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Internationalization of an academic invention through successive science-business networks: The case of TAVI

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Abstract

The aim of this paper is to explain how new technology ventures move, grow, and scale. Such ventures internationalize much faster than depicted by the traditional Uppsala model (Johanson and Vahlne, J Int Bus Stud 8:23–32, 1977; Johanson and Vahlne, Mark Rev 7(4), 1990; Johanson and Vahlne, J Int Entrep 1:83–101, 2003; Johanson and Vahlne, Manag Int Rev 46:165–178, 2006; Oviatt and McDougall, J Int Bus Stud 25:45–64, 1994). According to the Uppsala model, the main reason it takes time is that entrepreneurs need to build networks and learn. Many scholars have investigated how they may be able to learn faster and grow networks more effectively. While these explanations contribute to a better understanding of the process, they appear disturbingly insufficient. By means of an in-depth case study, we aim at identifying how learning and network-building constraints may be circumvented. We have investigated the internationalization process of an invention at a Danish university hospital that became a new technology within minimally invasive heart surgery. While the invention took place in the periphery of the international medical network, the venture circulated to the most competent international science-business networks to mobilize resources and competencies. We found that its ability to succeed resulted from its roots in international academic networks and its connecting to core nodes in these as well as in adequate business networks—including, in particular, Venture Capital firms that are in the business of developing and scaling such technology ventures. We also found that the innovation process evolved through phases that called for different resources and capabilities. It thereby offered opportunities for actors, networks, and companies that control such capabilities to move in to take control and pull the venture through the next phase. The process is less like a long distance run, and more like a relay race. This radically reduces the need to learn as the new venture expands and scales.

Kurzdarstellung

Das Ziel dieses Artikels ist es zu erklären wie neue Technologieunternehmungen voranschreiten, wachsen und anpassen. Derartige Unternehmungen expandieren wesentlich schneller als im traditionellen Uppsalamodell dargestellt (Johanson and Vahlne 1977, 1990, 2003, 2006; Oviatt and McDougall 1993). Dem Uppsalamodell zu Folge liegt der Hauptgrund für Zeitverzögerungen darin, dass Unternehmer Netzwerke bilden und lernen müssen. Es gibt zahlreiche Untersuchungen welche der Frage nachgehen, wie ein solcher Lernprozess beschleunigt werden kann und Netzwerke effizienter zum Wachstum gebracht werden können. Während solche Untersuchungen zum Verständnis des Prozesses beitragen, erscheinen sie jedoch eher unzureichend. Mit Hilfe einer tiefgründigen Fallstudie, zielen wir darauf ab Wege zu finden, wie Begrenzungen im Lern- und Netzwerkbildungsprozess umgangen werden können. Wir untersuchten den Internationalisierungsprozess einer Erfindung aus einem dänischen Universitätsklinikum, welche eine neue Technologie innerhalb der minimalinvasiven Herzchirurgie darstellt. Während die Erfindung in der Peripherie des internationalen medizinischen Netzwerkes vor sich ging, schloss die Unternehmung die sachkundigsten internationalen unternehmerischen Wissenschaftsnetzwerke ein um Ressourcen und Kompetenzen zu mobilisieren. Wir konnten feststellen, dass die Möglichkeit eines Erfolges aus den Verzweigungen internationaler akademischer Netzwerke resultierte und von Verbindungen zu Kernknoten in diesen Netzwerken sowie zu geeigneten Unternehmungsnetzwerken – einschließlich, insbesondere, Unternehmungskaptialfirmen welche im Geschäft sind solche Technologieunternehmungen zu entwickeln und anzupassen. Wir haben außerdem festgestellt, dass sich der Innovationsprozess über Phasen entwickelte, welche unterschiedliche Ressourcen und Fähigkeiten bedurften. Daraus ergaben sich Möglichkeiten für Einzelbeteiligte, Netzwerke und Unternehmen welche derartige Fähigkeiten besitzen sich einzubringen und Unternehmungen in die nächste Entwicklungsphase zu verhelfen. Der Entwicklungsprozess entspricht daher weniger einem Langstreckenlauf, sondern vielmehr einem Staffellauf. Dies reduziert erheblich den Lernbedarf während die Unternehmung expandiert und sich anpasst.

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  1. Department of Innovation and Economic Organization, BI Norwegian Business School, Oslo, Norway

    Olga Mikhailova & Per Ingvar Olsen

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Mikhailova, O., Olsen, P.I. Internationalization of an academic invention through successive science-business networks: The case of TAVI. J Int Entrep 14, 441–471 (2016). https://doi.org/10.1007/s10843-016-0186-8

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