Value Articulation: A Framework for the Strategic Management of Intellectual Property

Abstract

This article introduces a framework that helps to assimilate intellectual property management activities with the practices of marketing and strategy. With the framework, the management of IP rights is explained within marketing constructs such as the unique selling proposition. The article presents case studies that explore the applicability of the framework in a diversity of industry contexts and firm sizes.

Knowledge Management Processes and Intellectual Property Management Processes: An Integrated Conceptual Framework

“…Due to its focus on processes, Kucza bore a special interest for the design of the proposed framework. Additionally, we also identified scholars working in the field of intellectual property management, such as Fisher and Oberholzer-Gee (2013), Conley, Bican and Holger (2013), Loiola and Mascarenhas (2013), Spruson and Ferguson (2007), Narváez and Guerrero (2013), Luna and Solleiro (2007) and Sagarduy (2008), Capaldo, Lavie and Messeni (2017). All of these authors agree on the idea that both in knowledge management and in intellectual property management, knowledge assets must become major differentiators of organizational management.…”

Protecting Growth Options in Dynamic Markets: The Role of Strategic Disclosure in Integrated Intellectual Property Strategies

“…This issue contains several examples of such strategies, notably the value appropriation framework by Conley et al as well as Chesbrough and Chen's work on leveraging dormant technologies. 17 Adding to Oberholzer-Gee and Fisher's overview of strategic options in IP management, 18 we posit that patents do not serve all those purposes equally, effectively, or efficiently. Combining and orchestrating the variety of available mechanisms is indeed of key importance.…”

“…2 By strategically disclosing the potential secondary products, BASF effectively extends the scope of a patented product, and thus creates options for "value transportation" as outlined by Conley et al in this issue. 3 In other situations, BASF offers products in highly competitive, fast-paced industries with rapidly changing product compositions. The various permutations of, for instance, a novel pigment (e.g., cream, gel, spray, and pencil) are practically limitless.…”

Managing innovation performance: Results from an industry‐spanning explorative study on R&D key measures

“…Intangible assets, as main drivers of firm success (Conley, Bican, & Ernst, 2013), motivated Baglieri, Chiesa, Grando, and Manzini (2001) to carry out research on how to evaluate these assets. Performance measurement of technological assets is used as a starting point in this process.…”