Technology licensing strategies for three cost-differential manufacturers

Chen, Xu; Wang, Xiaojun; Jing, Haojie

doi:10.1016/j.ejor.2022.11.027

Cited by 13 publications

(3 citation statements)

References 26 publications

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“…Strategy (Ahn et al 2017;Buganza and Verganti 2009;Chen et al 2023;de Oliveira et al 2018;Grama-Vigouroux et al 2020;Lichtenthaler 2011;Vanhaverbeke 2017;Verbano et al 2011).…”

Section: Critical Success Factors In the Technology Commercialization...unclassified

“…This includes a clear delineation of roles, tasks, and responsibilities (van de Vrande et al 2009), well-articulated objectives (Muller and Hutchins 2012), performance measurement systems (Chiaroni et al 2010;Mooi and Wuyts 2021;Puck et al 2007), and robust project and knowledge management systems (de Oliveira et al 2018;Chiaroni et al 2010). The "strategy" factor underscores the necessity for organizations to integrate technology commercialization within the broader contours of their corporate strategy (Ahn et al 2017;Buganza and Verganti 2009;Chen et al 2023;de Oliveira et al 2018;Grama-Vigouroux et al 2020;Lichtenthaler 2011;Vanhaverbeke 2017;Verbano et al 2011).…”

Section: Critical Success Factors In the Technology Commercialization...mentioning

confidence: 99%

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Critical Success Factors in the Technology Commercialization Process: A Comparative Case Study of International Licensing Alliances among Small and Medium-Sized Enterprises

Lysaridis,

Chountalas,

Magoutas

2023

Administrative Sciences

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In contemporary academia and industry, the commercialization of technology through licensing has emerged as a prevalent strategy. This paradigmatic shift has prompted numerous industrial firms to intensify their focus on technology commercialization as a mechanism to optimize the returns on their research and development investments, while concurrently leveraging their comprehensive technology portfolios. However, despite growing interest in this area, there exists a conspicuous gap in scholarly literature exploring how small and medium-sized enterprises (SMEs) can effectively and efficiently capitalize on this opportunity in a global context. The objective of the present study is to fill this void by offering an in-depth analysis of the key determinants that contribute to the successful commercialization of technology via licensing. Employing a qualitative research methodology, this paper presents a comparative case study that explores four separate international licensing alliances, each formed between the same licensor, specializing in solar mounting system engineering, and four different licensees, all engaged in the production and marketing of this specialized technology. Data were meticulously gathered through a triangulated approach that incorporated interviews with both licensor and licensees, extensive desk research, and on-site observations. Our empirical findings reveal that the critical success factors identified in existing literature are not uniformly significant. Specifically, four elements—relational dynamics, cultural considerations, human capital, and resource allocation—emerged as pivotal in ensuring the successful implementation of technology commercialization strategies. By elucidating these nuanced factors, this study contributes to both academic discourse and practical applications, thereby serving as a valuable resource for SMEs aiming to navigate the complexities of technology commercialization in international settings.

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“…Strategy (Ahn et al 2017;Buganza and Verganti 2009;Chen et al 2023;de Oliveira et al 2018;Grama-Vigouroux et al 2020;Lichtenthaler 2011;Vanhaverbeke 2017;Verbano et al 2011).…”

Section: Critical Success Factors In the Technology Commercialization...unclassified

Section: Critical Success Factors In the Technology Commercialization...mentioning

confidence: 99%

Critical Success Factors in the Technology Commercialization Process: A Comparative Case Study of International Licensing Alliances among Small and Medium-Sized Enterprises

Lysaridis,

Chountalas,

Magoutas

2023

Administrative Sciences

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“…In 2012 Panasonic Corp partnered with an affiliate of Japan Display Inc. to license out a low-cost organic light-emitting diode (OLED) panel-making process to other manufacturers producing similar products. 5 This method can produce OLED screens 20%-30% cheaper than the current evaporation process as it does not need equipment such as vacuum chambers or metal masks to deposit the color materials (see Chen et al, 2022). In 2020 Nissan has licensed an advanced technology to APB Corporation that will allow mass production of lower-cost, safer lithium-ion batteries with increased charging capacity.…”

Section: Introductionmentioning

confidence: 99%

Technology licensing and collusion

Sen

Minocha

Dutta

2023

Int J of Economic Theory

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This paper considers the possibility of technology licensing and tacit collusion between firms that produce homogeneous goods under asymmetric cost structures and compete in quantities. We discuss the possibility of collusion under Grim-Trigger strategies when technology may be licensed via fixed fee or royalty or two-part tariff. Irrespective of the type of licensing contract, the possibility that a stable cartel is formed is the same. In the no-licensing stage, the cartel formation is more likely if the cost difference between the firms is higher. In contrast to Lin (1996), all forms of licensing facilitate (obstruct) collusion, if the initial cost difference between the firms is less (more). Technology will always be licensed in the first stage and the optimal form of licensing is either fixed-fee or royalty or two-part tariff. The cartel will be formed if the firms are relatively patient and welfare either increases or decreases in the post-licensing stage.

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Should Mining Enterprise Adopt Digital Transformation for Environmental Performance? A Supply Chain Power Structure Perspective

Wang,

Xu,

Wang

et al. 2024

Bus Strat Env

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This research explores how digital transformation (DT) affects environmental performance (EP) in mining companies, considering supply chain power dynamics involving suppliers and retailers. We construct theoretical models to depict the game process of the DT strategy of a mining company under different supply chain power structures. We then validate our theoretical model through a sample of 1155 A‐shared listed mining companies with complete financial data in China. Regression models with fixed effects are applied to estimate the potential parameters. The empirical findings are consistent with theoretical results, showing that DT improves the EP for mining companies. The EP is weaker when DT is treated at higher supplier and retailer concentrations. This study can guide policy frameworks at COP28, promoting sustainable mining practices aligned with global climate goals.

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Technology licensing strategies for three cost-differential manufacturers

Cited by 13 publications

References 26 publications

Critical Success Factors in the Technology Commercialization Process: A Comparative Case Study of International Licensing Alliances among Small and Medium-Sized Enterprises

Critical Success Factors in the Technology Commercialization Process: A Comparative Case Study of International Licensing Alliances among Small and Medium-Sized Enterprises

Technology licensing and collusion

Should Mining Enterprise Adopt Digital Transformation for Environmental Performance? A Supply Chain Power Structure Perspective

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