| Author: | Davenport, S. Carr, A. Bibby, D. |
| Title: | Leveraging talent: spin-off strategy at Industrial Research |
| Journal: | R. and D. Management
2002 : JUL, VOL. 32:3, p. 241-254 |
| Index terms: | GEARING STRATEGY STRATEGIC PLANNING INDUSTRIES RESEARCH |
| Language: | eng |
| Abstract: | The formation of new businesses from research organizations has historically been seen as one of the more effective ways in which new knowledge and technology is commercialized. These spin-offs result from the transfer of people and intellectual property from the parent institution. This paper charts the development of Industrial Research's spin-off strategy over the past eight years from an unintentional consequence of restructuring and changing funding priorities, towards a purposive strategy requiring different management structures and processes. A three-stage model is developed to describe the spin-off strategy evolution and the risks, benefits and components of such a strategy are discussed. |
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