A Comprehensive Classification of Business Activities in the Market of Intellectual Property Rights-related Services

Technology and intellectual property markets have witnessed great developments in the last few decades. Due to intellectual property rights gaining more importance and technology companies opening up their innovation processes, a wide range of intellectual property rights related services have emerged in the last two decades. The goal of this research is to develop a comprehensive classification system of intellectual property rights related services (IPSC). The classification is created by applying an ontology engineering process. The IPSC consists of 72 various IPR services divided into six main categories (100 Legal Service; 200 IP Consulting; 300 Matchmaking and Trading; 400 IP Portfolio Processing; 500 IPR-related Financial Service; 600 IPR-related Communication Service). The implications of the thesis are directed to policy makers, technology transfer managers, C-level executives and innovation researchers. The IPSC enables practitioners and researchers to organize industry data that can be thereafter analyzed for better strategy and policy making. In addition, this contributes towards organizing a more transparent and single intellectual property market.:Acknowledgements I Abstract II Contents IV List of Figures VI List of Tables VII 1. Introduction 1 1.1. Introduction to Technology Markets 1 1.2. Explanation of Key Concepts 5 1.3. Research Questions and Goals 9 1.4. Readers Guide 13 2. Literature Review 15 2.1. Intellectual Property Markets State of the Art Review 15 2.2. Ontology Engineering State of the Art Review 22 3. Methodology 26 3.1. Methontology 26 3.2. Planning the IPSC 29 3.3. Specification 30 3.4. Conceptualization 31 3.5. Formalization 32 3.6. Integration 32 3.7. Evaluation 33 3.8. Documentation 33 3.9. Realization and Maintenance 33 4. Data description and collection framework 34 5. Applying Methontology 46 5.1. Knowledge Acquisition and Planning the IPSC 46 5.2. Specification 46 5.3. Conceptualization 47 5.4. Formalization 54 100 Legal Service 56 200 IP Consulting 60 300 Matchmaking and Trading 65 400 IP Portfolio Processing 72 500 IPR-related Financial Service 76 600 IPR-related Communication Service 81 5.5. Integration 86 5.6. Evaluation 95 5.7. Documentation 104 5.8. Realization and Maintenance of the IPSC 106 6. Interview Results and Further Discussions 108 6.1. Implications for Industry 108 6.2. Contributions of the IPSC 110 6.3. Limitations of the IPSC and Future Work 112 7. Conclusions 116 References 120 List of experts interviewed and the date of interview 129 Appendices 13

Dynamic Approach to Competitive Intelligence: Case Studies of Large-Scale Swiss Telecom Firms

The research aim is to understand how the competitive intelligence (CI) process in large-scale Swiss telecom companies contributes to management decision-making. Studying CI activities of the Swiss large-scale telecom firms (Swisscom, Sunrise, Orange/Salt, Cablecom) in a dynamic European context offers useful insight into the critical challenges that service firms now face when developing intelligence in disruptive market contexts where aggressive competitive behaviour is evident. In considering CI theory, this study has reviewed perspectives drawn from research on the CI process, studies on knowledge management and work on systems thinking. In extending the predominant modular view of CI to include elements of systems thinking, this study has added to our academic understanding of CI at firm level. An Integrative CI Activities framework was developed that enables a more holistic perspective of CI to be adopted, taking account of operational, organisational and strategic perspectives. A diagram representing the range of CI analysis methodologies has also been generated, that differentiates between internal/external orientation and static/dynamic forms of CI analysis. Such frameworks can be used by CI researchers in other market contexts. The methodology for this study drew on a pragmatist philosophy, using a case study strategy that adopted mixed methods in data collection, including semi-structured depth interviews with top CI Analysts in each firm. Findings have shown differences in the scope of CI Activities that link to stages of CI development (developing, developed) and variation between headquarters-centred and firm-centred approaches to CI planning and implementation. The adoption of query based, flexible analysis approaches in firm-centred settings differ from more structured CI analysis techniques in headquarters-based firms. Evidence from this study suggests that networked communication, strong feedback mechanisms and the adoption of more flexible CI analyst roles link to more effective CI processes and to greater potential for direct CI contribution to decision-making. Key contributions emerge through the three lenses of analysis adopted (operational, organisational and strategic); in terms of operational CI processes, the study identifies a complex integrated system at work in firms that implement CI effectively. In studying the link between organisational structure and CI analysis, the study has mapped organisational support patterns and how they shape the CI process at firm level. With respect to the strategic lens, following a detailed worked study of predictive analysis in one case firm, findings have identified adaptiveness in CI design as essential to address disruptive market change. Managerial consideration include a need for a) greater flexibility in CI implementation at firm level to adapt to turbulent markets, b) acknowledgement of the importance of the CI analyst role further and c) more dynamic CI content to be generated by CI analysts

Inteligencia competitiva para la innovación en PYMEs : identificación de factores clave

The study focuses on SMEs in the industrial sector in Catalonia, with the aim of identifying competitive intelligence systems suitable for SMEs, the areas with the greatest potential impact with the implementation of a system IC for innovation, and 3 main key to the success of Competitive Intelligence for Innovation in SMEs factors. This requires a review of the particularities of SMEs was conducted, he analyzed Innovation as competitive strategy and the IC as a strategic tool for innovation. The uniqueness of innovation and SMEs IC in order to determine the key to the success of the IC for innovation in SMEs studied factors. These factors were checked empirically a pragmatic approach to joint research and qualitative study design - quantitative. To this end, 15 semi-structured SMEs validating the factors identified in the literature and key elements surfacing new interviews. Based on the results of this first phase, a quantitative survey that was sent to the industrial SMEs of Catalonia, of which 193 surveys were obtained completely answered designed. The absence of specific models of IC adapted to the reality of SMEs was confirmed, and while a number of empirical studies practices IC were identified in different countries of the world, in every country there are few studies and appear disconnected from each would bring together the other without knowledge of each. It also concluded that the companies in the survey conducted monitoring considered key areas and therefore has greater involvement in performance and result. Virtually all of the factors and variables identified in the literature review and semi-structured interviews have moderate or strong correlations with variable Effective realization of HF, except human factors Quality and Market Orientation Factor ( with correlations. but weak) Awareness and information (no significant correlation). The main key factors most influence were identified structure IC function in the organization, the integration of information technology in the enterprise, the level of visibility and return of function of IC, and the availability of resources. Also significant were corroborated as key factors in this case moderate wood, the level of competition and information behavior in the organization, the ability to share information, the intensity of exposure to information, and organizational cultureEl estudio se centró en PYMEs del sector industrial en Catalunya, con el objetivo de identificar sistemas de Inteligencia Competitiva adecuados para pequeñas y medianas empresas, las áreas con mayor potencial de impacto con la implantación de un sistema de IC para la innovación, y 3 los principales factores clave para el éxito de la Inteligencia Competitiva para la Innovación en PYMES. Para ello se realizó una revisión de las particularidades de las PYMEs, analizó la Innovación como estrategia competitiva y la IC como herramienta estratégica y para la innovación. Se estudió la singularidad de la innovación y la IC en las PYMES con el fin de determinar los factores clave para el éxito de la IC para la innovación en PYMEs. Dichos factores fueron chequeados de manera empírica con un enfoque de a investigación pragmático y un diseño metodológico mixto cualitativo ¿ cuantitativo. A tal efecto se realizaron entrevistas semi-estructuradas a 15 PYMEs validando los factores identificados en la literatura y aflorando nuevos elementos clave. En base a los resultados de esta primera fase se diseñó una encuesta cuantitativa que se envió a las PYMEs industriales de Catalunya, de las que se obtuvieron 193 encuestas respondidas completamente. Se confirmó la no existencia de modelos específicos de IC adaptados a la realidad de las PYMES, y si bien se identificaron varios estudios empíricos de las prácticas de IC en diferentes países del mundo, en cada país son pocos los estudios y aparecen desconectados los unos de los otros sin aglutinase el conocimiento de cada uno de ellos. Asimismo se concluyó que las empresas de la encuesta realizan la monitorización de las áreas que consideran claves y que por tanto tiene mayor afectación en su desempeño y resultado. Prácticamente la totalidad de los factores y variables identificados en la revisión de la literatura y en las entrevistas semiestructuradas tienen correlaciones moderadas o fuertes con la variable de Realización efectiva de la IC, a excepción de los Factores de Calidad del Factor humano y Orientación al mercado (con correlaciones existentes. pero débiles) y Conciencia de la información (sin correlación significativa). Los principales factores clave con mayor influencia identificados fueron la estructura de la función de IC en la organización, la integración de las tecnologías de la información en la empresa, el nivel de visibilidad y retorno de la función de IC, y la disponibilidad de recursos. También fueron corroborados como factores clave significativos, en este caso de madera moderada, el nivel de competencia y comportamiento informacional en la organización, la capacidad de compartición de la información, la intensidad de exposición a la información, y la cultura organizativa. Finalmente la investigación identificó las relaciones entre las actividades clave de las PYMEs industriales (en función de su valor competitivo y como parte del núcleo de actividad de su negocio) y el grado de utilización de informaciones externas para la toma de decisiones e introducción de innovaciones en cada una de dichas actividades clav