Technology marketing: a firm's core competence?

Tschirky, Hugo; Koruna, Stefan; Lichtenthaler, Eckhard

doi:10.1504/ijtm.2004.003947

Cited by 12 publications

(8 citation statements)

References 12 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Despite the major impact of open innovation research (Chesbrough, 2006;, prior work is mostly based on theoretical considerations and single case studies, or it analyzes very specific issues in large-scale studies . More general work has usually focused either on external technology acquisition or external technology exploitation without taking an integrative perspective (e.g., Cohen and Levinthal, 1990;Tschirky et al, 2004;Cassiman and Veugelers, 2006). To date, the number of quantitative studies into opening up the innovation process regarding technology exploration and technology exploitation is limited Lichtenthaler, 2008).…”

Section: Introductionmentioning

confidence: 99%

Opening up the innovation process: the role of technology aggressiveness

2008

View full text Add to dashboard Cite

Besides acquiring external knowledge, many firms have begun to actively commercialize technology, for example, by means of out-licensing. This increase in inward and outward technology transactions reflects the new paradigm of open innovation. Most prior research into open innovation is limited to theoretical considerations and case studies, whereas other lines of research have focused either on external technology acquisition or exploitation. In an integrative view, we consider inward and outward technology transactions as the main directions of open innovation. Moreover, technology aggressiveness, which constitutes an important dimension of technology strategy, is identified as a major determinant of open innovation. Data from a survey of 154 industrial firms are used to test three hypotheses relating technology aggressiveness, external technology acquisition, and external technology exploitation. In addition, clusters of firms with homogeneous strategies regarding technology aggressiveness and open innovation are identified.

show abstract

Section: Introductionmentioning

confidence: 99%

Opening up the innovation process: the role of technology aggressiveness

2008

View full text Add to dashboard Cite

show abstract

“…Kneller (1999) argued that commercialization process may fail due to the different membership fee charged by technology transfer officers. Various researchers have found that the intention of the technology transfer officers is even more important when researchers have little knowledge regarding less expensive techniques of commercialization (Thursby et al, 2009;Thursby & Thursby, 2011c;Thursby et al, 2007;Tschirky & Koruna, 2004;Uranga et al, 2007). Technology transfer officers serve as intermediary between researchers and industry, and thus technology transfer officers with good coordination skills are instrumental in facilitating a successful commercialization (Rasmussen et al, 2006;Uranga et al, 2007).…”

Section: Technology Transfer Officers and Individual Valuesmentioning

confidence: 99%

Role of Values and Competencies in University Intellectual Property Commercialization: A Critical Review

Sharif¹,

Nizam²,

Rashid³

et al. 2018

TOJDAC

View full text Add to dashboard Cite

Values and competencies of the university researchers, and technology transfer officers strongly influence the commercialization process of the university-led intellectual property. Existing studies provide limited explanation as to how researchers' values and capability as entrepreneurs and as collaborating agent with other stakeholders may influence commercialization process. More studies need to be done to explain the dimensions of values and competency in the process of commercializing university intellectual property. Existing studies do not provide sufficient evidence about the relationship between values and competence. Studies on the role of values in intellectual property commercialization are almost non-existent. This study reviews the existing studies on values and competencies to explain the success and failure of commercialization in university-led intellectual properties.

show abstract

“…This systematic process can be regarded as an equivalent to the well-known stage-gate process in new product development (Cooper and Kleinschmidt, 1995;Lichtenthaler and Ernst, 2007). Basically, it refers to a systematization of the technology licensing process in several stages and to a process management that ensures the coordination of all relevant activities (Koruna, 2004;Tschirky et al, 2004). Critical stages of the licensing process comprise licensing planning, intelligence, negotiations with potential licensees, technology transfer, and control (Koruna, 2004;Lichtenthaler and Ernst, 2007).…”

Section: Past Researchmentioning

confidence: 99%

The evolution of technology licensing management: identifying five strategic approaches

Lichtenthaler

2011

R & D Management

View full text Add to dashboard Cite

Besides applying technology in new products inside the organization, industrial firms may actively license technology to external partners. There is anecdotal evidence that firms have increasingly licensed technology in recent years in order to achieve monetary and nonmonetary benefits. However, prior research into the evolution of licensing activities and into the management of these activities is relatively limited. Therefore, we rely on an exploratory research design and collect unique data by means of 57 interviews in 25 industrial firms over a 5-year period. On this basis, we identify five different strategic approaches to licensing management. In addition, we examine the relationship between the firms' licensing management and licensing activity. Finally, we analyze the development of the firms' licensing management over the 5-year period. The results considerably deepen our understanding of licensing management, and they provide new insights into interfirm differences in the success of active licensing programs. The findings have major implications for research into technology licensing, knowledge exploitation, open innovation, and markets for technology.

show abstract

Technology marketing: a firm's core competence?

Cited by 12 publications

References 12 publications

Opening up the innovation process: the role of technology aggressiveness

Opening up the innovation process: the role of technology aggressiveness

Role of Values and Competencies in University Intellectual Property Commercialization: A Critical Review

The evolution of technology licensing management: identifying five strategic approaches

Contact Info

Product

Resources

About