Simcha Jong's Research
Simcha’s research group examines issues related to strategic management, innovation and entrepreneurship with an emphasis on the life sciences sector
A sample of some of his recent projects:
Universities as engines for industrial growth
How has the rise of new science-based industries altered the organization of universities? A study of the development of university-industry relationships in Silicon Valley details the critical role of universities in the region’s success and outlines distinctive organizational models pioneered by these universities in supporting economic growth (published in Research Policy).
Assessing the performance of Silicon Valley spin-off firms
Study on Silicon Valley firms and the academic laboratories these firms were spun off from. Findings highlight a significant impact of various organizational features of “founding laboratories” on the performance of firms in product development (published in Industrial and Corporate Change; awarded DIME WP European Framework Grant for qualitative research on university entrepreneurship).
Universities’ relationship to the economy and public policy
Which levers do policy makers in different countries have at their disposal in fostering the development of science-based industries? How are they constrained by existing labor- and financial- market institutions? (two book chapters).
Enhancing R&D productivity through academic collaborations
The study’s database comprises detailed information on activities in the academic community of 4,780 American and British science-based firms and the impact of these activities on R&D productivity. Findings outline strategic trade-offs managers face in interactions with the academic community. (with Research Associate Dr Kremena Slavcheva and funded through Innovation Research Initiative grant “New modes of Innovation”).
Managing science-led innovation in high-tech firms
Which organizational levers do managers have at their disposal in organizing science-led R&D? Case studies highlight formal structures, routines, and cultures that distinguish successful science-based ventures (International workshop planned at UCL for Summer 2011, funded through Innovation Research Initiative grant “New modes of Innovation”).
Commercializing disruptive technologies: Venture creation and the choice of business model
Which are
the strategic options for managers in commercializing disruptive technologies
if “downstream partners” are scarce?
Commercializing disruptive technologies: Business models for a rough financial climate
What are
the implications for managers of the additional funding constraints in the
current economic climate? (published in Nature Biotechnology)
Manufacturing decisions and the commercialization of disruptive technologies
Manufacturing expertise is often in short supply in novel industries. What are the implications for business development? (Funded through TSB Regenerative Medicine program).
Marketing disruptive technologies
What are the challenges managers face in marketing disruptive technologies and how do they alter the behavior of critical stakeholders? (with Research Associate Dr Enrico Forti and funded through Regenerative Medicine program).
