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Verschillende denktanks en beleidmakers hebben hun bezorgdheid geuit over het jaar na jaar dalend aantal startende ondernemingen in Vlaanderen. Tegen deze trend in stelt men echter vast dat het aantal nieuwe spin-offs van kenniscentra (universiteiten, hogescholen, strategische onderzoekscentra) stelselmatig toeneemt. Deze spin-offs situeren zich vooral in innovatieve domeinen zoals biotechnologie, ICT, energie- en milieutechnologie en in de dienstensector.De overheden en het bestaande industriële weefsel van de regio spelen uiteraard een belangrijke rol als katalysator bij de ontwikkeling van deze spin-offs.In dit standpunt wordt nagegaan welke bijkomende initiatieven de diverse stakeholders (overheden, onderwijs, kenniscentra) kunnen nemen om deze positieve evolutie nog te versterken. Het stimuleren van innovatie is immers een topprioriteit voor een regio als Vlaanderen.
spin-off --- 005.342 --- innovatief ondernemen
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In an ecosystem where biotechnology companies in the life sciences sector are growing, academic institutions have begun to use data from academic research to bring innovative technologies to the market. For this purpose, ambitious academic researchers can start a university spin-off (SOU) project, a long and difficult process. To help them through the steps involved in setting up a SOU, technology transfer offices, or TTOs, have been set up in universities and bring together experts in charge of their support. While some TTOs perform well and enable the effective creation of several SOUs each year, others prove to be less effective. The objective of this work was therefore to highlight good practices common to several Belgian TTOs. Emphasis was placed on the profile of researchers and on the type of support offered by the TTO. The literature on the subject opposes two major trends: coaching by the TTO and the transformation of the researcher into a successful entrepreneur and the creation of a managerial team comprising the researcher and an entrepreneur. On the basis of qualitative interviews, recommendations have been formulated to improve the support provided by experts in a TTO. An ideal scheme for the support of a researcher wishing to become an entrepreneur through the creation of a SOU was thus identified. In this scheme, the creation of a pair between the researcher and an external economic profile from the early stages of the process appears to be the best alternative to ensure the success and creation of a SOU. However, this model has to face with financial and human realities, which often delegate the creation of this pair to more mature phases of the process. TTO experts must then ensure the coaching of researchers for the early incubation phases of projects. One of the recommendations to be made to these experts is therefore to thoroughly assess the entrepreneurial potential of the researchers in order to provide them with appropriate support and, if necessary, to surround them with mentors and independent experts who can guide them on aspects not mastered by the TTO experts. The introduction of an entrepreneurial culture among young researchers and the coordination of the TTO players also seem to be a guarantee of success.
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Many great generals had understood it : a good strategy, whether in warfare or in business, starts with evaluating its own strenghts and weaknesses, but also with evaluating its ennemies’. Building a strategic diagnostic is a significant task. It involves many iterations, good information gathering, a critical mind and deductive skills. This master thesis, entitled « Strategic diagnostic of a company aiming for a corporate spin-off », tries to evaluate the company Micromega Dynamics in order to evaluate a potential corporate spin-off. We first did a complete strategic diagnostic based on a model proposed by A. C. Martinet, which regroups both internal and external analysis of the company. This measurement of efficiency is dependent on three main components : « strategic position », « resources » and « resources implementation ». First of all, we have clarified some theoretical aspects of this subject. Then we have interviewed the company’s management in order to get a first idea of the company’s culture and apparent strategy. We followed by building the complete diagnostic supported by the gathering of information on strategic business units, human resources, financial resources... We proceeded to define a strategic profile of the company which allowed us to recommend or not a corporate spin-off.
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Academic-industrial collaboration --- Entrepreneurship --- High technology industries --- Research, Industrial --- Technology transfer --- University-based new business enterprises --- 658.116 --- University-related new business enterprises --- University-spawned new business enterprises --- New business enterprises --- Technologische ontwikkeling. Innovatie. Ondernemerschap --- Industrial economics --- United States --- United States of America --- Spin-off
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Reviewing important conceptual approaches to the analysis of the emergence, growth, and evolution of clusters of innovation, this book offers an interpretative framework and policy implications for the creation and strengthening of competitive clusters.
Strategic alliances (Business) --- Technological innovations --- Industrial location --- E-books --- Technological innovations. --- Industrial location. --- Business enterprises --- Business location --- Corporations --- Industries --- Industries, Location of --- Location of industries --- Plant location --- Regional planning --- Space in economics --- Breakthroughs, Technological --- Innovations, Industrial --- Innovations, Technological --- Technical innovations --- Technological breakthroughs --- Technological change --- Creative ability in technology --- Inventions --- Domestication of technology --- Innovation relay centers --- Research, Industrial --- Technology transfer --- Alliances in business --- Business alliances, Strategic --- Corporate alliances --- Strategic business alliances --- Strategic corporate alliances --- Strategic partnerships (Business) --- Partnership --- Business networks --- Location --- cluster --- spin off
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Higher education --- Europe --- Education, Higher --- Universities and colleges --- Academic-industrial collaboration --- Business and education --- 378 --- 378.4 --- 658.114 --- 658.116 --- 001.891 --- AA / International- internationaal --- EEC / European Union - EU -Europese Unie - Union Européenne - UE --- 338.40 --- 338.040 --- 338.44 --- 470 --- Corporations and education --- Industry and education --- Education and business --- Education and corporations --- Education and industry --- Education --- Worksite schools --- Collaboration, Academic-industrial --- Collaboration, Industrial-academic --- Industrial-academic collaboration --- Industrial-university collaboration --- University-industrial collaboration --- Colleges --- Degree-granting institutions --- Higher education institutions --- Higher education providers --- Institutions of higher education --- Postsecondary institutions --- Public institutions --- Schools --- College students --- Postsecondary education --- Economic aspects --- Research --- Finance. --- Hoger onderwijs. Universitair onderwijs --(algemeen) --- Universiteiten --- Forms of enterprise in general. Private businesses --- Technologische ontwikkeling. Innovatie. Ondernemerschap --- Wetenschappelijk onderzoek. Research. Onderzoekmethoden --- Industrieel beleid: algemeenheden. --- Ondernemingen: algemeenheden. --- Ontwikkeling van vervanging-, synthese en terugwinningproducten in de industrie. --- Openbaar onderwijs: algemeenheden. --- 001.891 Wetenschappelijk onderzoek. Research. Onderzoekmethoden --- 658.114 Forms of enterprise in general. Private businesses --- 378.4 Universiteiten --- 378 Hoger onderwijs. Universitair onderwijs --(algemeen) --- Finance --- Ondernemingen: algemeenheden --- Industrieel beleid: algemeenheden --- Ontwikkeling van vervanging-, synthese en terugwinningproducten in de industrie --- Openbaar onderwijs: algemeenheden --- spin off --- Etablissement d'enseignement --- Université
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