Managing Intellectual Capital

• Powerful and challenging analysis of competitive advantage in the new knowledge economy
• Explains the nature of intangible assets and the processes of innovation
• Looks at the organizational structures most likely to support innovation
• Evidence from IBM, Microsoft, and Sun Microsystems

Readership: Academic: Scholars and postgraduate students (in particular MBA) within the fields of business, technology management, and innovation; Practitioner: Managers, strategic planning specialists, management consultants, industrial policy analysts, public policy makers, engineers, venture capitalists, and licensing executives.

David J. Teece, Haas School of Business, University of California at Berkeley

"Teece's work provides an example of what can be achieved through high-quality analysis ... the thinking manager, as well as the student, will get much out of Teece's hardheaded approach to his subject matter, and there are significant lessons to be learned from the experience of innovating companies. All in all, this is a book to be strongly recommended." - European Management Journal

"A rigorous analysis ... With his characteristically scholarly approach, Teece offers guidance on how companies can unlock their stores of 'intangible assets' by unleashing the capabilities and unique skills embodied in the practitioners and managers of companies." - Technovation

"This book is the first comprehensive treatment of the business economics of the knowledge economy. As such, it is of great interest to all scholars and business practitioners concerned with the firm-level (micro) and economy wide level (macro) foundations of the knowledge driven economy." - Technovation

"In today's competitive environment, the management of intellectual capital is at the core of every firm's success or failure. Teece's book is the best one I know of in treating this topic seriously and providing a useful framework for capturing the value from intellectual assets." - Professor Charles O'Reilly, Frank Buck Professor of Human Resource Management and Organizational Behavior, Stanford University

"Only a few people seem to get it, and David Teece is surely one of them. The old economy provided businesses little opportunity to earn super normal returns. Teece's Managing Intellectual Capital helps unlock the potential all companies have to earn genuine rents from their intangible assets, particularly from their people whose unique skills and gifts remain seriously underutilized." - Craig B. Wynett, General Manager, Future Growth Initiatives, The Procter & Gamble Company

"Teece moves easily between theoretical study of his subject and practical applications for his thinking regarding organisational structures and business strategy." - Financial Adviser

Part I: Introduction
1.: The Knowledge Economy and Intellectual Capital Management
Part II: Foundations
2.: Impact of Market Structure and Organizational Factors on Innovation
3.: Governance Modes and Technological Innovation
4.: Decision-making Processes and the Rate and Direction of Innovation (with J. Bercovitz and J. de Figueiredo)
Part III: Applications to Management and Strategy
5.: Market Entry Strategies for Innovators: Avoiding Pyrrhic Victories
6.: Imitation Strategies for Owners of Complementary Assets
7.: Outsourcing and Insourcing Strategies for Innovators: Opportunities and Limits (with H. Chesbrough)
8.: Understanding the Licensing Option (with P. Grindley and E. Sherry)
Part IV: Public Policy
9.: Antitrust Analysis in High Technology Industries (with M. Coleman)
Appendices: Case Studies in Licensing and Cross-Licensing
A.: The Semiconductor Industry (with P. Grindley and E. Sherry)
B.: The Glass Industry and the Pilkington Float Process (with E. Sherry and P. Grindley)