Until about a decade ago it was generally thought to be imperative for firms to protect fiercely and rely exclusively on their own patents and through them establish a monopoly in the market. From the mid-1990s, the trend has changed in favour of a more open attitude towards a firm’s strategic management of its Intellectual Property Rights (IPR). Indeed, the recent diffusion of markets for technology has further strengthened this trend. As a consequence, while, until recently, companies limited their licensing to technologies which were peripheral to their core business or licensed core technologies to firms that were not direct competitors, firms are now putting efforts into extensive trading programmes of their technologies, including, in some cases, ‘crown-jewel technologies’. This tendency spans traditional ‘protective’ firms like Procter & Gamble and ‘open-oriented’ firms like IBM – both have recognised the potential of patent licensing as a means of maximising the return on R&D investments. The former, for instance, known for being fiercely protective of its proprietary innovation, announced in 2000 a very extensive indiscriminate licensing strategy of some of its key patents and an unprecedented joint venture with one of its strongest competitors. Based on this premise of developments, the aim of this chapter is to provide an extensive overview and comparison in terms of the key dimensions of the main IPR strategies detected in the literature, all involving the trade of patents. While such strategies may represent more effective ways to deal with the new competitive scenario and dynamics, we also discuss the various downsides and related trade-offs implied by each of the IPR strategies.

Patent Exploitation Strategies and Value Creation / Leone, MARIA ISABELLA; K., Laursen. - STAMPA. - (2011), pp. 82-106.

Patent Exploitation Strategies and Value Creation

LEONE, MARIA ISABELLA;
2011

Abstract

Until about a decade ago it was generally thought to be imperative for firms to protect fiercely and rely exclusively on their own patents and through them establish a monopoly in the market. From the mid-1990s, the trend has changed in favour of a more open attitude towards a firm’s strategic management of its Intellectual Property Rights (IPR). Indeed, the recent diffusion of markets for technology has further strengthened this trend. As a consequence, while, until recently, companies limited their licensing to technologies which were peripheral to their core business or licensed core technologies to firms that were not direct competitors, firms are now putting efforts into extensive trading programmes of their technologies, including, in some cases, ‘crown-jewel technologies’. This tendency spans traditional ‘protective’ firms like Procter & Gamble and ‘open-oriented’ firms like IBM – both have recognised the potential of patent licensing as a means of maximising the return on R&D investments. The former, for instance, known for being fiercely protective of its proprietary innovation, announced in 2000 a very extensive indiscriminate licensing strategy of some of its key patents and an unprecedented joint venture with one of its strongest competitors. Based on this premise of developments, the aim of this chapter is to provide an extensive overview and comparison in terms of the key dimensions of the main IPR strategies detected in the literature, all involving the trade of patents. While such strategies may represent more effective ways to deal with the new competitive scenario and dynamics, we also discuss the various downsides and related trade-offs implied by each of the IPR strategies.
9781848445482
Patent Exploitation Strategies and Value Creation / Leone, MARIA ISABELLA; K., Laursen. - STAMPA. - (2011), pp. 82-106.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/68870
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