淡江大學機構典藏:Item 987654321/111954
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    題名: Identifying The Technology Position On Patent Acquisition Of Cardiovascular Stent By Complementarity And Supplementary Knowledge
    其他題名: 英文
    作者: Horng-Jinh Chang, Hsueh-Chen Chen, Chun-Ming Chang, Kuei-Kuei Lai,
    關鍵詞: patent acquisitions, supplementary, complementary, social network,
    日期: 2017-10-01
    上傳時間: 2017-11-01 02:11:48 (UTC+8)
    出版者: The International Association of Organizational Innovation (IAOI)
    摘要: The most common way for an organization to expand its innovation capability is to
    acquire technological patent. Consequently, it is an important issue for firms to identify
    and estimate the target patent. Before acquiring, firms also have to make sure
    whether the target patents is matching the strategic purpose, and whether the target
    patent is suitable for the adopting after acquiring. And the result of patent citation
    analysis can be referred for estimating target patent as the result reveals the technology
    relationship between firms, the market value of technologies and the technology
    development strategy. Moreover, technology network analysis can visualize the overall
    social structure of actors in the technology network and illuminate their relationships
    and roles. However, few scholars have examined the relative positions of firms
    in technology networks from the viewpoint of individual social networks. This research
    uses the idea of the “ego-network”, defining the firm’s core technology patent
    portfolio as “ego” while patents which directly cite core patents are defined as the
    “neighborhood. The purpose of this research is to understand how the firm, through
    patent transfers, alters its technology position and performs inductive analysis as a
    reference for future changes in its patent portfolio strategies. The results of this research
    demonstrate that irrespective of patent transfer strategy, the relative position of
    firms in the technology network is displaced by patent transfers. By dividing the trajectory
    of displacement into quadrants the data set may be named as pioneers, leaders,
    followers, and laggards. And the result shows firms may exit markets, reduce internal
    subdivisions, carry out cost control, or sell off patents, moving their position to the
    left or downward and making them followers or laggards. By the same token, when
    firms enter a new technology area or market, increase their technological capabilities,
    or acquire technology patents, their position shits to the right or downward, and they
    become leaders or pioneers.
    關聯: International Journal of Organizational Innovation, Volume 10 Number 2 - October 2017, pp 233-251
    顯示於類別:[管理科學學系暨研究所] 期刊論文

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