2015
DOI: 10.1016/j.jengtecman.2015.05.003
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Determinants of firms’ patenting or not patenting behaviors

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Cited by 19 publications
(17 citation statements)
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References 116 publications
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“…Indeed, the appropriability of the R&D output, in terms of patents co-owned, is higher for collaboration with research organizations than with other kind of partners, especially in the same industry (Belderbos et al , 2014). Similar conclusions are reached by the paper by Huang and Cheng (2015) which shows that firms conducting R&D collaborations with universities and research institutions are more likely to patent innovative outcomes. Also vertical collaborations with other firms (i.e.…”
Section: Theoretical Background and Research Hypothesessupporting
confidence: 85%
See 1 more Smart Citation
“…Indeed, the appropriability of the R&D output, in terms of patents co-owned, is higher for collaboration with research organizations than with other kind of partners, especially in the same industry (Belderbos et al , 2014). Similar conclusions are reached by the paper by Huang and Cheng (2015) which shows that firms conducting R&D collaborations with universities and research institutions are more likely to patent innovative outcomes. Also vertical collaborations with other firms (i.e.…”
Section: Theoretical Background and Research Hypothesessupporting
confidence: 85%
“…The relationship between employee skills and patenting has been statistically proven in a small pool of papers. At a macro level, Marrocu et al (2013) reveal that human capital plays a significant role in generating inflows of knowledge relevant to regional existing knowledge base, measured as the yearly average of patents per million inhabitants; while at a firm level, Huang and Cheng (2015) demonstrate that companies with a higher proportion of scientists and engineers have a higher inclination towards patenting. In the same vein, a study carried out in a Chinese multinational subsidiary shows that local talented engineers directly contribute to successful patent applications (Li et al , 2013).…”
Section: Theoretical Background and Research Hypothesesmentioning
confidence: 99%
“…As a strategic tool, IP helps companies to build competitive advantage by erecting entry barriers, protecting brands, forming industry standards, improving bargaining power and maintaining freedom of market action (Pitkethly, 2001; Reitzig, 2004), thus improving the performance (Suh and Oh, 2015). Strategic IP management allows companies to select focused strategies in pursuing their goals, for example, firms choose whether or not to use IP protection (Huang and Cheng, 2015), where to apply for IP (Di Minin and Bianchi, 2011), and where to file a lawsuit in face of violation (Beukel and Zhao, 2018).…”
Section: Literature and Hypothesesmentioning
confidence: 99%
“…A firm's innovation strategy is the central to fostering innovation competence, which in turn leads to the development of new products and technologies [11]. However, innovation is characterized by a high level of uncertainty, given the difficulties in forecasting the performance Drilling and costs of a new technology, as well as the reaction of users to it [12].…”
Section: Literature Review 21 Patent Informationmentioning
confidence: 99%
“…Moreover, Dubaric et al [35] employed patent application figures as performance indicators representing evolution and level of maturity of wind power technology. Huang and Cheng [11], in turn, proposed a patenting behavior framework to identify the primary factors determining the propensity to file a patent application. Beyond examining patent applications filed by firms, there are also relevant studies addressing how universities are protecting their inventions through patents.…”
Section: Literature Review 21 Patent Informationmentioning
confidence: 99%