Markets for Technology and Their Implications for Corporate Strategy

By Ashish Arora, Andrea Fosfuri, Alfonso Gambardella. 2001

630 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/79afe08e3a4617022ed01ef04ede8fab4a156d0c

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Citations in the corpus

Sources of External Technology, Absorptive Capacity, and Innovation Capability in Chinese State-Owned High-Tech Enterprises (2011, background): “They can be transacted in markets for technology, as defined in Arora et al. (2001). The major difference between FTI and DTP lies in the source of technological knowledge.”
Explaining growth paths of young technology‐based firms: structuring resource portfolios in different competitive environments (2011, background): “With enforceable intellectual property rights, high-tech fi rms can either protect themselves from direct imitation and realize rents through a temporary monopoly position in the product market (Anton and Yao, 1994) or enter the market for technology (Arora, Fosfori, and Gambardella, 2001).”
Cooperation-based innovators and peripheral cooperators: An empirical analysis of their characteristics and behavior (2010, background): “These results could be interpreted in terms of the emergence and consolidation of markets for knowledge (Arora et al., 2001), which have facilitated forging of relationships, usually for low value-added activities (Howells et al.”
The paradox of openness revisited: Collaborative innovation and patenting by UK innovators (2016, neutral): “We test this by estimating whether the 3 There is an older and even more extensive literature on the importance of patents for selling or licensing technology (Arrow, 1962; Arora et al., 2001; Gans et al., 2008).”
The Network of Innovators in Jena: An Application of Social Network Analysis (2006, background): “1 See Arora et al. (2001a,b) for strategic aspects and the overview article by Geroski (1995) for different aspects of failures in markets for technology.”
Emerging market multinationals and the theory of the multinational enterprise (2012, neutral): “Cuttingedge technology can be bought from specialist firms on the open market (Arora et al., 2001).”