Lysa idis, Ioannis; Choun alas, Panos T.; Magou as, Anas asios I.
A icle
C i ical success ac o s in he echnology comme cializa ion p ocess:
A compa a i e case s udy o in e na ional licensing alliances among
small and medium-sized en e p ises
Adminis a i e Sciences
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Sugges ed Ci a ion: Lysa idis, Ioannis; Choun alas, Panos T.; Magou as, Anas asios I. (2024) :
C i ical success ac o s in he echnology comme cializa ion p ocess: A compa a i e case s udy
o in e na ional licensing alliances among small and medium-sized en e p ises, Adminis a i e
Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 14, Iss. 1, pp. 1-17,
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Ci a ion: Lysa idis, Ioannis, Panos T.
Choun alas, and Anas asios I.
Magou as. 2024. C i ical Success
Fac o s in he Technology
Comme cializa ion P ocess: A
Compa a i e Case S udy o
In e na ional Licensing Alliances
among Small and Medium-Sized
En e p ises. Adminis a i e Sciences
14: 9. h ps://doi.o g/10.3390/
admsci14010009
Recei ed: 15 No embe 2023
Re ised: 24 Decembe 2023
Accep ed: 26 Decembe 2023
Published: 29 Decembe 2023
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A ibu ion (CC BY) license (h ps://
c ea i ecommons.o g/licenses/by/
4.0/).
adminis a i e
sciences
A icle
C i ical Success Fac o s in he Technology Comme cializa ion
P ocess: A Compa a i e Case S udy o In e na ional Licensing
Alliances among Small and Medium-Sized En e p ises
Ioannis Lysa idis 1, Panos T. Choun alas 2and Anas asios I. Magou as 3,*
1School o Social Sciences, Hellenic Open Uni e si y, 26335 Pa as, G eece; [email p o ec ed]
2Depa men o Business Adminis a ion, Uni e si y o Pi aeus, 18534 Pi eas, G eece; [email p o ec ed]
3Depa men o Business Adminis a ion, Na ional and Kapodis ian Uni e si y o A hens,
10559 A hens, G eece
*Co espondence: [email p o ec ed]
Abs ac :
In con empo a y academia and indus y, he comme cializa ion o echnology h ough
licensing has eme ged as a p e alen s a egy. This pa adigma ic shi has p omp ed nume ous
indus ial i ms o in ensi y hei ocus on echnology comme cializa ion as a mechanism o op imize
he e u ns on hei esea ch and de elopmen in es men s, while concu en ly le e aging hei
comp ehensi e echnology po olios. Howe e , despi e g owing in e es in his a ea, he e exis s a
conspicuous gap in schola ly li e a u e explo ing how small and medium-sized en e p ises (SMEs)
can e ec i ely and e icien ly capi alize on his oppo uni y in a global con ex . The objec i e o
he p esen s udy is o ill his oid by o e ing an in-dep h analysis o he key de e minan s ha
con ibu e o he success ul comme cializa ion o echnology ia licensing. Employing a quali a i e
esea ch me hodology, his pape p esen s a compa a i e case s udy ha explo es ou sepa a e
in e na ional licensing alliances, each o med be ween he same licenso , specializing in sola moun -
ing sys em enginee ing, and ou di e en licensees, all engaged in he p oduc ion and ma ke ing
o his specialized echnology. Da a we e me iculously ga he ed h ough a iangula ed app oach
ha inco po a ed in e iews wi h bo h licenso and licensees, ex ensi e desk esea ch, and on-si e
obse a ions. Ou empi ical indings e eal ha he c i ical success ac o s iden i ied in exis ing
li e a u e a e no uni o mly signi ican . Speci ically, ou elemen s— ela ional dynamics, cul u al
conside a ions, human capi al, and esou ce alloca ion—eme ged as pi o al in ensu ing he success ul
implemen a ion o echnology comme cializa ion s a egies. By elucida ing hese nuanced ac o s,
his s udy con ibu es o bo h academic discou se and p ac ical applica ions, he eby se ing as a
aluable esou ce o SMEs aiming o na iga e he complexi ies o echnology comme cializa ion in
in e na ional se ings.
Keywo ds:
echnology; comme cializa ion; licensing; open inno a ion; esea ch and de elopmen ;
c i ical success ac o s; small and medium-sized en e p ises
1. In oduc ion
His o ically, indus ial and echnological o ganiza ions ha e p edominan ly ocused
on le e aging hei in-house echnological expe ise o in e nal p oduc de elopmen ,
he eby secu ing a compe i i e edge in he ma ke . This insula app oach o inno a ion,
commonly e e ed o as “p oduc de elopmen ,” has been he co ne s one o o gani-
za ional s a egies, o en p ecluding he conside a ions o ex e nal echnology ans e
(Lich en hale 2011).
Howe e , he landscape has e ol ed signi ican ly o e he pas wo decades, d i en
by ac o s such as globaliza ion, heigh ened ma ke compe i ion, cons ained inancial
esou ces, and limi ed echnical capabili ies. This e olu ion has ca alyzed a ansi ion om
a closed inno a ion model o a mo e open, collabo a i e pa adigm, equen ly acili a ed
Adm. Sci. 2024,14, 9. h ps://doi.o g/10.3390/admsci14010009 h ps://www.mdpi.com/jou nal/admsci
Adm. Sci. 2024,14, 9 2 o 17
h ough licensing ag eemen s (Aye be e al. 2022;Enkel e al. 2009;Tomi a 2022). Licensing
se es as a condui o ou bound open inno a ion (Ku onen 2011;Kim e al. 2021), whe ein
he licenso g an s a hi d pa y— he licensee— he igh s o p oduce, modi y, ma ke , and
sell a pa icula echnology o p oduc in e u n o p ede e mined compensa ion. This
s a egic maneu e allows o ganiza ions o ully exploi hei echnology po olios (Ri e e
and Kline 2000). No ably, some o ganiza ions ha e e en adop ed licensing as hei p ima y
e enue s eam, ecognizing he in insic alue o esea ch and de elopmen (R&D) as
an independen alue p oposi ion. This shi aligns wi h he asse ion ha “no all he
sma people wo k o us” (Chesb ough 2006), emphasizing he need o o ganiza ions o
o ge syne gis ic ela ionships and pa ne ships, o en wi h ex e nal en i ies, o main ain
compe i i eness and d i e inno a ion.
The exis ing academic esea ch has ho oughly examined he ole o licensing in
echnology comme cializa ion and i s c i ical success ac o s (Biglia di and Gala i 2016;
B own e al. 2022
;B unswicke and Eh enmann 2013;Du s and S åhle 2013;Lich en hale
2011;Min e al. 2022). Howe e , Biglia di and Gala i (2016) iden i ied a gap in unde -
s anding he speci ic ba ie s o adop ing open inno a ion wi hin small and medium-sized
en e p ises (SMEs). Lee e al. (2010) unde sco ed his by highligh ing SMEs’ unique
challenges in he inno a ion p ocess, such as labo cons ain s, in o ma ional de ici s, inad-
equa e in as uc u e, and inancial limi a ions, p oposing open inno a ion as a po en ial
solu ion. Lich en hale (2011) concu ed wi h his pe spec i e, no ing SMEs’ eliance on
licensing in he absence o asse s necessa y o a p oduc -based business. These insigh s
e eal an unde explo ed a ea in he li e a u e: he p ac icali ies and challenges ha SMEs
ace in e ec i ely le e aging licensing o echnology comme cializa ion, especially in in e -
na ional con ex s. This gap is pa icula ly e iden in he exis ing esea ch and necessi a es
u he in es iga ion, as also sugges ed by Po uguez-Cas o (2023).
Consis en wi h he ecommenda ions o seminal wo ks by Biglia di and Gala i (2016)
and Lich en hale (2011), and esponding o Po uguez-Cas o’s (2023) call o deepe
in es iga ion in o he s a egies and p ac ices ha SMEs employ o success ully implemen
open inno a ion, his s udy aims o iden i y he c i ical ac o s ha lead o he success ul
comme cializa ion o echnology h ough licensing. In pa icula , his s udy is ocused
on pinpoin ing hose elemen s ha a e i al o SMEs when hey engage in licensing
ac i i ies wi hin global ma ke s. This in ol es a de ailed explo a ion in o how SMEs can
maximize he bene i s o licensing o enhance hei echnology comme cializa ion e o s.
Key aspec s unde examina ion include iden i ying he s a egic app oaches ha SMEs
adop in licensing, unde s anding how hey na iga e he complexi ies o in e na ional
ma ke dynamics h ough licensing ag eemen s, and unco e ing he speci ic p ac ices
ha con ibu e o success ul ou comes in such en u es. By isola ing and analyzing hese
ac o s, he s udy con ibu es aluable insigh s in o he e ec i e use o licensing as a ool
o echnology comme cializa ion, pa icula ly one ailo ed o he needs and con ex s o
SMEs ope a ing on a global s age.
To his end, we conduc ed a igo ous compa a i e case s udy, examining ou dis inc
in e na ional licensing alliances. We speci ically examined he alliances be ween a single
licenso , an expe in sola moun ing sys em enginee ing, and ou di e se licensees, all
ac i ely engaged in he p oduc ion and ma ke ing o his echnology. I is c ucial o
emphasize ha bo h he licenso and all licensees a e classi ied as SMEs, ensu ing he
s udy’s ele ance o he SME con ex . To gua an ee he alidi y and eliabili y o ou
indings, we employed da a iangula ion, a c i ical me hod in main aining esea ch igo .
This comp ehensi e app oach included in-dep h in e iews wi h bo h he licenso and he
licensees, supplemen ed by ex ensi e desk esea ch and on-si e obse a ions.
Ou analysis p edominan ly cen e ed on he licensees’ pe spec i e ega ding he c i i-
cal success ac o s in echnology comme cializa ion h ough licensing. This ocus s emmed
om he licensees’ di ec ole in implemen ing and adap ing he licensed echnology ac oss
a ious ma ke s, p o iding essen ial insigh s in o ope a ional challenges and success ac-
o s. Consequen ly, examining he di e se s a egies adop ed by he licensees, each shaped
Adm. Sci. 2024,14, 9 3 o 17
by hei unique o ganiza ional and ma ke dynamics, o e ed a comp ehensi e iew o
he a ied app oaches o success ul echnology comme cializa ion. In con as , ou anal-
ysis placed g ea e emphasis on he licenso ’s iewpoin o gain deepe insigh s in o he
backg ound, speci ics, and ou comes o each licensing alliance. As he cen al igu e in
all he alliances unde s udy, he licenso o e ed a holis ic pe spec i e on hei o ma ion
and managemen , as well as an assessmen o whe he each alliance esul ed in success o
ailu e. This dual app oach, combining insigh s om bo h licenso and licensees, en iched
ou unde s anding o he dynamics inhe en in in e na ional licensing alliances among
SMEs, signi ican ly con ibu ing o he discou se on e ec i e s a egies o echnology
comme cializa ion in a global con ex .
The esea ch amewo k o his s udy is ancho ed by he ollowing explo a o y,
open-ended esea ch ques ions:
1. Wha a e he p ima y ac o s ha d i e success ul echnology comme cializa ion?
2. Wha ac o s a e commonly linked o ailu es in echnology comme cializa ion?
The emainde o his pape is o ganized as ollows: Sec ion 2o e s a e iew o
pe inen li e a u e, he eby es ablishing he heo e ical ounda ion o he s udy. Sec ion 3
delinea es he esea ch me hodology employed, while Sec ion 4p esen s salien indings
de i ed om a c oss-case compa a i e analysis. Finally, Sec ion 5concludes he pape and
ou lines a enues o u u e esea ch.
2. C i ical Success Fac o s in he Technology Comme cializa ion P ocess
h ough Licensing
Technology comme cializa ion is concep ualized as an expansi e p ocess encompass-
ing s ages om planning o ma ke en y ia licensing (Jung e al. 2015;Lich en hale 2011).
These pi o al s ages a e illus a ed in Figu e 1.
Adm. Sci. 2024, 14, x FOR PEER REVIEW 3 o 18
and success ac o s. Consequen ly, examining he di e se s a egies adop ed by he licen-
sees, each shaped by hei unique o ganiza ional and ma ke dynamics, offe ed a comp e-
hensi e iew o he a ied app oaches o success ul echnology comme cializa ion. In con-
as , ou analysis placed g ea e emphasis on he licenso s iewpoin o gain deepe in-
sigh s in o he backg ound, speci ics, and ou comes o each licensing alliance. As he cen-
al igu e in all he alliances unde s udy, he licenso offe ed a holis ic pe spec i e on
hei o ma ion and managemen , as well as an assessmen o whe he each alliance e-
sul ed in success o ailu e. This dual app oach, combining insigh s om bo h licenso
and licensees, en iched ou unde s anding o he dynamics inhe en in in e na ional li-
censing alliances among SMEs, signi ican ly con ibu ing o he discou se on effec i e
s a egies o echnology comme cializa ion in a global con ex .
The esea ch amewo k o his s udy is ancho ed by he ollowing explo a o y,
open-ended esea ch ques ions:
1. Wha a e he p ima y ac o s ha d i e success ul echnology comme cializa ion?
2. Wha ac o s a e commonly linked o ailu es in echnology comme cializa ion?
The emainde o his pape is o ganized as ollows: Sec ion 2 offe s a e iew o pe -
inen li e a u e, he eby es ablishing he heo e ical ounda ion o he s udy. Sec ion 3
delinea es he esea ch me hodology employed, while Sec ion 4 p esen s salien indings
de i ed om a c oss-case compa a i e analysis. Finally, Sec ion 5 concludes he pape and
ou lines a enues o u u e esea ch.
2. C i ical Success Fac o s in he Technology Comme cializa ion P ocess h ough
Licensing
Technology comme cializa ion is concep ualized as an expansi e p ocess encom-
passing s ages om planning o ma ke en y ia licensing (Jung e al. 2015; Lich en hale
2011). These pi o al s ages a e illus a ed in Figu e 1.
Figu e 1. S ages o he echnology comme cializa ion p ocess, adap ed om Lich en hale (2011)
and Jung e al. (2015).
While echnology licensing offe s mu ual ad an ages o bo h licenso s and licensees
(A o a e al. 2001), he success ul implemen a ion o a licensing s a egy necessi a es he
ca e ul conside a ion o a ious c i ical elemen s (Megan z 2002; Ve bano e al. 2011). As
such, schola ly inqui ies in o he ac o s in luencing he success o ailu e o echnology
comme cializa ion h ough licensing a e o conside able academic and p ac ical signi i-
cance.
In he p esen s udy, we sc u inize nine c i ical success ac o s as delinea ed by Du s
and S åhle (2013): ela ional issues, people, go e nance, acili a o s, esou ces, s a egy,
echnology comme cializa ion p ocess, leade ship, and cul u e. These ac o s can be cohe-
si ely ca ego ized in o ou o e a ching domains, as p oposed by Biglia di and Gala i
(2016): knowledge, collabo a ion, o ganiza ional, and inancial and s a egic. The ensuing
sec ion elabo a es on he speci ic ac o s subsumed unde each o hese ca ego ies, culmi-
na ing in a syn hesized classi ica ion p esen ed in Table 1.
The ca ego y o “Knowledge” encompasses bo h in e nal and ex e nal expe ise pe -
inen o he comme cializa ion o echnology. This domain is in eg al o he success o a
licensing en u e, as i acili a es he inco po a ion o ex e nal specialized knowledge in o
he o ganiza ion (Olawo e e al. 2022; an de V ande e al. 2009). Included wi hin his
Figu e 1.
S ages o he echnology comme cializa ion p ocess, adap ed om Lich en hale (2011) and
Jung e al. (2015).
While echnology licensing o e s mu ual ad an ages o bo h licenso s and licensees
(A o a e al. 2001), he success ul implemen a ion o a licensing s a egy necessi a es he
ca e ul conside a ion o a ious c i ical elemen s (Megan z 2002;Ve bano e al. 2011). As
such, schola ly inqui ies in o he ac o s in luencing he success o ailu e o echnology
comme cializa ion h ough licensing a e o conside able academic and p ac ical signi icance.
In he p esen s udy, we sc u inize nine c i ical success ac o s as delinea ed by Du s
and S åhle (2013): ela ional issues, people, go e nance, acili a o s, esou ces, s a egy,
echnology comme cializa ion p ocess, leade ship, and cul u e. These ac o s can be co-
hesi ely ca ego ized in o ou o e a ching domains, as p oposed by Biglia di and Gala i
(2016): knowledge, collabo a ion, o ganiza ional, and inancial and s a egic. The ensu-
ing sec ion elabo a es on he speci ic ac o s subsumed unde each o hese ca ego ies,
culmina ing in a syn hesized classi ica ion p esen ed in Table 1.
The ca ego y o “Knowledge” encompasses bo h in e nal and ex e nal expe ise pe -
inen o he comme cializa ion o echnology. This domain is in eg al o he success o
a licensing en u e, as i acili a es he inco po a ion o ex e nal specialized knowledge
in o he o ganiza ion (Olawo e e al. 2022; an de V ande e al. 2009). Included wi hin his
ca ego y is he ac o o he “Technology Comme cializa ion P ocess”, al e na i ely e med
Adm. Sci. 2024,14, 9 4 o 17
“Open Inno a ion” o “Licensing”, con ingen upon he speci ic ocus o he p ocess in
ques ion. This ac o necessi a es a nuanced unde s anding o he a ious s ages in ol ed
in echnology comme cializa ion (Colombo e al. 2011), he dis inc phases o a echnology’s
li ecycle (Buganza and Ve gan i 2009), and he idiosync asies inhe en o each case wi h
espec o p ocess implemen a ion ( an de V ande e al. 2009). A lack o comp ehensi e
unde s anding in his a ea can esul in ambiguous o o e ly complex p ocesses, he eby
unde mining he e icacy o echnology comme cializa ion e o s.
Table 1.
Classi ica ion o c i ical success ac o s o echnology comme cializa ion h ough licensing.
Ca ego y C i ical Fac o Re e ences
Knowledge Technology comme cializa ion
p ocess
(Buganza and Ve gan i 2009;Colombo e al. 2011;
Olawo e e al. 2022; an de V ande e al. 2009).
Collabo a ion
Rela ional issues
(A san i e al. 2022;Biglia di and Gala i 2016;B unswicke
and Eh enmann 2013;Buganza e al. 2011;de Oli ei a e al.
2018;G ama-Vigou oux e al. 2020;Jung e al. 2015;Lee e al.
2023;Puck e al. 2007;Schiele 2012; an de V ande e al.
2009;Ve bano e al. 2011;Ziyadin e al. 2018).
Facili a o s (Chia oni e al. 2010;Du s and S åhle 2013;Mulle and
Hu chins 2012;Puck e al. 2007;Whelan e al. 2011).
O ganiza ional
People
(de Oli ei a e al. 2018;Lich en hale 2009;Mulle and
Hu chins 2012;Os e gaa d e al. 2011;
an de V ande e al. 2009;Ve bano e al. 2011).
Leade ship (de Oli ei a e al. 2018;Lee e al. 2012;Ve bano e al. 2011).
Cul u e
(Aye be e al. 2022;de Oli ei a e al. 2018;G ama-Vigou oux
e al. 2020;Lich en hale 2011;T anekje and Knudsen 2012;
Vanha e beke 2017;Ve bano e al. 2011).
Financial and s a egic
Resou ces
(B unswicke and Eh enmann 2013;Jung e al. 2015;
Nieha es 2010;Schiele 2012; an de V ande e al. 2009;
Ve bano e al. 2011).
Go e nance
(Buganza e al. 2011;Chia oni e al. 2010;de Oli ei a e al.
2018;Lee e al. 2012;Mooi and Wuy s 2021;Mulle and
Hu chins 2012;Puck e al. 2007; an de V ande e al. 2009;
Ve bano e al. 2011).
S a egy
(Ahn e al. 2017;Buganza and Ve gan i 2009;Chen e al.
2023;de Oli ei a e al. 2018;G ama-Vigou oux e al. 2020;
Lich en hale 2011;Vanha e beke 2017;Ve bano e al. 2011).
The ca ego y o “collabo a ion” pe ains o pa ne beha io and consolida es wo
key ac o s: “ ela ional issues” and “ acili a o s”. The “ ela ional issues” ac o assesses
he e icacy o in e -o ganiza ional ne wo k s uc u es in os e ing obus pa ne ships
and close business a ilia ions (B unswicke and Eh enmann 2013;de Oli ei a e al. 2018;
Ziyadin e al. 2018). Along hese lines, Bashi e al. (2023) emphasized he ole o man-
age ial ies in enhancing SME pe o mance h ough business model inno a ion. This
ac o aims o op imize pa ne alignmen (Biglia di and Gala i 2016;G ama-Vigou oux
e al. 2020;Lee e al. 2023; an de V ande e al. 2009). T us and pa ne compa ibili y
eme ge as pi o al pa ame e s wi hin his con ex (de Oli ei a e al. 2018;Jung e al. 2015).
Addi ional conside a ions include he na u e o he collabo a ion (Buganza e al. 2011),
anspa en and open communica ion (Puck e al. 2007;Schiele 2012), and a his o y o
sha ed expe iences be ween pa ne s (Schiele 2012). Con e sely, oppo unis ic beha io
can unde mine he e ec i eness o a licensing pa ne ship (A san i e al. 2022;de Oli ei a
e al. 2018;
Jung e al. 2015
). The “ acili a o s” ac o encompasses he oles o inno a ion
b oke s (Whelan e al. 2011), ela ionship manage s (Mulle and Hu chins 2012), eam ain-
e s (Puck e al. 2007), and inno a ion champions (Chia oni e al. 2010). These acili a o s
Adm. Sci. 2024,14, 9 5 o 17
se e o enhance he o ganiza ional pe o mance by syne gizing he di e se ac o s and
hei espec i e conce ns, he eby os e ing mo e e icien collabo a i e e o s (Du s and
S åhle 2013).
The “o ganiza ional” ca ego y encompasses manage ial compe encies and in eg a es
h ee pi o al ac o s: “people”, “leade ship”, and “cul u e”. The “people” ac o unde -
sco es he impo ance o assembling a di e se, mul idisciplina y eam—cha ac e ized by
a ied gende , age, educa ional backg ounds, and specialized skills— o engage in he
echnology comme cializa ion endea o (Lich en hale 2009;Os e gaa d e al. 2011; an
de V ande e al. 2009). Addi ionally, eam membe s mus demons a e a s ong commi -
men o he p ojec ’s objec i es (de Oli ei a e al. 2018;Mulle and Hu chins 2012) and be
adequa ely mo i a ed o e ec i ely con ibu e ( an de V ande e al. 2009;Ve bano e al.
2011). The “leade ship” ac o pe ains o he p esence o leade s who a e bo h willing
and compe en o guide he o ganiza ion h ough ans o ma i e p ocesses (de Oli ei a
e al. 2018;Lee e al. 2012;Ve bano e al. 2011). The “cul u e” ac o e alua es he ex en
o which an o ganiza ion is ecep i e o change, open o ex e nal inno a ions, and os e s
an en i onmen ha encou ages expe imen a ion, ne wo king, and knowledge sha ing
(Aye be e al. 2022;de Oli ei a e al. 2018;G ama-Vigou oux e al. 2020;Lich en hale 2011;
T anekje and Knudsen 2012;Vanha e beke 2017;Ve bano e al. 2011).
The “ inancial and s a egic” ca ego y encompasses bo h economic and s a egic
dimensions, in eg a ing h ee c i ical ac o s: “ esou ces”; “go e nance”; and “s a egy”.
The “ esou ces” ac o emphasizes an o ganiza ion’s capabili y o u nish he equisi e
esou ces o success ul echnology comme cializa ion. These esou ces include no only
high-calibe human capi al bu also adequa e inancial budge ing and ime alloca ion (Jung
e al. 2015;Nieha es 2010;Schiele 2012; an de V ande e al. 2009;Ve bano e al. 2011).
Addi ionally, he o ganiza ion should be p epa ed o in es in essen ial in as uc u e, such
as in o ma ion echnology sys ems (Jung e al. 2015;B unswicke and Eh enmann 2013;
Schiele 2012). The “go e nance” ac o posi s ha e ec i e echnology comme cializa ion
is acili a ed by well-s uc u ed go e nance amewo ks (Buganza e al. 2011;Lee e al.
2012;Mooi and Wuy s 2021;Ve bano e al. 2011). This includes a clea delinea ion o oles,
asks, and esponsibili ies ( an de V ande e al. 2009), well-a icula ed objec i es (Mulle
and Hu chins 2012), pe o mance measu emen sys ems (Chia oni e al. 2010;Mooi and
Wuy s 2021;Puck e al. 2007), and obus p ojec and knowledge managemen sys ems (de
Oli ei a e al. 2018;Chia oni e al. 2010). The “s a egy” ac o unde sco es he necessi y
o o ganiza ions o in eg a e echnology comme cializa ion wi hin he b oade con ou s o
hei co po a e s a egy (Ahn e al. 2017;Buganza and Ve gan i 2009;Chen e al. 2023;de
Oli ei a e al. 2018;G ama-Vigou oux e al. 2020;Lich en hale 2011;Vanha e beke 2017;
Ve bano e al. 2011).
3. Resea ch Me hodology
This sec ion delinea es he esea ch design employed o his s udy, elabo a ing on he
p ocedu es o case selec ion, da a collec ion, coding, and analysis.
3.1. Resea ch Design
The p ima y aim o his s udy is o sc u inize he key de e minan s o success ul ech-
nology comme cializa ion ia licensing, wi h a speci ic ocus on he s a egic exploi a ion o
licensing by SMEs in in e na ional con ex s. Gi en he in ica e na u e o he phenomenon
unde in es iga ion, a mul iple-case-s udy app oach was deemed he mos app op ia e
esea ch me hodology (Eisenha d 1989;Yin 2009). This me hodological choice is u he
subs an ia ed by i s alignmen wi h he explo a o y, open-ended esea ch ques ions posi ed
in his s udy ( e e o Sec ion 1), as i acili a es he ex ac ion o ich, nuanced da a. To
sys ema ically add ess hese esea ch ques ions, a classi ica ion amewo k was cons uc ed
based on an exhaus i e e iew o he pe inen li e a u e (see Table 1).
Adm. Sci. 2024,14, 9 6 o 17
3.2. Case Selec ion
The me hodology o case selec ion in mul iple-case-s udy esea ch ypically employs
non- andom sampling echniques (Saunde s e al. 2019). In he p esen s udy, he objec-
i e was o cap u e a di e se ange o ou comes—bo h success ul and unsuccess ul—in
echnology comme cializa ion p ojec s in ol ing licensing. To his end, a maximum a ia-
ion sampling s a egy was employed o ensu e a he e ogeneous selec ion o pa icipa ing
o ganiza ions (Palinkas e al. 2015;Choun alas e al. 2020).
F om an ini ial pool o nine o ganiza ions wi hin he sola pho o ol aic sec o , all
engaged in simila echnology comme cializa ion endea o s—speci ically, he comme -
cializa ion o sola moun ing sys ems om a common licenso , he ea e e e ed o as
Company L—we selec ed a s a i ied pu pose ul sample o ou licensees, he ea e e e ed
o as Companies I, T, G, and M. This selec ion was based on c i e ia designed o cap u e
a b oad spec um o expe iences and s a egies in echnology comme cializa ion. These
c i e ia included he di e si y o ma ke p esence, he scale o ope a ions, he ex en o
engagemen in licensing ac i i ies, and he unique challenges and successes each company
encoun e ed in hei espec i e ma ke s. This app oach ensu ed a comp ehensi e analysis
ha e lec s he a ied landscape o SMEs in he sola pho o ol aic sec o .
The licenso and he ou selec ed licensees willingly g an ed us access o a mul i-
ace ed da ase . Ou ocus was in en ionally na owed o SMEs o con ibu e o an a ea
ha emains ela i ely unde - esea ched in con as o he ex ensi e li e a u e a ailable
on la ge o ganiza ions. I is wo h no ing ha SMEs p esen unique challenges and
oppo uni ies in he ealm o echnology comme cializa ion, necessi a ing specialized
schola ly a en ion (Biglia di and Gala i 2016;Lee e al. 2010;Lich en hale 2011). The
p o iles o he pa icipa ing o ganiza ions a e delinea ed in Table 2, wi h names edac ed o
p ese e con iden iali y.
Table 2. P o iles o sample o ganiza ions.
Company Role Main Ac i i ies O igin Ca ego y 1
Company L Licenso
Enginee ing, sales, and
ma ke ing o sola moun ing
sys ems in he pho o ol aic sec o
Spain Small
Company I Licensee
Specialized elec ical cons uc ion
in he enewable ene gy sec o India Medium
Company T Licensee
Enginee ing, p ocu emen , and
cons uc ion wi h a specializa ion
in pho o ol aics
Tu key Small
Company G Licensee Manu ac u ing o cable ays G eece Small
Company M Licensee Supplie o sola componen s Mexico Mic o
1Size ca ego ies a e based on he c i e ia o SME classi ica ion as s ipula ed by he Eu opean Union (2016).
3.3. Da a Collec ion P ocedu es
To ensu e obus ness in he da a collec ion p ocess, a iangula ed app oach was
employed, inco po a ing mul iple me hods such as in e iews, desk esea ch, and on-
si e obse a ions. The objec i e o his iangula ion is o co obo a e he da a, he eby
enhancing he c edibili y o he esea ch indings (Jick 1979;Shih 1998). In e iews we e
conduc ed using a semi-s uc u ed o ma , which allows o he eme gence o new hemes
wa an ing u he in es iga ion (Saunde s e al. 2019). The du a ion o hese in e iews
a ied, anging om a minimum o one hou o a maximum o wo hou s. The in e iews
we e s uc u ed o collec pe spec i es om bo h he licenso (i.e., Company L) and he
licensees (i.e., Companies I, T, G, and M), aligning wi h ou s udy’s analy ical ocus. Ou
analysis p ima ily explo ed he iewpoin s o he licensees o unco e c i ical success
ac o s in echnology comme cializa ion. Addi ionally, we in eg a ed he licenso ’s insigh s
o gain a ho ough unde s anding o each alliance’s backg ound, speci ics, and ou comes.
Adm. Sci. 2024,14, 9 7 o 17
The wo ques ionnai es u ilized o he semi-s uc u ed in e iews wi h he licenso and he
licensees a e p esen ed in Sec ions Aand B, espec i ely. These in e iews we e conduc ed
wi h key execu i es om each pa icipa ing o ganiza ion, as de ailed below:
•
Company L: Chie Execu i e O ice (CEO) and Legal Counsel (Conduc ed in-pe son);
•Company I: Head o Sola Depa men (Conduc ed ia elecon e ence);
•Company T: Chie Ope a ing O ice (COO) (Conduc ed ia elecon e ence);
•Company G: Managing Di ec o (Conduc ed in-pe son);
•Company M: Managing Di ec o (Conduc ed ia elecon e ence).
All in e iews we e me iculously audio- eco ded and subsequen ly ansc ibed. To
enhance he alidi y and eliabili y o he indings, he da a ob ained om hese in e -
iews we e iangula ed wi h he on-si e obse a ions o p ojec p ocedu es, whe e easible,
and co obo a ed h ough a comp ehensi e e iew o o icial company documen a ion,
including da ashee s, co po a e p esen a ions, and inancial eco ds. P io o each in e -
iew, con iden iali y p o ocols we e explici ly discussed o acili a e candid discussions o
sensi i e opics. This p ecau iona y measu e aimed o ensu e he in eg i y o he da a by
encou aging un ese ed disclosu es om he in e iewees.
Table 3p o ides a syn hesized o e iew o he da a sou ces u ilized o each c i ical
success ac o , segmen ed by licensee, e lec ing hei unique expe iences in hei indi idual
licensing alliances wi h Company L. The able inco po a es a bubble cha o isually
ep esen ela i e equencies—speci ically, he wo d coun pe ac o o each in e iew
esponden . Ci cles o a ying diame e s a e used o deno e hese equencies. Addi ionally,
he able speci ies he alida ion me hods employed, indica ing whe he he in e iew da a
we e co obo a ed h ough documen e iew, on-si e obse a ions, o bo h.
Table 3. O e iew o he da a sou ces pe c i ical success ac o ac oss di e en licensees.
Adm. Sci. 2024, 14, x FOR PEER REVIEW 8 o 18
Table 3. O e iew o he da a sou ces pe c i ical success ac o ac oss di e en licensees.
Company I
Company T
Company G
Company M
C i ical
Success Fac o s
In e iew
In e iew
Con i med by:
In e iew
In e iew
Con i med by:
In e iew
In e iew
Con i med by:
In e iew
In e iew
Con i med by:
Head o Sola
Depa men
Re iew o
Documen s
and Reco ds
On-Si e
Obse a ion
Chie
Ope a ing
O ice
Re iew o
Documen s
and Reco ds
On-Si e
Obse a ion
Managing
Di ec o
Re iew o
Documen s
and Reco ds
On-Si e
Obse a ion
Managing
Di ec o
Re iew o
Documen s
and
Reco ds
On-Si e
Obse a ion
Knowle
dge
Technology
comme cializa ion
p ocess
Collabo a ion
Rela ional issues
Facili a o s
O ganiza ional
People
Leade ship
Cul u e
Financial and
s a egic
Resou ces
Go e nance
S a egy
The easibili y o conduc ing on-si e obse a ions was acili a ed by ou p io consul-
ancy engagemen s wi h he o ganiza ions in ol ed in hese speci ic echnology comme -
cializa ion p ojec s. Examples o hese obse a ions encompass: (i) specialized aining
sessions, including bo h echnical and sales semina s conduc ed by he licenso ; (ii) day-
o-day ope a ions wi hin he depa men s esponsible o echnology comme cializa ion
Adm. Sci. 2024,14, 9 8 o 17
a he licensee o ganiza ions; and (iii) a endance a sola exhibi ions whe e bo h licenso
and licensees we e p esen , p o iding hem wi h an oppo uni y o e alua e hei mu ual
compa ibili y.
3.4. Da a Coding and Analysis
Da a coding p ocedu es we e p incipally in o med by he “s a lis ” o codes p o-
posed by Miles and Hube man (1994), and we e execu ed wi h he aid o MAXQDA 2022
(Release 22.8.0) so wa e, a specialized ool designed o compu e -assis ed quali a i e da a
analysis. These codes we e de i ed om he s udy’s classi ica ion scheme and o e a ching
esea ch ques ions. Consequen ly, key ac o s we e iden i ied ea ly in he esea ch p ocess,
co obo a ed by he comp ehensi e li e a u e e iew delinea ed in Sec ion 2. This app oach
ensu ed a igo ous and sys ema ic analysis, enhancing he c edibili y and alidi y o he
s udy’s indings.
3.5. Case Analysis Me hod
The coding o da a p ima ily se ed o iden i y eme gen pa e ns, pa icula ly in he
c oss-case analysis phase o he esea ch, as ecommended by Campbell (1975). Yin (2009)
ad oca es o he p epa a ion o indi idual case epo s p io o syn hesizing c oss-case
conclusions, an app oach ha in o med he amewo k depic ed in Figu e 2.
Adm. Sci. 2024, 14, x FOR PEER REVIEW 9 o 18
Figu e 2. Adap ed mul iple-case s udy amewo k, based on Yin (2009).
The da a analysis employed a dual app oach, encompassing bo h wi hin-case and
c oss-case analyses. Due o space cons ain s and in he in e es o enhancing eadabili y,
his pape omi s indi idual case epo s, ocusing ins ead on he agg ega ed da a de i ed
om each cases wi hin-case analysis. These da a a e o ganized in he o m o c oss-case
compa isons and a e summa ized in Table 4. Each en y in he able is ca ego ized by i s
co esponding c i ical success ac o , acili a ing a mo e s eamlined compa ison be ween
he empi ical indings and exis ing li e a u e, in acco dance wi h he me hodologies p o-
posed by Eisenha d (1989) and Bax e and Jack (2008).
Table 4. C oss-case summa y o c i ical success ac o s o echnology comme cializa ion.
C i ical
Success Fac-
o s
Licensees
Company I Company T Company G Company M
Technology
comme ciali-
za ion p o-
cess
In eg a ed and sys ema ic
app oach aligned wi h
o e all business ac i i ies.
Pa ially in eg a ed; ope -
a es alongside bu no
ully wi hin business ac-
i i ies.
Pa ially in eg a ed; ope -
a es alongside bu no
ully wi hin business ac-
i i ies.
Absen ; no speci ic p o-
cess in place.
Rela ional is-
sues
Syne gis ic and close
b
usiness ela ionship
wi h Company L.
Comple ed wo success-
ul p ojec s wi h Com-
pany Ls echnology.
O e a decade-long man-
u ac u ing pa ne ship
wi h Company L.
No p io collabo a ion
wi h Company L.
Facili a o s
Engaged licensing ain-
e s o p ojec manage-
men .
Engaged licensing ain-
e s o p ojec manage-
men .
Absen ; lacks expe ise in
managing collabo a i e
ela ionships.
Absen ; lacks expe ise in
managing collabo a i e
ela ionships.
People
Mul idisciplina y eam;
adequa e numbe o
highly skilled, p ojec -
dedica ed employees.
Limi ed bu highly skilled
s a o all licensing p o-
j
ec s.
Single highly skilled, p o-
j
ec -dedica ed employee.
Minimal sha eholde in-
ol emen ; insu icien
dedica ed ime o he
p ojec .
Leade ship
Ac i e op managemen
suppo o p ojec and
collabo a ion.
Ac i e op managemen
suppo o p ojec and
collabo a ion.
Limi ed op managemen
engagemen due o ime
cons ain s.
Top managemen p eoc-
cupied; minimal p ojec
in ol emen .
Cul u e
Open cul u e; his o y o
success ul licensing p o-
j
ec s.
P edominan ly open cul-
u e; p io amilia i y
wi h Company Ls ech-
nology as a clien .
P edominan ly open cul-
u e; p io supplie ela-
ionship wi h Company
L.
Closed cul u e; ocus on
immedia e e enue wi h-
ou inno a ion in es -
men .
Figu e 2. Adap ed mul iple-case s udy amewo k, based on Yin (2009).
The da a analysis employed a dual app oach, encompassing bo h wi hin-case and
c oss-case analyses. Due o space cons ain s and in he in e es o enhancing eadabili y,
his pape omi s indi idual case epo s, ocusing ins ead on he agg ega ed da a de i ed
om each case’s wi hin-case analysis. These da a a e o ganized in he o m o c oss-case
compa isons and a e summa ized in Table 4. Each en y in he able is ca ego ized by
i s co esponding c i ical success ac o , acili a ing a mo e s eamlined compa ison be-
ween he empi ical indings and exis ing li e a u e, in acco dance wi h he me hodologies
p oposed by Eisenha d (1989) and Bax e and Jack (2008).
Table 4. C oss-case summa y o c i ical success ac o s o echnology comme cializa ion.
C i ical
Success Fac o s
Licensees
Company I Company T Company G Company M
Technology
comme cializa ion
p ocess
In eg a ed and
sys ema ic app oach
aligned wi h o e all
business ac i i ies.
Pa ially in eg a ed;
ope a es alongside bu
no ully wi hin
business ac i i ies.
Pa ially in eg a ed;
ope a es alongside bu
no ully wi hin business
ac i i ies.
Absen ; no speci ic
p ocess in place.
Rela ional issues
Syne gis ic and close
business ela ionship
wi h Company L.
Comple ed wo
success ul p ojec s wi h
Company L’s
echnology.
O e a decade-long
manu ac u ing
pa ne ship wi h
Company L.
No p io collabo a ion
wi h Company L.
Adm. Sci. 2024,14, 9 15 o 17
•How did you go abou selec ing you licensing pa ne ?
•Can you desc ibe he na u e o you licensing alliance?
•
Can you desc ibe you company’s app oach o he echnology comme cializa ion
p ocess in collabo a ion wi h Company L?
•
How do you adap he comme cializa ion p ocess o align wi h di e en echnologies
and ma ke condi ions?
•
How do ela ional dynamics wi h Company L in luence he success o you licensing
alliance?
•
Ha e you engaged any ex e nal acili a o s o aine s o assis in he echnology
comme cializa ion p ocess? I so, how ha e hey con ibu ed?
•
Can you discuss he ole and composi ion o he eam in ol ed in he echnology
comme cializa ion p ojec ?
•
How does leade ship wi hin you company con ibu e o he success o he licensing
alliance?
•
Wha aspec s o you company’s cul u e ha e been pi o al in na iga ing he echnology
comme cializa ion p ocess?
•
Wha esou ces ( inancial, human, e c.) ha e been c ucial in you echnology comme -
cializa ion e o s?
•
How is go e nance s uc u ed in you company o o e seeing he licensing p ocess?
•
How does echnology comme cializa ion ia licensing in eg a e in o you o e all
co po a e s a egy?
•How do you assess he ou comes o you licensing alliance wi h Company L?
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