Abstract
Knowledge assets are exchanged in order to build intellectual capital: this provides the basis for the discussion of licensing and cross-licensing as part of the business and technology strategy of the enterprise. Managing knowledge as intellectual capital in the frame of strategic technology partnerships simplifies the search and attainment of the following strategic corporate targets of the partners: (1) Maximize the effectiveness and efficiency of higher-order technological learning processes with both internal and external foci (with respect to its partners), namely the organizational intelligence/learning processes and especially the rate of technological learning. (2) Encourage and support the development of a current and dynamic evolving portfolio of strategic technological capability options in a more effective and efficient manner from a technology and market risk perspective. The discussion developed in the chapter determines some fundamental consequences of the knowledge management paradigm for the management and development of research collaborations. A case study approach can offer a better understanding of the dynamics of technology transfer and the elements of successful transfer processes and this is proved by the use of a framework of input, intermediate, and short- and long-term outcome metrics.
You can not overtake the runner in front of you by following in his footsteps.
Mao tse-Tung
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Carayannis, E.G. (2011). Insights from Theory and Practice. In: Knowledge and the Family Business. Innovation, Technology, and Knowledge Management, vol 7. Springer, New York, NY. https://doi.org/10.1007/978-1-4419-7353-5_8
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DOI: https://doi.org/10.1007/978-1-4419-7353-5_8
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