Intellectual Property Protection in Software Enterprises

2010 ◽  
pp. 2018-2025
Author(s):  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Software Development ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Business Environment ◽  
Ip Protection ◽  
Business Environments ◽  
Knowledge Intensive ◽  
Critical Phases

Enterprises are facing challenges in protecting their intellectual property (IP) due to the rapid technological changes, shortened lifecycles, and the intangibility of products. The IP protection granted by the national intellectual property rights (IPRs) legislation does not correspond very well with the needs of enterprises operating in a rapidly changing business environment (Andersen & Striukova, 2001; Bechina, 2006). The most valuable assets of knowledge intensive enterprises are the knowledge and skills embodied in human capital, which cannot be protected using the traditional and formal IP protection (Coleman & Fishlock, 1999; Kitching & Blackburn, 1998; Miles, Andersen, Boden, & Howells, 2000). The challenges for IP protection in the context of knowledge intensive small enterprises lie in creating business environments that support the knowledge sharing and creation, innovativeness, and IP protection. In particular, the challenges are related to the identification of such formal and informal protection methods which improve the business process. The aim of knowledge management is to stimulate innovation and create knowledge. Knowledge management allows knowledge with critical and strategic characteristics in an enterprise to be located, formalised, shared, enhanced, and developed. The purpose of this study on information security management is to explore how small and medium-sized enterprises (SMEs) protect their IP in software business. This study investigates how strategic IP protection supports the knowledge sharing and innovation creation and explores the critical phases of IP protection in small software enterprises. This study also describes and develops management, using the approach of knowledge management and applying the spiral of knowledge creation in software development. The article is organised as follows. The IP protection of enterprises operating in software development is introduced in the background section. The main attention of the article concentrates on IP protection, which is analysed using the framework of knowledge management. IP protection is investigated in the various phases of knowledge creation in software development. Thereafter some future trends are described. Finally, the results of the study are summarised and discussed in the concluding section.

Intellectual Property Protection in Software Enterprises

2009 ◽  
pp. 697-702
Author(s):  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Software Development ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Business Environment ◽  
Ip Protection ◽  
Business Environments ◽  
Knowledge Intensive ◽  
Critical Phases

Enterprises are facing challenges in protecting their intellectual property (IP) due to the rapid technological changes, shortened lifecycles, and the intangibility of products. The IP protection granted by the national intellectual property rights (IPRs) legislation does not correspond very well with the needs of enterprises operating in a rapidly changing business environment (Andersen & Striukova, 2001; Bechina, 2006). The most valuable assets of knowledge intensive enterprises are the knowledge and skills embodied in human capital, which cannot be protected using the traditional and formal IP protection (Coleman & Fishlock, 1999; Kitching & Blackburn, 1998; Miles, Andersen, Boden, & Howells, 2000). The challenges for IP protection in the context of knowledge intensive small enterprises lie in creating business environments that support the knowledge sharing and creation, innovativeness, and IP protection. In particular, the challenges are related to the identification of such formal and informal protection methods which improve the business process. The aim of knowledge management is to stimulate innovation and create knowledge. Knowledge management allows knowledge with critical and strategic characteristics in an enterprise to be located, formalised, shared, enhanced, and developed. The purpose of this study on information security management is to explore how small and medium-sized enterprises (SMEs) protect their IP in software business. This study investigates how strategic IP protection supports the knowledge sharing and innovation creation and explores the critical phases of IP protection in small software enterprises. This study also describes and develops management, using the approach of knowledge management and applying the spiral of knowledge creation in software development. The article is organised as follows. The IP protection of enterprises operating in software development is introduced in the background section. The main attention of the article concentrates on IP protection, which is analysed using the framework of knowledge management. IP protection is investigated in the various phases of knowledge creation in software development. Thereafter some future trends are described. Finally, the results of the study are summarised and discussed in the concluding section.

Intellectual Property Protection and Process Modeling in Small Knowledge Intensive Enterprises

2011 ◽  
pp. 151-167 ◽  
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

As discussed in chapter 10, knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise’s competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

Intellectual Property Protection in Small Knowledge Intensive Enterprises

2013 ◽  
Vol 3 (1) ◽  
pp. 29-45
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

Knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise’s competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

Intellectual Property Protection in Small Knowledge Intensive Enterprises

2014 ◽  
Vol 4 (4) ◽  
pp. 47-63 ◽  
Author(s):  
Riikka Kulmala ◽  
Juha Kettunen
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Property Protection ◽  
Work Processes ◽  
Ip Protection ◽  
Knowledge Based ◽  
Work Routines ◽  
Organizational Work ◽  
Knowledge Intensive ◽  
Enterprise's Competitiveness

Knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise's competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

Software Development Knowledge Management System Using Web Portal

2021 ◽  
pp. 92-118
Author(s):  
Kamalendu Pal ◽  
Idongesit Williams
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Knowledge Sharing ◽  
System Design ◽  
Development Project ◽  
Global Software Development ◽  
Web Portal ◽  
Knowledge Based ◽  
Knowledge Intensive ◽  
Collaborative Knowledge

Software development is a knowledge-intensive practice. Software development teams rely on human resources and systematic approaches to share knowledge on system design. This collaborative knowledge sharing and preserving mechanism is known as “knowledge management” in software industries. In the software development process, coordination of system design functionalities requires knowledge-sharing infrastructure within the team members. Semantic web service computing (SWSC) provides opportunities and value-added service capabilities that global software development team requires to exchange information. This chapter describes the features of an ontology-based web portal framework, called CKIA (Collaborative Knowledge Integration Architecture), for integrating distributed knowledge in a global software development project. The CKIA framework uses a hybrid knowledge-based system consisting of Structural Case-Based Reasoning (S-CBR), Rule-Based Reasoning(RBR), and an ontology-based concept similarity assessment mechanism. A business scenario is used to present some functionalities of the framework.

Conceptual modeling for knowledge management to support agile software development

2014 ◽  
Vol 29 (4) ◽  
pp. 496-511 ◽  
Author(s):  
Amritesh ◽  
Subhas C. Misra
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Knowledge Creation ◽  
Conceptual Modeling ◽  
Agile Software Development ◽  
Practice Environment ◽  
Learning Framework ◽  
Knowledge Intensive ◽  
The Individual ◽  
Agile Software

AbstractAgile software development (ASD) has emerged as a result of consolidated values proposed under the lightweight methods of software engineering. Despite bearing some criticisms, the initial deployment and results observed in the practice environment represents its increasing domination over the traditional software development practices. Any ASD method, in particular, requires knowledge-intensive practices and typically employs multi-disciplinary expert team working extended periods of time for weeks on a nearly continuous basis. A huge amount of tacit knowledge creation and exchange happens in the entire process over the project lifecycle, which attracts the attention of research in the domain of knowledge management (KM). In this paper, first, we have mapped the agile values and agile principles, and in its support, we have argued upon and the need for integrated KM infrastructure and proposed a KM model that can be employed within the organization. We have also developed a conceptual framework for knowledge sharing and learning for the individual practitioners for the sustainability of agile team. We attempt to create an organizational learning framework for knowledge creation and exchange among the involved entities in a collaborative practice environment.

Knowledge Management and Quality Control in Software Outsourcing Projects

2017 ◽  
Vol 13 (4) ◽  
pp. 31-55 ◽  
Author(s):  
Rajorshi Sen Gupta
Keyword(s):  
Quality Control ◽  
Knowledge Management ◽  
Intellectual Property ◽  
Software Development ◽  
Service Providers ◽  
Economic Incentives ◽  
Development Project ◽  
Apparent Paradox ◽  
Software Development Project ◽  
Lump Sum

This article describes how entrepreneurs face critical risks in terms of quality control and knowledge management while outsourcing software development to independent service providers. First, it is recommended that lump-sum payment contracts should be avoided since software development project involves uncertainty. Instead, a variable payment contingent on observed quality can induce the service provider to exert optimal effort on the project. Second, entrepreneurs must not overlook the importance of providing economic incentives. They can protect their intellectual property by withholding critical knowledge and paying information rents in terms of higher than market wages to the service providers. Third, a startling result is that a low wage nation is not necessarily the optimal location to outsource software development projects. Thus, high wage-strong IPR nations might be chosen instead of low wage-weak IPR nations. Finally, the article explains the apparent paradox that software projects are often outsourced to locations that are characterized by weak intellectual property rights regime and high propensity of imitation.

Ontology-Based Competency Management

2005 ◽  
pp. 302-324 ◽  
Author(s):  
Miguel-Angel Sicilia
Keyword(s):  
Knowledge Management ◽  
Human Resource ◽  
Knowledge Creation ◽  
Learning Activities ◽  
Complex Process ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Organizational Needs ◽  
Dynamic Cycle ◽  
Competency Management

Learning activities can be considered the final outcome of a complex process inside knowledge intensive organizations. This complex process encompasses a dynamic cycle, a loop in which business or organizational needs trigger the necessity of acquiring or enhancing human resource competencies that are essential to the fulfillment of the organizational objectives. This continuous evolution of organizational knowledge requires the management of records of available and required competencies, and the automation of such competency handling thus becomes a key issue for the effective functioning of knowledge management activities. This chapter describes the use of ontologies as the enabling semantic infrastructure of competency management, describing the main aspects and scenarios of the knowledge creation cycle from the perspective of its connection with competency definitions.

Knowledge Management and Software Development Organization

2017 ◽  
pp. 226-246 ◽  
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Tacit Knowledge ◽  
Development Process ◽  
Management Process ◽  
Software Development Process ◽  
Development Organization ◽  
Main Challenge ◽  
The Difference ◽  
Knowledge Intensive

Software development organization (SDO) is a kind of knowledge-intensive business and their large majority is small and medium enterprise (SME) facing similar challenges of large ones. The diversity and complexity of the SDO environment makes knowledge the fundamental element in the software development process, which strengthens the importance of an effective knowledge management process. The software development process involves multidisciplinary teams, and the various working meetings that occur during a project are conducive to generate and share a lot of knowledge, in particular tacit knowledge. The use of a knowledge management process that enables to manage tacit knowledge will define the difference between a good SDO performance and the best SDO performance. This chapter aims to present an exploratory study based on literature review, with the aim of identifying the main challenge of knowledge management in the SDO context. The authors also aim to address some new research directions.

The Influence of Collaborative Web on Knowledge Management, Organizational Structure and Culture in Knowledge-Intensive Companies

2011 ◽  
pp. 184-201 ◽  
Author(s):  
Kathrin Kirchner ◽  
Mladen Cudanov
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Virtual Community ◽  
Project Teams ◽  
Management Change ◽  
Community Orientation ◽  
Web Tools ◽  
Knowledge Intensive

Knowledge-intensive companies are quickly changing, involving many people working in different activities. Knowledge in such companies is diverse and its proportions immense and steadily growing. The distribution of knowledge across project teams, communities of practice, and individuals is therefore an important factor. With collaborative Web, tools like wikis, blogs, or social networks are used for collaboration and knowledge sharing. In this chapter, we question what influence these tools have on knowledge management, organizational structure, and culture of knowledge-intensive companies. As a result of our interviews and surveys done in Serbia, we found that with collaborative Web, organizational structure, culture, and knowledge management change is perceived among employees and that employee’s loyalty changes from company orientation toward virtual community orientation.

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