Seizing Spin-offs’ and Parent Universities’ Resources and Capabilities: An Intertemporal Resilience

David Audretsch; Maksim Belitski; Maribel Guerrero

doi:https://doi.org/10.5465/AMBPP.2022.12882abstract

Seizing Spin-offs’ and Parent Universities’ Resources and Capabilities: An Intertemporal Resilience

David Audretsch, Maksim Belitski , Maribel Guerrero

Public Service and Community Solutions, Watts College of (WATTS)

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution

Abstract

This study theorises and offers new insights into how organizational capabilities and resources are used intertemporally by spin-offs to provide a resilient response in a forced-digital context. By using unique multi-level and longitudinal datasets in a forced-digital context period (May 2020, August 2020, November 2020, and February 2021) of 722 UK university spin-offs in emerging sectors where digitization is commonplace, our analysis reveals the seizing of parents’ resources (infrastructures and incomes) and spin-offs’ capabilities (fundraising, scaling-up, intellectual property) that explain the building of resilience in defining the strategies for undertaking forced-digital operations. Several implications about responding to external shocks and building an intertemporal strategy for spin-off will build on firm-specific and parent characteristics that emerge from this study.

Original language	English (US)
Title of host publication	Academy of Management Annual Meeting Proceedings
Publisher	Academy of Management
DOIs	https://doi.org/10.5465/AMBPP.2022.12882abstract
State	Published - Jul 6 2022

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title = "Seizing Spin-offs{\textquoteright} and Parent Universities{\textquoteright} Resources and Capabilities: An Intertemporal Resilience",

abstract = "This study theorises and offers new insights into how organizational capabilities and resources are used intertemporally by spin-offs to provide a resilient response in a forced-digital context. By using unique multi-level and longitudinal datasets in a forced-digital context period (May 2020, August 2020, November 2020, and February 2021) of 722 UK university spin-offs in emerging sectors where digitization is commonplace, our analysis reveals the seizing of parents{\textquoteright} resources (infrastructures and incomes) and spin-offs{\textquoteright} capabilities (fundraising, scaling-up, intellectual property) that explain the building of resilience in defining the strategies for undertaking forced-digital operations. Several implications about responding to external shocks and building an intertemporal strategy for spin-off will build on firm-specific and parent characteristics that emerge from this study.",

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AU - Audretsch, David

AU - Belitski , Maksim

AU - Guerrero, Maribel

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Y1 - 2022/7/6

N2 - This study theorises and offers new insights into how organizational capabilities and resources are used intertemporally by spin-offs to provide a resilient response in a forced-digital context. By using unique multi-level and longitudinal datasets in a forced-digital context period (May 2020, August 2020, November 2020, and February 2021) of 722 UK university spin-offs in emerging sectors where digitization is commonplace, our analysis reveals the seizing of parents’ resources (infrastructures and incomes) and spin-offs’ capabilities (fundraising, scaling-up, intellectual property) that explain the building of resilience in defining the strategies for undertaking forced-digital operations. Several implications about responding to external shocks and building an intertemporal strategy for spin-off will build on firm-specific and parent characteristics that emerge from this study.

AB - This study theorises and offers new insights into how organizational capabilities and resources are used intertemporally by spin-offs to provide a resilient response in a forced-digital context. By using unique multi-level and longitudinal datasets in a forced-digital context period (May 2020, August 2020, November 2020, and February 2021) of 722 UK university spin-offs in emerging sectors where digitization is commonplace, our analysis reveals the seizing of parents’ resources (infrastructures and incomes) and spin-offs’ capabilities (fundraising, scaling-up, intellectual property) that explain the building of resilience in defining the strategies for undertaking forced-digital operations. Several implications about responding to external shocks and building an intertemporal strategy for spin-off will build on firm-specific and parent characteristics that emerge from this study.

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DO - https://doi.org/10.5465/AMBPP.2022.12882abstract

M3 - Conference contribution

BT - Academy of Management Annual Meeting Proceedings

PB - Academy of Management

ER -

Seizing Spin-offs’ and Parent Universities’ Resources and Capabilities: An Intertemporal Resilience

Abstract

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