Knowledge Conversion Capability and the Performance of Corporate and University Spin-Offs

Posted: 30 Jun 2008

See all articles by Shaker A. Zahra

Shaker A. Zahra

University of Minnesota - Twin Cities - Carlson School of Management

Els Van de Velde

Vlerick Business School

Bárbara Larrañeta

affiliation not provided to SSRN

Date Written: August 2007

Abstract

Corporate and university spin-offs are often created to commercialize new technologies. Yet, it is not clear how these spin-offs transform their inventions into new products, goods and services that create value. In this article, we use the knowledge-based theory to argue that this transformation requires a knowledge conversion capability (KCC) that has three components: conceptualization and visioning of applications of that knowledge; configuration and design of potential products and other applications; and the embodiment and integration of knowledge into products. Using data from 91 corporate and 78 university spin-offs, we find that these two sets of firms differ in their emphasis on the three KCC components, benefit differentially from these three components in terms of their performance, and vary significantly in their performance.

Suggested Citation

Zahra, Shaker A. and Van de Velde, Els and Larrañeta, Bárbara, Knowledge Conversion Capability and the Performance of Corporate and University Spin-Offs (August 2007). Industrial and Corporate Change, Vol. 16, Issue 4, pp. 569-608, 2007. Available at SSRN: https://ssrn.com/abstract=1153264 or http://dx.doi.org/10.1093/icc/dtm018

Shaker A. Zahra (Contact Author)

University of Minnesota - Twin Cities - Carlson School of Management ( email )

19th Avenue South
Minneapolis, MN 55455
United States

Els Van de Velde

Vlerick Business School ( email )

Library
REEP 1
Gent, BE-9000
Belgium

Bárbara Larrañeta

affiliation not provided to SSRN

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