Technology marketing: a new core competence of technology-intensive enterprises

Tschirky, Hugo; Escher, Jean Philippe; Tokdemir, Deniz; Belz, Christian

doi:10.1504/ijtm.2000.002874

Cited by 51 publications

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“…Though open innovation practices have always existed, they were until recently more an ad hoc activity than a systematic one (Tschirky et al 2000).…”

Section: The Value Proposition: Open Innovation the Big Dividementioning

confidence: 99%

Open innovation, networking, and business model dynamics: the two sides

Gay

2014

J Innov Entrep

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A business model describes the design of the value creation and capture mechanisms needed to yield profit. We contend that for a business model to be viable in turbulent and hypercompetitive environments, its dynamics are important and must leverage, out of all key business model modules proposed in different studies, on a combined value and network perspective. These different elements present, however, distinctive challenges for small innovative companies and larger firms. Moreover, the business model of small firms is sited in the business models of their partners, big companies in particular. The purpose of this article is to highlight the importance of a dynamic network perspective and to understand how the networked business models in action of large firms may affect small innovative companies. We examine here the networked business models of big pharmaceutical companies and venture capital firms which interact in open innovation with small biotech companies.

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“…Though open innovation practices have always existed, they were until recently more an ad hoc activity than a systematic one (Tschirky et al 2000).…”

Section: The Value Proposition: Open Innovation the Big Dividementioning

confidence: 99%

Open innovation, networking, and business model dynamics: the two sides

Gay

2014

J Innov Entrep

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“…Ritter and Gemunden (2004) discussed and analyzed the impact of the dual nature of the key to competitiveness in the network economy. Tschirky et al (2000) pointed out that technology marketing is a new core competence of technology-intensive enterprises. The new core competence is dependent upon new processes and concepts, because known marketing methods do not sufficiently take into account the knowledge-defined uniqueness of technologies as the object of commerce.…”

Section: Viewpoints Of Studies On Managerial Competencementioning

confidence: 99%

Combining the Fuzzy Analytic Hierarchy Process and the fuzzy Delphi method for developing critical competences of electronic commerce professional managers

Fang

2011

Qual Quant

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“…Instead, it represents a complementary strategy to a firm's product strategies (Tschirky et al, 2000). While product strategies focus exclusively on the product business, external knowledge exploitation is mainly regarded as a potential avenue of diluting a firm's competitive advantage in the product markets (Lorange, 1980).…”

Section: Conflict Of Strategies In the Keep-or-sell Decisionmentioning

confidence: 99%

“…Because of incentive systems and other reasons, however, business unit strategies tend to focus exclusively on the local The keep-or-sell decision optimum for their particular business unit and not on the overall optimum for the whole company (Ansoff, 1965;Burgelman, 1983;Richter and Schmidt, 2005). A corporate-level strategy in external knowledge exploitation (Tschirky et al, 2000;Lichtenthaler, 2005) has to balance this focus by showing that external knowledge exploitation may be beneficial even if it negatively affects the competitive position of a particular business unit. From a firm-level perspective, it is appropriate to realize a knowledge transaction if its negative effects are overcompensated by the positive effects for the firm as a whole.…”

Section: Conflict Of Strategies In the Keep-or-sell Decisionmentioning

confidence: 99%

Hierarchical strategies and strategic fit in the keep‐or‐sell decision

Lichtenthaler

2007

Management Decision

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PurposeBesides applying knowledge in own products and services, firms increasingly exploit their knowledge assets externally, e.g. by means of licensing out technology. The aim of this paper is to help firms achieve strategic fit in the keep‐or‐sell issue, which results from potential external knowledge exploitation.Design/methodology/approachThe keep‐or‐sell decision refers to the issue whether to commercialize knowledge assets externally in addition to exploiting them inside the organization. Because of the high opportunities and risks of externally leveraging knowledge, the keep‐or‐sell decision constitutes a major area of conflict between strategies at different levels, particularly knowledge vs product strategies, corporate vs business unit strategies and R&D vs marketing strategies. After detailing the keep‐or‐sell decision, the paper conceptually explores how firms may respond to potential conflicts in the keep‐or‐sell decision by achieving strategic fit.FindingsThe paper identifies, in particular, three major characteristics of a firm's strategic approach, i.e. coordination, centralization, and collaboration, which may help firms achieve strategic fit in the keep‐or‐sell issue.Originality/valueThe keep‐or‐sell decision is a unique arena for studying hierarchical strategies and strategic fit. As a result, this paper has major implications for research into strategic fit, hierarchical strategies, knowledge management and open innovation. Achieving fit across a firm's different strategies in the keep‐or‐sell issue is essential for firm performance in a knowledge‐based economy.

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Technology marketing: a new core competence of technology-intensive enterprises

Cited by 51 publications

References 0 publications

Open innovation, networking, and business model dynamics: the two sides

Open innovation, networking, and business model dynamics: the two sides

Combining the Fuzzy Analytic Hierarchy Process and the fuzzy Delphi method for developing critical competences of electronic commerce professional managers

Hierarchical strategies and strategic fit in the keep‐or‐sell decision

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