Learning to be Capable: Patenting and Licensing at the Wisconsin Alumni Research Foundation 1925-2002

By Gerard George. 2005

120 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/94d79b9ed973b8683c41bca5c7f4906f4caff3eb

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “…study Presentation of microsociological patterns of architectural innovation and theorization of an organizational form termed “dynamic community” George (2005) Quantitative, qualitative Mixed methods - Case study (Qual); OLS regression (Quant) Effects of experiential learning on the cost of…”
The dynamic impact of innovative capability and inter-firm network on firm valuation: A longitudinal study of biotechnology start-ups (2010, background): “George (2005) found that when an organization learns from the experience of deploying a core capability, it can parlay these benefits into the development of complementary capabilities, thereby increasing performance not just through experiential learning within a core capability but also through a…”
University entrepreneurship: a taxonomy of the literature (2007, background): “George (2005) What is the influence of an organization’s experiencebased learning on the development and deployment of its capabilities? Interview and archival data from the University of Wisconsin Alumni Research Foundation Cost of patenting and revenues from licensing Changes in efficiency (cost o”
International Entrepreneurship and Capability Development—Qualitative Evidence and Future Research Directions (2011, background): “…effectiveness of deployment, we did not assign a priori intent as a condition to develop a capability, as firms may develop capabilities accidentally or without a cogent sequence of preplanned actions (George, 2005a), especially in international contexts where situational uncertainty may be high.”
Processes, antecedents and outcomes of dynamic capabilities (2014, background): “The empirical studies confirm that both internal and external sources of knowledge are vital for DCs: experiential internal learning is identified as an important source, as is inter-organisational cooperation (Gerard, 2005; Kale & s and outcomes of dynamic capabilities.”
Exploring the Antecedents of Potential Absorptive Capacity and Its Impact on Innovation Performance (2008, unknown): “Zahra and George [3] use the term “efficiency factor” to refer to the relationship between PAC and RAC, where the former defines an upper limit to the role of the latter.”
Slack Resources and the Performance of Privately Held Firms (2005, unknown): “Because firms need to invest resources to build organizational capabilities and, therefore, incur costs before any payoffs are imminent (e.g., George, 2005), slack resource endowments may play a particularly important role in the enactment of strategies and the evolution of firms.”