Academic Entrepreneurship by Andrew C. Corbett

Author:Andrew C. Corbett
Language: eng
Format: epub
Publisher: Emerald Group Publishing Limited
Published: 2014-08-10T16:00:00+00:00

Performance Assessment of UTTOs

Quantitative analyses to evaluate the performance of UTTOs are based on a production function framework which uses the inputs and outputs to measure their efficiency, while qualitative studies are based on university surveys. For instance, Trune and Goslin (1998) examined the effectiveness of UTTOs from a financial profit/loss analysis perspective. Their results show that about half of UTTOs are profitable and local communities benefit from their contribution to economic development.

Thursby and Kemp (1998) found that universities are more commercially productive than they were in the recent past. Private universities tend to be more efficient in commercialization than public ones while universities with medical schools are less likely to be efficient because medical schools receive substantial funding from the federal government and they conduct several clinical trials which reduce their commercialization efficiency. However, faculty-inventors in the biotechnology sciences tend to be more oriented toward commercialization than those in the physical sciences due to its more applied nature and a seller’s market for biological science.

Thursby and Kemp (2002) used sponsored research agreements, license agreements, royalty payments, invention disclosures, and patent applications as output; input consisted of federal support, the number of professionals employed in UTTOs, the number of faculty in each university, the weighted average quality rating where the weights are faculty size, and whether a university is private and has a medical school. Siegel, Waldman, and Link (2003) specified outputs as the number of licensing agreements and licensing revenues, and inputs as invention disclosures, employees in the UTTO, and legal expenditure. They concluded that the productivity of UTTOs depended on such organizational practices as the faculty reward system, TTO staffing/compensation practices, and cultural barriers between universities and firms.

Chapple et al. (2005) found that having a medical school has a negative effect on UTTO efficiency and suggested reconfiguring UTTOs and upgrading its staff’s competences to improve their efficiency. Similarly, Anderson, Daim, and Lavoir (2007) had the same conclusions as previous results in terms of a correlation between UTTO efficiency and the existence of a medical school, and university structure (private or public). The additional contribution of their research is that they propose adding other factors to analyze the productivity of UTTOs, such as the number of people working in the UTTOs, the impact of different IP policies, and faculty incentive systems.

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