Our knowledge-based society is pressing universities to transform from monastic scholarly enclaves into producers of new technologies and incubators of start-up firms. However, converting scientists' curiosity-driven discoveries into commercially viable innovations has proven so difficult that observers liken the journey to crossing a 'Valley of Death'. We conceptualise the challenges of commercialising university inventions in terms of three gaps: the technology discovery gap, the commercialisation gap, and the venture launch gap. We chronicle the inception and evolution of a technology commercialisation programme at the University of Oregon, relating how the university confronted and dealt with the three gaps, and describing the intra-organisational partnerships developed to address them. We find that negotiating the gaps requires assimilation of a technology commercialisation mission into the traditional academic missions of education and scientific discovery. To do this, universities must confront fundamental contradictions between learning, discovery, and commercialisation.
This study is the first to measure the impact of federal regulations on consumer prices. By combining consumer expenditure and pricing data from the Bureau of Labor Statistics, industry supply-chain data from the Bureau of Economic Analysis, and industry-specific regulation information from the Mercatus CenterÕs RegData database, we determine that regulations promote higher consumer prices, and that these price increases have a disproportionately negative effect on low-income households. Specifically, we find that the poorest households spend larger proportions of their incomes on heavily regulated goods and services prone to sharp price increases. While the literature explores other specific costs of regulation, noting that higher consumer prices are a probable consequence of heavy regulation, this study is the first to provide a thorough empirical analysis of that relationship across industries. Irrespective of the reasons for imposing new regulations, these results demonstrate that in the aggregate, the negative consequences are significant, especially for the most vulnerable households.
While “green marketing” has emerged as powerful competitive force, many markets lack clear institutional standards or knowledgeable customers to allow firms committed to sustainable practices to differentiate themselves from opportunistic, green‐washing competitors. Within these contexts we propose a firm‐level lens based on authentic firm reputation as an important, yet poorly understood, competitive force. Drawing on interview data from the architectural design services context we identify the elements that firms use to communicate their own authenticity, as well as discourage green‐washing behavior of peers, and present these elements as the “Diamond” model of authentic green marketing, consisting of: (1) The ability to appear above commercial considerations; (2) The ability to frame production methods as craft; (3) The use of corporate visual identity; and (4) An organization's social network of stakeholders. We conclude by discussing the generalizability and implications of our framework for practitioners as well as opportunities for future research.
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