Technological Know How Organizational Capabilities And Strategic Management Business Strategy And Enterprise Development in Competitive Environments 1st Edition by Teece David J ISBN 9812568506 9789812568502 by David J. Teece 9789812568502, 9812568506 instant download after payment.

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ISBN 10: 9812568506 
ISBN 13: 9789812568502
Author: Teece David J

This book explores factors which impact the viability and growth of business enterprises. In particular, the role of entrepreneurship, organizational learning, and business strategy — including licensing strategy — are considered in some detail. It presents fundamental thinking about business organization and provides the conceptual framework that scholars need to understand complex business organization, managerial processes, and competitive strategy.

Technological Know How Organizational Capabilities And Strategic Management Business Strategy And Enterprise Development in Competitive Environments 1st Table of contents:

1. Capturing Value from Knowledge Assets
   1.1 Knowledge and Competitive Advantage
   1.2 Liberalization of Markets
   1.3 Expansion of What's Tradable
   1.4 Strengthening of Intellectual Property Regimes
   1.5 The Growing Importance of Increasing Returns
   1.6 Decoupling of Information Flows from Goods and Services
   1.7 Ramifications of New Information and Communications Technologies
   1.8 Product Architecture and Technology Fusion
   1.9 Implications
   1.10 Capturing Value from Knowledge and Competence
   1.11 The Nature of Knowledge
   1.12 Replicability, Imitability, and Appropriability
   1.13 Appropriability and Markets for Know-How and Competence
   1.14 Sectoral Differences in the Market for Know-How
   1.15 Complementary Assets
   1.16 Dynamic Capabilities
   1.17 Implications for the Theory of the Firm
   1.18 Conclusion

2. Dynamic Capabilities and Strategic Management
   2.1 Introduction
   2.2 Models of Strategy Emphasizing Market Power
   2.3 Models of Strategy Emphasizing Efficiency
   2.4 The Dynamic Capabilities Approach
   2.5 Toward a Dynamic Capabilities Framework
   2.6 Markets and Strategic Capabilities
   2.7 Replicability and Imitability of Organizational Processes
   2.8 Conclusion

3. Dynamic Capabilities, Competence and the Behavioral Theory of the Firm
   3.1 Introduction
   3.2 The Behavioral Theory of the Firm
   3.3 The Behavioral Theory and Strategy
   3.4 The Behavioral Theory and Firm Competencies
   3.5 The Behavioral Theory and Dynamic Capabilities
   3.6 Conclusion

4. Dynamic Capabilities and Multinational Enterprise
   4.1 Abstract and Key Results
   4.2 Introduction
   4.3 Resource-Based Theory of the Firm
   4.4 Penrose and the Theory of Dynamic Capabilities
   4.5 Growth Issues and the Penrose Effect
   4.6 Entrepreneurship and Enterprise Design
   4.7 Dynamic Capabilities and MNEs
   4.8 Conclusion

5. Managers, Markets, and Dynamic Capabilities
   5.1 Introduction
   5.2 Understanding Fundamental Economic Problems
   5.3 Asset Orchestration
   5.4 Asset Orchestration Versus Coordination
   5.5 Towards a Dynamic Capabilities Theory of the Firm
   5.6 Conclusion

6. An Economics Perspective on Intellectual Capital
   6.1 Introduction
   6.2 Organizing R&D and Knowledge Production
   6.3 Economics of Knowledge
   6.4 Innovation and Economic Growth
   6.5 Firm-Level Developments
   6.6 Central Concepts
   6.7 Capturing Value from Intellectual Capital
   6.8 Measurement Issues
   6.9 Conclusion

7. Technology and Technology Transfer
   7.1 Introduction
   7.2 Mansfield's Vision and Early Work
   7.3 Economics of Technology Transfer
   7.4 Elements of Received Wisdom
   7.5 Capturing Value from Intellectual Capital
   7.6 Valuation Issues
   7.7 Multinational Firms and R&D
   7.8 Closing

8. Collaborative Arrangements and Global Technology Strategy
   8.1 Introduction
   8.2 Organizational Dimensions of Technology Strategy
   8.3 Forces Determining Technology Sourcing Strategies
   8.4 External Procurement of Know-How
   8.5 Accessing Complementary Assets
   8.6 Governance of Collaborative Relationships
   8.7 Conclusions

9. Firm Capabilities and Economic Development
   9.1 Introduction
   9.2 Competences and Capabilities
   9.3 Processes, Positions, and Paths
   9.4 Replicability and Imitability
   9.5 Implications
   9.6 Conclusion

10. A Review and Assessment of Organizational Learning
    10.1 Orthodox Models
    10.2 Behavioral Modifications
    10.3 Institutional Modifications
    10.4 Equilibrium Modifications
    10.5 Learning and Innovation
    10.6 Organizational Learning and Theories of the Firm
    10.7 Summary
    10.8 Conclusion

11. Research Directions for Knowledge Management
    11.1 The Need for Transdisciplinary Enquiry
    11.2 Research Issues
    11.3 Quantifying Intangible Assets
    11.4 Understanding Inputs and Profitability
    11.5 Entrepreneurial vs. Administrative Capabilities
    11.6 Reflections on the Berkeley Initiative

12. Capturing Value from Technological Innovation
    12.1 Who Wins from Innovation?
    12.2 Examples (EMI, RC Cola)
    12.3 Patents and Practical Outcomes
    12.4 Conclusion

13. Managing Intellectual Capital: Licensing and Cross-Licensing
    13.1 Licensing Legacy
    13.2 Cross-Licensing in Computer Industry
    13.3 Licensing Practices in Semiconductors
    13.4 Strategic Considerations
    13.5 Managing Intellectual Capital in Electronics
    13.6 Contrasting IP Management Objectives
    13.7 Changing IP Modes
    13.8 Lessons for Innovation Management
    13.9 Policy Issues
    13.10 Conclusion

14. Patents, Licensing, and Entrepreneurship
    14.1 Introduction
    14.2 Intellectual Property and Entrepreneurship
    14.3 Multi-Invention Context
    14.4 Understanding Patent Strategy
    14.5 Entrepreneurship and Patent Strategy
    14.6 Cross-Licensing in Electronics and Semiconductors
    14.7 Integrated and Non-Integrated Modes
    14.8 Conclusion

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