Managing intellectual property in inter-firm R&amp;D collaborations in knowledge-intensive industries

Bader, Martin A.

doi:10.1504/ijtm.2008.016786

Cited by 28 publications

(25 citation statements)

References 12 publications

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“…But the added value of the ‘protection building’ described above is that it correlates uncertainty and effectiveness of IPPMs with the peculiarities of the different phases of the collaborative NPD process and suggests how to bundle different IPPMs along such a process. This is something the literature has not yet investigated thoroughly, as brought into evidence in section 2.4.4 (Bader, ).…”

Section: Discussion Of Results and Conclusionmentioning

confidence: 99%

“…The level of uncertainty is very high and codification is low, as partners work on concepts that are still to be defined in detail and that can be significantly changed along the process. As a consequence, legal mechanisms, especially patents, can seldom be used (Hussinger, 2006;Bader, 2008;de Faria and Sofka, 2010;Bogers, 2011), or can be used but at low quality level, as the fuzzy nature of innovation prevents companies from having well-written and wellgrounded patents that are able to avoid 'invent arounds' (Teece and Pisano, 2007;Somaya et al, 2011). Furthermore, several different types of partners are involved in these phases, as idea generation may strongly benefit from high partner variety (Lazzarotti and Manzini, 2009); but different types of partners have different attitudes and requirements concerning IP (Hertzfeld et al, 2006;Slowinsky et al, 2009;Mehlman et al, 2010).…”

Section: Discussion Of Results and Conclusionmentioning

confidence: 99%

“…Moreover, other studies in this area aim to investigate whether IPPMs act as enablers or disablers for OI (Arora et al, 2001;Gallini, 2002;West, 2006;Teece and Pisano, 2007;Alexy et al, 2009). For example, the study by Alexy et al (2009) and the work by Bader (2008) find that legal IP rights, such as patents or design registration, can become the 'currency of OI' and facilitate collaborative research and development activities. According to this perspective, tacitness and trade secret are seen as disablers of OI because they inhibit potential collaborations and compromise the success of ongoing ones by highlighting the lack of trust among the partners (Hertzfeld et al, 2006;Alexy et al, 2009;Bogers, 2011).…”

Section: Oi and Ippmsmentioning

confidence: 99%

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Intellectual property protection mechanisms in collaborative new product development

Manzini

Lazzarotti

2015

R & D Management

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Intellectual property (IP) is widely recognized to be a critical issue for implementing open innovation and collaborative research in new product development (NPD). Several intellectual property protection mechanisms (IPPMs) can be employed by companies to protect their critical technology and know-how (patents, designs, trade secrets, trademarks, copyrights). However, how they should be used in the different phases of collaborative NPD processes is still debatable, and few empirical studies regarding the issue are available at the moment. This paper, which is based upon the case of an Italian NPD service company named MR&D, focuses on one main question: how can companies protect ideas, technology, and know-how in collaborations concerning different phases of the NPD process? It proposes an initial tentative framework to answer this question by way of an analysis of pertaining literature and a case study.

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Section: Discussion Of Results and Conclusionmentioning

confidence: 99%

Section: Discussion Of Results and Conclusionmentioning

confidence: 99%

Section: Oi and Ippmsmentioning

confidence: 99%

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Intellectual property protection mechanisms in collaborative new product development

Manzini

Lazzarotti

2015

R & D Management

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“…Second, collaboration involves knowledge disclosure and the risk of opportunistic behavior by the partners (Foray and Steinmüller 2003;Bader 2008;Bogers 2011). Yet, the benefits and costs of collaboration may be highly firmspecific, depending on characteristics such as maturity or experience, availability of resources, and the alliance portfolio of the firm.…”

Section: Introductionmentioning

confidence: 99%

R&D Partnerships and Innovation Performance: Can There Be Too Much of a Good Thing?

Hottenrott

Lopes-Bento

2014

SSRN Journal

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R&D collaboration facilitates the pooling of complementary skills, learning from the partner as well as the sharing of risks and costs. Research therefore repeatedly stresses the positive relationship between collaborative R&D and innovation performance. Fewer studies address the potential drawbacks of collaborative R&D. Collaborative R&D comes at the cost of coordination and monitoring, requires knowledge disclosure and involves the risk of opportunistic behavior by the partners. Thus, while for lower collaboration intensities the net gains can be high, costs may start to outweigh benefits if firms perform a higher share of their innovation projects collaboratively. For a sample of 2,735 firms located in Germany and active in a broad range of manufacturing and service sectors, this study finds that increasing the share of collaborative R&D projects in total R&D projects is associated with a higher probability of product innovation and with a higher market success of new products. While this confirms previous findings on the gains for innovation performance, we also observe that collaboration has decreasing and even negative returns on product innovation if its intensity increases above a certain threshold. Thus, the relationship between collaboration intensity and innovation follows an inverted-U shape and, on average, costs start to outweigh benefits if a firm pursues more than about two-thirds of its R&D projects in collaboration. This result is robust to conditioning market success to the introduction of new products and to accounting for the selection into collaborating. This threshold is, however, contingent on firm characteristics. Smaller and younger as well as resource constrained firms benefit from relatively higher collaboration intensities. For firms with higher collaboration complexities in terms of different partners and different stages of the R&D process at which collaboration takes place, returns start to decrease already at lower collaboration intensities.

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“…Research on international R&D has looked at several issues such as managing multinational R&D or technology transfer within multinational R&D (Cheng and Bolon, 1993), drivers and motives for global R&D (Wu, 2007) as well as how certain nations are catching-up with their innovative capabilities (Ernst, 2005;Wu, 2007), international property protection in R&D collaborations (Bader, 2008), partnership issues (Feller et al, 2009;Vonortas and Okamura, 2009), competence and performance of R&D subsidiaries (Furu, 2001; Grevesen and Damanpour, 2007). However, research into leadership related to the implementation of outsourcing of R&D is limited.…”

Section: Introductionmentioning

confidence: 99%

International Outsourcing of Research and Development: A Model of Leadership and Culture

Allen

Steenhuis

2014

OSCM: An Int. Journal

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As innovation has been outsourced globally, it has joined manufacturing organizations consisting of diverse cultures, geographies, and partnerships. The use of third-party resources to manage design and innovation has resulted in a new system of knowledge management. As the industry's organizational and financial boundaries have attenuated, a new type of leadership challenge has emerged, creating the research question: Are there leadership practices or styles that effectively guide organizations that rely on the outsourcing of innovation and manufacturing to Taiwan and China in the computing industry? A qualitative case study method was used to investigate the differing leadership practices applied within a dialectic global production network in which a system of innovation and manufacturing has emerged. The analysis considers a full range of leadership behaviours used when facing the challenges of outsourcing R&D.

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Managing intellectual property in inter-firm R&D collaborations in knowledge-intensive industries

Cited by 28 publications

References 12 publications

Intellectual property protection mechanisms in collaborative new product development

Intellectual property protection mechanisms in collaborative new product development

R&D Partnerships and Innovation Performance: Can There Be Too Much of a Good Thing?

International Outsourcing of Research and Development: A Model of Leadership and Culture

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