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This paper aims to propose a conceptual framework for measuring, comparing or predicting the science commercialization capability of academic research-driven organizations. Drawing on extant literature on innovation commercialization, two influential predictors were explored and the nature of their influence was proposed.

Based on the theoretical analysis of relevant literature on science commercialization, this conceptual paper proposes a predictive framework along with two critical antecedents – patronage and parochialism. The analysis further reveals their sub-dimensions and provides insights into how patronage and parochialism can be measured within empirical settings. The study concludes with theoretical propositions about how these two constructs influence science commercialization.

The study reveals that patronage can positively influence science commercialization and be reflected through mentorship, specialized knowledge-sharing and providing decision-making support to academic innovators pursuing science commercialization. Alternatively, parochialism can positively influence science commercialization and be reflected through academic innovators’ perception, purpose and persistence of efforts toward science commercialization initiatives.

The study contributes to extant literature on science commercialization in three major ways – a conceptual predictive model, theoretically grounded antecedents and their corresponding influence on science commercialization.

This study aims to perceive research and development (R&D) knowledge management from a capability-based view, develops a theoretically grounded construct and empirically validates it within R&D organizational settings.

The paper presents a five-step multi-method research design consisting of a literature review, expert interviews and surveys to develop and validate the R&D knowledge management capability scale within R&D organizations.

R&D knowledge management capability construct emerges as a three-dimensional construct with dimensions – knowledge creation, communication and commercialization which can be measured through a parsimonious set of items, designed at team levels within R&D organizations.

R&D managers can use this R&D knowledge management capability scale to measure, compare and develop the knowledge management capabilities of their R&D teams.

The three dimensions of R&D knowledge management capabilities along with their measurement items are the unique contributions of this study to the knowledge-based view of the firm.