This study explores perceptions regarding the existence and influence of occupational subcultures on commercialisation outcomes in four Australian hybrid industry-research organisations. The thesis proposition is that occupational subcultures exist within Australian Cooperative Research Centres (CRCs) and impact commercialisation outcomes; the distinctly different knowledge and skills that provide reason for research and commercial groups to collaborate, may simultaneously create obstacles to communication and cooperation. Understanding and considering the impact of occupational cultures that underpin the actions and decisions taken by member organisations and individuals, may be important in hybrid industry-research organisations. The findings of this study extend and challenge some of the management practices recommended by extant innovation research. In particular, the finding that process management techniques functioned to ease the transition from exploration to exploitation activities during commercialisation in one CRC contradicts advice to isolate exploration activities from process management. Directions for future research include the investigation of temporal orientations in research and commercial occupational subcultures in the context of commercialisation in hybrid-industry research organisations. Temporal attributes encompass planning horizons, mono and polychronicity, and attributes towards pace and punctuality. Additionally, the findings regarding the impact of argumentation styles upon commercialisation justify further research to examine different national settings, industry sectors and occupational communities. / Doctor of Philosophy (PhD)