Fabrizio Errico

University-Industry Interface: Open and Dynamic Business Models to Reduce Spin-offs Risk of Failure

Abstract Following the triple helix (TH) model and the way knowledge is transferred into the industry domain, this chapter aims to define features interface that should be implemented in order to facilitate the University–Industry (UI) relationship and thus encourage the spin-off creation. In order to support this relationship, a new business model configuration of an entrepreneurial ecosystem is proposed, aiming at creating a sustainable environment, where business entities can grow. The field of the Governance of Entrepreneurial Ecosystems is also investigated in order to define a framework for launching, developing, and sustaining a company over time. This chapter presents a case study developed within the University of Salento (Italy). It capitalizes results from three different research analyses, based on questionnaires and interviews with actors of the spin-off network (professors and researchers, graduating students, admin-tech staff of the Technology Transfer Office, spin-offs’ CEOs/Associates, and R&D managers of external companies) and on results coming from scientific publications and regional/national reports in the innovation context. A research methodology based on semantic network analysis and sentiment analysis has been applied in order to identify which features an interface should implement in order to facilitate the UI relationship and encourage the spin-off creation. To support the start-up overcoming the “death valley,” the creation of a link between the strategy used to transfer value to the market and the phase of innovation is proposed inside the business model configuration. Some aspects of a governance model of an entrepreneurial ecosystem were also presented in order to support the business evolution of a single business entity and assuring sustainability over time.

The role of knowledge in the new product development process through the perspective of business model

Collaborating to new product development (NPD) is became a common and diffused practices to share skills and resources and to better manage costs and risks. The important role of collaboration in network and its interrelated exchange of knowledge needs in–depth analysis to highlight their role in the organisational mechanisms of working. This paper describes a business model for companies working in network where the knowledge and its protection is relevant. It is as a conceptual paper and wants to highlight the relevant role of the knowledge exchanged in a value network of companies for developing a new product. These aspects are treated and discussed through the use of business model elements in order to point out the relevance of knowledge and its management also in the organisational operations definitions. The findings contribute to enlarge the proposition on business model and knowledge sharing for NPD.

Avio case study: the MRO process

This chapter presents the case study of the Avio Brindisi plant where a profound process of change has been in progress for a number of years. We use the TEKNE Project methodology of change to analyze the different aspects of the case, highlighting the firm’s strategic, organizational and technological characteristics and the environment it operates in. In particular, we envisage a change in the plant’s business model in response to the expansion of its client segments and a potential new approach to MRO operations based on advanced fleet management practices that would radically change the firm’s organization and value network with respect to its MRO service offering, thereby yielding extensive global market opportunities.

A methodology aimed at fostering and sustaining the development processes of an IE-based industry

In the current competitive scenario, where business relationships are fundamental in building successful business models and inter/intra organizational business processes are progressively digitalized, an end-to-end methodology is required that is capable of guiding business networks through the Internetworked Enterprise (IE) paradigm: a new and innovative organizational model able to leverage Internet technologies to perform real-time coordination of intra and inter-firm activities, to create value by offering innovative and personalized products/services and reduce transaction costs. This chapter presents the TEKNE project Methodology of change that guides business networks, by means of a modular and flexible approach, towards the IE techno-organizational paradigm, taking into account the competitive environment of the network and how this environment influences its strategic, organizational and technological levels. Contingency, the business model, enterprise architecture and performance metrics are the key concepts that form the cornerstone of this methodological framework.