Firms live and die by their ability to successfully bring innovations to market, which places commercialization as a key capability. Contemporary research suggests that commercialization is a non-linear process with diverse activities and decisions that coincide and interact with the innovation process. By integrating dynamic capabilities as a theoretical lens, this study aims to enhance the understanding of the processual nature of commercialization. Through a longitudinal case study, we investigate how a firm's dynamic capabilities of sensing, seizing and transforming help build its commercialization capability as it changes its offerings from a consultancy to an eHealth service provider. The study contributes to the literature on commercialization by focusing on the organizational processes that lead to a firm's building of a commercialization capability. Four organizational processes are identified: commercial alertness, market context learning, organizational agility and alignment, and credibility building.

企业的生死存亡取决于能否成功地将创新推向市场，而商业化则是一项关键能力。当代研究表明，商业化是一个非线性过程，其中包含与创新过程相一致并相互作用的各种活动和决策。通过将动态能力整合为理论视角，本研究旨在增强对商业化过程本质的理解。通过纵向案例研究，我们调查了一家公司在将其产品从咨询服务转变为电子医疗服务提供商时，其感知、抓住和转变的动态能力如何帮助建立其商业化能力。该研究通过关注导致公司建立商业化能力的组织流程，为商业化文献做出了贡献。确定了四个组织流程：商业警觉性、市场背景学习、组织敏捷性和一致性以及信誉建设。