DRMs, Innovation and Creation

DRMs are intellectual property institutions. They transpose the empirical principle of copyright, which implicitly recognizes that specific ownership rules should be attached to non scientific creation, into the digital era. The legal protection of DRMs, a private means of enforcing content excludability, participates in the "privatization" of copyright protection. This, in turn, means that a proprietary software — governed by intellectual property rights, reinforced by public law — becomes the key to the vertical relations shaped by exclusive copyright. DRMs consequently represent a major stake in the competition to capture network effects in the content distribution vertical chaincopyright; distribution; DRMs; network effects

The hunt for submarines in classical art: mappings between scientific invention and artistic interpretation

This is a report to the AHRC's ICT in Arts and Humanities Research Programme. This report stems from a project which aimed to produce a series of mappings between advanced imaging information and communications technologies (ICT) and needs within visual arts research. A secondary aim was to demonstrate the feasibility of a structured approach to establishing such mappings. The project was carried out over 2006, from January to December, by the visual arts centre of the Arts and Humanities Data Service (AHDS Visual Arts).1 It was funded by the Arts and Humanities Research Council (AHRC) as one of the Strategy Projects run under the aegis of its ICT in Arts and Humanities Research programme. The programme, which runs from October 2003 until September 2008, aims ‘to develop, promote and monitor the AHRC’s ICT strategy, and to build capacity nation-wide in the use of ICT for arts and humanities research’.2 As part of this, the Strategy Projects were intended to contribute to the programme in two ways: knowledge-gathering projects would inform the programme’s Fundamental Strategic Review of ICT, conducted for the AHRC in the second half of 2006, focusing ‘on critical strategic issues such as e-science and peer-review of digital resources’. Resource-development projects would ‘build tools and resources of broad relevance across the range of the AHRC’s academic subject disciplines’.3 This project fell into the knowledge-gathering strand. The project ran under the leadership of Dr Mike Pringle, Director, AHDS Visual Arts, and the day-to-day management of Polly Christie, Projects Manager, AHDS Visual Arts. The research was carried out by Dr Rupert Shepherd

Intra and Inter-Organizational Knowledge Transfer Processes Identifying the Missing Links

Inspired by the resource- and knowledge-based views, much attention has been focused on knowledge transfer as a process of strategic importance. Still, many open questions regarding knowledge transfer processes need to be addressed to complete our understanding. For instance, what are the barriers to knowledge transfer, and what are the facilitators? A review of the literature reveals that it is divided into two streams: articles on intra-firm knowledge flows and articles on inter-firm knowledge flows. Part of the incompleteness of our understanding of knowledge transfer processes, we argue, derives from the fact that it is unclear in which way intra- and inter-firm knowledge flows are different. The paper investigates three questions: first, how knowledge transfer is defined differently in intra- and inter-firm knowledge flows; second: how barriers to knowledge transfer processes differ; and thirdly: what we need to know to be able to formulate a management view of organizational knowledge flows, whether intra- or inter-organizational. The concluding section argues five research questions whose answers may enable research to formulate a management view of knowledge flows.Review; internal knowledge flows; external knowledge flows; definition; barriers to knowledge flows