Taking Innovations to Market

Abstract

<jats:p> How are innovations taken to market? Both theoretically and empirically, the process of commercialization has received scant attention. This study investigates the early commercialization process of three innovative firms in the Norwegian petroleum industry. The authors argue that the role of strategic choice is important for the processes these firms use to create and build their own dynamic capabilities. In this regard, they address the central question of what role the strategic choice of the firm plays in the process, creation and evolution of its dynamic capabilities during the early stage of commercialization. The authors' findings reveal that certain dynamic capabilities are emphasized and appear to be more relevant to the strategic intentions of the CEO or entrepreneurial team. Two firms, whose strategic intent was to commercialize and exit, were more inclined to build an adaptive capability, while the firm intending to commercialize and to stay in the market stressed the importance of absorptive capability. Common to all three cases is the finding that adaptive and absorptive capabilities seem to enhance their innovative capabilities, which are essential for commercializing innovations. </jats:p>

Pemanfaatan Hasil Samping Udang Menjadi Penyedap Rasa Alami Bagi Masyarakat Kelurahan Tambakrejo

“…Inovasi pengembangan penyedap rasa alami memerlukan manajemen inovasi yang tepat, sehingga melahirkan ideide kreatif yang dapat mempengaruhi kemampuan menuju komersialisasi [17,18]. Melalui program pendampingan pemasaran produk penyedap rasa alami melalui media sosial yaitu menambah ilmu tentang apa saja tahapan dalam melakukan pemasaran produk melalui media sosial.…”

Growth hacking and international dynamic marketing capabilities: a conceptual framework and research propositions

“…Although researchers have pinpointed that the role of IDMCs is to have an impact on the firm's extant marketing resources and transform them such that a new bundle or configuration of resources generates competitive advantage (Mitrega et al, 2021), it has been suggested that a central concern of a firm's overall international marketing strategy is maintaining a dynamic fit between what the firm has to offer and what the foreign environments dictate (Foss et al, 2011). Innovative firms devise particular types of knowledge and capabilities that become embedded in the organization's culture to sustain innovation.…”

Betydningen av innovasjon og entreprenørskap i norsk arbeidsliv – kunnskapsstatus og veien videre

“…En del av den norske entreprenørskapsforskningen handler om nye bedrifter som etableres som et resultat av forskning eller teknologiutvikling, såkalt akademisk entreprenørskap (Bjørnåli & Gulbrandsen 2010;Rasmussen, Moen & Gulbrandsen 2006). I denne sammenheng forstås entreprenørskap som en bedriftsoppstart med hensikt å føre en forskningsbasert innovasjon til markedet (Foss, Iakovleva, Kickul, Oftedal & Solheim 2011), og dermed som et virkemiddel for å generere økonomisk verdiskaping fra forskningsbasert kunnskap. Dette har stor politisk oppmerksomhet, og det finnes mange virkemidler for å stimulere til kommersialisering og akademisk entreprenørskap.…”