Journal Issues

Abstract- University-affiliated research parks have taken on a more strategic role in promoting entrepreneurship based on invention and making it easier for new technologies to be sold. Nonetheless, the literature persists in its discourse over the conceptual definition and empirical evaluation of incubation success beyond mere firm survival indicators. In niche areas like food technology, where regulatory complexity, technological validation, and market adaption come together, there is still not much overlap between incubation process theory, innovation capability development, and ecosystem-level impact evaluation. This study fills this gap by looking at (1) the success path of food technology businesses that are part of incubation programs in Thailand's Northern Regional Science Parks and (2) the theoretical aspects that make up a strong, multi-level evaluation framework for incubation performance. The research utilizes a comprehensive theoretical framework that amalgamates Incubation Theory, Entrepreneurial Ecosystem Theory, and the Resource-Based View (RBV), further enhanced by a dynamic capacity perspective. Incubation is viewed as a phased innovation capability enhancement process that mitigates the risks associated with novelty and expedites the utilization of opportunities. From an ecosystem perspective, science parks serve as institutional coordinators that integrate university research resources, regulatory frameworks, financial investments, and industrial networks. RBV and dynamic capability theory elucidate the micro-foundational rationale for the mobilization of diverse knowledge assets, technological infrastructure, absorptive capacity, and relational capital to create scalable competitive advantage. The study utilizes a qualitative longitudinal synthesis of performance data over five years (2019–2023) from seven university-affiliated Northern Regional Science Parks. The dataset comprises 87 food technology entrepreneurs participating in organized incubation programs. The outcomes of incubation are thought of as a five-stage model of innovation progression: (L1) Entrepreneur Capability Formation; (L2) Venture Emergence; (L3) Market Expansion; (L4) Innovation Consolidation and Strategic Renewal; and (L5) Ecosystem-Level Value Creation. This model combines the stages of a business's life cycle with the dynamics of scaling innovation. The findings endorse the creation of a multi-dimensional incubation evaluation framework that includes: (1) contextual determinants affecting innovation commercialization; (2) organizational and entrepreneurial resource orchestration capacity, indicative of VRIN-aligned assets and dynamic capabilities; and (3) stage-specific performance and impact indicators that measure both firm-level competitiveness and ecosystem spillover effects. Annual external benchmarking carried out by independent evaluators bolsters institutional learning and strategy adaptation. This study enhances innovation management and entrepreneurship literature by proposing a conceptually integrated, capability-based evaluation framework, reconceptualizing incubation success as a multi-level innovation orchestration process instead of a simple survival outcome. The results provide practical insights for scientific parks aiming to improve commercialization efficiency, innovation scaling, and ecosystem competitiveness in emerging economies.

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