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Time allocations across collaborations of academic scientists and their impact on efforts to commercialize novel technologies: is more always better?

Journal Article · · R and D Management
DOI:https://doi.org/10.1111/radm.12164· OSTI ID:1400936
 [1]
  1. Entrepreneurship &, Innovation Group D'Amore‐McKim School of Business Northeastern University Boston MA 02115 USA

We investigate how time spent in different collaborative research arrangements by academic scientists affect their propensity of involvement in the commercialization of novel, university‐originated technologies. Three common collaborative strategies used by academic scientists: (1) internal (within the research group or within the home university) research collaboration; (2) cosmopolitan research collaboration (with scientists in other US or foreign universities); or (3) university–industry research collaboration are assessed. Drawing on the concepts of cognitive and spatial distance, the empirical findings suggest that only one internal research collaboration strategy has a significant impact on the propensity of academic scientists to engage in the commercialization of novel technologies with a private firm; however, this relationship is inverse U shaped. More importantly, academic scientists adopting a university–industry collaboration strategy and spending more research time in such an arrangement have a significantly stronger propensity for being involved in technology commercialization with a private firm; however, this relationship is inverse U shaped as well. We discuss the managerial and policy implications of the findings.

Sponsoring Organization:
USDOE
OSTI ID:
1400936
Journal Information:
R and D Management, Journal Name: R and D Management Journal Issue: 2 Vol. 47; ISSN 0033-6807
Publisher:
Wiley-BlackwellCopyright Statement
Country of Publication:
United Kingdom
Language:
English

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