Dolores Modic

Interviewing IPR Executives

We start the empirical part of this book by asking the question: How can a move from IPR management to business management be accomplished? Chapter 4 is thus a short methodological review describing the empirical approach we employed, our comments regarding select interviewees, connected processes of data gathering and data analysis.

Innovation Property Rights Process Management

We start by identifying IPR processes as business processes focusing on their inputs, outputs, and activity sequencing and resource allocation that consequently enable the development of IPR process models. Additionally, we look at various business process definitions in order to set foundations for the empirical research in the following chapters.

IPR Management to Business Management

This chapter presents one of the highlights of this book as it draws on the interviews and brings us one step closer to the definition of IPR management rooted in practice. It begins by emphasizing the notion that IPRs are different from other intangibles, especially with regard to their manageability and informational value. The chapter continues by accentuating the IP executives’ views of the IPR’s benefits.

IPR Management in Action: The Road to “Better” IPR Management

This chapter builds upon the previous chapters and first deals with examining the human resource dimension from the individual and departmental level. The chapter then continues with the practical side of IPRM tools.

IPR Characteristics in Practice: Back-Office to Front-Office

This chapter answers the question of IPRM characteristics and scope. First, we delve into attributes such as “integrated,” “aligned,” and so on to discern their meaning in practice in IPR savvy companies . We show what is behind these often used monikers.

Untangling the Intangibles: The Scope of IPR Management Research

This book provides insights into the intellectual property rights (IPR) managerial practices of key IPR executives from a range of multinational companies, including major research and development firms. It identifies gaps in IPR management and considers the Tabular Application Development (TAD) methodology IPR process optimization model. The authors adopt an interdisciplinary approach, providing a conceptual framework derived from practice and enriched with theoretical insights and offering organizational recommendations. Taking into account both Back- and Front-office processes towards intellectual property rights management will help businesses navigate the maze of IPR and maximize the value they get from innovation.

From Tangibles to Intangibles and from Back-Office to Front-Office

The rise of the intellectual property rights and the general acceleration of technological advancement have caused a need for IP fluency. We begin with the basics in this chapter. First we depict if, how, and why intellectual property rights are different from other intangibles. Formal and informal IP protection mechanisms are compared in the light of business processes surrounding them. Basic IPR are described in short. The next section provides a short introduction on IPR management. Both so-called Back-office and Front-office processes connected with IPRs are taken into account.

Social Topography for Sustainable Innovation Policy: Putting Institutions, Social Networks and Cognitive Frames in Their Place

Building upon social fields theory, the authors analyze the impact of the three social forces – institutions, social networks and cognitive frames – on the social topography of regional innovation systems. Unlike previous studies, which focused on individual social force, the authors’ fuzzy-set comparative analysis of fifteen diverse regions from four continents reveals nuanced impact of individual forces and shows that a well-functioning regional innovation system is the outcome of their combined influence. This implies a need for a coherent, reflexive, context-specific and multi-level innovation policy that supports the balanced development of an institutional framework, encourages the formation of social networks and enables supportive cognitive frames.

“Own-It”: Managing Intellectual Property Processes via the Activity Table in Creative Industries

The focal idea of this paper is to use the Activity table in order to increase the efficiency of the intellectual property protection by individual businesses inside the creative industries. The creative businesses—generally being identified as businesses with activities which have a potential for wealth and job creation through the generation and exploitation of intellectual property—are especially susceptible to the issues of IP management and IP processes. This is also coupled with the fact that they operate in a world of fast adaptations and short innovation cycles. Generally, the aim of the activity table technique is to select specific business processes within the organization and tabularly show only those that are considered to be the basis for business processes improvement; here focusing on the intellectual property processes. The idea is hence putting the focus on the IP creation and IP management enhancing the concept of “own-it” in regards to the intellectual property and trough that enriching the possibilities of increased revenues from intellectual property.