Propensity to patent by family firms

Bannò, Mariasole

doi:10.1016/j.jfbs.2016.07.002

Cited by 31 publications

(27 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In fact, in such a context, as competition for resources intensifies, it becomes more difficult (and expensive) for family firms to obtain funding to finance investments and the additional costs of patenting (Foss & Foss, 2005), indicating that lenders are likely to have asymmetric power relative to the firm (Desa & Basu, 2013) and will be able to impose more restrictive covenants and requirements that family owners will perceive as hazardous to their SEW. In a low-munificence environment, it is also more difficult to find specialized human capital, managerial talent, and expertise to support patenting (Bannò, 2016), as competition for human resources intensifies. For instance, prior research has shown that it is difficult for firms to extract quality resources, such as labor and skills, from a low-munificence environment (Desa & Basu, 2013).…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

“…Some studies have examined the relationship between family ownership and firm propensity to patent (e.g., Bannò, 2016; Block, 2012; Jell, Block, Henkel, Spiegel, & Zischka, 2015), albeit yielding mixed results. However, most of the existing studies conceptualized patents simply as a proxy for innovation outputs (e.g., Duran, Kammerlander, Van Essen, & Zellweger, 2016) and thus largely overlooked the strategic implications of patenting in family firms.…”

mentioning

confidence: 99%

See 1 more Smart Citation

To patent or not to patent: That is the question. Intellectual property protection in family firms

Chirico

Criaco

Baù

et al. 2018

Entrepreneurship Theory and Practice

View full text Add to dashboard Cite

This study examines family firms’ propensity to protect their intellectual property through patents. Building on the mixed gamble logic of the behavioral agency model, we theorize that family ownership has a U-shaped relationship with firm propensity to patent. Specifically, we argue that family firms’ desire to prevent losses of current socioemotional wealth (SEW) inhibits their propensity to patent until a threshold level of family ownership, beyond which the family’s SEW is secured and a greater focus on prospective financial gains attainable through patents is possible. We also suggest that environmental munificence moderates this nonlinear relationship such that a low-munificent environment accentuates the potentially detrimental (beneficial) effects of low-to-medium (medium-to-high) levels of family ownership on patents. We test our hypotheses on a sample of 4,198 small- and medium-sized family firms.

show abstract

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

mentioning

confidence: 99%

To patent or not to patent: That is the question. Intellectual property protection in family firms

Chirico

Criaco

Baù

et al. 2018

Entrepreneurship Theory and Practice

View full text Add to dashboard Cite

show abstract

“…Other scholars analyze innovation efficiency. More specifically, they measure patent output relative to R&D investments (e.g., Bannò, 2016; Chemmanur, Kong, Krishnan, & Yu, 2019; Galasso & Simcoe, 2011) to evaluate the degree to which firms transform innovation input into output. Still other scholars analyze the firm's output elasticity, which is defined as changes in revenue resulting from changes in R&D (Cremers, Litov, & Sepe, 2017).…”

Section: An Integrative Framework On Strategic Leaders and Technologimentioning

confidence: 99%

“…On the one hand, Matzler et al (2015) found that family presence on the supervisory boards of German firms decreases innovation input and strengthens innovation output, suggesting higher innovation efficiency. On the other hand, Bannò (2016) identified a negative relationship between the share of family representatives on the boards of Italian family firms and innovation efficiency.…”

Section: An Integrative Framework On Strategic Leaders and Technologimentioning

confidence: 99%

Strategic leadership and technological innovation: A comprehensive review and research agenda

Kurzhals

Graf‐Vlachy

König

2020

Corporate Governance

View full text Add to dashboard Cite

Research Question/Issue We review the literature on the relationship between strategic leadership and technological innovation. Research Findings/Insights We identify the theoretical lenses that researchers apply when studying strategic leadership and innovation, most notably agency theory and upper echelons theory. We review the innovation constructs and measures that scholars employ, and we survey the links among strategic leaders' characteristics and technological innovation. Ultimately, we organize the literature into an integrative framework that provides a concise overview of the extant knowledge, and we outline an agenda for future research. Theoretical/Academic Implications First, we offer scholars a discipline‐spanning overview of the extant knowledge on the topic. Second, by integrating important aspects of corporate governance, such as the role of the board of directors, incentives for the chief executive officer or the top management team, and firm ownership, into the context of technological innovation, we highlight the vital role it plays in the realm of technological innovation. Third, we provide a useful guide for scholars and direct their work towards fruitful avenues for future research. Practitioner/Policy Implications We offer insights for practitioners interested in better understanding the bidirectional relationship between strategic leadership and technological innovation. In particular, our framework and our detailed analysis of the impact of strategic leaders on technological innovation can guide shareholders and board members in matters related to board composition as well as top executive selection and compensation.

show abstract

“…While a few studies in the innovation literature have looked at when SMEs choose secrecy over patenting or vice versa (Gan et al, 2013;Leiponen and Byma, 2009), there have been contradictory findings regarding the relationship between family firms and the propensity to patent (Bannò, 2016;Tognazzo et al, 2013). Patenting requires the "disclosure of the knowledge associated with the innovation and prevents imitation through the threat of punishment in court" (Sofka et al, 2018: 559), but family firms may be unwilling to disclose information associated with their innovations.…”

Section: The Choice Between Secrecy and Patentingmentioning

confidence: 99%

Should we patent it or keep it a secret? The moderating role of proactive orientation in family versus non-family SMEs

Gimenez‐Fernandez

Beukel

Tyler

et al. 2020

International Small Business Journal

View full text Add to dashboard Cite

We investigate how family and non-family small-and-medium size enterprises (SMEs) differ in their preference for patenting over secrecy as a means to protect value of intellectual property, and how proactive orientation moderates this relationship. Because secrecy carries more risks for spillover than patenting, we propose and provide evidence to suggest that family SMEs are more likely to use patents than secrecy relative to non-family SMEs as a mechanism to protect value. However, proactive orientation can weaken this relationship, since SMEs with a proactive orientation will avoid the disclosure of information required for patenting. Using a sample of 300 SMEs from four countries in the wine industry, we find support for our hypotheses and contribute to both the intellectual property (IP) and SME literatures by explaining how family SMEs relative to non-family SMEs protect the value of IP.

show abstract

Propensity to patent by family firms

Cited by 31 publications

References 61 publications

To patent or not to patent: That is the question. Intellectual property protection in family firms

To patent or not to patent: That is the question. Intellectual property protection in family firms

Strategic leadership and technological innovation: A comprehensive review and research agenda

Should we patent it or keep it a secret? The moderating role of proactive orientation in family versus non-family SMEs

Contact Info

Product

Resources

About