Software Piracy and IP Management Practices: Strategic Responses to Product-Market Imitation

Purpose The COVID-19 pandemic presents unprecedented challenges for small and medium enterprises (SMEs) in emerging economies. This paper aims to examine how India's SMEs implement their strategic responses in this crisis. Design/methodology/approach The study uses dynamic capability theory to explore the strategic responses of SMEs. Strategy implementation theory helps to explain how they implement innovative practices for outcomes. A research model defines the COVID-19 challenges, strategic responses and performance outcomes. The study reports the findings of an initial pilot study of 75 firms and follow-up case study results in the context of COVID-19. Findings Firms choose their approaches according to their perceived market risks. Case studies illustrate that firms display diverse attitudes depending on their strategic direction, leadership vision and organizational culture. They achieve different outcomes by implementing specific styles of risk management practices (e.g. risk-averting, risk-taking and risk-thriving). Research limitations/implications Although the study context is Indian SMEs, the findings suggest meaningful lessons for other emerging economies in similar crisis events. The propositions may be extended to future research in broad contexts. Practical implications Even in the extraordinary COVID-19 market crisis, SMEs with limited resources display their strategic potential by recognizing their unique capabilities, translating them into effective actions and achieving desirable outcomes. Social implications In the COVID-19 pandemic, top leaders' mental attitude, strategic perspective and routine practices are contagious. Positive leadership motivates both internal and external stakeholders with an enormous level of collaboration. Originality/value This rare study of Indian SMEs provides a theoretical framework for designing a pilot survey and conducting a case study of multiple firms. Based on these findings, testable propositions are articulated for future research in diverse organizational and national contexts.

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An Audit Tool for Intellectual Property Management: IP Management in the Queensland Department of Primary Industries

Queensland Review ◽

10.1017/s1321816600002531 ◽

2003 ◽

Vol 10 (1) ◽

pp. 71-88

Author(s):

Paul Steffens ◽

Michael Waterhouse ◽

Art Shulman ◽

Andrew Wollin

Keyword(s):

Public Sector ◽

Intellectual Property ◽

Research And Development ◽

Management Practices ◽

Management Practice ◽

Queensland Department ◽

Knowledge Based ◽

Public Sector Research ◽

Government Initiative ◽

Ip Management

Smart State is a Queensland Government initiative that recognises the central role of knowledge-based economic growth. In this context, the management of intellectual property (IP) within Queensland and Australian government research and development agencies has changed dramatically over recent years. Increasing expectations have been placed on utilising public sector IP to both underpin economic development and augment taxes by generating new revenues. Public sector research and development (R&D) management has come under greater scrutiny to commercialise and/or corporatise their activities. In a study of IP management issues in the Queensland Public Sector we developed a framework to facilitate a holistic audit of IP management in government agencies. In this paper we describe this framework as it pertains to one large public sector Agriculture R&D Agency, the Queensland Department of Primary Industries (QDPI). The four overlapping domains of the framework are: IP Generation; IP Rights; IP Uptake; and Corporate IP Support. The audit within QDPI, conducted in 2000 near the outset of Smart State, highlighted some well developed IP management practices within QDPI's traditional areas of focus of innovation (IP Generation) and IP ownership and licensing (IP Rights). However, further management practice developments are required to improve the domains of IP Uptake and Corporate IP Support.

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Impact of Crisis Management Practices and Strategic Response on Pricing Strategy: Evidence From Textile Industry in Pakistan

Review of Economics and Development Studies ◽

10.26710/reads.v5i4.894 ◽

2019 ◽

Vol 5 (4) ◽

pp. 607-614

Author(s):

Sana Affandi ◽

Hina Affandi

Keyword(s):

Crisis Management ◽

Textile Industry ◽

Management Practices ◽

Price Strategy ◽

Strategic Responses ◽

Mediating Role ◽

Correlation And Regression Analysis ◽

Independent Variable ◽

Questionnaire Method ◽

The Impact

This study has discovered the impact of crisis management practices and strategic responses on the price strategy in the textile industry of Pakistan. In this research, independent variable iscrisis management practices (efficiency improvement and competitiveness improvement), mediating variable is strategic responses (pro-activeness and reactiveness) and where the dependent variable is price strategy. This study investigated the textile industry firms of Pakistan by means of correlation and regression analysis via empirical findings. Data has been gathered from the questionnaire method from the companies of textile industry. It is hypothesized that crisis management practices, strategic responses have significant impact on the price strategy in which strategic responses have a mediating role and these noteworthy impacts have been denied by the results of the study.

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Crisis Management Practices and Strategic Responses Through Customer Loyalty and Price Strategy in Hard Times: Evidence from Fine-dining Restaurants

Procedia - Social and Behavioral Sciences ◽

10.1016/j.sbspro.2015.10.164 ◽

2015 ◽

Vol 207 ◽

pp. 149-156 ◽

Cited By ~ 1

Author(s):

Fatih Semerciöz ◽

Çağlar Pehlivan ◽

Aytuğ Sözüer ◽

Aslı Mert

Keyword(s):

Crisis Management ◽

Customer Loyalty ◽

Management Practices ◽

Price Strategy ◽

Strategic Responses ◽

Hard Times

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Walking into the room with IP: exploring start-ups’ IP licensing strategy

Management Decision ◽

10.1108/md-04-2016-0227 ◽

2017 ◽

Vol 55 (6) ◽

pp. 1209-1225 ◽

Cited By ~ 3

Author(s):

Paola Belingheri ◽

Maria Isabella Leone

Keyword(s):

Management Practices ◽

Management Strategies ◽

Innovation Process ◽

Securities And Exchange Commission ◽

Content Type ◽

Start Up ◽

The Us ◽

Start Ups ◽

Ip Management

Purpose The purpose of this paper is to explore the trends and features of one of the most visible intellectual property (IP) management practices, IP licensing, in the context of start-ups, accessing external technology at the outset of their lifetime. In particular, it compares start-ups and incumbent firms, in terms of licensing strategy pursued, role of in-licensed technologies relative to the internal innovation process and successively implemented IP management strategies. Design/methodology/approach A mixed-method study is presented using quantitative data on licensing deals from the US Securities and Exchange Commission and cases on start-up companies involved in inbound technology licensing. Findings Evidence indicates start-ups have different IP licensing strategies than incumbents, and their successive IP management strategies are more flexible than for incumbents. Originality/value The authors shed light on IP licensing, which is gaining momentum in open innovation (OI) settings, in an understudied segment of SMEs, namely, start-ups. The authors display interesting evidence of the portion of start-ups that license-in from external companies, indicating that this practice is more widespread than literature would suggest; the authors demonstrate that licensing-in is a valuable strategy for start-up companies, possibly providing additional channels for acquiring know-how on the market. The authors therefore contribute to, and advance, entrepreneurship, IP and OI literature.

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