By bridging literature on resource partitioning and markets for technology, this article proposes that companies that pursue a broad (focused) product strategy buy more (less) technology in the market but sign fewer (more) deals as technology suppliers. Furthermore, an alignment between product and technology market strategies increases firms’ survival chances: Companies that pursue a broad (focused) product strategy are more likely to prosper when they buy (sell) technology in the market. To test these contentions, the authors consider a population of 736 firms that entered the security software industry between 1989 and 2002.

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This paper shows the evolution of traceability management from 1990-2017 using 124 articles. It lists 73 journals by name, classified in 12 fields of science. We find a dominance of food journals, with journals in supply chain management and IT in a stable second and third position. Articles are coded for nine possible topics and divided into two categories: theoretical and empirical. An increasing Berry index for the nine topics shows an increased dispersion across the various topics. Out of the 43 case studies, 36 relate to the food industry, although more recent publications also deal with other sectors. Various relevant theories are discussed and observed bottlenecks are discussed as well as future potential, like using systems thinking with big data analysis as an enabler.

This study examines the effect of intellectual property rights (IPR) on firms' geographic overlap strategy of external technology search (ETS) compared to rivals. I reveal that firms are able to realise less intensity of geographic overlap in ETS locations compared to competitors and that this outcome is a function of the breadth of their upstream (generality of patents) and downstream (diversification of trademarks) IPR tools. Accordingly, I conclude that both covariates influence the spatial isolation of ETS vis-à-vis competitors. The effect of generality of patents on isolation, however, is more pronounced in comparison with diversification of trademarks at strategic technology alliances, meanwhile the reverse scenario is true at acquisitions. I also reveal relevant findings about resource-rich organisations defined as those with the broadest portfolio of such up-and downstream IPR assets within the industry.

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