A working model towards the commercialisation of innovation hubs: a case of Bindura University of Science Education Innovation Hub

Abstract

This study aims to develop a context-sensitive commercialization model for the Bindura University of Science Education (BUSE) Innovation Hub, directly confronting the “technology Death Valley” that persistently separates prototype creation from market adoption inside Zimbabwe’s Heritage-Based Education 5.0 framework. Heavy public investment in university innovation infrastructure contrasts starkly with the reality that African higher education institutions rarely succeed in turning research into commercial value. To close that gap, the work systematically unpacks the processes, barriers, enablers, and stakeholder expectations shaping technology transfer at BUSE. The study is grounded in an integrated framework that combines the Triple Helix, Innovation Systems, Technology Transfer, and the Resource-Based View with Dynamic Capabilities. A pragmatic mixed-methods case design was employed. Data sources included structured questionnaires (n=108, 83% response rate), 30 semi-structured interviews, document analysis, and non-participant observation, capturing perspectives from student innovators, alumni, faculty, hub management, and external stakeholders. Quantitative data were analysed using descriptive statistics, Pearson correlations, and Structural Equation Modelling (SEM), while qualitative data were examined thematically. The findings indicate that the hub is bifurcated: it demonstrates strength in physical infrastructure and prototyping support but remains critically weak in pre-commercialisation activities, funding, clear pathways, and stakeholder engagement. All barriers examined were rated as significant, with the most prominent being lack of early-stage funding, limited industry linkages, and insufficient business skills. Structural Equation Modelling (SEM) confirmed that stakeholder engagement is the strongest driver of commercialisation enablers (β=0.72, p<0.01), which in turn directly drive commercial outcomes (β=0.78, p<0.01), validating the interdependence of the conceptual dimensions. Document analysis revealed systemic gaps, including an intellectual property (IP) policy still in draft. The resulting five-phase working model integrates pre-commercialisation support, staged seed funding, structured industry and investor engagement, a Multi-Stakeholder Innovation Advisory Board, and continuous feedback loops. Key recommendations include establishing a BUSE Innovation Seed Fund, forming a BUSE-Industry Consortium with right-of-first-negotiation provisions, revising academic promotion criteria to value commercialisation outputs, and implementing a balanced scorecard for performance measurement. This study makes three distinctive contributions. Theoretically, it provides the first empirically validated structural model of commercialisation in a Zimbabwean university context, extending Triple Helix and Resource-Based View frameworks to resource-constrained, policy-driven environments. Methodologically, it demonstrates the effectiveness of a multi-stakeholder mixed-methods case design for identifying systemic barriers. Practically, it offers an actionable, contextually grounded model that transforms the BUSE Innovation Hub from a prototyping facility into a genuine engine for economic development and job creation under Education 5.0. The findings inform both institutional practice and national policy, offering a replicable framework for other African university innovation hubs facing analogous commercialisation challenges.