Strategic Management Of Intellectual Property Research Articles

The coevolution of corporate capabilities in intellectual property management and technological innovation

PurposeIn this study, we investigate how capability in managing intellectual property may be treated as a type of “dynamic capability,” and we seek to understand how, when it is linked to the new technology development capability of a complex technological organization, these two types of dynamic capabilities may coevolve.Design/methodology/approachWe conducted a longitudinal empirical case study of Airbus, incorporating an abductive research methodology that required investigating theory and empirical data concurrently and iteratively. The data, ranging over a period of two decades from 2000 to 2021, was collected from four different sources, including interviews, internal company documents, publicly available information and patent data.FindingsOur main findings are that the capabilities and roles of the Intellectual Property function in Airbus and their interaction with the company's Technology function have indeed influenced the overall innovation strategy of the organization, and that three coevolutionary phases may be identified in the interactive development of the two functions.Research limitations/implicationsOur investigation into how new technology development and intellectual property (IP) management capabilities coevolve within complex technological organizations, exemplified by Airbus, provides significant theoretical and practical implications. Theoretically, it enhances understanding of capability co-development dynamics in complex organizations, particularly in strategic IP management. Practically, it suggests aligning IP strategy with overall corporate objectives and optimizing organizational structures to promote collaboration and efficiency across IP and technology teams. This alignment may foster innovation, maximize the value of intellectual assets and strengthen collaborations, positioning organizations for long-term success in competitive landscapes.Originality/valueThis study makes a fresh contribution to the innovation studies literature by showing how if intellectual property management is treated as a core function of a complex technological organization – rather than simply as a vehicle for protecting new inventions and products after the fact or simply as a constituent part of the organization's legal function – it may contribute proactively to the organization's technological innovation performance. We also address the current gap in the academic literature for a clear understanding of the processes by which different function-specific dynamic capabilities may coevolve in a complex organization operating as part of a dynamic and complex adaptive system.

Strategic management of intellectual property for technology as an object of civil law relations

Strategic management of intellectual property for technology as an object of civil law relations

Formation of an organizational and economic mechanism for increasing the economic stability of an enterprise in the management of intellectual property objects

The purpose of the study is to analyze the impact of macro- and microeconomic factors on the formation of the management system of intellectual property objects as a structural element of the organizational and economic mechanism of increasing the economic sustainability of the enterprise. The right of ownership of intellectual products is considered an institutional prerequisite for increasing the enterprise's sustainability on an innovative basis, and objects of intellectual property are determined as a critical factor of social production. In enterprise management's organizational and economic mechanism, attention is focused on goals and incentives. It is proposed to consider increasing the economic stability of the enterprise as a complex goal of management, the reengineering of which is initiated by disturbances of various etymologies with the dominant influence of external factors. As an adaptive tool for transforming the organizational and economic mechanism of enterprise management into an open system, the creation of conditions for the effective implementation of the formation, use, and distribution of intellectual property objects is proposed. The system's components of increasing the enterprise's innovative potential are highlighted, including strategic management of intellectual property, protection of intellectual property rights, management of the intellectual property portfolio, internal knowledge management, creation of an innovative culture, and optimization of financial management of intellectual assets. A comprehensive understanding of the prerequisites for protecting intellectual property rights in the context of the institutional system functioning at the national level is presented. It has been proven that the ability to transform intellectual property objects into an influential factor in acquiring sustainability by business entities depends on the quality of public-private partnerships in terms of relations between the government, businesses, and universities. Keywords: organizational and economic mechanism, economic stability, enterprise, intellectual property management, intellectual property objects, intellectual capital, national innovation system.

Intellectual property policy of universities: specific regulation

This article considers the formation and implementation of a policy in relation to intellectual property in the activities of a higher education institution. Nowadays the creation, protection and commercialization of intellectual property objects are especially relevant for universities. The comprehensive solution of such issues stipulates the need for the development, adoption and implementation of university policies in relation to intellectual property objects as local regulatory acts. This study aims at analyzing intellectual property management policies in higher education institutions. The authors of the article have highlighted the key aspects of an intellectual property object as an object of management. To prove the relationship between intellectual property law and regulation that allows a university to own and freely dispose of its intangible assets, the article dwells on the best practices of European and US universities in terms of issuing local legal acts. The authors have concluded that it is inexpedient to copy the US university policy in Russia due to different approaches to intellectual property. They have developed the concept of strategic management of intellectual property based on the national legislation on the protection and disposal of intellectual property and local regulations of higher education institutions.

Strategic Intellectual Property Management and spin offs during Medical Device Innovation and commercialisation

Intellectual Property (IP) protection for medical technology innovations is a milestone, generally undermined by Start-ups. Effective and timely IP protection acts as a lifeline for entrepreneurs/start-ups as it not only helps them attract investments and get competitive advantage but also enables marketing tie-ups and potential acquisition by larger companies. This article delineates the strategies for effective IP protection during different phases of technology development to enable medical technology innovators unlock IP potential of their innovations thereby gain competitive edge as well as reap financial rewards. Some interesting case studies and experience sharing by entrepreneurs have also been included for empirical understanding and to serve as practical tools for innovators working in medical device innovation space.

Issues of strategic management of Russian innovative organizations’ intellectual property

The purpose of this work is to substantiate the necessity of transition to the strategic management of intellectual property in the context of the modern status, goals and tasks of the innovative development of the Russian economy, which have been set out in the Scientific and Technological Development Strategy of the Russian Federation for 2017–2019 as well as in the context of the Main Lines of Activities of the Government of the Russian Federation for the period up to 2024. The main criteria of a successful integration of the Russian innovative economy into the global economy should be involvement of the Russian organizations as technologies owners in the global outsourcing processes as well as the Russian share in the global system of growth and application of the new knowledge – “a saving box” of new inventions and other objects of the industrial property, created as a result of intellectual work. The development process of intellectual property management strategies for assurance of technological leadership in the selected lines of the scientific and technological development is worth of separate research. The paper considers the economic content of the intellectual property as an immaterial capital as well as its role as a factor of creation of unique advantages and assurance of the long-term competitiveness of an innovative organization on the basis of technological leadership. The analysis of a spectrum of innovative strategies has been carried out by use of a matrix “The Novelty of Innovations – the Demand for Intellectual Deliverables”. A sample comparative estimate of innovation resources of Russia and the countries, leading the IP market has been conducted, relying on the Russian and global statistical data. The stages of the transition to the strategic management of the intellectual property of innovative organizations on the basis of the World Intellectual Property Organization’s guidelines and the Russian business practice have been determined.

A paradigm analysis of valuation of intellectual property

Over the past two decades intellectual property has become a concern and there are certain controversies about the recognition of intellectual property (IP), how will one value, protect and what are the potential benefits to the stakeholders. There have been several issues concerning IP for different stakeholders, the purpose for which IP is being used for; whether, for the licensing, transfer pricing, acquisition, accounting, taxation, fund raising, infringement issues, competitive analysis, external reporting, strategic management of IP, exploitation and management of IP. The aim of the present paper is to divulge various issues that come in the ambit of intellectual property, the recognition of intangible assets and how does it relate to the value maximisation of different stakeholders, what are the impediments to recognise IP, the valuation issues and methods, how reliable is valuation of IP and the relevance and reliability debate. The paper explores different methods and concepts used to measure the IP asset, and thereby, present conceptual frameworks for the valuation and management of IP.

기업의 지식재산경영 전략 연구 : 기술수명주기 및 기업의 내 · 외부 환경을 중심으로

기업의 지식재산경영 전략 연구 : 기술수명주기 및 기업의 내 · 외부 환경을 중심으로

Strategic Management of Intellectual Property: R&D Investment Appraisal Using Dynamic Bayesian Network

Strategic Management of Intellectual Property: R&D Investment Appraisal Using Dynamic Bayesian Network

Value Articulation: A Framework for the Strategic Management of Intellectual Property

This article introduces a framework that helps to assimilate intellectual property management activities with the practices of marketing and strategy. With the framework, the management of IP rights is explained within marketing constructs such as the unique selling proposition. The article presents case studies that explore the applicability of the framework in a diversity of industry contexts and firm sizes.

Strategic Management of Intellectual Property: An Integrated Approach

In many organizations, the R&D, strategy, and legal functions are poorly integrated. As a consequence, firms miss opportunities to create and exploit the value of intellectual property. Functional silos are one reason for the lack of integration. More important, however, is the lack of a common framework and even language that would allow engineers, lawyers, and business executives to manage IP assets better. This article provides such a framework. There is no one best way to manage IP and many managers overestimate the attractiveness of using IP to exert market power. Rather, the value of the various means to protect and benefit from IP depends on firm strategy, the competitive landscape, and the rapidly changing contours of intellectual property law.

Patenting or not patenting? An empirical analysis of the strategic intellectual property management by Japanese firms

There are inventions that are: 1) products invention; 2) process invention; 3) process invention of products. For the products invention, it is possible to consider the presence or absence of direct infringement by making a comparison with the patented invention to obtain the allegedly infringing product and analysing them. On the other hand, such as the process invention of products, there is a problem that cannot be confirmed whether the infringement directly from the fact that its implementation act is done in the factory of the alleged infringer. Under such circumstances, if you want to exercise in the patent of the present invention provides a process invention of products, those difficulties in the litigation activity is accompanied by comparison with the products invention. In this paper, therefore we verify from statistical court data the reality of the exercise by the patent of the present invention provides a process invention of products. And, using the datasets from the Japan Patent Office’s, called ‘Survey of intellectual property activities’, we analyse the relationship between profitability and know-how or patent application, and consider the direction Japanese firms should aim for intellectual property management.

On Competition and the Strategic Management of Intellectual Property in Oligopoly

An innovative firm with private information about its indivisible process innovation chooses strategically whether to apply for a patent with probabilistic validity or rely on secrecy. By doing so, the firm manages its rivals’ beliefs about the size of the innovation, and affects the incentives in the product market. A Cournot competitor tends to patent big innovations, and keep small innovations secret, while a Bertrand competitor adopts the reverse strategy. Increasing the number of firms gives a greater (smaller) patenting incentive for Cournot (Bertrand) competitors. Increasing the degree of product substitutability increases the incentives to patent the innovation.

On Competition and the Strategic Management of Intellectual Property in Oligopoly

An innovative firm chooses strategically whether to patent its process innovation or rely on secrecy. By doing so, the firm manages its rival’s beliefs about the size of the innovation, and affects the incentives in the product market. Different measures of competitive pressure in the product market have different effects on the equilibrium patenting choices of an innovative firm with unknown costs and probabilistic patent validity. Increasing the number of firms (degree of product substitutability) gives a smaller (greater) patenting incentive. Switching from Bertrand to Cournot competition gives a smaller (greater) patenting incentive if patent protection is weak (strong).

Conceptual framework of strategic intellectual property management

Purpose – Based upon the review of theoretical frameworks and the author's practical experiences in intellectual property (IP) management, the purpose of this paper is to propose a theoretical framework which intends to accord the current development of IP management and strategy in China. It is constituted of two engines, namely innovation engine and intellectual property engine which are related closely to management of technology – a strategic instrument in creating wealth and prosperity. The latter is also stated “5‐IPs” management pattern, i.e. intellectual property advantages, intellectual property economy, intellectual property strategy, intellectual property talents, and intellectual property culture as essential factors.Design/methodology/approach – Briefly, elaborating basic concepts and main characteristics of “5‐IPs”, this work discusses the theoretical framework and the application of these pattern in Henan Province of PRC.Findings – This work presents a whole picture of how the policy makers...

SYMPOSIUM ABSTRACTS TECHNOLOGY & INNOVATION MANAGEMENT.

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesSYMPOSIUM ABSTRACTS TECHNOLOGY & INNOVATION MANAGEMENT.Published Online:13 Dec 2017https://doi.org/10.5465/apbpp.2000.27546922AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThe article presents abstracts relating to technology and innovation management including "The Shifting Landscape for Commercializing Research," "Strategic Management of Intellectual Property," and "Modularity in Products, Processes, and Organizational Forms."FiguresReferencesRelatedDetails Vol. 2000, No. 1 Permissions Metrics in the past 12 months History Published online 13 December 2017 Published in print 1 August 2000 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsABSTRACTSINNOVATION managementTECHNOLOGICAL innovations -- ManagementRESEARCH -- MethodologyINTELLECTUAL property -- ManagementINDUSTRIAL organization -- ManagementPROCESS controlTECHNOLOGY transferDownload PDF