Managing Intellectual Capital: Organizational, Strategic, and Policy DimensionsOUP Oxford, 2000 M12 14 - 310 pages There is a strong awareness that the new economy has arrived, and that firms and management need to focus on a plethora of new issues at present only dimly perceived. The astute management of technology can advance not only the fortunes of the innovators, but also of society at large. In this book, David Teece considers how firms can exploit technological innovation, protecting their intellectual capital, while staying ahead of the competition. He provides frameworks as well as practical advice, looking in particular at the organization structure most likely to support innovation, and how managerial decision and strategy affect the division of the gains. This will be essential reading for academics, managers, and students alike who want to keep abreast of contemporary strategic challenges. |
Contents
7 | |
Imitation Strategies for Owners of Complementary | 115 |
Understanding the Licensing Option with Peter Grindley | 135 |
Part W Public Policy | 159 |
A The SemiConductor Industry | 193 |
with Peter Grindley and Edward Sherry | 225 |
277 | |
291 | |
Other editions - View all
Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions David J. Teece No preview available - 2002 |
Common terms and phrases
able activities adoption agreements antitrust appropriability aversion base become benefits biases Calculation capacity capital cent Chapter companies compared competences competitive competitive advantage competitors complementary assets contracts costs critical cross-licensing customers decision depend difficult earnings economic effect electronics established estimated example existing factors firms float float glass flow glass imitation important improvements incentives increase incumbent individual industry innovation integration intellectual property internal investment involve issues know-how knowledge less licensing limited major manufacturing monopoly operating opportunities organization organizational patents period Pilkington plate portfolio position potential problems profits protection reasons relative rents requires result returns risk royalty share sheet significant social sources specialized standard strategy structure success suppliers surplus Table Teece tion trade transfer users virtual