Changes in a firm’s backward-dispersion patent-citation score are a useful, non-financial indicator of patent value that is positively-related to Tobin’s q. V-scores, which analyze content patterns between patents’ technological-class codes and those of their antecedents, provide contemporaneous information for investors to assess firms’ economic prospects that is more time-sensitive than forward-looking information such as forward citations. V-score analysis offers useful insights about the nature of post-acquisition learning within technologically-tumultuous industries like media-services
We introduce a distance measure to operationalise Trajtenberg, Henderson, and Jaffe’s [1997. “University Versus Corporate Patents: A Window on the Basicness of Invention.” Economics of Innovation and New Technology 5: 19–50] originality construct (an ex-ante indicator of firms’ technological capabilities). Our measure captures (1) technological diversity, (2) technology distance from patent antecedents, and (3) degree of novelty per each patented innovation. The V-score measure uses the Derwent World Patent Index system to classify technologies hierarchically – making similarities and differences pronounced. Power is gained by using all of the technology-classification codes describing a focal patent’s claims when calculating whether its technology space was incrementally different or radical from those of its antecedent patents (and identifying whether its technology-class code combinations were commonplace at the time when the patent application was made). Our V-score’s prediction of firms’ performance is contrasted with Hall, Jaffe, and Trajtenberg’s [2001. Hall, B. H., A. B. Jaffe, and M. Trajtenberg. 2001. The NBER Patent Citations Data File: Lessons, Insights and Methodological Tools. NBER Working Paper No. 8498] Herfindahl measure of the same originality construct. Results indicate that the distance measure of technological content produces differently signed results when evaluating patents’ performance effects or predicting a firm’s trajectory
This study defines the conceptual structure of corporate entrepreneurship (CE) by looking at the terms scholars have used over the last 26 years of research. With the use of a co-word analysis, five distinctive dimensions of CE and the evolution of related key terms are identified: sustained regeneration, competitive advantage, external entrepreneurship, organizational rejuvenation, and domain redefinition. Over time scholars’ attention has shifted from strategy to entrepreneurship by highlighting the relevance of the terms ‘intrapreneurship’ and ‘entrepreneurial orientation’. Surprisingly, concepts related to strategic entrepreneurship and strategic renewal are less relevant than expected. Besides laying the ground for a shared conceptualization of CE, this study highlights how bibliomeitrics can contribute to decreasing conceptual ambiguity in emergent research fields, such as entrepreneurship. Implications for managers on how to strategically create and develop CE within different organizational settings are also discussed.
Using a participatory observation approach, this paper aims at exploring how public and private organizations have collaborated in response to the COVID‐19 pandemic. We examine the case of Mechanical Ventilator Milano (MVM), an international project with over 250 contributors and partners; this project aimed to achieve the challenging goal of designing and realizing a mechanical ventilator for mass production in about 6 weeks. The project received the Emergency Use Authorization granted by the U.S. Food and Drug Administration. The MVM ventilator is a reliable, fail‐safe, and easy‐to‐operate mechanical ventilator that can be produced quickly at a large‐scale, based on the readily available parts. The success of the MVM case is unique as it adopts open innovation practices to generate technology innovation, in addition to a lean perspective. Through the MVM project description, this study offers a framework that explains the interplay between open innovation and lean approach, highlighting the different internal and external forces and types of collaborations, and offering fine‐grained insights into the role of universities as platforms of multidisciplinary knowledge. This framework might serve as a basis for future theoretical and empirical research, providing practitioners with new best practices that are essential when facing a severe crisis like COVID‐19.
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