Science-to-Business collaborations: A science-to-business marketing perspective on scientific knowledge commercialization

Exchange between science and industry is a prerequisite for innovation (Kaufmann & Tödtling, 2001; Pittaway, Robertson, Munir, Denyer & Neely, 2004) and has attracted considerable interest to the role of relationships and interactions in the process of bringing ideas to the market and commercializing knowledge (Pittaway et al., 2004 and Porter and Ketels, 2003; Story, Hart & O'Malley, 2009). Despite enormous government financing, artificially supporting the development of such collaborative partnerships has proved difficult. This study extends industrial marketing's B-2-B model by looking at public sector participants in collaborations in order to examine the process of establishing scientific–knowledge–commercialization collaborations. It is based on 82 interviews in 17 collaborative-research projects in both Ireland and Germany. The findings suggest that retention is a catalyst for improving established collaborations to facilitate the commercialization of scientific knowledge through repeated projects. Retention results from loyal collaborators. Collaborators become loyal and committed because they are content with the overall relationship, commercialization service and quality. It is fundamental that all collaborators understand each other's roles and motive as incongruities hamper the development of productive collaborations. In addition, universities need to develop a greater appreciation of the role of satisfaction. Overall, the study shows the importance of repeat collaborations and the development of mutual benefits which facilitate scientific knowledge commercialization. The study also demonstrates how contextual differences impact on scientific knowledge commercialization in both Ireland and Germany.

► The development of a science-to-business marketing perspective for the analysis of scientific knowledge collaborations. ► An inclusive research design that seeks the views of all participants in the collaborative process. ► Shows the centrality of satisfaction, loyalty and retention to the development of science-to-business collaborations. ► The contextual background (Ireland and Germany) enables more accurate conclusion drawing.