In an era defined by complex global challenges—from climate change to healthcare crises— creativity and resilience to invent breakthrough research solutions, shape commercialization strategies, and launch and scale science-based ventures, are much needed. Given the challenges of science innovation (Park et al, 2024; Pisano, 2010), the development of entrepreneurial capabilities has become essential for translating scientific breakthroughs into societal impact (Thomas et al., 2024; Park et al., 2022). This track explores how academic entrepreneurship serves as a critical bridge between scientific knowledge creation and real-world application, emphasizing the role of entrepreneurial decision making in navigating uncertainty and creating value from research outcomes (Maine et al., 2015; Perkmann et al., 2012; Rasmussen et al., 2011).

The commercialization of academic research requires a sophisticated understanding of opportunity creation and recognition within dynamic technology-market landscapes (Maine et al, 2015; Shane, 2004; Shane, 2000). As highlighted in recent scholarship, when academic scientists develop entrepreneurial capabilities, it enables them to identify and pursue viable commercialization opportunities (Hayter et al, 2022; Thomas et al., 2020; Rasmussen & Wright, 2015). Scientists and engineers who have been dually trained in their STEM expertise and with relevant innovation & entrepreneurship pedagogy unlock value beyond the creation of science-based ventures, creating economic and social value along multiple commercialization pathways (Thomas et al, 2024).

Research has shown that successful academic entrepreneurs must master multiple competencies, including the ability to recognize commercial potential in early-stage research (Rasmussen et al., 2011; Murray, 2004; Shane et al, 2000), match technologies to viable market opportunities (Clarysse & Thiel, 2025; Thomas et al, 2020; Gruber and Tal, 2017; Gruber et al, 2013), build effective founding teams (Nikiforou et al., 2018; Vanaelst et al., 2006; Clarysse and Moray, 2004) and secure resources for venture development (Maine and Thomas, 2017; Maine and Seegopaul, 2015; Rasmussen & Sørheim, 2012). These capabilities are particularly crucial in the pre-formation stages of science-based university spin-offs, where uncertainty is highest and traditional support structures are insufficient or fragmented (Wasnik et al, 2025; Park et al, 2024).

Studies indicate that academic entrepreneurs who successfully bridge the gap between scientific discovery and market needs demonstrate superior abilities in translating technical knowledge into value propositions that resonate with industry partners and investors (Savage & Ziedonis, 2023; De Massis et al., 2018; Maine & Garnsey, 2006). This translation process requires not only technical acumen but also the creativity to envision novel applications and the resilience to persist through setbacks and market uncertainties (Baum et al, 2025; Thomas et al., 2024; Maine & Seegopaul, 2016).

Institutional mechanisms can also foster entrepreneurial capability development within academic settings. Universities are increasingly recognizing their role in entrepreneurial ecosystems which includes providing structured support for researchers transitioning into entrepreneurial roles (Budden and Murray, 2025; Rasmussen & Sørheim, 2012; Etzkowitz, 2003; Siegel et al., 2003). Institutions offering comprehensive training programs, mentorship opportunities, and access to entrepreneurial networks can significantly enhance the likelihood of success in science commercialization (Lundqvist and Williams-Middleton, 2024; Thomas et al., 2024; Berg & McKelvey, 2024).