LEADER 04197oam 2200637Ia 450 001 9910524654103321 005 20190503073401.0 010 $a0-262-29799-X 010 $a0-262-30289-6 035 $a(CKB)2550000000079913 035 $a(SSID)ssj0000599345 035 $a(PQKBManifestationID)12270803 035 $a(PQKBTitleCode)TC0000599345 035 $a(PQKBWorkID)10612206 035 $a(PQKB)10012842 035 $a(MiAaPQ)EBC3339364 035 $a(MdBmJHUP)muse26700 035 $a(OCoLC)851430823 035 $a(OCoLC)773034882$z(OCoLC)939263767$z(OCoLC)1055375403 035 $a(OCoLC-P)773034882 035 $a(MaCbMITP)9066 035 $a(Au-PeEL)EBL3339364 035 $a(CaPaEBR)ebr10524450 035 $a(OCoLC)939263767 035 $a(oapen)https://directory.doabooks.org/handle/20.500.12854/78514 035 $a(EXLCZ)992550000000079913 100 $a20120117d2012 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aIntellectual property strategy /$fJohn Palfrey 210 $aCambridge, Massachusetts $cThe MIT Press$dİ2012 210 $aCambridge, Massachusetts $cThe MIT Press$dİ2012 215 $a1 online resource (1 volume (various pagings)) 225 1 $aThe MIT Press essential knowledge series 300 $aDigital version of book includes case studies and related material. Cf Preface, page xi. 311 $a0-262-51679-9 320 $aIncludes bibliographical references (p. [159]-163) and index. 327 $aExecutive summary -- Why intellectual property matters -- Recommendation #1: treat intellectual property as a core asset class -- Recommendation #2: benefit from the intellectual property of others legally -- Recommendation #3: create freedom of action through intellectual property -- Recommendation #4: establish a flexible intellectual property strategy -- The special case of the non-profit -- Future outlook -- Afterword: what the author really thinks. 330 $aMost managers leave intellectual property issues to the legal department, unaware that an organization's intellectual property can help accomplish a range of management goals, from accessing new markets to improving existing products to generating new revenue streams. In this book, intellectual property expert and Harvard Law School professor John Palfrey offers a short briefing on intellectual property strategy for corporate managers and nonprofit administrators. Palfrey argues for strategies that go beyond the traditional highly restrictive "sword and shield" approach, suggesting that flexibility and creativity are essential to a profitable long-term intellectual property strategy--especially in an era of changing attitudes about media. Intellectual property, writes Palfrey, should be considered a key strategic asset class. Almost every organization has an intellectual property portfolio of some value and therefore the need for an intellectual property strategy. A brand, for example, is an important form of intellectual property, as is any information managed and produced by an organization. Palfrey identifies the essential areas of intellectual property--patent, copyright, trademark, and trade secret--and describes strategic approaches to each in a variety of organizational contexts, based on four basic steps. The most innovative organizations employ multiple intellectual property approaches, depending on the situation, asking hard, context-specific questions. By doing so, they achieve both short- and long-term benefits while positioning themselves for success in the global information economy. 410 0$aMIT Press essential knowledge series. 606 $aIntellectual property$xManagement 610 $aINFORMATION SCIENCE/Technology & Policy 610 $aBUSINESS/Management 615 0$aIntellectual property$xManagement. 676 $a658.15/2 700 $aPalfrey$b John G$g(John Gorham),$f1972-$0261113 801 0$bOCoLC-P 801 1$bOCoLC-P 906 $aBOOK 912 $a9910524654103321 996 $aIntellectual Property Strategy$92679378 997 $aUNINA 999 $p$29.94$u07/29/2018$5Lib