Abstract
In this chapter, the topic of the on-going learning, especially in SUs and specifically in TSUs, is discussed. The move from a TSU to the next stage discussed in length earlier from the practical aspects is discussed here as part of the learning process of the TSUs. The learning process in TSUs is presented. The early stages of learning to manage projects and the project results are presented as part of the TSU core activity in its role as TSU. The next logical step is to discuss the move to a complete mature firm as another stage in the learning process of the TSU, as a step characterized by learning and enhancing the managerial capabilities of the firm. Some of the research relevant for learning in TSUs is presented as well as the specific case of TSUs inside a technology incubator.
TopIntroduction
The discussion for far focused on the practical aspects, the barriers and assistive tools, the required changes and mainly the difference between the firm as focused on R&D and innovation versus the developed entity dealing with all aspects of the active firm.
However, the move from the one to the latter is not necessarily a novel action. It can be viewed as part of the learning process the TSU undergoes from the ideation stage to the readiness for the move into a complete firm. The learning process described below is a well-researched topic in management as the realization that entrepreneurs and the entity they are forming has to learn to cope with new challenges all the time (Calantone, Cavusgil, and Zhao, 2002; Delmar, and Shane, 2006; Hughes, and Morgan, 2007; Tsegay, Shi, and Wu, 2016; Entrialgo, and Iglesias, 2017; Yin, and Lou, 2018; Gabai, Ehrlich, Abdel Razek, and Krieger, 2020). There are differences between the stages where the learning has to be done by the individual and when the learning is done by the “firm1”. There is of course an important aspect of learning not only to perform the tasks but also in learning how to manage them, creating managerial capabilities in the firm. In fact, when dealing with out-sourcing, the aspect of managerial capabilities is paramount.
It is therefore important, once the move discussed in earlier chapter and its challenges are understood, to see it also from a different perspective, that of a learning move. In this chapter this will be the main discussion point.
Key Terms in this Chapter
Technology Innovation Incubators Program: A national program supporting TSUs in technology incubators. The incubators are firms selected by tender for a certain period in which they are selecting TSUs and together applying for financial support for the TSUs from the IIA. The incubators, receive for their services, equity, as well as additional equity for supplementary financial support. This program, started in 1990 has undergone several changes and is considered an engine for the creation of TSUs.
Israeli Innovation Authority: A corporate created by law in Israel in 2016 taking over the functions of several units within the government, and without, supporting innovation actions. It replaces the Office of the Chief Scientist of the Ministry of economic development and is operating the programs formerly operated by that office.
Transient Capabilities: The capabilities that are linked directly to specific personnel, based on their experience or training, and which exists in the firm as long as the specific person is employed. When the personnel change, the capabilities will change with the people leaving and the new people replacing them. These capabilities are not reflected in the processes and customs of the firm which remain in force even with personnel change.