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The purpose of this paper is to examine the potential economic impacts of China’s insect-resistant GM maize and provide new evidence for decision making concerning its commercialization.

This study uses data drawn from the production trials of insect-resistant GM maize and expert interviews to determine the impacts of commercializing GM maize at farm level under three scenarios with varying severity of insect pest attacks in maize production. Economic impacts are simulated using a modified Global Trade Analysis Project model.

In farm terms, insect-resistant GM maize increases crop yield and reduces both pesticide and labor inputs. In national terms, China can increase its GDP by USD8.6 billion and maize self-sufficiency by about 2 percent given normal insect pest attacks if China commercializes GM maize. Additional beneficiaries include consumers and the livestock industry. Non-maize crops can also benefit from land saving through GM maize commercialization. Chemical is a sector with the decrease in its output because demand for pesticides will fall.

Although China has announced a roadmap for commercializing GM crops for use as feed and in processing after nearly two decades of producing GM cotton, no clear timetable for producing GM maize as feed has been established due to several concerns, including the potential for economic gains from GM maize. This study is the first to assess the economic impacts of commercializing China’s GM maize. The findings should have significant policy implications for the development and commercialization of GM crops in general and GM maize in particular.

The purpose of this paper is to examine the relationship between institutional change and commercialization of university research in China, the largest developing country during 1985‐2007 period.

The findings are based on a comparative case study of two key Chinese universities. Both unstructured and semi‐interviews are utilized for the research.

There is still a gap between goals of institutional change and performances of commercializing university research, albeit improvements have also been observed over last two decades.

Only two universities are selected to approach the complex commercialization process, more cases are needed for further research.

Experience generated from this comparative study might be helpful for other developing countries to explore the appropriate paths to commercialize their research results.

Three modes of commercialization proposed in the paper might help for cross‐country comparison research.

The purpose of this paper is to explore how different country-specific institutional healthcare settings affect an international new venture’s (INV’s) selling strategies and internationalization process when commercializing a medical technology innovation.

The study is based on a longitudinal in-depth case study approach with a comparative healthcare analysis in Sweden, UK, Germany and the USA.

An institutional framework helps elucidate the regulative, normative and cultural-cognitive dimensions in different healthcare settings. National markets differ when operating in a healthcare setting and thus affect both sales patterns and the internationalization process. In this study, three different sales patterns emerged from the countries’ and even regions’ distinctive institutional differences. Although the actual internationalization process starts from the INV’s inception, the subsequent internationalization process was both slow and focused due to institutional diversity and complexity.

Every nation has its own unique healthcare structure, indicating the importance of choosing markets that facilitate a swift uptake of a specific medical technology innovation. Commercializing a medical technology innovation in different country-specific healthcare settings is a lengthy, complex and costly process, especially if new behaviors and routines need to be created.

The paper contributes to the international entrepreneurship-marketing interface by developing an analytical framework for understanding country differences in relation to regulative, normative and culture-cognitive dimensions and by advancing six propositions related to the role of institutional healthcare settings and their impact on INVs’ sales patterns and internationalization processes.

The purpose of this paper is to help firms establish successful technology planning processes in the context of open innovation.

Although some pioneering firms realise enormous benefits from outward technology transfer, many others experience major difficulties in managing external technology exploitation. To overcome these managerial challenges, firms need to establish strategic technology planning processes, which takes into account the increasing importance of external technology commercialisation. Therefore, this paper conceptually explores strategic technology planning in open innovation systems.

After detailing the characteristics of external technology exploitation, two instruments that may help firms incorporate external technology exploitation in strategic technology planning are developed. First, the concept of product‐technology roadmaps is extended to include external technology exploitation. Second, the functional market concept is transferred from the level of product markets to the level of technology markets.

In many industries, external technology commercialisation is critical to gain and sustain a competitive advantage. Opening up strategic technology planning therefore contributes to firm performance in a knowledge‐based economy. As a result, this paper has major implications for research into strategic planning, technology management and open innovation.

The purpose of this paper is to explore the effects of small- and medium-sized enterprises (SMEs’) R & D capability and learning capability on their technology commercialization by focussing on the moderating effect of environmental dynamism.

Based on a review of the literature on organizational capability, technology commercialization, and environmental dynamism, various hypotheses were developed and tested using a sample of 179 SMEs in Korea. Non-response bias using t-test and common method bias was assessed.

The results indicate that their R & D capability and learning capability were significant drivers of their technology commercialization, which in turn influenced their business performance. Environmental dynamism was found to moderate the relationship between technology commercialization and business outcomes. These results suggest that SME managers should place greater emphasis on strengthening their organizational capability and dealing with turbulent business environments.

Few studies have explored the drivers of technology commercialization and their effects on business performance. To fill this gap in the literature, the present study examines the effects of firms’ R & D capability and learning capability on technology commercialization in the context of SMEs, focussing specifically on the moderating effect of environmental dynamism. The study contributes to the literature by extending the research horizon to firms’ technology commercialization capability, providing a better understanding of the pivotal role of technology commercialization and its key drivers and environmental factors in boosting performance.

Managing resources is crucial for firms to gain competitive advantages and succeed, particularly for startups with limited resources. It is important to understand how digital startups in general and digital academic spin-offs (ASOs) in particular may orchestrate their resources to optimize value. This paper integrates the resource-based perspective with digital entrepreneurship to analyze the resource configurations leading to success of digital ASOs.

The paper adopts an inductive approach and applies qualitative comparative analysis (QCA) on a longitudinal dataset of digital ASOs to identify the resource configurations for a successful outcome.

The authors' paper identifies two main paths to success among digital ASOs, consisting of five distinct resource configurations. The first path is termed “market exploiters” that operate in favorable market conditions where specific technological resources and research collaboration resources are lacking. The second path involves “technology explorers” that combines both technological and commercial resources to achieve success.

By outlining distinct pathways to the success of digital ASOs, this paper contributes to the digital academic entrepreneurship literature and the resource-based view of entrepreneurial firms. The paper also suggests implications for policymakers and managers in managing resources for the success of digital ventures.

By exploring the resource configurations leading to the success of ASOs commercializing digital technologies, the paper shows that favorable market conditions and complementary resource configurations can be alternative pathways to success.

The purpose of this paper is to analyze the business models that 3D printer manufacturers apply to commercialize their technologies. The authors investigate these business models and analyze whether there are business model patterns. The paper describes the gestalt of the business model patterns and discusses differences and similarities.

The authors review the literatures on business models and 3D printing technology. The authors apply a componential business model approach and carry out an in-depth analysis of the business models of 48 3D printer manufacturers in Europe and North America. The authors develop a framework focusing on value proposition, value creation and value capture components. Cluster analysis is used to identify business model patterns.

The results indicate that there are two distinct business model patterns in the industry. The authors termed these patterns the “low-cost online business model” and the “technology expert business model.” The results demonstrate that there is a relationship between business model and technology. The identified patterns are independent of age, company size and country of origin.

The empirical results complement and extend existing literature on business models. The authors contribute to the discussion on business models in the context of novel technology. The technology seems to influence the gestalt of the business model. The sample is limited to European and North American companies and the analysis is based on secondary data.

This is the first empirical study on the business models of 3D printer manufacturers. The authors apply an original mixed-methods approach and develop a framework that can function as a starting point for future research. 3D printer manufacturers can use the identified business model patterns as blueprints to reduce the risk of failure or as a starting point for business model innovation.

The inclinations to take measured risks and to be market driven are just two characteristics common to those companies that have achieved the most success in commercializing new technology.

As the university–industry collaboration (UIC) gradually attracts the attention of various national governments, the number of studies on UIC has increased substantially. Past UIC studies have mostly focused on investigating the incentives and the motivation for UIC, forms of UIC and performance output of UIC. However, they have not actively identified the key technologies and technology distribution that are conductive to the commercialization of UIC outcomes. Therefore, this study aims to adopt the licensed UIC patents as the basis for analysis and to construct a patent licensing technology network.

This study focused on licensed patents because past studies have indicated that such patents usually have higher value. Moreover, patent licensing can be seen as the final step for the commercialization of UIC outcomes. Finally, past studies have rarely explored patent examiners’ views on key technologies. However, during the substantive examination of patents, patent examiners often use their background knowledge regarding the technology to include citations to other patented technologies that they consider valuable or indispensable. Therefore, this study focused on investigating the patents recognized and cited by patent examiners and conducted key technology identification.

The results indicated that past key technologies in UIC focused on surveying, medicine, biochemistry and electric digital data processing; these fields are crucial to the commercialization of key UIC technologies. Finally, the USA, Japan, Sweden and Germany play critical roles in the network of global university–industry cooperation and technology licensing.

Patent examiners’ perspectives were adopted to establish a patent licensing technology network, through which the key technologies that could promote UIC patent licensing were mined. This study can also serve as a reference for resource allocation in university research and development and for governments to promote new technologies.

External technology commercialization (ETC) refers to the firm's transfer of technological assets, disembodied from products, to another organization involving a contractual obligation for compensation. The purpose of this paper is to identify the managerial and organizational antecedents that are capable of explaining superior capabilities in ETC.

Starting from an in‐depth analysis of the literature about technology commercialization and adopting the dynamic capabilities strategic perspective, the study develops a theoretical framework that shows how a number of concepts (resources, capabilities and microfoundations) may affect performance in ETC. A case study analysis is conducted with illustrative purposes.

The paper shows that adequate management and organization of ETC activities are needed to successfully undertake ETC. Combining evidence from a case study and findings from prior studies, research propositions are developed regarding key process, organizational and human resource mechanisms that lie at the heart of superior capabilities in ETC.

The paper provides technology and innovation managers with a number of suggestions for organizing and managing ETC that are likely to improve performance.

Owing to the complexity of ETC related activities and the high transaction costs characterizing the markets for technologies, only few companies are reaping the gains from the commercialization of their technologies while the majority fail to realize their potential. This paper is the first attempt, to the best knowledge of the authors, which adopts the dynamic capabilities perspective to unearth the managerial levers driving superior performance in ETC.