What is it about?
We show through a longitudinal case study of Airbus that when a complex technological organization develops significant corporate capabilities in the management of intellectual property, and couples this dynamically with its technology development capabilities, then the organization's success in the process of technological innovation may be enhanced.
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Why is it important?
This study makes a fresh contribution to the innovation studies literature by showing how if intellectual property management is treated as a core function of a complex technological organization—rather than simply as a vehicle for protecting new inventions and products after the fact, or simply as a constituent part of the organization’s legal function—it may contribute proactively to the organization’s technological innovation performance. We also address the current gap in the academic literature of a clear understanding of the processes by which different function-specific dynamic capabilities may coevolve in a complex organization operating as part of a dynamic and complex adaptive system.
Perspectives
In this publication we show how the management of intellectual property (IP) should be treated as a basic function of business, alongside all the orthodox business functions such as finance, marketing, accounting, HR management, operations, manufacturing, customer service, etc., etc. IP Management is a core function of contemporary business.
Kelvin Willoughby
HHL Leipzig Graduate School of Management
Read the Original
This page is a summary of: The coevolution of corporate capabilities in intellectual property management and technological innovation, European Journal of Innovation Management, July 2024, Emerald,
DOI: 10.1108/ejim-09-2023-0824.
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