Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Constant and aggressive change is a characteristic that has shaped our present day life and occurs at all levels of society. In a new South Africa, an entrepreneurial approach has become a means of survival. Modern day South Africans have been compelled to adopt an innovative and entrepreneurial mindset in order to function optimally. For the higher education sector, this has meant the commercialisation of many aspects of their operations due to yearly cuts in subsidy allocations. Stellenbosch University is not exempt from this and is also affected by these cuts. The goal of this study is therefore to provide an internationally researched conceptual model and process for commercialising academic research at Stellenbosch University. This will require the adoption of an entrepreneurial mindset which views research differently from its traditional mode. By moving away from an academic view of research, new partnerships, opportunities and outcomes become possible, from which new revenue avenues could be opened. The question arises as to what technological innovations are likely to result in commercial success and what route should a university then take to successfully commercialise their research findings? Finding practical answers to these questions could provide a platform from which a university can make accurate and timely decisions with regards to the commercialisation of its academic research. Accurate decision-making is therefore an essential tool in the management of this process. Commercialisation is not viable without first creating an innovative mindset and platform. These cannot be created without first understanding the concept of newness. Consistent newness requires continuous innovation, from which academic entrepreneurship then stems. The successful commercialisation of this entrepreneurship can then be understood by considering the various concepts and basic components involved in commercialisation. A broad look at literature provided the basis for this platform from which a model could then be constructed. In constructing the model, the key components were first identified. Secondly, a brief look at four different commercialsiation models provided an overview of the thought pattems involved in such a process. The synthesis of these components and models culminated in a conceptual model for commercialisation within the Stellenbosch University environment. This model included the tangible and intangible side of commercialisation, incorporating organisational mindset, attitudes and culture. / AFRIKAANSE OPSOMMING: Konstante en omvattende verandering is 'n kenmerk van die eietydse samelewing en raak alle sosiale vlakke. 'n Entrepreneuriese benadering het in die nuwe Suid-Afrika 'n middel tot oorlewing geword. Eietydse Suid-Afrikaners word genoodsaak om innoverend en ondernemend te wees ten einde optimaal te kan funksioneer. Dit impliseer dat tersiere instellings byvoorbeeld baie van hul bedrywighede moet kommersialiseer, weens toenemende besnoeiings in subsidiering. Die Universiteit van Stellenbosch word insgelyks deur hierdie besnoeiings geraak. Die doel van hierdie studie is die ontwerp van 'n konsepsuele model en proses vir kommersialisering van akademiese navorsing vir die Universiteit van Stellenbosch, gebaseer op internasionale navorsing. Dit vereis 'n entrepreneuriese denkwyse wat navorsing anders benader as in die verlede. Deur weg te beweeg van 'n suiwer akademiese siening van navorsing, word nuwe vennootskappe, geleenthede en uitkomste moontlik, en skep sodoende ook nuwe bronne van inkomste. Tegniese innoverings wat prakties en uitvoerbaar is kan moontlik as platform dien vir hierdie kommersialisering. Dit veronderstel toepaslike besluitneming as noodsaaklike middel in die bestuur van die proses. 'n Nadere deurskouing van konsepte onderliggend aan suksesvolle kommersialisering van entrepreneurskap, tesame met 'n bree oorsig van navorsing in hierdie verband, het die basis gevorm vir die ontwerp van 'n model. Kernkomponente is eerstens identifiseer. Bestaande modelle het tweedens 'n oorsig van denkpatrone oor die ontwerp van so 'n proses gebied. 'n Sintese van hierdie komponente en modelle het kulmineer in 'n konsepsuele model vir kommersialisering binne die Universiteit van Stellenbosch omgewing. Hierdie model sluit die praktiese deel van kommersialisering, sowel as die ontasbare deel, naamlik organisatoriese denkwyses, houdings en kultuur in.

Thesis (MPhil (Sociology and Social Anthropology))--University of Stellenbosch, 2009. / This study focuses on academic entrepreneurship. It commences with a literature review on international trends in academic entrepreneurship, with a particular focus on incentive schemes used by selected countries to encourage innovativeness in academic institutions. Linkages between these incentives schemes and the improvement in the level of innovations made are demonstrated. This study will also show that in some countries, such as Brazil and Finland, these innovation incentives have led to the formation of start-up companies and an increased number of patents. The international scenario in academic entrepreneurship is linked to the South African scenario, as presented in the chapter on the science and technology landscape in South Africa. The main focus of the South African scenario will be on the National Innovation Competition (NIC), which is an instrument of the Innovation Fund specifically aimed at encouraging and providing innovation incentives at the level of higher education institutions. This research report also provide findings of interviews with different people within the academic entrepreneurship fraternity as well as an assessment of the differences between the winning and the non-winning business plans, which are used as a basis of providing incentives to the winners of the NIC. Recommendations are made in an attempt to provide solutions to the challenges encountered in the NIC at both institutional levels, as participants, and at government level, as funders of the NIC. This will hopefully improve the effectiveness and efficiency of the NIC. Although the NIC was only started in 2004, it is envisaged that areas of improvement can be identified at this early stage. This, coupled with the lessons learnt from the international literature review, will provide a mechanism that will make the NIC a powerful instrument to encourage innovation at HEI (Higher Education Institution) level. The conclusions drawn from this report include lessons learnt from the international literature review.