Spin-off da universidade

Etapas críticas no desenvolvimento de um spin-off

Os spin-offs da universidade geralmente passam por várias etapas críticas para desenvolver a invenção inicial em um empreendimento de sucesso bem-sucedido. As etapas a seguir são críticas na criação de um spin-off bem-sucedido (não necessariamente nesta ordem).

Developing a successful Business Model Canvas for the spin-off; a Business Model depicts the rationale of how the spin-off will create, deliver and capture value.Acquiring the first customers. The first customer, also called an early adopter, can provide candid feedback to help the spin-off refine future product releases and also provide access to a distribution channel or other forms of support.Developing a proof of concept, or proof of principle, that demonstrates that the invented method or new theory is probably useful in a particular application - for example a new product.Developing a fully functioning prototype of this new product; the prototype also serves to learn about how to produce, use and sell the new product.Attracting startup funding to finance the development of prototypes and new products; this may involve acquiring financial resources from venture capital firms, angel Investors, banks, or other providers of early-stage financial capital.

Consulte pesquisas de inovação em pequenas empresas para obter oportunidades de financiamento associadas ao spin-off.

Condições para criação de spin-off

Algumas universidades geram um número substancialmente maior de spin-offs do que outros. Universidades com alto número de spin-offs bem-sucedidos:

draw on university-wide awareness of entrepreneurial opportunities and/or benefit from a strong entrepreneurship culture at the national or regional level;have developed a university culture that thrives on entrepreneurial role models among their alumni and academic staff as well as successful spin-offs that serve as inspiring examples (e.g. Lycos at Carnegie Mellon University);actively stimulate the development of entrepreneurial talent and help founders of spin-offs obtain access to investors, consultants and other forms of support; these activities are particularly critical in (e.g. continental European) countries that suffer from an entrepreneurial culture that is weaker than elsewhere (e.g. USA).

Outros problemas

A atividade de spin-off da universidade pode dar origem a possíveis conflitos de interesse entre o trabalho comercial e acadêmico. Além disso, a reputação da universidade pode estar em risco se os fundadores de spin-offs agirem de forma inadequada. Além disso, é provável que o antagonismo entre pesquisa acadêmica e comercialização de tecnologia por meio de spin-offs crie questões de justiça, por exemplo, sobre a distribuição de royalties ou equidade. Esse antagonismo pode ser gerenciado pela instalação de procedimentos transparentes para o processo de formação de spin-off que aprimoram o tratamento justo de todos os participantes.

Exemplos de spin-offs universitários

CrucellGenentechLocus BiosciencesLycosPlastic Logic

Veja também

Angel investorEntrepreneurshipIntellectual propertyProof of conceptResearch spin-offSpin-off (disambiguation)Venture capital

Leitura adicional

Bird, B., Hayward, D.J., and Allen, D.N. (1993). Conflicts in the Commercialization of Knowledge: Perspectives from Science and Entrepreneurship. Entrepreneurship Theory and Practice, vol. 17(4): 57–79.Clarysse, B., Wright, M., Lockett, A., Van de Velde, E., and Vohora, A. (2005). Spinning Out New Ventures: A Typology of Incubation Strategies from European Research Institutions. Journal of Business Venturing, vol. 20(2):183–216.Di Gregorio, D. and Shane, S. (2003). Why Do Some Universities Generate More Start-Ups than Others? Research Policy, vol. 32(2): 209–227.Klofsten, M. and Jones-Evans, D. (2000). Comparing Academic Entrepreneurship in Europe - The Case of Sweden and Ireland. Small Business Economics, vol. 14: 299–309.Kondo, M. (2004). University Spinoffs in Japan: From University–Industry Collaboration to University–Industry Crossover. Report by National Institute of Science and Technology Policy (NISTEP). Tokyo: Yokohama National University.Lindelöf, P., (2011), Formal institutional contexts as ownership of intellectual property rights and their implications for the organization of commercialization of innovations at Universities – Comparative data from Sweden and the United Kingdom International Journal of Innovation Management, 15(5), 1069-1092Oliveira, M.A., Ferreira, J.J.P., Xavier, A., de Sousa, J.C.C.P., Meireles, G., Sousa, M., Tomperi, S., Torkkeli, M., Salmi, P., Tolsma, A., Ye, Q., Tzmrielak, D., van Geenhuizen, M. (2012). Spin-Up – Creating an entrepreneurship coaching and training program for university spin-offs. (Book: ISBN 978-1-908272-68-3; CD: ISBN 978-1-908272-66-9). http://www.spin-up.euShane, S. (2004). Academic Entrepreneurship: University Spinoffs and Wealth Creation. Cheltenham, UK: Edward Elgar.Slaughter, S. and Rhoades, G. (2004). Academic Capitalism and the New Economy. Baltimore: Johns Hopkins University Press.Van Burg, E., Romme, A.G.L., Gilsing, V.A. and Reymen, I.M.M.J. (2008), Creating University Spinoffs: A Science-Based Design Perspective. Journal of Product Innovation Management, vol. 25: 114-128.Vohora, A., Wright, M., and Lockett, A. (2004). Critical Junctures in the Development of University High-Tech Spinout Companies. Research Policy, vol. 33(1):147–175.Wright, M., Clarysse, B., Mustar, P., and Lockett, A. (2007). Academic Entrepreneurship in Europe. Cheltenham, UK: Edward Elgar.