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dc.contributor.authorAustin, Jed
dc.date.accessioned2024-01-09T23:58:12Z
dc.date.available2024-01-09T23:58:12Z
dc.date.issued2023en
dc.identifier.urihttps://hdl.handle.net/2123/32085
dc.description.abstractScience commercialization drives societal innovation through the real-world application of scientific discoveries. However, despite the opportunity it presents, and growing scholarly focus on the subject, there remains a need for a deeper understanding of the micro-level dynamics that underlie this complex phenomenon. In this dissertation, I address this need through an 18-month ethnographic study of science commercialization in a nanotechnology research laboratory and practice-based theorizing of the findings. First, I review the literature on academic entrepreneurship to reveal conceptual deficits that are, in turn, resolved through a novel, practice-based conceptualization of science commercialization that is generative for future research. Second, I reveal the micro-level of science commercialization through an ethnographic study and generate a practice-based process model, with which I propose a new understanding of science commercialization challenges and theorize how inventors navigate these challenges. Third, I leverage micro-level and multimodal data from the ethnographic study to reveal how entrepreneurial strategy is formed in science commercialization, and how sociomaterial elements shape this strategy formation process. In this dissertation, I extend theoretical understanding of science commercialization with a new perspective that is rich with potential for future research. Importantly, I also deliver insights that are actionable for inventors and academic institutions to truly create impact from their research and drive innovation for society.en
dc.language.isoenen
dc.subjectCommercializationen
dc.subjectacademic entrepreneurshipen
dc.subjectpractice theoryen
dc.titleScience commercialisation: A turn to practiceen
dc.typeThesis
dc.type.thesisDoctor of Philosophyen
dc.rights.otherThe author retains copyright of this thesis. It may only be used for the purposes of research and study. It must not be used for any other purposes and may not be transmitted or shared with others without prior permission.en
usyd.facultySeS faculties schools::The University of Sydney Business School::Discipline of Strategy, Innovation and Entrepreneurshipen
usyd.degreeDoctor of Philosophy Ph.D.en
usyd.awardinginstThe University of Sydneyen
usyd.advisorMaguire, Steven


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