In this chapter, we will discuss the role of knowledge as a strategic resource for companies. Universities focus on knowledge development as the main result of their research groups activities; but really few exploit this intangible resource through knowledge-based spinoffs (KBSOs), given some internal barriers that hinder the academic entrepreneurship activity. In order to identify them, is performed an exploratory analysis with a population of 130 research groups belonging to social science and Humanities areas Faculties of Autonomous University of Barcelona. The results confirm the conclusions presented in previous studies regarding existence of two types of barriers to enterprise: structural and operational. Also, it evidences the existence of different types of research groups, and how the size, research area and principal researcher's academic status affect the way that barriers to academic entrepreneurship are perceived, as well as both transfer processes and entrepreneurial activity that are developed.
The correct management of academic science parks is strategic for universities, as well as has synergistic effect for companies there in installed. Park managers choose who the tenants for the parks are, but also they take other strategic decisions relative to: (a) academic spin-offs creation, (b) investment in technology-based companies, o (c) consolidation the start-ups that have finished their incubation period. Managers have tools to increase quality decisions and reduce the level of risk associated. However, the park' nature and characteristics are unique, thus tools must be flexible, and able to adapt to the changing reality of the companies, park and environment. Based on the previous ideas, the present chapter proposes to design and test a management tool for science parks based on organizations and entrepreneur's characteristics. Results obtained show that the tool is very useful, due that its simplicity, flexibility and adaptability for be used in any Science Park.
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