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|Title: ||The incubator resource integration: The distribution of resources between universities, researchers and a Chinese commercialisation organisation|
|Other Titles: ||产学研与创业企业自主创新: 如何整合南山区髙新研究机构的资源|
|Authors: ||Liu, Zhao (劉昭)|
Weng, Jianlong (翁建隆)
|Issue Date: ||2013|
|Abstract: ||With the ever increasing connectedness of the world, what was once a local marketplace is fastbecoming highly competitive with international businesses progressively capturing more market share.This poses issues for inefficient local companies, and opportunities for start-ups with cutting-edgecompetitive advantages. However, to successfully survive in this hypercompetitive marketplace, bothstart-ups and established companies are starting to rely on external parties for support to develop andstrengthen their position in the international marketplace. This report examines the international trendsof resource sharing between universities and research institutions with Nanshan incubator, Cloud Valleyand Cloud Valley’s clientele.To establish a baseline understanding of resource sharing in this commercialisation context, aninternational literature search was performed from both western and eastern peer-reviewed researchdatabases. Unfortunately this yielded little directly relevant to the topic, while a number of partiallyrelevant papers touched on peripheral issues such as concerns of resource integration, sustainableinteractions and what has resulted in successful commercialisation in the past. Although the literaturedoes not state anything explicitly useful, it has allowed for a rigorous framework to be establishedthrough which realistic solutions have been generated.In light of insufficient published information on this topic, an international scoping incubator andcommercialisation practices was undertaken from China, Australia and Mexico. This exercise revealed anumber of existing mechanisms for resource integration, such as utilising student’s ideas and creativityon Uniquest’s start-up’s business plans as an elective for their university degree in the University ofQueensland’s business masters degree. Furthermore, it identified ideas that are being considered forfuture implementation, such as iLab’s proposed “Pollinate” program, which aims to showcase businessplans to attract the required resources from external parties. This process also identified other pertinenttopics, such as the major resource challenges that these organisations face, of which capital andtechnical skill ranked as the major resource concern for the Brisbane entrepreneurial scene.Understanding the currently international perspective, these practices were compared to the Nanshanincubator subsidiary Yungu. Also called “Cloud Valley”, Yungu is only just in the establishment phase ofits life, with only a handful of established and start-up companies present. Subsequently, its short-termfocus must be on establishing the culture and networks required to integrate resources. Once CloudValley is established with a strong vision and well connected employees, it is then that the mechanismsof resource integration can be implemented. These mechanisms are primarily based around graduateemployment services and a post graduate course designed to deliver university resources throughstudents enrolled in nearby universities. In the meantime, Cloud Valley should diversify the roles of itsexisting staff members to incorporate active human resources and external relations managers that willcreate the required innovative environment for resource integration.|
|Source URI: ||http://hdl.handle.net/2031/7157|
|Source Fulltext: ||http://dspace.cityu.edu.hk|
|Appears in Collections:||OAPS - Dept. of Information Systems 资讯系统学系|
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