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This work examines the current, relevant and complex problem of how companies can take an intellectual property lead within research and development collaborations. Special emphasis is placed on the early phases of the innovation process and the service industry sector in which intellectual property management is still a new phenomenon. The author derives archetypes for managing intellectual property in collaborations and analyses their strengths and weaknesses. The findings of the book are based on a series of interviews with companies in a variety of industries and regions, as well as on a detailed examination of the service companies IBM, SAP, Swisscom and SwissRe. The author offers organizational and managerial recommendations based both on his extensive industry background and on scientifically induced hypotheses, and has thus written a book of interest to both scientists and practitioners.
Intellectual property. --- Service industries. --- Intellectual capital --- Technological innovations --- Research and development partnership. --- Management. --- Development and research partnership --- Partnership, Research and development --- Limited partnership --- Industries --- Intellectual property --- IP (Intellectual property) --- Proprietary rights --- Rights, Proprietary --- Intangible property --- Law and legislation --- Commercial law. --- Innovation/Technology Management. --- Commercial Law. --- Business --- Business law --- Commerce --- Law, Commercial --- Mercantile law --- Law --- Law merchant --- Maritime law --- Administration --- Industrial relations --- Organization --- Industrial management. --- Business administration --- Business enterprises --- Business management --- Corporate management --- Corporations --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Management --- Industrial organization
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In times of global markets, increasing competition and short product life cycles the effective and efficient management of industrial research and development (R&D) activities is of central importance for companies as well as for the whole economy. Traditionally the resources for R&D projects are allocated via planning- and budgeting procedures, evaluation methods and hierarchical decision-committees. This book presents resource allocation via internal markets as an alternative to such hierarchical decision procedures. It appears that the implementation of internal R&D markets has positive effects on the effectiveness and efficiency of internal R&D resource allocation processes. Internal R&D markets can help to overcome the weaknesses of traditional hierarchical structures, since they are characterised by short communication and decision procedures and thus contribute to the reduction of information asymmetries.
Business planning. --- Research and development partnership. --- Development and research partnership --- Partnership, Research and development --- Limited partnership --- Business enterprises --- Business plans --- Corporate planning --- Corporate strategy --- Corporations --- Strategy, Corporate --- Planning --- Strategic planning --- Management. --- Economic policy. --- Organization. --- Industrial organization. --- Innovation/Technology Management. --- R & D/Technology Policy. --- Industrial Organization. --- Industries --- Organization --- Industrial concentration --- Industrial management --- Industrial sociology --- Organisation --- Management --- Economic nationalism --- Economic planning --- National planning --- State planning --- Economics --- National security --- Social policy --- Administration --- Industrial relations --- Industrial management. --- Planning. --- Creation (Literary, artistic, etc.) --- Executive ability --- Business administration --- Business management --- Corporate management --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Business --- Industrial organization
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