Lean Commercialization: A New Framework for Commercializing High Technologies

Gbadegeshin, Saheed A.

doi:10.22215/timreview/1186

Cited by 13 publications

(6 citation statements)

References 17 publications

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“…Additionally, an iterative and lean process will be needed for the discovery and commercialization of new technologies. Thus, an iterative and lean process paves the way for rapid commercialization (Gbadegeshin 2017a(Gbadegeshin , 2018Gbadegeshin & Heinonen, 2016) by shortening the duration of the process, which is essential for the current high demand for commercialization of innovations or inventions (Still, 2017). Furthermore, if the influences of digitalization on official processes, big data, workloads, and digital fears continued, as Tihinen and Kääriäinen (2016) and Parviainen and colleagues (2017) noted, these influences would change the business models of the life sciences industry and soften government regulations.…”

Section: Resultsmentioning

confidence: 99%

The Effect of Digitalization on the Commercialization Process of High-Technology Companies in the Life Sciences Industry

Gbadegeshin¹

2019

TIM Review

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Section: Resultsmentioning

confidence: 99%

The Effect of Digitalization on the Commercialization Process of High-Technology Companies in the Life Sciences Industry

Gbadegeshin¹

2019

TIM Review

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“…The VB is used to assist entrepreneurs in implementing the LS process, and to present a product to consumers and test its acceptance (Peralta et al, 2020). The MVP allows examining the functionality of the technology and its main business and commercialization potentials, in view of the benefits for the customer and the user (Maludin et al, 2021;Zimmermann et al, 2021;Gbadegeshin, 2018). The EM allows to define the problem and specify the goals and benefits of solving the problem (Staniec and Pilawa, 2020).…”

Section: Business Model Canvas (Bmc)mentioning

confidence: 99%

Lean Startup Practices: Operationalizing the Technological Business Planning Process in an Academic Environment

Reis

Fernandes

Araújo

et al. 2022

ECIE

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The generation of innovation in the academic environment involves the development of technology/product, technological transfer and business, which together make up the Technological Business Planning Process (TBPP). This process can be divided into three stages: world of technology (initial stage), world of transition from technology to product and business (intermediate stage), and world of business (final stage). In this context, there is the Lean Startup (LS) methodology, which comprises a set of potential practices to facilitate the operationalization of these stages of development. However, the existing literature is incipient and lacks guidance on the LS practices with the greatest potential to contribute to each of these stages, which constitutes a theoretical gap. Thus, this research aims to identify the LS practices most used by researchers-entrepreneurs in the different stages of the Technological Business Planning Process. The methodological approach used was the case study in an important Brazilian public university. In this context, nine innovation projects in the process of generating technological business were analyzed. The results show four main contributions: i) the practices contributed mainly to the intermediate phase of the TBPP; ii) BMC and MVP were considered the most important practices to operationalize TBPP; iii) the LS practices contributed significantly to the knowledge management between team projects; and iv) the combined implementation of the practices highlighted the benefits for TBPP. This study contributes to technology innovation management in the academic environment and provides some gaps that can be developed in future works in technological projects context.

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“…Previous studies highlighted the significance of the customer relationship approach in the stage of prototype production as well as the testing and analysis of the sample by knowledgeable customers before mass production to enable the company to develop a product with the lowest possible cost and resources while gaining customer satisfaction and commercializing the product (Gbadegeshin, 2018). Therefore, customer engagement, which is emphasized in OI improves commercialization.…”

Section: 23mentioning

confidence: 99%

“…Difficulties in finding the right partners; For example, the risk of opportunistic behavior of partners of collaboration, Cultural differences with partners as well as Loss of know-how are part of OI limitations. Besides, organizational barriers are related to a lack of the managerial skills required to establish an effective collaboration with external partners (Bigliardi and Galati, 2016a, 2016b, 2018Verbano et al, 2015). Moreover, it has been indicated that many SMEs do not have personnel with the required scientific background to understand, absorb and exploit the scientific knowledge developed at universities, research labs or large enterprises (Sa g et al, 2016).…”

Section: Open Innovation Antecedentsmentioning

confidence: 99%

Open innovation antecedents and its consequences on commercialization performance in small and medium-sized enterprises

Asgari

Zakery

Pishvaee

2021

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Purpose This paper aims to investigate the impact of the factors affecting open innovation (OI) intensity, in terms of three components of cooperative innovation, resource search and external research and development (R&D), as well as the impact of OI intensity on commercialization performance in small and medium-sized enterprises. Design/methodology/approach The data obtained from the distributed questionnaire among small and medium-sized enterprises (SMEs) from Isfahan Science and Technology Town (ISTT) in Iran, was analyzed using inferential and parametric statistics to examine the research hypotheses. In this analysis, structural equation tests were used to confirm or reject the research hypotheses using Smart PLS software. Findings The results indicate that all three OI components influence commercialization in technology-based firms of ISTT, while the most important one is cooperative innovation. Among the factors affecting OI components, innovative incentives are the most effective one that increases both external R&D and cooperative innovation. Facilitators and limitations of open innovation are also affecting OI intensity, with lower priorities. Practical implications Science park managers and policymakers should lay the ground for enhancing the cooperation intensity among firms. Cooperation intensity is the most effective open innovation component to improve commercialization performance. Originality/value Open innovation antecedents and its consequence on commercialization performance have been investigated for the same time in SMEs of a science park.

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Lean Commercialization: A New Framework for Commercializing High Technologies

Cited by 13 publications

References 17 publications

The Effect of Digitalization on the Commercialization Process of High-Technology Companies in the Life Sciences Industry

The Effect of Digitalization on the Commercialization Process of High-Technology Companies in the Life Sciences Industry

Lean Startup Practices: Operationalizing the Technological Business Planning Process in an Academic Environment

Open innovation antecedents and its consequences on commercialization performance in small and medium-sized enterprises

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