&D to other parts of the organization, in the form of new materials, methods, processes, and products. To help us understand the changes facing R&D management, Ashok K. Gupta and David Wilemon present the results of a study that examines the ideas and experiences of 120 R&D directors from technology-based companies. The study explores the major changes that R&D management has undergone in recent years, the changes R&D managers expect to encounter during the next few years, and the causes of those changes. The respondents also identify the skills and knowledge they view as necessary for effective R&D management, and they assess their organizations' capabilities in those areas. According to the respondents, major changes that R&D has encountered include increased emphasis on such issues as cross-functional teamwork, R&D's contribution to both short- and long-term business results, R&D's capability to quickly bring to market new products that customers value, efficient use of R&D resources, and R&D alliances. Other changes noted by respondents include greater pressure to find new markets, increased attention on the effective management of technical personnel, and increased regulations and sensitivity to environmental issues. The knowledge domains that the respondents highlighted as having the greatest effect on R&D performance include such capabilities as understanding customer needs, monitoring market developments, commercializing new technologies, building cross-functional teams, managing multiple R&D projects, and accelerating new product development. According to the respondents, the largest gaps between required and current capabilities exist in several of the areas listed as being most important to effective R&D management, including monitoring market developments that can affect R&D activities and overall business performance, maintaining a spirit of inquiry while ensuring that R&D contributes to overall corporate performance, developing technology commercialization capabilities, fostering mutually profitable strategic alliances, and accelerating the development and commercialization of new products.

Changing Patterns in Industrial R&D Management

A successful R&D manager is, in many ways, an agent of change. R&D managers must respond effectively to changes in domestic and global competition, product and process technologies, customer requirements, regulatory matters, and senior management's perception of the role R&D plays in a firm. The responses to these changes flow downstream from R&D to other parts of the organization, in the form of new materials, methods, processes, and products.To help us understand the changes facing R&D management, Ashok K. Gupta and David Wilemon present the results of a study that examines the ideas and experiences of 120 R&D directors from technology‐based companies. The study explores the major changes that R&D management has undergone in recent years, the changes R&D managers expect to encounter during the next few years, and the causes of those changes. The respondents also identify the skills and knowledge they view as necessary for effective R&D management, and they assess their organizations' capabilities in those areas.According to the respondents, major changes that R&D has encountered include increased emphasis on such issues as cross‐functional teamwork, R&D's contribution to both short‐ and long‐term business results, R&D's capability to quickly bring to market new products that customers value, efficient use of R&D resources, and R&D alliances. Other changes noted by respondents include greater pressure to find new markets, increased attention on the effective management of technical personnel, and increased regulations and sensitivity to environmental issues.The knowledge domains that the respondents highlighted as having the greatest effect on R&D performance include such capabilities as understanding customer needs, monitoring market developments, commercializing new technologies, building cross‐functional teams, managing multiple R&D projects, and accelerating new product development. According to the respondents, the largest gaps between required and current capabilities exist in several of the areas listed as being most important to effective R&D management, including monitoring market developments that can affect R&D activities and overall business performance, maintaining a spirit of inquiry while ensuring that R&D contributes to overall corporate performance, developing technology commercialization capabilities, fostering mutually profitable strategic alliances, and accelerating the development and commercialization of new products.