Markets for Technology and Their Implications for Corporate Strategy

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Although market transactions for technologies, ideas, knowledge or information are limited by several well known imperfections, there is increasing evidence that, during the last two decades or so, such market transactions have become more common than in the past. These markets bring about new challenges to the firms. This paper examines some implications of markets for technology for the firms' corporate and technology strategies. Markets for technology change the traditional mindset in which the only available option for a company wishing to introduce an innovation is to develop the technology in-house, or for a company developing the technology to own the downstream assets needed to manufacture and commercialize the goods. This affects the role of companies both as technology users (they can now "buy" technologies) and as technology suppliers (they can now "sell" technologies). The implications for management include more proactive management of intellectual property, greater attention to external monitoring of technologies, and organizational changes to support technology licensing, joint-ventures and acquisition of external technology. For entrepreneurial startups, markets for technology make a focused business model more attractive. At the industry level, markets for technology may lower barriers to entry and increase competition, with obvious implications for the firms' broader strategy as well.
Markets for technology, Intellectual property, Technology strategy
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