2026-09-19T11:17:04Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/729062022-01-13T07:54:52Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Fiona E. Murray.
Hillie, Kenneth Thembela
Sloan School of Management.
Sloan School of Management
f-sa---
2012-09-13T19:01:08Z
2012-09-13T19:01:08Z
2012
2012
http://hdl.handle.net/1721.1/72906
809044840
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2012.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 64-66).
This study considers four South African nanotechnology flagship projects and evaluates them using the Strategic Management of Innovation and entrepreneurial framework. The flagship projects span a variety of focus areas which include beneficiation of strong materials (platinum group materials), viral therapeutics (HIV, Hepatitis), development of ID nano-structures for nano electronics and fuel cell development. The study found that although projects were at the early stage and therefore dominated by research activities, they were not well aligned to later effectively capture value and take advantage of the existing innovation ecosystem. A number of recommendations were put forward emanating from the gap analysis studies.
by Kenneth Thembela Hillie.
M.B.A.
74 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
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http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Strategic management of innovation and entrepreneurial framework applied to the South African nanotechnology flagship projects
Thesis
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Publication
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