An analysis of technical and commercialization paths for an innovation trajectory

Abstract

Purpose The purpose of this study is to investigate sequences of event and the resulting innovation paths and trajectories followed by a university spin-off organization. Design/methodology/approach A single longitudinal case study methodology was applied to analyze innovation events and paths along the trajectory. Narrative methods were used to analyze actor perceptions on innovation processes/events. Findings The study categorizes events and paths in two categories, technical and commercialization, and finds that lock-in events matter for convergence of an innovation trajectory. The results indicate that understanding critical events may assist timely interventions in the innovation paths, thus potentially avoiding disruptions of the development of an innovation trajectory. The temporal processes reveal contrasting convergence–divergence patterns in the trajectory, depending on the types of events that occur. Research limitations/implications Using a single case data may limit the applicability of the findings, which calls for future research. Practical implications Industries could monitor the technical and commercialization paths as a strategy to reduce “vulnerability” of the innovation trajectory and possible negative impacts. Knowledge about the role of the CEO is key for a university spin-off organization. Originality/value This study presents a new typology of events and paths, identifies and characterizes lock-in events and shows the relatively fragile dexterity between convergent and divergent paths along an innovation trajectory.

Deconstruction of the Innovation Path of Digital Transformation Based on Network Big Data Security in the Context of Smart City

“…In order to comprehend and control various innovations and changes, Bygstad and Øvrelid created the idea of multiple developments [3]. Purchase et al investigated the sequence of events and the creative pathways and trajectories that collegeturncompanies eventually took [4]. Vial constructed a digital transformation framework on the basis from which a research agenda was developed that suggested examining the role of dynamic capabilities and taking ethical issues as important avenues for future digital transformation strategy IS research [5].…”