Research products commercialisation is one of the key agenda of the government to boost the economic growth in Malaysia. This has resulted universities and research institutes to consider commercialising research products as one of their critical activities for income generation. Although much emphasises and encouragement have been put forward to accelerate research products commercialisation related activities, however, commercialisation of research products especially among academics in Malaysia is less progressing and encouraging. It is said that commercialising of research products is a complex and risky process, and there are many possible ways to be adopted, especially relevant for academic researchers to guarantee its success. Thus, this paper aims to examine a generic framework for a successful research products commercialisation among academic researchers in Malaysia. For the purpose of the study, interviews were conducted with four academic researchers who have successfully commercialised their research products. Drawn from their experiences and insights, the study found that there are eight elements that contribute for a sustainable research products commercialisation. These elements are knowledge, skills and personal traits of the researcher, idea creation of the product, development, packaging and promotion of the product, paths of commercialisation, building competitive advantage within the market, selecting business partner, nurturing healthy relationship with business partner and facilities and supports. This study found that these elements are interrelated and interdependent with each other to achieve a sustainable research product commercialisation. These elements are useful for researchers and their business partners to develop an effective strategy for a succesful research products commercialisation.

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Abstract. Since 1991, the government has started the forces to encourage public sector to innovate in order to strengthen the capability and solve problems at workplace for the benefit of organization and its people. The focuses of this forces is to create value creation, encourage cost reduction, and provide services that meet aspirations and people's expectations through high impact ideas. However, to achieve these focuses, public sector faces few challenges that affect the management of innovation; which includes lack of leadership skills and poor innovative culture to stimulate innovation. Although there are various initiatives conducted to enhance the management innovation, the innovative performance is still less satisfactory. Therefore, this paper aims to discuss the determinant factors that affect managing innovation in the selected public sectors which consist of two categories; patron and executor agencies. Thematic approach was used to analyse the interview data. Findings from the interview suggested that in the organization, an employee especially a leader should show his full commitment towards innovative culture, he needs to be committed and supportive and communicate well with the employees and he also should provide attractive rewards to encourage the innovative culture for an effective management innovation. These determinant factors need to be considered as high significant for the public sector to develop new strategies or approaches in managing innovation towards sustaining their competitive advantages in a long term for the benefit of public.

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