The Sources of Competitive Advantage in University Spin-Offs: a Case Study

Marco Greco, Michele Grimaldi, Laura Scarabotti, Massimiliano Maria Schiraldi


University Spin-Offs are incorporated to exploit the knowledge and skills achieved within Universities. Often, their competitive advantage is represented by specific know-how that may be hardly imitated by competitors. In this article we present an analysis of the intellectual capital assets owned by a University Spin-Off using a framework recently introduced in literature. The framework resorts to a series of structured interviews to key figures within the organization. The interviews are synthesized through the Analytic Network Process and the results are compared using graphical and cost/ benefit analyses. The implementation of the framework creates a useful panel for the planning of investments in intellectual capital assets in order to create value. Moreover, it may emphasize possible discrepancies among interviewees about the importance of each intellectual capital asset.


University Spin-Off; Academic Spin-Off competitive advantage; analytic network process; value drivers; intellectual capital assets; operations management; strategic framework

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