The incubator resource integration: The distribution of resources between universities, researchers and a Chinese commercialisation organisation

Abstract

With the ever increasing connectedness of the world, what was once a local marketplace is fast becoming highly competitive with international businesses progressively capturing more market share. This poses issues for inefficient local companies, and opportunities for start-ups with cutting-edge competitive advantages. However, to successfully survive in this hypercompetitive marketplace, both start-ups and established companies are starting to rely on external parties for support to develop and strengthen their position in the international marketplace. This report examines the international trends of resource sharing between universities and research institutions with Nanshan incubator, Cloud Valley and Cloud Valley’s clientele. To establish a baseline understanding of resource sharing in this commercialisation context, an international literature search was performed from both western and eastern peer-reviewed research databases. Unfortunately this yielded little directly relevant to the topic, while a number of partially relevant papers touched on peripheral issues such as concerns of resource integration, sustainable interactions and what has resulted in successful commercialisation in the past. Although the literature does not state anything explicitly useful, it has allowed for a rigorous framework to be established through which realistic solutions have been generated. In light of insufficient published information on this topic, an international scoping incubator and commercialisation practices was undertaken from China, Australia and Mexico. This exercise revealed a number of existing mechanisms for resource integration, such as utilising student’s ideas and creativity on Uniquest’s start-up’s business plans as an elective for their university degree in the University of Queensland’s business masters degree. Furthermore, it identified ideas that are being considered for future implementation, such as iLab’s proposed “Pollinate” program, which aims to showcase business plans to attract the required resources from external parties. This process also identified other pertinent topics, such as the major resource challenges that these organisations face, of which capital and technical skill ranked as the major resource concern for the Brisbane entrepreneurial scene. Understanding the currently international perspective, these practices were compared to the Nanshan incubator subsidiary Yungu. Also called “Cloud Valley”, Yungu is only just in the establishment phase of its life, with only a handful of established and start-up companies present. Subsequently, its short-term focus must be on establishing the culture and networks required to integrate resources. Once Cloud Valley is established with a strong vision and well connected employees, it is then that the mechanisms of resource integration can be implemented. These mechanisms are primarily based around graduate employment services and a post graduate course designed to deliver university resources through students enrolled in nearby universities. In the meantime, Cloud Valley should diversify the roles of its existing staff members to incorporate active human resources and external relations managers that will create the required innovative environment for resource integration.