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This article discusses the influence of formal technology transfer from a public research organization (PRO) on the amount of capital that a spin-off raises at start-up and the increase in capital post start-up. Examination of the relationships is provided using a sample of 135 spin-offs from PROs across five European countries. Findings suggest that spin-offs with formal technology transfer begin with a larger amount of capital, but ultimately do not raise more capital than spin-offs without formal technology transfer.

Our research seeks to develop understanding of the factors explaining venture capital investment managers' attitudes towards investment in the unique context of academic spin-outs. We provide a novel integration of both VC fund characteristics and investment managers' human capital characteristics with a unique hand-collected dataset of 68 early stage VC investment managers in Europe. Attitudes toward academic spin-out investing are positively affected by the presence of public sector capital and by investment managers who are more intensively involved with the entrepreneur. Specific human capital in investment managers who had worked in an academic environment is more likely associated with investment in academic spin-outs. In terms of general human capital, financial experience is positively related while entrepreneurial experience is negatively associated with investment attitude towards academic spin-outs. There may be a need to facilitate the attraction of people from industry and investment banking into public VC funds in particular. [ABSTRACT FROM AUTHOR]

University technology transfer offices (henceforth, TTOs) play a critical role in the diffusion of innovation and the development of new technology infrastructure. Studies of the relative efficiency of TTOs have been based on licensing output measures and data from a single country. In contrast, we present the first cross-country comparison of the relative performance of TTOs, based on stochastic multiple output distance functions. The additional dimension of output considered is the university's propensity to generate start-up companies, based on technologies developed at these institutions. We find that US universities are more efficient than UK universities and that the production process is characterized by either decreasing or constant returns to scale. Universities with a medical school and an incubator are closer to the frontier. [ABSTRACT FROM AUTHOR]

This paper evaluates a fellowship scheme aiming to overcome attitudinal and operational barriers towards university technology transfer. We propose barriers exist because of the focus of many academics exclusively within a peer review research network. We explore the case of the Medici Fellowship programme that was implemented in biomedical departments across five universities located in the midlands of England. Our evidence suggests that such fellowship programmes, through the retraining of academics, may have a positive impact on the commercialisation of research. In particular, the fellows, through the enhancement of their social and human capital, are able to act as agents of attitudinal change in their host departments and are seen to build bridges into external business networks that can provide early stage funding, market and legal information and help identify potential customers for nascent academic entrepreneurs. [ABSTRACT FROM AUTHOR]

We explore the joint venture route to commercializing university owned intellectual property. We present comparisons between two spinouts formed as joint ventures between universities and industrial partners and two spinouts where this was not the case. The research employs a resource-based framework, with new high tech spinout firms (or firms in gestation) facing severe resource and capability constraints. We show that spinouts typically lack the financial means and managerial expertise to acquire the resources and develop the capabilities they need in order to fully exploit the commercial potential of their technologies. We argue that creating a spinout company as a joint venture with an industrial partner, may be a means of overcoming some of the potential problems associated with managing resource weaknesses and inadequate capabilities that may be difficult to achieve as a freestanding spin-out company with or without venture capital backing. [ABSTRACT FROM AUTHOR]