Loading next page...
/lp/emerald-publishing/hierarchical-strategies-and-strategic-fit-in-the-keep-or-sell-decision-0DeTmn8E2X
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 0025-1747
- DOI
- 10.1108/00251740710744990
- Publisher site
- See Article on Publisher Site
Abstract
Purpose – Besides applying knowledge in own products and services, firms increasingly exploit their knowledge assets externally, e.g. by means of licensing out technology. The aim of this paper is to help firms achieve strategic fit in the keep‐or‐sell issue, which results from potential external knowledge exploitation. Design/methodology/approach – The keep‐or‐sell decision refers to the issue whether to commercialize knowledge assets externally in addition to exploiting them inside the organization. Because of the high opportunities and risks of externally leveraging knowledge, the keep‐or‐sell decision constitutes a major area of conflict between strategies at different levels, particularly knowledge vs product strategies, corporate vs business unit strategies and R&D vs marketing strategies. After detailing the keep‐or‐sell decision, the paper conceptually explores how firms may respond to potential conflicts in the keep‐or‐sell decision by achieving strategic fit. Findings – The paper identifies, in particular, three major characteristics of a firm's strategic approach, i.e. coordination, centralization, and collaboration, which may help firms achieve strategic fit in the keep‐or‐sell issue. Originality/value – The keep‐or‐sell decision is a unique arena for studying hierarchical strategies and strategic fit. As a result, this paper has major implications for research into strategic fit, hierarchical strategies, knowledge management and open innovation. Achieving fit across a firm's different strategies in the keep‐or‐sell issue is essential for firm performance in a knowledge‐based economy.
Journal
Management Decision – Emerald Publishing
Published: Apr 10, 2007
Keywords: Corporate strategy; Strategic management; Knowledge transfer; Licensing; Innovation; Technology led strategy
Recommended Articles
Loading...
References
-
The Productivity DilemmaAbernathy, W.J.
-
Managing the Flow of Technology: Technology Transfer and Dissemination of Technological Information within the R&D OrganizationAllen, T.J.
-
Technology transfer revisited from the perspective of the knowledge‐based economyAmesse, F.; Cohendet, P.
-
Corporate StrategyAnsoff, H.I.
-
Managing knowledge in organizations: an integrative framework and review of emerging themesArgote, L.; McEvily, B.; Reagans, R.
-
Markets for Technology: The Economics of Innovation and Corporate StrategyArora, A.; Fosfuri, A.; Gambardella, A.
-
An empirical investigation of the effect of market orientation and entrepreneurship orientation alignment on product innovationAtuahene‐Gima, K.; Ko, A.
-
Rejuvenating the Mature Business: The Competitive ChallengeBaden‐Fuller, C.; Stopford, J.M.
-
Firm resources and sustained competitive advantageBarney, J.
-
Diversification strategy and R&D intensity in multiproduct firmsBaysinger, B.; Hoskisson, R.E.
-
Technology transactions: networks over marketsBidault, F.; Fischer, W.A.
-
Does corporate strategy matter?Bowman, E.H.; Helfat, C.E.
-
Technology management as part of strategic planning – some empirical resultsBrockhoff, K.
-
R&D/marketing linkage and innovation strategy: some West German experienceBrockhoff, K.; Chakrabarti, A.
-
Competing on the Edge: Strategy as Structured ChaosBrown, S.L.; Eisenhardt, K.M.
-
A model of the interaction of strategic behavior, corporate context, and the concept of strategyBurgelman, R.A.
-
The imperfect market for technology licensesCaves, R.E.; Crookell, H.; Killing, P.
-
Sustainable competitive advantage: towards a dynamic resource‐based strategyChaharbaghi, K.; Lynch, R.
-
Graceful exits and missed opportunities: Xerox's management of its technology spin‐off organizationsChesbrough, H.
-
The logic of open innovation: managing intellectual propertyChesbrough, H.
-
The era of open innovationChesbrough, H.
-
The nature of the firmCoase, R.H.
-
Licensing's in and the lawyer's outCohen, A.
-
Absorptive capacity: a new perspective on learning and innovationCohen, W.M.; Levinthal, D.A.
-
Edison in the Boardroom: How Leading Companies Realize Value from Their Intellectual AssetsDavis, J.L.; Harrison, S.S.
-
Changes in the strategic management of technology: results of a global benchmarking studyEdler, J.; Meyer‐Krahmer, F.; Reger, G.
-
Dynamic capabilities: what are they?Eisenhardt, K.M.; Martin, J.A.
-
Intellectual property: partnering for profitElton, J.J.; Shah, B.R.; Voyzey, J.N.
-
Interrelationships and horizontal strategy to achieve synergy and competitive advantage in the diversified firmEnsign, P.C.
-
Success factors of new product development: a review of the empirical literatureErnst, H.
-
The R&D/marketing interface and single informant bias in NPD research: an illustration of a benchmarking case studyErnst, H.; Teichert, T.
-
Design and implementation of technology marketing organizationsEscher, J.‐P.
-
Strategy development: past, present and futureFeurer, R.; Chaharbaghi, K.
-
The management and marketing of technologyFord, D.
-
Develop your technology strategyFord, D.
-
Taking technology to marketFord, D.; Ryan, C.
-
Information use in strategic decision makingFrishammar, J.
-
Technology licensors and licensees: who they are, what resources they employ, and how they feelFu, S.; Perkins, D.S.
-
An empirical investigation of the channels that facilitate a total quality cultureGallear, D.; Ghobadian, A.
-
Opening up the innovation process: towards an agendaGassmann, O.
-
Organizing pharmaceutical innovation: from science‐based knowledge creators to drug‐oriented knowledge brokersGassmann, O.; Reepmeyer, G.
-
The link between culture, strategy and performance in manufacturing SMEsGhobadian, A.; O'Regan, N.
-
Towards a theory of the technology‐based firmGranstrand, O.
-
The Economics and Management of Intellectual Property: Towards Intellectual CapitalismGranstrand, O.
-
The economics and management of technology marketing: towards a pro‐licensing era?Granstrand, O.
-
Toward a knowledge‐based theory of the firmGrant, R.M.
-
Strategic planning in a turbulent environment: evidence from the oil majorsGrant, R.M.
-
A knowledge accessing theory of strategic alliancesGrant, R.M.; Baden‐Fuller, C.
-
Integrating R&D and marketing: a review and analysis of the literatureGriffin, A.; Hauser, J.R.
-
Managing intellectual capital: licensing and cross‐licensing in semiconductors and electronicsGrindley, P.C.; Teece, D.J.
-
The search‐transfer problem: the role of weak ties in sharing knowledge across organizational subunitsHansen, M.T.
-
Why do firms make and buy? Efficiency, appropriability, and competition in the trucking industryHe, D.; Nickerson, J.A.
-
Competitive strategies and business performance: evidence from the adhesives and sealants industryHelms, M.M.; Dibrell, C.; Wright, P.
-
Team‐level antecedents of individuals' knowledge networksHoegl, M.; Parboteeah, K.P.; Munson, C.L.
-
Real‐world R&D: jumping the product generation gapIansiti, M.
-
Determinants and performance impacts of external technology acquisitionJones, G.K.; Lanctot, A.; Teegen, H.J.
-
Alliance capability, stock market response, and long‐term alliance success: the role of the alliance functionKale, P.; Dyer, J.H.; Singh, H.
-
Sharing the corporate crown jewelsKline, D.
-
External technology commercialization – policy guidelinesKoruna, S.
-
Make‐or‐buy decisions in R&D: small technology based firms in the United States and JapanKurokawa, S.
-
Inventors, firms, and the market for technology: US manufacturing in the late nineteenth and early twentieth centuriesLamoreaux, N.R.; Sokoloff, K.L.
-
Relative absorptive capacity and interorganizational learningLane, P.J.; Lubatkin, M.
-
Open for innovation: the role of openness in explaining innovation performance among UK manufacturing firmsLaursen, K.; Salter, A.
-
External commercialization of knowledge: review and research agendaLichtenthaler, U.
-
Technology exploitation strategies in the context of open innovationLichtenthaler, U.
-
Trading intellectual property in the new economyLichtenthaler, U.
-
Attitudes to externally organising knowledge management tasks: a review, reconsideration and extension of the NIH syndromeLichtenthaler, U.; Ernst, H.
-
Organization of international external technology acquisition projectsLichtenthaler, U.; Lichtenthaler, E.
-
The learning curve, technology barriers to entry, and competitive survival in the chemical processing industriesLieberman, M.B.
-
Corporate Planning: An Executive ViewpointLorange, P.
-
R&D and technology purchase through license agreements: complementary strategies and complementary assetsLowe, J.; Taylor, P.
-
From embedded knowledge to embodied knowledge: new product development as knowledge managementMadhavan, R.; Grover, R.
-
Exploration and exploitation in organizational learningMarch, J.G.
-
Strategic innovation in established companiesMarkides, C.
-
Coordination demands of international strategiesMartinez, J.I.; Jarillo, J.C.
-
The fall and rise of strategic planningMintzberg, H.
-
Strategy Safari: A Guided Tour through the Wilds of Strategic ManagementMintzberg, H.; Ahlstrand, B.; Lampel, J.
-
An Evolutionary Theory of Economic ChangeNelson, R.R.; Winter, S.G.
-
The Knowledge‐creating Company: How Japanese Companies Create the Dynamics of InnovationNonaka, I.; Takeuchi, H.
-
The importance of capabilities for strategic direction and performanceO'Regan, N.; Ghobadian, A.
-
Fast tracking innovation in manufacturing SMEsO'Regan, N.; Ghobadian, A.; Sims, M.
-
The R&D boundaries of the firm: an empirical analysisPisano, G.P.
-
How competitive forces shape strategyPorter, M.E.
-
Competitive StrategyPorter, M.E.
-
From competitive advantage to corporate strategyPorter, M.E.
-
The core competence of the corporationPrahalad, C.K.; Hamel, G.
-
How does strategy process influence strategy content? Antecedents of consistency between resource allocation decisions and corporate strategyRichter, A.; Schmidt, S.L.
-
Open‐market innovationRigby, D.K.; Zook, C.
-
Rembrandts in the Attic: Unlocking the Hidden Value of PatentsRivette, K.G.; Kline, D.
-
Entry Strategies for International MarketsRoot, F.R.
-
New approaches to strategy: new ways of thinking for the millenniumSanderson, S.M.
-
Organizational boundaries and theories of organizationSantos, F.M.; Eisenhardt, K.M.
-
Organizing knowledgeSeely Brown, J.; Duguid, P.
-
New product development performance and the interaction of cross‐functional integration and knowledge managementSherman, J.D.; Berkowitz, D.; Souder, W.E.
-
Redmond turns blueShuchman, L.
-
Patterns of Japanese strategy: strategic combinations of strategiesSmothers, N.
-
Making knowledge the basis of a dynamic theory of the firmSpender, J.‐C.
-
Establishing an out‐licensing activitySullivan, P.H.; Fox, S.P.
-
Exploring internal stickiness: impediments to the transfer of best practice within the firmSzulanski, G.
-
The market for know‐how and the efficient international transfer of technologyTeece, D.J.
-
Profiting from technological innovation: implications for integration, collaboration, licensing and public policyTeece, D.J.
-
Capturing value from knowledge assets: the new economy, markets for know‐how, and intangible assetsTeece, D.J.
-
Managing Intellectual Capital: Organizational, Strategic, and Policy DimensionsTeece, D.J.
-
Dynamic capabilities and strategic managementTeece, D.J.; Pisano, G.; Shuen, A.
-
From I‐O economics' S‐C‐P paradigm through strategic groups to competence‐based competition: reflections on the puzzle of competitive strategyThomas, H.; Pollock, T.
-
Technology marketing: a new core competence of technology‐intensive enterprisesTschirky, H.; Escher, J.‐P.; Tokdemir, D.; Belz, C.
-
The firm as a distributed knowledge system: a constructionist approachTsoukas, H.
-
Coevolution of firm absorptive capacity and knowledge environment: organizational forms and combinative capabilitiesvan den Bosch, F.A.J.; Volberda, H.W.; de Boer, M.
-
Internal R&D expenditures and external technology sourcingVeugelers, R.
-
Make and buy in innovation strategies: evidence from Belgian manufacturing firmsVeugelers, R.; Cassiman, B.
-
A survey of international technology licensingVickery, G.
-
A resource‐based view of the firmWernerfelt, B.
-
Developing a knowledge strategyZack, M.H.
@Phil_Robichaud
@deepthiw
@JoseServera