Analysis of the factors to affect technology transfer fee in the intellectual property management

In knowledge-based global economy, securing technologies through investment for technology innovation is essential in order to gain more sustainable competitive advantage. R&D activities required for such purpose may be recognized when they can result in economic value ultimately. This study focuses on the revenue from technology transfer as an achievement of national R&D projects and develops an intellectual property management index to measure such revenue. In this regard, not only intellectual property management activities at laboratory level but also the characteristics of Subject as well as supports from research institutes have important role in improvement of investment efficiency of national R&D projects.

[1]  David J. Collis,et al.  Research Note: How Valuable are Organizational Capabilities? , 1994 .

[2]  M. J. Stahl,et al.  Weighted productivity in R & D: Some associated individual and organizational variables , 1978, IEEE Transactions on Engineering Management.

[3]  Harvey A. Averch,et al.  Economic Approaches To the Evaluation of Research , 1994 .

[4]  R. Grant.  The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation , 1991 .

[5]  S. Winter,et al.  An evolutionary theory of economic change , 1983 .

[6]  D. Hambrick,et al.  Upper Echelons: The Organization as a Reflection of Its Top Managers , 1984 .

[7]  Thomas A. DeCotiis,et al.  The dimensions and determinants of project performance , 1977 .

[8]  D. Leonard-Barton.  CORE CAPABILITIES AND CORE RIGIDITIES: A PARADOX IN MANAGING NEW PRODUCT DEVELOPMENT , 1992 .

[9]  William H. Ross,et al.  Effects of interpersonal trust and time pressure on managerial mediation strategy in a simulated organizational dispute. , 1996 .

[10]  J. Dickson,et al.  R&D Work Climate and Innovation in Semiconductors , 1983 .

[11]  S. C. Hill,et al.  A natural experiment on the influence of leadership behavior patterns on scientific productivity , 1970 .

[12]  Roderick E. White,et al.  Top management teams and organizational renewal , 1989 .

[13]  C. Prahalad,et al.  The Core Competence of the Corporation , 1990 .

[14]  Jeffrey K. Pinto,et al.  Critical factors in successful project implementation , 1987, IEEE Transactions on Engineering Management.

[15]  D. Hambrick,et al.  Top-management-team tenure and organizational outcomes: The moderating role of managerial discretion. , 1990 .

[16]  R C Coile,et al.  Visionary leadership. , 1988, The Healthcare Forum journal.

[17]  J. Pearce.  An Executive-Level Perspective on the Strategic Management Process , 1981 .

[18]  Cameron Lawrence,et al.  Institutions and Organizations (2nd ed.) , 2003 .

[19]  M. Hannan,et al.  The Population Ecology of Organizations , 1977, American Journal of Sociology.

[20]  Barry Bozeman,et al.  R&D value mapping: A new approach to case study-based evaluation , 1997 .

[21]  P. Barr,et al.  Cognitive change, strategic action and organizational renewal , 1993 .

[22]  Steven C. Currall,et al.  Measuring trust between organizational boundary role persons. , 1995 .

[23]  S. Harris,et al.  Vision salience and strategic involvement: implications for psychological attachment to organization and job , 1994 .

[24]  John H. Friar,et al.  Factors for success in R&D projects and new product innovation: a contextual framework , 1997 .

[25]  Albert N. Link,et al.  Strategies for Technology-Based Competition: Meeting the New Global Challenge , 1987 .

[26]  J. R. Moore,et al.  The theory of the growth of the firm twenty-five years after , 1960 .

[27]  Joseph T. Mahoney,et al.  The management of resources and the resource of management , 1995 .

[28]  Henry Mintzberg,et al.  Strategy safari : a guided tour through the wilds of strategic management , 1998 .

[29]  Julia Melkers,et al.  Evaluating R&D impacts : methods and practice , 1993 .

[30]  J. Child.  Organizational Structure, Environment and Performance: The Role of Strategic Choice , 1972 .

[31]  Robert E. Hoskisson,et al.  BOARD OF DIRECTOR INVOLVEMENT IN RESTRUCTURING: THE EFFECTS OF BOARD VERSUS MANAGERIAL CONTROLS , 1993 .

[32]  J. Slocum,et al.  Organizational Climate: Measures, Research and Contingencies , 1974 .

[33]  C. Prahalad.  The Role of Core Competencies in the Corporation , 1993 .

[34]  D. Teece,et al.  How to Capture Value from Innovation: Shaping Intellectual Property and Industry Architecture , 2007 .

[35]  P. Schoemaker,et al.  Strategic assets and organizational rent , 1993 .

[36]  Karel Cool,et al.  Asset stock accumulation and sustainability of competitive advantage , 1989 .

[37]  M. Reitzig.  How Executives Can Enhance IP Strategy and Performance , 2007 .

[38]  S. Fournier,et al.  Preventing the premature death of relationship marketing. , 1998, Harvard business review.

[39]  Alfred D. Chandler.  Strategy and Structure: Chapters in the History of the Industrial Enterprise , 1962 .

[40]  Albert A. Cannella.  Upper echelons: Donald Hambrick on executives and strategy , 2001 .

[41]  R. Boyatzis,et al.  PRIMAL LEADERSHIP: THE HIDDEN DRIVER OF GREAT PERFORMANCE , 2001 .

[42]  J. Pinto,et al.  Critical factors in project implementation: a comparison of construction and R&D projects , 1989 .

[43]  Araújo,et al.  An Evolutionary theory of economic change , 1983 .

[44]  C. Bartlett,et al.  Linking organizational context and managerial action: The dimensions of quality of management , 2007 .

[45]  Dusya Vera,et al.  Strategic Leadership and Organizational Learning , 2004 .