Intangible asset deployment in technology-rich companies: how does innovation affect return on assets?

Arrow, Alexander K.

doi:10.1504/ijtm.2002.003061

Cited by 8 publications

(9 citation statements)

References 5 publications

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“…In parallel, a renewed interest by researchers and consultants has led to a rise in the managerial and academic literature in this field (e.g. Arrow 2002; Elton et al. 2002; Chiesa et al.…”

Section: Inhibiting and Driving Forces Of External Knowledge Commercimentioning

confidence: 99%

“…As various works in past research (e.g. Arrow 2002; Elton et al. 2002) and many companies (Arrow 2002; Chesbrough 2003a) have focused on the monetary dimension, they have missed major aspects of the strategic dimension.…”

Section: Objectives and Risks Of External Knowledge Commercializationmentioning

confidence: 99%

“…Arrow 2002; Elton et al. 2002) and many companies (Arrow 2002; Chesbrough 2003a) have focused on the monetary dimension, they have missed major aspects of the strategic dimension. The strategic opportunities may be realized especially through proactive use and integrated management of external knowledge commercialization.…”

Section: Objectives and Risks Of External Knowledge Commercializationmentioning

confidence: 99%

“…Thus, knowledge transactions are often characterized by a high indeterminacy with regard to price (Teece 1981). This indeterminacy goes beyond the difficulties in assessing the value of intellectual assets (Arrow 2002;Chiesa et al 2003a;Reitzig 2003). If the knowledge transfer is accompanied by the supply of related products or services, for example, these additional transactions influence the price of the knowledge itself (Bidault 1989;Contractor 1980).…”

Section: December 2005mentioning

confidence: 99%

“…In parallel, a renewed interest by researchers and consultants has led to a rise in the managerial and academic literature in this field (e.g. Arrow 2002;Elton et al 2002;Chiesa et al 2003a;Davis and Harrison 2001;Koruna 2004;Rivette and Kline 2000a;Tschirky et al 2000).…”

Section: Driving Forcesmentioning

confidence: 99%

See 4 more Smart Citations

External commercialization of knowledge: Review and research agenda

Lichtenthaler

2005

Int J Management Reviews

175

173

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Companies increasingly make use of external knowledge exploitation, i.e. the commercialization of knowledge assets, although they often perceive considerable difficulties in managing external commercialization tasks. These difficulties are partly due to the imperfections in the markets for knowledge, which may be mastered by adequate management, as examples of various well-known companies show. In combination, these facts point to the need for research into external knowledge exploitation. A thorough analysis of past research confirms this need and shows that the existing literature is highly fragmented. By integrating the main findings of the different research streams, a detailed overview of the literature on external knowledge exploitation is established. The key characteristics of externally leveraging knowledge assets are presented, and a research agenda is set up.

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“…In parallel, a renewed interest by researchers and consultants has led to a rise in the managerial and academic literature in this field (e.g. Arrow 2002; Elton et al. 2002; Chiesa et al.…”

Section: Inhibiting and Driving Forces Of External Knowledge Commercimentioning

confidence: 99%