nep-ino New Economics Papers
on Innovation
Issue of 2005‒02‒01
five papers chosen by
Koen Frenken
Universiteit Utrecht

  1. My Precious. The Role of Appropriability Strategies in Shaping Innovative Performance By Keld Laursen; Ammon Salter
  2. Marketing Knowledge Management in strategic adoption of a CRM sol utions: global supports and applications in Europe By Antonio LORENZON; Peter J. VAN BAALEN; Luciano PILOTTI
  3. CRM technologies as a leverage of competitiveness and business va lue creation in European markets: By Antonio LORENZON; Peter J. VAN BAALEN; Luciano PILOTTI
  4. General Purpose Technologies By Boyan Jovanovic; Peter L. Rousseau
  5. On the governance of start-ups By Ambec, S.

  1. By: Keld Laursen; Ammon Salter
    Abstract: The strategies firms use to protect their intellectual property and knowledge can strongly influence their ability to capture the benefits of their innovative efforts. In attempting to appropriate their innovations, firms can chose from a range of mechanisms, including patents, trade secrets and lead times. Yet, little is known about how the use of different appropriability mechanisms may shape innovative performance. Using a large-scale database of UK manufacturing firms, we examine how legal (such as patents) and first mover (such as secrecy) appropriability strategies shape performance. We find that both strategies are curvilinearly (taking an inverted U-shape) related to innovative performance, indicting that some firms may suffer from a myopia of protectiveness, relying too heavily on appropriation to the detriment of other activities.
    Keywords: Appropriability; Intellectual property rights; Innovation; Innovative Performance
    JEL: C24 O32 O34
    Date: 2005
  2. By: Antonio LORENZON; Peter J. VAN BAALEN; Luciano PILOTTI
    Abstract: From the beginning of the 1990s, the business world has been talk ing about Knowledge Management (KM). Information Technologies (ne twork technologies and local databases) have provided new tools t o better perform the activity of using (codify and store) and sha ring knowledge (modern Knowledge Management System). Technology c an help to enable greater process standardization and automation in the Knowledge Integration among the marketing processes. The f irst core point of this article is to identify the key areas wher e technology can drive greater efficiency and effectiveness on th e development of the relational softwares as Customer Relationshi p Management. The second key point is the analysis and the creati on of a future scenario based on a KM-based Customer Relationship Management framework throughout the integration between strateg ic and operative supports
    Keywords: Knowledge management, Customer Relationship Management, Marketing, User innovation; Open source software; Community; Knowledge performance
  3. By: Antonio LORENZON; Peter J. VAN BAALEN; Luciano PILOTTI
    Abstract: The term CRM, Customer Relationship Management, is one of the mos t applied concept both in Marketing and IT literature and applica tions. CRM is most of the time used as a replacement of a mislead ing narrow term: Relationship Management (RM). Operations, Custom er Service, Sales, human resources, credit controls are essential ingredients in the customer satisfaction blender. We can conclud e that the definition of CRM is also its objective: the developme nt and maintenance of mutually beneficial long-term relationships with strategically significant customers. All this focus on cust omers and their needs comes from a shift from a mass marketing ap proach, through market segmentation, to an individualised marketi ng. This one-to-one marketing strategy is connected also with a m ore and more delocalised access to the markets from the logistics and distribution partners that implicates much more real-time ex pectations of the customers. So the market started to move from a product oriented structure to a customer oriented one but, unfor tunately not all the companies haven’t adapted their organization to the new requests of the new “customer centric era”.
    Keywords: Knowledge management, Customer Relationship Management, Marketing, User innovation; Open source software; Community; Projects’ performance
  4. By: Boyan Jovanovic; Peter L. Rousseau
    Abstract: Electricity and Information Technology (IT) are perhaps the two most important general purpose technologies (GPTs) to date. We analyze how the U.S. economy reacted to them. The Electricity and IT eras are similar, but also differ in several important ways. Electrification was more broadly adopted, whereas IT seems to be technologically more "revolutionary." The productivity slowdown is stronger in the IT era but the ongoing spread of IT and its continuing precipitous price decline are reasons for optimism about growth in the 21st century.
    JEL: O3 N2
    Date: 2005–01
  5. By: Ambec, S.
    Abstract: This paper examines an entrepreneur-investor relationship in a stylized model where (i) investment needs are unknown ex ante and arise sequentially (ii) a major decision must be reached at a maturity strage, (iii) this decision depends on entrepreneur's private information, observable by the investor at some cost. The two partners agree on a corporate governance system which includes a split of futre cash-flows and an allocation of control on the above decision contingently on investment. It turns out that control is assigned to the entrepreneur for low investment levels and then switches to the investor when investment exceeds a threshold. ...French Abstract : Cet article analyse une relation entrepreneur-investisseur dans une modèle stylisée dans lequel (i) les besoins financiers, inconnus ex ante, se présentent de manière séquentielle, (ii) une décision majeure doit être prise à la maturité du projet, (iii) cette décision dépend d'une information privée détenue par l'entrepreneur mais observable par l'investisseur à un certain coût. Les deux partenaires s'entendent sur un système de gouvernance incluant un partage des cash-flow futurs et une allocation du contrôle sur la décision contingentement à l'investissement. L'article montre que le contrôle doit être confié à l'entrepreneur pour des niveaux d'investissement faible, mais qu'il doit être transféré à l'investisseur lorsque l'investissement dépasse un certain seuil.
    JEL: G24 G32 L22
    Date: 2004

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