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  • 1.
    Baraldi, Enrico
    et al.
    Uppsala universitet, Teknisk-naturvetenskapliga vetenskapsområdet, Tekniska sektionen, Institutionen för teknikvetenskaper, Industriell teknik. Uppsala universitet, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Samhällsvetenskapliga fakulteten, Ekonomisk-historiska institutionen, Centrum för teknik- och vetenskapstudier.
    Ingemansson, Malena
    Uppsala universitet, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Samhällsvetenskapliga fakulteten, Ekonomisk-historiska institutionen, Centrum för teknik- och vetenskapstudier.
    Launberg, Anna
    Uppsala universitet, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen.
    Controlling the commercialisation of science across inter-organisational borders: Four cases from two major Swedish universities2014Ingår i: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 43, nr 3, s. 382-391Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    The purpose of this paper is to analyse howdifferent types of control are applied in different mechanisms for commercialisingscience, according to the inter-organisational interactions involved. To achievethis purpose, we followed a multiple-case study design and selected four casesfrom Uppsala University and the Karolinska Institutet that provided variationin the commercialisation mechanisms (PET Centre, Ångström Materials Academy,Actar, and Karolinska Development). We find that action and resultcontrols dominate in linear ‘spin-out’ funnel mechanisms, while interactive mechanismsentail a combination of action, result and personalcontrols. However, the inter-organisational interactions also impact whichcontrols are applied in a commercialisation mechanism: conflicting goals between a few closely related organisations or limited external interactions are associated with result controls, whileaction controls dominate in the absence of external interactions if timeand efficiency are key goals. Result controls also assume very different roles, depending on the inter-organisational context of a specific commercialisation mechanism.

  • 2.
    Baraldi, Enrico
    et al.
    Uppsala universitet, Teknisk-naturvetenskapliga vetenskapsområdet, Tekniska sektionen, Institutionen för teknikvetenskaper, Industriell teknik.
    Ingemansson, Malena
    Uppsala universitet, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Samhällsvetenskapliga fakulteten, Ekonomisk-historiska institutionen, Centrum för teknik- och vetenskapstudier.
    Launberg, Anna
    Uppsala universitet, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen.
    Governance and control of the commercialization of science. Examples from two major Swedish universities2011Ingår i: Uppsala Public Management Seminar, 2011Konferensbidrag (Refereegranskat)
    Abstract [en]

    This paper analyses four episodes of commercialization of science taken from the innovation practices of two major Swedish universities, Karolinska Institutet and Uppsala University. The four mini-cases (PET center, Ångström Materials Academy, Actar AB, and Karolinska Development) were selected to provide variation in the commercialization mechanisms and goals. Our purpose is to relate the patterns of control and governance in each episode with its goal and commercialization mechanism. In doing this we also discuss the impact that the number and typology of actors involved, as well as their relationships, have on how control is exerted in each commercialization episode.

  • 3.
    Launberg, Anna
    Uppsala universitet, Humanistisk-samhällsvetenskapliga vetenskapsområdet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen.
    Creating value from science: Interaction between academia, business and healthcare in the Uppsala PET Centre case2017Doktorsavhandling, monografi (Övrigt vetenskapligt)
    Abstract [en]

    Recent decades have seen greater focus, both national and global, on universities’ role in boosting economic growth. Besides teaching and conducting research, universities are urged to contribute directly to the economy by commercialising research findings and interacting with industry.

    This thesis explores the dynamics and effects of such interplay by concentrating on a particular case of interaction involving Uppsala University, Uppsala University Hospital and a large multinational corporation. More specifically, the aim of the study was to investigate how use of science and value creation from science are affected when actors belonging to disparate spheres interact closely. The thesis recounts the evolution of the Uppsala PET Centre, established as a University research institute in 1989, which has served both as a site for pre-clinical and clinical research and as an important resource in routine clinical work. The whole Centre was commercialised when a large firm acquired it in 2002, only to be decommercialised and returned to the University and the University Hospital less than a decade later.

    Using a network perspective, this thesis analyses the journey of the Uppsala PET Centre by studying interfaces between physical and organisational resources. The basic argument is that to understand the effects of inter-sphere interaction on science use, one must consider the materiality of science and differences between the interacting actor spheres in terms of preferences, norms and goals – ‘schemes of valuation’ in the present work. The study shows that the materiality of science has a restrictive impact on flexibility of science use, and different actors’ simultaneous use of science is therefore severely constrained. Because of these constraints, the actor spheres involved struggle to control physical scientific resources in ways aligned with their particular schemes of valuation. Sharing, turn-taking and efforts to separate overlapping use contexts become the means of managing the restricted scope for science use.

    Further, this thesis demonstrates that while interfaces containing physical resources are controllable and always result in some kind of value (albeit not necessarily on the scale expected), the outcomes of combinations of organisational resources connected with disparate schemes of valuation are impossible to anticipate and control.

    The thesis concludes that there are reasons to rethink our expectations of the short-term economic and social effects of university–industry interaction, a complicated affair that encompasses opportunities and unforeseeable challenges alike.

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