Creating university spin-offs: A science-based design perspective

Academic entrepreneurship by means of university spin-offs commercializes technological breakthroughs, which may otherwise remain unexploited. However, many universities face difficulties in creating spin-offs. This article adopts a science-based design approach to connect scholarly research with the pragmatics of effectively creating university spin-offs. This approach serves to link the practice of university spin-off creation, via design principles, to the scholarly knowledge in this area. As such, science-based design promotes the interplay between emergent and deliberate design processes. This framework is used to develop a set of design principles that are practice based as well as grounded in the existing body of research on university spin-offs. A case-study of spin-off creation at a Dutch university illustrates the interplay between initial processes characterized by emergent design and the subsequent process that was more deliberate in nature. This case study also suggests there are two fundamentally different phases in building capacity for university spin-off creation. First, an infrastructure for spin-off creation (including a collaborative network of investors, managers and advisors) is developed that then enables support activities to individual spin-off ventures. This study concludes that to build and increase capacity for creating spin-offs, universities should do the following: (1) create university-wide awareness of entrepreneurship opportunities, stimulate the development of entrepreneurial ideas, and subsequently screen entrepreneurs and ideas by programs targeted at students and academic staff; (2) support start-up teams in composing and learning the right mix of venturing skills and knowledge by providing access to advice, coaching, and training; (3) help starters in obtaining access to resources and developing their social capital by creating a collaborative network organization of investors, managers, and advisors; (4) set clear and supportive rules and procedures that regulate the university spin-off process, enhance fair treatment of involved parties, and separate spin-off processes from academic research and teaching; and (5) shape a university culture that reinforces academic entrepreneurship by creating norms and exemplars that motivate entrepreneurial behavior. These and other results of this study illustrate how science-based design can connect scholarly research to the pragmatics of actually creating spin-offs in academic institutions

Business ethics : practical proposals

While most people agree that the inculcation of ethical awareness is desirable, the means of stimulating this awareness vary among companies, industries and cultures. The fundamental question surrounding the difference between social responsibility and ethics is addressed. Guidelines for establishing ethical priorities from both the individual, group and organisational perspectives are provided. <br /

What should be done : a practical approach to business ethics

The decision-making process in business frequently involves ethical considerations. Although ethics often come down to personal decisions, those decisions ultimately affect the corporate image of an organisation. It has been shown that sound ethics are good for business, and therefore it is important that managers encourage their staff to recognise and to implement the company\u27s ethical priorities. This article looks at practical ways for managers to establish ethical priorities at three levels: an individual level, a group level and an organisational level. Each of these levels is explored, and the benefits and disadvantages of different action-related strategies for encouraging an ethical awareness will vary among companies, industries and cultures &ndash; no single method is universally appropriate. However, all managers should consider how ethical standards can best be introduced and communicated throughout their organisation. Ethics is not just a &ldquo;flavour of the month&rdquo; &ndash; it is here to stay, and presents a challenge to all managers.<br /