Technology Marketing: A New Core Competence of Technology-Based Enterprises

Escher, Jean-Philippe; Tschirky, Hugo

doi:10.1057/9780230512771_11

Cited by 3 publications

(10 citation statements)

References 2 publications

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“…Thus, the analysis of the theoretical and empirical literature on external knowledge exploitation and on inter‐organizational collaborations in general displays many similarities with regard to the segmentation of the external knowledge commercialization process. In particular, the process models by Mittag (1985) and Escher (2001, 2003, 2004) show a high degree of congruence, suggesting a process model consisting of the following five stages: planning, identification, negotiation, realization and control. The process phases will usually not follow each other sequentially but iteratively, with feedback loops, and may have to be reiterated (Lichtenthaler and Lichtenthaler 2004).…”

Section: Management Of External Knowledge Commercializationmentioning

confidence: 97%

“…Ford and Ryan 1977). In some subsequent and recent works on the commercialization of knowledge, explicit process perspectives have been applied (Birkenmeier 2003; Escher 2001, 2004; Mittag 1985). Similar approaches may be found in research into specific forms of knowledge transfer, above all in the literature on alliances (e.g.…”

Section: Management Of External Knowledge Commercializationmentioning

confidence: 99%

“…The control phase refers to the control of the knowledge transaction in order to initiate learning effects and increase a firm's future performance in external knowledge commercialization. Escher (2001, 2003, 2004) proposes a similar process model, consisting of the following five stages: identification of exploitation opportunities, evaluation, identification of communication channels, negotiations and knowledge transfer.…”

Section: Management Of External Knowledge Commercializationmentioning

confidence: 99%

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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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Section: Management Of External Knowledge Commercializationmentioning

confidence: 97%

Section: Management Of External Knowledge Commercializationmentioning

confidence: 99%

Section: Management Of External Knowledge Commercializationmentioning

confidence: 99%

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External commercialization of knowledge: Review and research agenda

Lichtenthaler

2005

Int J Management Reviews

175

173

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“…Examples of key technical activities are: the identification of the technologies suitable for ETC; IP valuation; the transfer of the technology; and the provision of technical services to the recipient firm. Examples of key marketing activities are the promotion of the technology in the industry and the selection of appropriate buyers, whereas legal activities refer to drafting the contracts and negotiating the terms of the agreements (Lichtenthaler, 2004; Escher, 2005). From an organizational standpoint, this heterogeneity implies that many professionals as well as top managers within a firm are typically involved in the different stages of the ETC process (Fu and Perkins, 1995).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The countervailing factors are the high costs of establishing a new unit and negative side‐effects on existing organizational structure. Division of labour among existing units and coordination through temporary organizational endeavours entail, instead, lower costs and a more flexible approach, which best fits the unique characteristics of each technology transaction (Escher, 2005). In the only large‐scale empirical study conducted on ETC, Lichtenthaler and Ernst (2007b) find that the establishment of a dedicated function contributes to develop a reputation as a valuable technology provider, which in turn determines higher revenues from out‐licensing.…”

Section: Literature Reviewmentioning

confidence: 99%

Organizing for external technology commercialization: evidence from a multiple case study in the pharmaceutical industry

Bianchi¹,

Chiaroni²,

Chiesa³

et al. 2011

R & D Management

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External technology commercialization (ETC) is increasingly being regarded as a strategic priority by companies. ETC is the use of out-licensing to transfer technologies that are disembodied from products to other organizations. Previous research has focused on the economic and strategic dimensions but little attention has so far been paid to how ETC should be organized. This paper explores whether and how firms operating in different contexts adopt dissimilar organizational solutions for their ETC activities. To this aim, a theoretical framework is first developed that comprises the key constitutive elements of ETC organization and a number of firm-level and deal-level factors that are supposed to influence organizational design choices. Based on a multiple case-study analysis involving 16 out-licensing deals executed in seven Italian pharmaceutical firms, the paper shows that the organization of outlicensing tasks and the allocation of decision-making power is shaped by, and adapts to, the relevance of ETC in the corporate strategy, the volume of ETC transactions, the stage of development of the technology being commercialized and the competitive threats due to the deal. The paper is believed to be useful for licensing and R&D managers who can find practical insights into how ETC activities can be organized and which critical contextual factors should be accounted for when designing such organization. R&D Management 41, 2,

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Exploring the microfoundations of external technology commercialization

Bianchi

Chiesa

Frattini

2009

European Journal of Innovation Management

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PurposeExternal technology commercialization (ETC) refers to the firm's transfer of technological assets, disembodied from products, to another organization involving a contractual obligation for compensation. The purpose of this paper is to identify the managerial and organizational antecedents that are capable of explaining superior capabilities in ETC.Design/methodology/approachStarting from an in‐depth analysis of the literature about technology commercialization and adopting the dynamic capabilities strategic perspective, the study develops a theoretical framework that shows how a number of concepts (resources, capabilities and microfoundations) may affect performance in ETC. A case study analysis is conducted with illustrative purposes.FindingsThe paper shows that adequate management and organization of ETC activities are needed to successfully undertake ETC. Combining evidence from a case study and findings from prior studies, research propositions are developed regarding key process, organizational and human resource mechanisms that lie at the heart of superior capabilities in ETC.Practical implicationsThe paper provides technology and innovation managers with a number of suggestions for organizing and managing ETC that are likely to improve performance.Originality/valueOwing to the complexity of ETC related activities and the high transaction costs characterizing the markets for technologies, only few companies are reaping the gains from the commercialization of their technologies while the majority fail to realize their potential. This paper is the first attempt, to the best knowledge of the authors, which adopts the dynamic capabilities perspective to unearth the managerial levers driving superior performance in ETC.

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Technology Marketing: A New Core Competence of Technology-Based Enterprises

Cited by 3 publications

References 2 publications

External commercialization of knowledge: Review and research agenda

External commercialization of knowledge: Review and research agenda

Organizing for external technology commercialization: evidence from a multiple case study in the pharmaceutical industry

Exploring the microfoundations of external technology commercialization

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