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An innovation's social value depends on various factors that are independent of how the particular innovation is used with other technologies. Examples of such factors are the size of the market the innovation will serve and the manner in which the innovation is managed. However, an innovation must often be implemented with complementary inventions whenever it is exercised and its benefits are realized. In such cases, an innovation's value depends, in part, on the ownership structure of the related inventions. This paper makes its contribution by examining how an innovation's social value is affected when it must be applied in concert with other essential inventions. In this paper, I propose a measure that helps predict an innovation's social value. I also suggest a practical procedure to implement this measure and I evaluate a key feature of this procedure.

This paper focuses on two related questions at the intersection of antitrust and intellectual property law. First, under what circumstances must the holder of a patent or a copyright or the owner of a trade secret allow others to use that intellectual property? Second, under what circumstances can the holder of an intellectual property right use that right to make it difficult for another party to succeed in a related market? These questions have vexed antitrust and intellectual property scholars alike ever since the Federal Circuit ruled in 2000 that patent holders “may enforce the statutory right to exclude others from making, using, or selling the claimed invention free from liability under the antitrust laws,” a ruling that directly contradicted the Ninth Circuit ruling that antitrust liability could be imposed for almost identical conduct, depending on the motivations of the patent holder. The various proceedings in United States v. Microsoft only added fuel to the firestorm of controversy.After briefly retracing the jurisprudential path to see how this situation arose, we propose a solution that primarily involves a variation on the real property concept of adverse possession for the intellectual property space along with a slight extension of the Essential Facilities Doctrine for industries that exhibit network effects. We examine, both for firms with and without market power, how our proposal would resolve the situations presented by large fixed asset purchases, the introduction of entirely new products, and operating systems with network effects. We also demonstrate how our proposal could be applied in the European antitrust enforcement context.

This article’s purpose is to develop The Model for Smart, Self-learning and Adaptive Resilience Building (SARB).

Products and patents of methods and systems analysis was carried out in the fields of BIM application, Smart, Self-learning and Adaptive Resilience Building. Based on other researchers’ findings, The SARB Model was proposed.

Analysis of the literature showed that traditional decisions on the informational modelling do not satisfy all the needs of smart building technologies owing to their static nature. The SARB Model was developed to take care of its efficiency from the brief stage to the end of its service life.

The SARB Model was developed to take care of its efficiency from the brief stage to the end of its service life. The SARB Model does have some limitations: (1) the processes followed require the collection of much unstructured and semi-structured data from many sources, along with their analyses to support stakeholders in decision-making; (2) stakeholders need to be aware of the broader context of decision-making and (3) the proposal is process-oriented, which can be a disadvantage during the model’s implementation.

Two directions can be identified for the practical implications of the SARB Model. The initial expectation is the widespread installation of SARB Model within real estate and construction organisations. Furthermore, development of the SARB Model will be used to implement the ERASMUS+ project, “Advancing Skill Creation to ENhance Transformation—ASCENT” Project No. 561712-EPP-1-2015-UK-EPPKA2-CBHE-JP.

The practical implications of this paper are valuable.

I begin with a dispute over a fox hunt, by which to understand the law of tangible property, then develop that metaphor for the major types of intellectual property. I start with domestic U.S. patent law for the sake of concreteness, and generalize to other jurisdictions and types of intellectual property. In the latter parts of the paper I discuss the international implications of intellectual property, including especially the effects of information spillovers. The last part of the paper describes the hazards in analogizing “trade” in intellectual property rights to trade in goods, and particularly in interpreting international patent data. These hazards motivate the search for a structural model specially adapted to the purpose of valuing international intellectual property rights and rules. The goal is to give economists a simple and integrated framework for analyzing intellectual property across time, jurisdiction and regime type, with an eye towards eventually developing other incentive systems that have the advantages of property (such as decentralized decision-making), but fewer of the disadvantages.

In this chapter a typology is presented that typically describes strategic patent management practices in four development categories. The underlying framework integrates patent functions with strategic planning attitudes. Policy makers can apply it to survey the actual use of patents in order to identify the potential for improvement in SME-owned patent exploitation. Managers of these organisations can use it to evaluate the current patent management practice for taking the next step towards a more active use of patents. Operationalisation of the framework into a questionnaire is grounded in a pilot study of three biotechnology firms, differing in size and age. The result has consequently been applied in a case study consisting of 16 small-sized biopharmaceutical companies in the Netherlands. After presenting results from this sample of patent management practices, we present our findings and discuss the validity and use of the typology for the above-mentioned purposes.

This study investigates the conditions that shape the contractual structure of pharmaceutical-biotechnology R&D agreements and whether these collaborations have produced measurable impact on the overall R&D productivity of pharmaceutical companies. In one section, the effect of uncertainty due to the advances in technology on the structure of R&D contracts is discussed. Specifically, it is shown that newer technologies associated with higher uncertainty result in the choice of more hierarchical contract structures. In addition, the significance of R&D collaborations on the overall innovation process of pharmaceutical companies is evaluated. The results indicate that only some types of R&D alliances, signed in earlier stages of research, have a significant role in the patent production and drug discovery process.

During the early development of the telegraph industry, the network consisted of many interconnected firms that were often local monopolists. This market structure gave firms an incentive to supply a lower quality of service and charge a higher price than an integrated monopolist. Telegraph entrepreneurs attempted to contract with each other in order to provide better quality service throughout the network. However, the high costs of monitoring and enforcing these agreements made them untenable and ultimately contributed to the integration of the industry.

The premise is that simulation is a dynamic model of reality systems. This chapter proceeds with an operational definition of a simulation embodying a virtual world representing the real world of international business (IB) operations. The inference is made that participating “Company teams” of students get a pilot experience of running a multinational enterprise (MNE) and, what is more, an understanding of the problems and challenges faced by the MNEs as well as their regulators and customers. The dynamics inherent in simulation puts actual implementation of strategy in focus, setting it apart from traditional case discussion. Features beyond the inherent dynamics of IB simulations are discussed in some detail. The conclusion is drawn that such simulations should have a prominent role in IB curricula. Ideally, they bring to bear experiential learning from practice.