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For modern technologies, access to intellectual property rights (IPR) is complex because it is fragmented among many owners. The required licensing agreements invoke considerable transaction costs and royalty stacking. Often, it is in the interest of the technology sponsor to ease access to the required IPR. Patent pools have proven useful to achieve this goal. This article examines the experiences with three generations of patent pools in the optical disc industry. Technology platforms are becoming increasingly complex, which leads to a fragmentation of IPR among many pools and causes new issues. A novel "pool-of-pools" can address these.

Companies increasingly organize innovation activities within innovation ecosystems. This study illustrates the central role of the IP-model that an orchestrator develops for the innovation ecosystem partners. The governance of IP is instrumental for the success of innovation ecosystems as it determines the value appropriation potential for the ecosystem partners and positively influences the success of innovation ecosystems. The insights are based on a case study of IMEC, a public research institute in nano-electronics. IMEC has an IP-based orchestration model for innovation ecosystems through multi-party research collaborations between public and private firms.

Firms seeking to take advantage of distributed innovation and outsourcing can bridge the tension between value creation and value capture by modifying the modular structure of their technical systems. Specifically, this article introduces the concept of "IP modularity," which seeks to protect and capture value from intellectual property. The article defines what it means for a system to be "IP-modular," illustrates the application of this concept in a number of practical situations, and presents a comprehensive framework that can be used to design and evaluate value capture strategies for modular systems.

This article introduces a framework that helps to assimilate intellectual propertymanagement activities with the practices of marketing and strategy. With the framework, the management of IP rights is explained within marketing constructs such as the unique selling proposition. The article presents case studies that explore the applicability of the framework in a diversity of industry contexts and firm sizes.

Given recent developments in information technology and intellectual property (IP) legislation, technology firms may benefit froman integrated IP strategy that combines patenting with strategic disclosure. This article presents a series of cases that introduce various aspects of strategic disclosure and provide a framework for how and when such practices may be merited as part of an integrated IP strategy. To help CEOs decide on the economics and efficiency of the practice, practical guidelines are provided for when it might be a useful complement to the firm's other IP management practices.

In many organizations, the R&D, strategy, and legal functions are poorly integrated. As a consequence, firms miss opportunities to create and exploit the value of intellectual property. Functional silos are one reason for the lack of integration. More important, however, is the lack of a common framework and even language thatwould allowengineers, lawyers, and business executives tomanage IP assets better. This article provides such a framework. There is no one best way to manage IP and many managers overestimate the attractiveness of using IP to exert market power. Rather, the value of the various means to protect and benefit from IP depends on firm strategy, the competitive landscape, and the rapidly changing contours of intellectual property law.

In a business world where virtually all of the basic advantages have been competed away, organizations can still succeed by solving a trade-off that other people accept. That's why 'Integrative Thinking' is such an important concept, says the author. Introduced by then-Dean Roger Martin at the Rotman School of Management in 1998, the concept has evolved significantly over the years. The author, who has worked closely with Roger Martin on his writing and teaching, explains how Integrative Thinking is ultimately about creating new answers to our toughest problems.

Real strategy-in companies and in our lives-is created through hundreds of everyday decisions. As you live your life from day to day, how can you make sure you're heading in the right direction? The authors argue that the answer lies in taking a close look at where your resources are allocated. In this excerpt from their book, How Will You Measure Your Life? (Harper Business, 2012), they show that If your resources aren't supporting the strategy you've decided upon, you are not implementing that strategy.

The authors describe a case study of Design Thinking, showing how an organization in Denmark worked through the four stages of the Design Thinking process with help from a local design firm. They describe the four stages in detail - from 'uncovering current realities' to 'prototyping with customers'. Along the way, they show how the employees involved gained confidence in their creative and problem-solving abilities through the process, and that design has a key role to play in achieving creative organizational outcomes.

In January of 2013, Design Thinking reached a milestone when the venerable CBS TV-news magazine 60 Minutes featured "one of the most innovative thinkers of our time; a man who has had an enormous impact on our everyday lives." The subject: David Kelley, founder of IDEO and Stanford's Hasso Plattner Institute of Design. In this adapted excerpt of Charlie Rose's interview with Kelley, he discusses the Design Thinking methodology, his work with Steve Jobs and how far Design Thinking has come in just a few short years.

The trouble with our education system isn't that it isn't doing a good job: it's doing a great job, says the author. At a greater rate than ever before, it is churning out people who are good at being 'good students'. But what if good students aren't what the world actually needs? The author argues that in a world that is craving creative solutions, 'modern students' need to do much more than memorize 'right answers': they must become engaged in the act of knowledge creation itself.

Everyone has an opinion about technology. Depending on whom you ask, it will either: a) liberate us from the drudgery of everyday life and enable the unimagined flourishing of human civilization; or b) take away our jobs and cause civilization as we know it to collapse. The author argues that this 'either-or' dualism misses the point, and shows that the real issue is this: we are in dire need of a new social compact that extends the advantages of our emergent knowledge economy to a much broader range of workers.

Are you creative? When most adults are asked this question, their knee jerk reaction is to quickly answer, "no". Why? Because, says the author-the former head of design and innovation at Procter & Gamble-somewhere along the way, we were trained to no longer expect ourselves to be creative. She describes the five Design Thinking concepts that she has found to be the most useful in unleashing creativity and innovation.

In a wide-ranging interview, the former CEO and chairman of The Coca-Cola Company, Neville Isdell, discusses his decision to take on the role of CEO after he had already retired from the company; the inherent challenges of working with a world-famous brand; and how Africa is the final frontier for business. In a sidebar to the interview, Coca-Cola's VP of Innovation, David Butler, describes the wide variety of global initiatives Coca-Cola is undertaking to make Isdell's vision of 'Connected Capitalism' a reality.

Creative insight is crucial to the success of nearly any business, and it's rarely the product of a single mind, no matter how brilliant. The author, a design and innovation strategist at Ziba, describes four key roles that show up in any creative team: Generators, Editors, Makers and Collaborators. She goes on to describe a few combinations of these roles that she and her colleagues have found to be particularly effective in getting to creative solutions.

'Big data' is everywhere. Organizations of all types - large companies, entrepreneurial organizations, governmental agencies and NGOs - have been encouraged to embrace the detailed, micro-level data generated by digital devices to become more efficient. The author describes the eight big data tools that can make up a big data strategy, including open innovation platforms and calls to action, and shows how each presents a specific challenge to organizations.

In a wide-ranging interview, the former Dean of the University of Toronto's Rotman School of Management describes his 15-year run at the helm of Canada's top business school. Along the way he describes the origins of Integrative Thinking and how Design Thinking relates to it; why capitalism is still badly broken; and why hedge funds are "really, really bad" for the economy.

Family-owned businesses perform poorly on most accepted 'best practices' of good corporate governance, from majority voting to independent chairs. Could it be possible that they have an important lesson to teach publicly-held companies? Yes, say the authors, who discuss their latest research, which indicates that family-owned businesses are not only outperforming publicly-held businesses over time, but they are also leading the way on perhaps the most important best practice of them all: long-term thinking.

Internationalization of emerging market multinationals is a recent phenomenon gaining importance in the global economy. This foreign expansion of a new breed of companies has challenged established theories and practices in the field of international business (Cuervo-Cazurra, 2007). This article addresses the issue of whether or not there is something to learn from these emerging market companies and their foreign expansion. Focusing on the international trajectories of four Brazilian multinationals (i.e., Odebrecht, Embraer, Stefanini, and Marcopolo), this study analyzes their strategies and managerial processes during and after the recent economic crisis with regards to internationalization. Our qualitative fieldwork suggests that the trajectories of these Brazilian multinationals are quite unstructured and evolve as a reaction to the opportunities they face in international markets. It seems all four companies in our sample shared a strong entrepreneurial spirit and a high motivation to expand their international operations despite the crisis and the obstacles they faced. Our findings and suggestions in terms of lessons learned should provide valuable implications for multinational managers from other emerging markets by providing a better understanding of how Brazilian multinationals expand internationally, deal with economic crisis, and manage relationships with local and foreign institutions.

Growth management is a challenging but critical corporate strategy facing the fast economic growth in emerging markets. An overemphasis on growth would lead to the growth fetish, where growth is unqualified and seen as an end in itself. By examining the performance of 105,260 firms in key sectors of Brazil, Russia, India, and China (BRIC) from 2002 to 2011, this study presents quantitative evidence that supports a profit-oriented strategy as a more effective path to sustained profitable growth in emerging markets. To further support this argument, this study also provides qualitative evidence of a group of 70 sustained high-performing firms that are superior to their peers (the top 500 private companies in each of the BRIC countries) in terms of profit, growth, market share, and efficiency over a 10-year period. The study shows that sustained profitable growth requires qualified sales growth (i.e., organic growth), competence-based and competence-enhancing growth, and continuous product diversification.