scholarly journals Small Companies And Value Capture From Their Intellectual Properties: A Qualitative Study

2021 ◽  
Author(s):  
Ziren Wang
Keyword(s):  
Human Capital ◽  
Qualitative Study ◽  
Market Economy ◽  
Resource Constraints ◽  
Empirical Studies ◽  
Management Theory ◽  
Small Companies ◽  
Value Capture ◽  
Resource Based View ◽  
Intellectual Properties

Small companies and their intellectual properties (IPs) play an increasingly crucial role in a “well-functioning market economy”. In recent empirical studies, it is recognized that small companies carried out breakthrough IPs. However, more studies are needed to investigate how small companies strategically capture value from their IPs given their resource constraints. By analyzing the empirical case findings in the light of IP management theory and resource-based view (RBV), this study attempted to answer 1) how small companies capture value from their intellectual properties and 2) in their value capture, how small companies utilize their physical, organizational, and human capital resources and overcome resource constraints, if any. Interview data with seven case companies which possess valuable and radical IPs were used to identify patterns and differences among the value capture strategies. The results were reported on a within- and cross-cases basis, which led to the discussion of three propositions. Overall, this thesis identified how small companies commercialize their IPs and the crucial roles of network and radical patents for small companies.

scholarly journals Small Companies And Value Capture From Their Intellectual Properties: A Qualitative Study

2021 ◽  
Author(s):  
Ziren Wang
Keyword(s):  
Human Capital ◽  
Qualitative Study ◽  
Market Economy ◽  
Resource Constraints ◽  
Empirical Studies ◽  
Management Theory ◽  
Small Companies ◽  
Value Capture ◽  
Resource Based View ◽  
Intellectual Properties

Small companies and their intellectual properties (IPs) play an increasingly crucial role in a “well-functioning market economy”. In recent empirical studies, it is recognized that small companies carried out breakthrough IPs. However, more studies are needed to investigate how small companies strategically capture value from their IPs given their resource constraints. By analyzing the empirical case findings in the light of IP management theory and resource-based view (RBV), this study attempted to answer 1) how small companies capture value from their intellectual properties and 2) in their value capture, how small companies utilize their physical, organizational, and human capital resources and overcome resource constraints, if any. Interview data with seven case companies which possess valuable and radical IPs were used to identify patterns and differences among the value capture strategies. The results were reported on a within- and cross-cases basis, which led to the discussion of three propositions. Overall, this thesis identified how small companies commercialize their IPs and the crucial roles of network and radical patents for small companies.

The Resource-Based View of the Firm, Human Resources, and Human Capital: Progress and Prospects

2021 ◽  
pp. 014920632097879
Author(s):  
Barry Gerhart ◽  
Jie Feng
Keyword(s):  
Human Capital ◽  
Best Practices ◽  
Human Resources ◽  
Value Creation ◽  
Firm Heterogeneity ◽  
Future Research ◽  
Value Capture ◽  
Resource Based View ◽  
Implementation Challenges ◽  
Relevant Evidence

We describe the interplay between the resource-based view (RBV) and strategic human resources (HR)/human capital (HC) literatures in select areas of particular interest. In each area, we aim to highlight key issues, review relevant evidence where available, and identify future research needs. We begin by reviewing research on HR-related firm heterogeneity. We then discuss best practices in HR, including evidence of the large apparent value they create. We also consider different views on the value and ease of imitation of best practices, including implementation challenges. Next, we briefly address the key roles of microfoundations and complementarity in helping understand the potential for value creation and value capture through the use of best practices. We then ask whether the use of best practices in the pursuit of competitive parity might warrant greater attention as this may be where the largest potential gains can be made. Finally, we consider a number of developments in the strategic HC literature, especially those related to firm-specific human capital (FSHC). We raise questions with views on issues such as the consequences of FSHC for workers; the definition and measurement of FSHC; whether worker immobility, a key to value capture, is good from a social return (or even a firm) return perspective; and the relative emphasis on value capture and value creation.

APPLICATION OF SPC AND GROWTH MODELS ON THE ECONOMIC TRAJECTORY OF THE LEATHER AND FOOTWEAR INDUSTRY

2020 ◽  
Author(s):  
Mario Lesina ◽  
Lovorka Gotal Dmitrovic
Keyword(s):  
Human Capital ◽  
Process Control ◽  
Statistical Process Control ◽  
Control Charts ◽  
Growth Models ◽  
Pearson Correlation ◽  
Small Companies ◽  
Statistical Process ◽  
Production Staff ◽  
Footwear Industry

The paper shows the relation among the number of small, medium and large companies in the leather and footwear industry in Croatia, as well as the relation among the number of their employees by means of the Spearman and Pearson correlation coefficient. The data were collected during 21 years. The warning zone and the risk zone were determined by means of the Statistical Process Control (SPC) for a certain number of small, medium and large companies in the leather and footwear industry in Croatia. Growth models, based on externalities, models based on research and development and the AK models were applied for the analysis of the obtained research results. The paper shows using the correlation coefficients that The relation between the number of large companies and their number of employees is the strongest, i.e. large companies have the best structured work places. The relation between the number of medium companies and the number of their employees is a bit weaker, while there is no relation in small companies. This is best described by growth models based on externalities, in which growth generates the increase in human capital, i.e. the growth of the level of knowledge and skills in the entire economy, but also deductively in companies on microeconomic level. These models also recognize the limit of accumulated knowledge after which growth may be expected. The absence of growth in small companies results from an insufficient level of human capital and failure to reach its limit level which could generate growth. According to Statistical Process Control (SPC), control charts, as well as regression models, it is clear that the most cost-effective investment is the investment into medium companies. The paper demonstrates the disadvantages in small, medium and large companies in the leather and footwear industry in Croatia. Small companies often emerge too quickly and disappear too easily owing to the employment of administrative staff instead of professional production staff. As the models emphasize, companies need to invest into their employees and employ good production staff. Investment and support to the medium companies not only strengthens the companies which have a well-arranged technological process and a good systematization of work places, but this also helps large companies, as there is a strong correlation between the number of medium and large companies.

An academic Indian summer

2017 ◽  
Author(s):  
Angela Penrose
Keyword(s):  
Oil Industry ◽  
Management Theory ◽  
Resource Based View ◽  
Oil Companies ◽  
International Firm ◽  
Younger Generation ◽  
National Governments ◽  
Business And Management

After her husband’s death in 1984 and retirement from INSEAD Edith enjoyed the resurgence of interest in her work and its increasing influence on aspects of economic, business, and management theory and on a younger generation of economists, many of whom visited her at her home near Cambridge. The chapter examines the influence of her seminal ideas on some key protagonists of the ‘resource-based view of the firm’, e.g. David Teece, Birger Wernerfelt, J. C. Spender, and Jay Barney. Due to her understanding of the international firm, in particular the oil industry, she undertook consultancies pertaining to arbitration between oil companies and national governments.

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

scholarly journals Community health worker models in South Africa: a qualitative study on policy implementation of the 2018/19 revised framework

2020 ◽  
Author(s):  
Joshua P Murphy ◽  
Aneesa Moolla ◽  
Sharon Kgowedi ◽  
Constance Mongwenyana ◽  
Sithabile Mngadi ◽  
...  
Keyword(s):  
South Africa ◽  
Qualitative Study ◽  
Policy Implementation ◽  
Community Health ◽  
Resource Constraints ◽  
Health Workers ◽  
Healthcare Providers ◽  
Successful Implementation ◽  
Programme Implementation ◽  
Healthcare Facilities

Abstract South Africa has a long history of community health workers (CHWs). It has been a journey that has required balancing constrained resources and competing priorities. CHWs form a bridge between communities and healthcare service provision within health facilities and act as the cornerstone of South Africa’s Ward-Based Primary Healthcare Outreach Teams. This study aimed to document the CHW policy implementation landscape across six provinces in South Africa and explore the reasons for local adaptation of CHW models and to identify potential barriers and facilitators to implementation of the revised framework to help guide and inform future planning. We conducted a qualitative study among a sample of Department of Health Managers at the National, Provincial and District level, healthcare providers, implementing partners [including non-governmental organizations (NGOs) who worked with CHWs] and CHWs themselves. Data were collected between April 2018 and December 2018. We conducted 65 in-depth interviews (IDIs) with healthcare providers, managers and experts familiar with CHW work and nine focus group discussions (FGDs) with 101 CHWs. We present (i) current models of CHW policy implementation across South Africa, (ii) facilitators, (iii) barriers to CHW programme implementation and (iv) respondents’ recommendations on how the CHW programme can be improved. We chronicled the differences in NGO involvement, the common facilitators of purpose and passion in the CHWs’ work and the multitude of barriers and resource limitations CHWs must work under. We found that models of implementation vary greatly and that adaptability is an important aspect of successful implementation under resource constraints. Our findings largely aligned to existing research but included an evaluation of districts/provinces that had not previously been explored together. CHWs continue to promote health and link their communities to healthcare facilities, in spite of lack of permanent employment, limited resources, such as uniforms, and low wages.

scholarly journals Persisting inequality: A case of probabilistic drive towards divergence

2017 ◽  
Vol 67 (2) ◽  
pp. 215-234 ◽  
Author(s):  
Robin Maialeh
Keyword(s):  
Economic Theory ◽  
Market Economy ◽  
Empirical Studies ◽  
Market Forces ◽  
Global Inequality ◽  
Economic Disparities ◽  
Multi Level ◽  
Over Time

The aim of the study is to prove that agents organised by market forces tend to create and even more so deepen economic disparities over time. Empirical studies do not reliably describe the trend and causes of interpersonal global inequality in recent decades. Hence, the attention is turned to general economic theory with inspiration from Schumpeterian and neoclassical theories. The results indicate that pure market economy logic will tend to lead to multi-level divergence.

Living It Up at the Hotel California: Employee Mobility Barriers and Collaborativeness in Firms’ Innovation

2021 ◽  
Author(s):  
Eunkwang Seo ◽  
Deepak Somaya
Keyword(s):  
Human Capital ◽  
Value Creation ◽  
Knowledge Spillovers ◽  
Value Capture ◽  
Employee Mobility ◽  
Mobility Barriers ◽  
Collaborative Innovation ◽  
Complex Knowledge

Research has long recognized the importance of collaboration for innovation, but relatively little is known about the strategic drivers of collaborative innovation in firms. We posit that robust collaboration within firms can increase the interfirm mobility of inventors and increase spillovers of innovative knowledge to competitors by mobile inventors. Therefore, by mitigating these value capture hazards associated with collaboration, barriers to employee mobility may induce firms to increase collaborativeness in innovation. Additionally, consistent with the mechanism underlying this proposition, we hypothesize that firms whose innovation entails more complex knowledge, which is known to impede interfirm knowledge spillovers, will increase collaboration less when employee mobility increases. We test these hypotheses by leveraging quasi-exogenous changes in two legal mobility barriers for inventors across U.S. states and find that higher-mobility barriers are associated with greater inventor collaboration (as observed in patented innovation), and this effect is weaker for firms possessing more complex knowledge. These findings deepen our understanding of the strategic tradeoffs between value creation and value capture entailed in collaborative innovation within firms and of human capital strategies that help to manage these tradeoffs.

On the Effectiveness of Growth- Enhancing Policies in a Model of Growth Without Scale Effects

2002 ◽  
Vol 3 (3) ◽  
pp. 339-346 ◽  
Author(s):  
Lutz G. Arnold
Keyword(s):  
Economic Growth ◽  
Growth Rate ◽  
Human Capital ◽  
Population Growth ◽  
Capital Accumulation ◽  
Scale Effects ◽  
Growth Models ◽  
Empirical Studies ◽  
Human Capital Accumulation ◽  
Accelerate Growth

Abstract Standard R&D growth models have two disturbing properties: the presence of scale effects (i.e., the prediction that larger economies grow faster) and the implication that there is a multitude of growth-enhancing policies. Recent models of growth without scale effects, such as Segerstrom's (1998), not only remove the counterfactual scale effect, but also imply that the growth rate does not react to any kind of economic policy. They share a different disturbing property, however: economic growth depends positively on population growth, and the economy cannot grow in the absence of population growth. The present paper integrates human capital accumulation into Segerstrom's (1998) model of growth without scale effects. Consistent with many empirical studies, growth is positively related not to population growth, but to investment in human capital. And there is one way to accelerate growth: subsidizing education.

scholarly journals THE ROLE OF HUMAN CAPITAL IN THE MANAGEMENT OF INNOVATIVE DEVELOPMENT OF AN ENTERPRISE

2021 ◽  
Vol 8 ◽  
pp. 199-203
Author(s):  
Tamara A. Samoyluk ◽  
Anastasia S. Popova ◽  
Aelita V. Shaburova
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Market Economy ◽  
High Tech ◽  
Innovative Development ◽  
Highly Qualified ◽  
High Quality ◽  
Main Factor

In a market economy, the competitiveness of an enterprise is ensured by the introduction of innovations. In order to remain innovative, enterprises need high-quality human resources. Investments in human resources, as the main factor of innovative growth, determine the ability of employees to transform their existing knowledge, skills and abilities into high-tech products, highly qualified services.

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