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Building a commercialization capability: A dynamic capability view
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DOI：10.1016/j.indmarman.2024.01.015.png)
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Abstract
En 中文
Firms live and die by their ability to successfully bring innovations to market, which places commercialization as a key capability. Contemporary research suggests that commercialization is a non-linear process with diverse activities and decisions that coincide and interact with the innovation process. By integrating dynamic capabilities as a theoretical lens, this study aims to enhance the understanding of the processual nature of commercialization. Through a longitudinal case study, we investigate how a firm's dynamic capabilities of sensing, seizing and transforming help build its commercialization capability as it changes its offerings from a consultancy to an eHealth service provider. The study contributes to the literature on commercialization by focusing on the organizational processes that lead to a firm's building of a commercialization capability. Four organizational processes are identified: commercial alertness, market context learning, organizational agility and alignment, and credibility building.
Keywords:
Processual nature of commercialization
Innovation processes
Commercialization capability
Dynamic capability
Organizational processes
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