Knowledge Commercialization and Valorization in Regional Economic Development

Knowledge Commercialization and Valorization in Regional Economic Development

Tüzin Baycan

Language: English

Pages: 304

ISBN: 1781004064

Format: PDF / Kindle (mobi) / ePub


The commercialization of academic knowledge is increasingly seen as a potential economic development model, particularly for improving the capabilities and economic performance of regions. This insightful volume investigates the emerging factors in knowledge commercialization from an international perspective and highlights research agendas and challenges to be met across academia, industry and government.

The expert contributors focus specifically on the new role of universities in regional economic development through knowledge commercialization, as well as university-industry interaction and the factors that influence knowledge and technology transfer. They explore knowledge commercialization in the US, 'knowledge valorization' in Europe, and technology transfer dynamics in China. A forum for discussion of whether, why, and how commercialization and valorization of knowledge can lead to higher levels of innovation and economic development from an international perspective is also provided.

This thought-provoking book will prove a stimulating read for academics, students and researchers with an interest in regional economics, regional studies and knowledge management.

Contributors: J. Aberman, Z.J. Acs, T. Baycan, T. Buddingh , M. Fernández-Esquinas, E. Feser, H. Goldstein, V. Grinevich, M. Ljunggren, E. Masurel, X.-f. Meng, D.J. Miller, P. Nijkamp, G.H.F. Noltes, A. Piccaluga, H. Pinto, K. Rao, A. Rehbogen, R.R. Stough, M. van Geenhuizen, P. van Hemert, P. Vulto, H. Westlund

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Etzkowitz, H. (2008), The Triple Helix, New York: Routledge. Etzkowitz, H., Webster, A., Gebhardt, C. and Terra, B. (2000), ‘The future of the university and the university of the future: evolution of ivory tower to entrepreneurial paradigm’, Research Policy, 29, 313–30. Farrell, M. (2010), ‘Creating competition among business plan competitions’, Forbes.com, accessed 16 August 2010 at http://blogs.forbes.com/maureen farrell/2010/08/16/creating-competition-among-business-plan-competitions/.

faculty members who do not agree with many of the faces of entrepreneurship. When we look at differences in faculty attitudes by type of university in Table 4.4, there is a generally higher level of disapproval of both engagement and commercialization by faculty from private universities, and only minor differences between faculty in land-grant universities and non land-grant public universities. What is perhaps most striking is the difference in approval for the university engagement role in

between the institutions as well as an invitation to expand the study further in future research. When referring to this group, we use the term professors from the technical faculty. Maria Ljunggren and Hans Westlund - 9781781004067 Downloaded from Elgar Online at 05/08/2014 08:53:48AM via University of Melbourne M3078 - BAYCAN TEXT.indd 96 19/02/2013 15:56 Social capital within higher education 97 Due to the relatively small sample no general conclusions should be drawn from the sample.

recognized that clarifying MEC’s position and role within the university’s broader Third Mission agenda could have considerable value. MEC’s relocation to within Manchester Business School (MBS) reflected MBS’s general aspirations in entrepreneurship and business engagement, and was certainly consistent with the prevailing trend in Europe and the United States to situate entrepreneurship education in business schools. MBS inherited MEC’s well-established teaching programmes but also its sense of

from which particular regions seem to suffer. A concomitant increase in diversity of information and knowledge may contribute to more efficient innovation. How successfully living labs perform in reality, however, remains to be seen. Documented experience is still scarce, particularly on critical issues like power distribution in the networks and cost and revenue distribution. Therefore, the rest of this section reports various missing insights into living labs. We identify three points. First,

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