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- Bianchi, Mattia, et al.
(författare)
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Organizing for External Technology Commercialization: evidence from a multiple case study in the pharmaceutical industry
- 2011
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Ingår i: R&D Management. - : Wiley: 24 months. - 0033-6807. ; 41:2, s. 120-137
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Tidskriftsartikel (refereegranskat)abstract
- External technology commercialization (ETC) is increasingly being regarded as a strategic priority by companies. ETC is the use of out-licensing to transfer technologies that are disembodied from products to other organizations. Previous research has focused on the economic and strategic dimensions but little attention has so far been paid to how ETC should be organized. This paper explores whether and how firms operating in different contexts adopt dissimilar organizational solutions for their ETC activities. To this aim, a theoretical framework is first developed that comprises the key constitutive elements of ETC organization and a number of firm-level and deal-level factors that are supposed to influence organizational design choices. Based on a multiple case-study analysis involving 16 out-licensing deals executed in seven Italian pharmaceutical firms, the paper shows that the organization of out-licensing tasks and the allocation of decision-making power is shaped by, and adapts to, the relevance of ETC in the corporate strategy, the volume of ETC transactions, the stage of development of the technology being commercialized and the competitive threats due to the deal. The paper is believed to be useful for licensing and R&D managers who can find practical insights into how ETC activities can be organized and which critical contextual factors should be accounted for when designing such organization.
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- Bianchi, Mattia, et al.
(författare)
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Selling technological knowledge: Managing the complexities of technology transactions
- 2011
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Ingår i: Research-Technology Management. - : Taylor & Francis (Routledge): SSH Titles. - 0895-6308. ; 54:2, s. 18-26
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Tidskriftsartikel (refereegranskat)abstract
- With the diffusion of the open-innovation paradigm, more companies are selling their technological knowledge, disembodied from physical artifacts, to other organizations in an attempt to maximize the rent-yield potential of the innovation process. However, extracting revenues from technology sale remains a challenge for most firms due to the peculiarities of technological knowledge as an object of commerce. A study of 30 companies actively involved in technology sale and 75 single transactions illuminates two key aspects of technology transactions: (1) the challenges that the technology sale process entails, and (2) the practices that can be adopted to manage the complexities of technology transactions. CTOs and R&D and technology managers can use these insights to build a firm-level capability in selling technological knowledge.
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- Bianchi, Mattia, et al.
(författare)
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Technology acquisition in family and nonfamily firms : A longitudinal analysis of spanish manufacturing firms
- 2013
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Ingår i: Journal of Product Innovation Management. - : Wiley: 24 months. - 1540-5885 .- 0737-6782. ; 30:6, s. 1073-1088
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Tidskriftsartikel (refereegranskat)abstract
- Technology acquisition from external sources has been identified as a critical competence for sustained success in innovation, and research has paid a good deal of attention to studying its advantages, drawbacks, determinants, and outcomes. Traditionally, research has modeled the choice to acquire technology from outside a firm's boundaries as the result of a trade-off between the benefits of external acquisition (e.g., higher return on investment, lower costs, increased flexibility, access to specialized skill sets, and creativity) and its drawbacks (e.g., opening the market to new entrants, risk of imitation of core competencies, and reduced value appropriability). Yet, this view does not capture the behavioral considerations that may potentially encourage or discourage managers from sourcing technology outside the firm's boundaries. This behavioral aspect is especially important if one wants to understand the conduct in external technology acquisition of family firms, which are found to favor strategic actions that preserve the controlling families' control and authority over business, even at the cost of giving up potential economic benefits. Thus, external technology acquisition is likely to be interpreted differently in family and nonfamily firms. Despite its importance, how the involvement of a controlling family affects decisions in technology and innovation management and specifically external technology acquisition is an overlooked topic in extant research and requires further theoretical and empirical examination. This study attempts to fill these gaps by extending the tenets of the behavioral agency model and prior research pointing to particularistic decision-making in family firms to uncover the behavioral drivers of external technology acquisition in family and nonfamily firms. Theory is developed that relates performance risk, family management, and the contingent effect of the degree of technology protection on external technology acquisition, and the hypotheses are tested with longitudinal data on 1540 private Spanish manufacturing firms. The analyses show that managers are more likely to acquire technology from external sources through research and development contracting when firm performance falls below managers' aspirations. Family firms are generally more reluctant to acquire external technology, and the effect of negative aspiration performance gaps becomes less relevant as family management is higher, which is attributed to family managers' attempts to avoid losing control over the trajectory that technology follows over time. However, family firms become more favorable to considering the adoption of an open approach to technology development when some protection mechanisms (specifically, the filing of patents on the firm proprietary technologies) increase the managers' perceptions of control over the technology trajectory. As such, this study makes a contribution to the understanding of the behavioral factors driving external technology acquisition, and it offers important insights regarding technology strategy in family firms.
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