I recently shared a working paper on SSRN that grew out of my graduate research at Brown University.
The paper examines how innovation ecosystems translate research into commercialization — and why many well-intentioned initiatives stall, not because of a lack of talent or funding, but because of misalignment across institutions.
This is very much a working paper. The intent was to put the framework out early, test whether it resonates beyond the original research context, and surface where it is helpful — or where it falls short.
If this intersects with your interests in innovation policy, university–industry collaboration, or ecosystem design, I would genuinely welcome any thoughts, critiques, or counter-examples.
In particular, I’d value feedback on whether the diagnostic framing resonates with your experience, and where it may oversimplify complex institutional realities. You can find the paper here:
Innovation Acceleration Toolkit: Hong Kong as a Focal Case (SSRN)
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=6073469
Innovation Pentagon Model. Source: Author.
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