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Academic entrepreneurship (AE) models have enhanced the ability of scholars to delineate elements and relationships that are consistent with entrepreneurial activities. However, previous research has not focused on the dynamic feedback loops within AE. Prior models have seldom included feedback obtained from interrupted or implemented activities integrated with individual, organizational, and strategic variables. This paper proposes a model of AE from the perspective of system dynamics that seeks to explore key features of this complex process within the boundaries of a spinoff company. To achieve this goal, we developed a framework that includes four main phases: recognition, commitment, credibility, and sustainability. The model examines and analyzes the key role of innovative academic entrepreneurship during each stage. Feedback loops provide the link between strategic assessment and entrepreneurial renewal according to which AE integrates entrepreneurial and strategic efforts. Combining various perspectives from the previous literature, the proposed model can be activated from any point during the process. By introducing a system dynamics context for the model, this research expands upon the thinking of prior AE research. In practical application, our proposed framework provides insights into the feedback loops and other complexities of the AE process that academic entrepreneurs can apply to support the transfer of innovations in science and technology from academia to commercial settings.

A System Dynamics Framework for Academic Entrepreneurship