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This study aims to propose a methodology by integrating three approaches, namely, internal core technology, external knowledge flow and industrial technology development to help companies improve their decision-making quality for technology planning and enhance their research and development (R&D) portfolio efficiency.

The primary focus of this study is thin-film solar technology and patent data is retrieved from the United States Patent and Trademark Office (USPTO) database. This study presents a methodology based on the proposed integrated analysis method, constructed with patent indicators, centrality analysis of social networks and main path analysis.

The results of this study can be itemized as – the core technological competency: companies involved in two specific technology fields have lower strength in R&D portfolio than leading companies with single-core technology. Knowledge flow: most companies in a network are knowledge producers/absorbers and technological development: diverse source and sink nodes were identified in the global main path during 1997-2003, 2004-2010 and 2011-2017.

Latecomer companies can emulate leaders’ innovation and enhance their technological competence to seek niche technology. Using the global main path, companies monitor outdated technologies that can be replaced by new technologies and aid to plan R&D strategy and implement appropriate strategic decisions avoiding path dependency.

The knowledge accumulation process helps in identifying the change of position and the role of companies; understanding the trend of industrial technology knowledge helps companies to develop new technology and direct strategic decisions. The novelty of this research lies in the integrated approach of three methods aiding industries to find their internal core technical competencies and identify the external position in the competitive market.

The purpose of this paper is to examine the effects of international acquisition activities on performance and its role in innovation build‐up in developing countries.

A case study was used to understand the deep integration process of acquisition process. The theory behind the study is the relationship of innovation management and merger and acquisition activities.

Acquiring a company with higher technologies has more risks and it requires the acquiring company to master a fast learning capability. The key to a successful international technology acquisition for a developing country is to leverage technology dynamics and build up a high‐level learning capability to absorb tacit knowledge.

An in‐depth case study was adopted. Further quantitative research may be needed to test our research outcome here.

The case study may provide valuable reference for the companies aiming to catch up via international acquisition in the developing countries.

First, this paper is to enrich literature on acquisition research from a technological perspective. Second, fast learning capability, especially the capability to absorb tacit knowledge, is the key to a successful acquisition when a lagging‐behind company in the developing country wants to catch up a leading one.

The paper seeks to explore the development of an intellectual capital flow statement based on a framework that harnesses contemporary research on intellectual capital.

Case studies of wireless technology companies based in Canada are adopted to examine the interrelationship between intellectual capital components with a resource‐based view as well as deficiencies in their current financial reporting with respect to intellectual capital. An intellectual capital flow statement is proposed in order to capture the necessary characteristics.

This study confirms the inter‐relationship between components of intellectual capital and business growth performance among the selected cases of wireless technology companies. It suggests an “add‐on” disclosure of intellectual capital flow that would enhance the usefulness and predictability of performance.

This study is based on case studies of six wireless technology companies and may not be generalisable to other technology‐based companies.

The paper suggests a disclosure method for intellectual capital that mitigates problems with information asymmetry in technology‐based companies while maintaining harmony with current financial reporting practice.

This paper integrates prior studies and concepts in intellectual capital, technology management and financial accounting theory, aiming to develop an integrated framework for the disclosure of intellectual capital.

The ideas expressed in this work are based on those put into practice at the Okuma Corporation of Japan, one of the world′s leading machine tool manufacturers. In common with many other large organizations, Okuma Corporation has to meet the new challenges posed by globalization, keener domestic and international competition, shorter business cycles and an increasingly volatile environment. Intelligent corporate strategy (ICS), as practised at Okuma, is a unified theory of strategic corporate management based on five levels of win‐win relationships for profit/market share, namely: ,1. Loyalty from customers (value for money) – right focus., 2. Commitment from workers (meeting hierarchy of needs) – right attitude., 3. Co‐operation from suppliers (expanding and reliable business) – right connections., 4. Co‐operation from distributors (expanding and reliable business) – right channels., 5. Respect from competitors (setting standards for business excellence) – right strategies. The aim is to create values for all stakeholders. This holistic people‐oriented approach recognizes that, although the world is increasingly driven by high technology, it continues to be influenced and managed by people (customers, workers, suppliers, distributors, competitors). The philosophical core of ICS is action learning and teamwork based on principle‐centred relationships of sincerity, trust and integrity. In the real world, these are the roots of success in relationships and in the bottom‐line results of business. ICS is, in essence, relationship management for synergy. It is based on the premiss that domestic and international commerce is a positive sum game: in the long run everyone wins. Finally, ICS is a paradigm for manufacturing companies coping with change and uncertainty in their search for profit/market share. Time‐honoured values give definition to corporate character; circumstances change, values remain. Poor business operations generally result from human frailty. ICS is predicated on the belief that the quality of human relationships determines the bottom‐line results. ICS attempts to make manifest and explicit the intangible psychological factors for value‐added partnerships. ICS is a dynamic, living, and heuristic‐learning model. There is intelligence in the corporate strategy because it applies commonsense, wisdom, creative systems thinking and synergy to ensure longevity in its corporate life for sustainable competitive advantage.

Nearly every company uses technology in some form. And to maximize profit potential, it is imperative that companies integrate technology into strategic plans. The author presents a system for using technological resources better. This system has been successfully applied to a wide variety of companies including service organizations, companies selling products, businesses with high‐volume and low‐volume manufacturing processes, companies with rapidly advancing technology, and companies whose products use mature technology. Failing to integrate technology with strategic plans could mean a substantial decline in business.

The goal of this paper is to present a roadmap for real estate operating companies (REOCs) to transform themselves into tech-centric enterprises.

This qualitative approach is based on the impact of technology on physical real estate assets and organisational structures as reviewed in industry and academic literature, professional experience and current property technology (PropTech) applications.

New technologies are rapidly changing how investors, tenants and managers use, invest and finance property. The revolutionary change for the industry will be in its organisational and industry structure, away from the traditional hierarchical-mechanistic form to a virtual open-agile-innovative organisational form.

Research limitations come from the lack of real estate companies utilising the hybrid flipped form of organisational structures.

Due to the current state of the economy, effects of the pandemic and rapid adoption of new technologies, real estate companies are likely to radically change the way they are organised, how they add value, innovate and their leadership/management style.

The revolution in real estate technologisation will not come from the application of these technologies but the rapid change in ideological thought and management leadership style and culture.

The introduction of artificial intelligence/machine learning (AI/ML), blockchain, virtual reality, tablets, cell phones, applications, 5G, etc. is putting pressure on real estate organisations to change. These changes are long overdue and the future, modern real estate company will take a hybrid PropTech form – a company focussed on delivering high-quality products and services to its clients in real time.

Numerous biotechnology and pharmaceutical firms have undergone considerable changes and adapted to the challenge of developing sustainable products and services. However, few studies have explored the factors that contribute to the success of external innovation and value co-creation strategies adopted by biotechnology and pharmaceutical firms. The purpose of this study is to examine how biotechnology and pharmaceutical industries use value co-creation strategies to obtain external resources.

This study developed a conceptual framework based on the relevant literature. The study applied a resource-based approach, dynamic capability theory and a qualitative multiple-case study design to investigate several research questions; semi-structured interviews were conducted with representatives from 11 biotechnology/pharmaceutical firms in Taiwan, and the data extracted from the interview content were axially coded.

This study revealed that factors such as dynamic marketing capabilities and process optimization contributed to the success of the aforementioned strategies; several propositions were also developed on the basis of the literature review and coded data, thereby providing insights regarding the relative efficacy and propriety of various external innovation and value co-creation strategies and models in various situations and contexts. Firms and technology providers might enter a technology licensing agreement, establish a joint venture company; participate in a merger/acquisition depending on their size, research and development capabilities; or goals and time- and cost-related factors.

The main original contributions of this study are the proposed conceptual framework and the insights provided regarding the relative efficacy and propriety of different external innovation and value co-creation strategies and models in different situations and contexts.

The mainstream research on knowledge transfer and absorptive capacity (ACAP) in clusters was conducted in high-technology industries in developing countries. However, low technology intensity clusters present a different scenario that might affect this external knowledge transfer and ACAP. This study aims to understand the role of network relations and previous knowledge in the ACAP of a low-technology intensity cluster.

The authors analyzed companies from a low-technology industry in an emerging country. The authors collected 109 questionnaires from companies in the Brazilian footwear manufacturing cluster. Factor analysis led the independent variables to be regrouped into eight variables. This data set was analyzed using regression techniques.

In a low-tech cluster prevalently populated by small companies, companies have access to novelties and knowledge that influence their products and production through the frequency and stability of the network’s relational ties with the supplier. The quality of relationships with clients may provide access to products, materials, technologies and learning. Small companies consider intra-cluster competition because of limitations in accessing external competition. Although low-tech companies need to exchange knowledge and technology with suppliers and clients outside the cluster, most companies are limited in size because of liabilities. In a low-tech cluster dominated by small companies, access to better purchasing costs, new technologies or innovations is an expected weakness. Intra- and extra-cluster ties positively influenced ACAP, as did organizational capabilities, whereas employees’ skills did not.

Individual skills are not related to ACAP in low-technology intensity clusters. The level of ACAP in small and medium enterprises (SMEs) can be explained by the scope of individuals’ knowledge and other individual capabilities.

Innovation is today considered a competitive differential for improving the performance of companies, and technology parks are seen as environments with favorable conditions for such innovation. The purpose of this study is to develop a framework for analyzing favorable conditions for innovation in technology parks, the innovations produced and organizational performance.

To this end, the authors conducted bibliographic research and in-depth interviews with managers of companies based at the Tecnopuc Science and Technology Park, and managers of the park itself, to establish practical support for previous theoretical findings.

As a result, a framework was developed to link the favorable conditions for innovation, and organizational performance.

The analysis model proposed here synthesizes the contributions made by several scholars on the theme, allowing for a more detailed and integrated interpretation of the phenomenon, namely, the ways through which the effective development of innovation takes place in companies residing in technology parks and the contribution of innovation to the specific performance of companies.

The use of the proposed framework can help direct park managers’ action towards those relationships or activities that prove to be ineffective in achieving desired goals.

The use of the proposed model in empirical surveys will allow for better understanding of the phenomenon involving the features of technology parks and their effects on innovation and the performance of companies installed there, considering that such parks allow them to access resources with lower transaction costs.

The Brazilian textile industry has been facing fierce competition from low-cost imports from China and other Far East countries. To maintain their competitiveness in the local market, Brazilian companies have been adopting the product differentiation strategy. By using new technologies, they are able to develop new products with better quality at lower costs. With regard to new technologies, companies in the Brazilian textile industry have been using get-some and buy-some strategy, and international technology transfer (TT) has become an important part of their business strategies. However, due to lack of planning, many projects failed to achieve the desired results. This paper aims to provide theoretical insights and practical guidance on how textile firms could use a stage-gate model to enhance the effectiveness of their TT projects.

In order to investigate the TT practices in the Brazilian context, three issues are assessed. First, the paper evaluates the possibility of deploying TT practices used by firms in similar industries, to enhance the effectiveness of TT process. Second, it verifies whether it is possible for the textile firms to use a stage-gate model to manage their TT processes, using as a normative framework the stage-gate model proposed by Jagoda and Ramanathan and Jagoda et al. Finally, possible changes to the stage-gate model are evaluated to specifically fit the Brazilian textile sector. This step is accomplished through four case studies from the Brazilian textile industry.

The analyses of TT projects carried out by four companies show that there are many similarities and differences among the TT practices that are employed by the four companies that were investigated. The evaluation of the TT practices of the Brazilian textile companies against the stage-gate framework allowed authors to identify the gaps between the model and the TT practices of the companies investigated. Broader guidelines in adapting the stage-gate model to improve the TT process in the textile industry are discussed in the final part of this study.

The TT process in the Brazilian textile industry is not a widely investigated phenomenon; however, this process has been critical to enhancing Brazil's competitiveness. Thus, providing a better framework to support the TT process in the local textile sector could be relevant information for improving management action in the area.