Commercialization strategy and internationalization outcomes in technology-based new ventures

Symeonidou, Noni; Bruneel, Johan; Autio, Erkko

doi:10.1016/j.jbusvent.2017.02.004

Cited by 39 publications

(27 citation statements)

References 111 publications

(149 reference statements)

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“…These findings are consistent with those reported in the literature. In fact, the role of out-licencing has recently been studied with respect to determinants, outcomes and causal connections (Symeonidou et al 2017). The results somewhat support this finding by reflecting firms' decisions to licence out technology to other companies.…”

Section: Termination Phasementioning

confidence: 74%

Managing collaborative ideation: the role of formal and informal appropriability mechanisms

Gama

2018

Int Entrep Manag J

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Collaborative ideation is a key practice for innovation. Implementing suitable appropriability mechanisms during this collaborative ideation is a necessary yet difficult task. This difficulty owes to a high level of uncertainty and low level of codification because partners work on loosely defined concepts that may change during the collaboration. Firms can employ several appropriability mechanisms to protect their knowledge. Examples include patents, copyright, legal agreements, document management, lead time, secrecy and complexity. However, the best time to apply each mechanism remains unclear, and few empirical studies have explored this issue. This study is based on exploratory case studies of three manufacturing firms. The goal is to identify which appropriability mechanisms are pertinent at each phase of collaborative ideation and how they influence the effectiveness of protection. The results of the analysis lead to the development of a model describing the managerial practices that influence the effectiveness of protection. The results also lead to a set of research propositions to define when each appropriability mechanism is most likely to be used. Overall, this research contributes to the discussion of how to integrate formal and informal appropriability mechanisms for safe collaborative ideation.

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Section: Termination Phasementioning

confidence: 74%

Managing collaborative ideation: the role of formal and informal appropriability mechanisms

Gama

2018

Int Entrep Manag J

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“…The methodology of this study is based on that described in a previous study [4]. The study compares new technology-based ventures using IP-based, product-based, and hybrid (both productand IP-based) commercialization strategies on internationalization propensity and intensity.…”

Section: Methodology and Research Settingsmentioning

confidence: 99%

“…The present study analyzes international commercialization and creates actual scenarios of market mechanisms to a ladder framework for the transformation of SETs and RETs into unicorn start-ups. Furthermore, the researchers refer to a previous study on new technology-based ventures that was published in 2017 [4]. The study adopted commercialization strategies based on intellectual property (IP) to analyze start-up development, particularly the development of globalized marketing.…”

Section: Commercialization Of Renewable and Sustainable Technologiesmentioning

confidence: 99%

“…First, this study identifies features of unicorn start-ups based on IP commercialization strategy. The CB insights database is used to identify 391 start-up companies [4] belonging to 13 business categories from 11 countries. Although the selected start-ups differ greatly regarding their regional market environments and commercial fields, they exhibit IP-based commercialization and meet the aforementioned research settings.…”

Section: Features Of Unicorn Start-upsmentioning

confidence: 99%

See 1 more Smart Citation

How to Transform Sustainable Energy Technology into a Unicorn Start-Up: Technology Review and Case Study

Lee

Lin²

2020

Sustainability

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Renewable and sustainable energy technologies must undergo commercialization before contributing to people's sustainable development. Among different approaches, commercialization to become unicorn start-ups has attracted considerable attention. Unicorn start-ups are companies achieving a valuation of over US$1 billion before launching initial public offerings. Herein, a company adopting solid oxide fuel cells as its single product and becoming a unicorn start-up is considered the case company (Company B). Established in 2001, Company B accumulated US$825.7 million of actual funding and a peak valuation of US$2.9 billion before being publicly listed. After being listed in July 2018, Company B achieved unicorn start-up status. Searching ScienceDirect Online and the IEEE/IET Electronic Library, this. study collects reviews of fuel cell technology development trends. From CB insights, the study collects the timing and amount of funding received by fuel cell-related unicorn start-ups worldwide. The Derwent Innovation (DI) tool is employed to analyze the status of fuel cell-related patent applications of these unicorn start-ups. This study integrates technology review, business status, and patent application data for analysis. Unlike previous technology reviews focusing on researches and developments, this study emphasizes the analysis of intellectual-property-based (IP-based) commercialization strategies. Specifically, it analyzes key factors explaining how a company producing solid oxide fuel cells could transform into a unicorn start-up. These factors are compiled into a ladder framework to provide a reference. Five quantitative indices are promoted. From the managerial point of view, this framework provides an executable guideline for effectively transforming sustainable energy technology into a high-valuation unicorn start-up.

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“…Symeonidou, Bruneel and Autio [Symeonidou et al, 2017] argue that advances in business process outsourcing and open innovation practices have made the choice of technology commercialization and an internationalization strategy increasingly relevant for new technology-based ventures. They also found that new ventures using IP-based commercialization strategies exhibit higher international intensity after foreign market entry than those with hybrid or product-based strategies.…”

Section: Aspirations Of High-tech Entrepreneurs To Grow Innovate Andmentioning

confidence: 99%

Untitled

2017

Foresight and STI

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Commercialization strategy and internationalization outcomes in technology-based new ventures

Cited by 39 publications

References 111 publications

Managing collaborative ideation: the role of formal and informal appropriability mechanisms

Managing collaborative ideation: the role of formal and informal appropriability mechanisms

How to Transform Sustainable Energy Technology into a Unicorn Start-Up: Technology Review and Case Study

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