Book contents
- Frontmatter
- Contents
- Foreword
- Preface
- Acknowledgments
- Abbreviations
- Introduction: The Invisible Infrastructure of Innovation
- PART I INTELLECTUAL PROPERTY DYNAMICS IN SOCIETY
- PART II BASICS OF MANAGING INTELLECTUAL PROPERTY IN ORGANIZATIONS
- PART III STEPS TO STRATEGIC MANAGEMENT OF INTELLECTUAL PROPERTY
- PART IV STRATEGIES ON A GLOBAL STAGE
- 16 Organization-Specific Strategies
- 17 A Comparison of National Intellectual Property Systems
- 18 Global Challenges for Managing Intellectual Property
- 19 Intellectual Property, Innovation, and Freedom
- APPENDIX A Excerpts from TRIPS Agreement
- APPENDIX B Intellectual Property Non-Policy
- APPENDIX C Intellectual Property Assessment Questionnaire
- APPENDIX D Research Tools for Obtaining Intellectual Property Information
- Bibliography
- Index
16 - Organization-Specific Strategies
Published online by Cambridge University Press: 05 June 2012
- Frontmatter
- Contents
- Foreword
- Preface
- Acknowledgments
- Abbreviations
- Introduction: The Invisible Infrastructure of Innovation
- PART I INTELLECTUAL PROPERTY DYNAMICS IN SOCIETY
- PART II BASICS OF MANAGING INTELLECTUAL PROPERTY IN ORGANIZATIONS
- PART III STEPS TO STRATEGIC MANAGEMENT OF INTELLECTUAL PROPERTY
- PART IV STRATEGIES ON A GLOBAL STAGE
- 16 Organization-Specific Strategies
- 17 A Comparison of National Intellectual Property Systems
- 18 Global Challenges for Managing Intellectual Property
- 19 Intellectual Property, Innovation, and Freedom
- APPENDIX A Excerpts from TRIPS Agreement
- APPENDIX B Intellectual Property Non-Policy
- APPENDIX C Intellectual Property Assessment Questionnaire
- APPENDIX D Research Tools for Obtaining Intellectual Property Information
- Bibliography
- Index
Summary
Having described the innovation cycle, the dynamics of the intellectual property system, and the steps of strategic management, the last part of the book addresses strategies on a global stage. This chapter illustrates how strategy tools and practices can be applied in different situations. First, we consider how IP management practices change with the growth stage of an organization, from start-up to large multinational corporations. Second, we review how IP management differs by industry and innovation community, including life sciences, electronics, consumer products, entertainment, and nonprofit research institutions, and public performances. Third, we summarize differences between the practices suitable for particular technologies – biological materials, electromechanical equipment, and software. A strategic approach leads to IP management practices specific to each of these situations.
DIFFERENT GROWTH STAGES
IP practices change with the age of an organization. Early on, organizations protect just a few key assets with IP rights, relying on informal protection where possible. A middle sized organization expands its portfolio. Later, the organization has several portfolios of patents, trademarks, trade secrets, and copyrights, and a specialized intellectual property team to manage them. As shown in Table 16.1, the basic tools described earlier are used to produce different results for early, mid-, and late stage companies.
A startup or emerging company tends to depend heavily on trade secrets rather than patents and typically takes the simplest, least expensive measures to protect its trade secrets, using employee confidentiality agreements and nondisclosure agreements with outsiders.
- Type
- Chapter
- Information
- Driving InnovationIntellectual Property Strategies for a Dynamic World, pp. 289 - 307Publisher: Cambridge University PressPrint publication year: 2008