| Zugriffsnummer | 24969 |
| Dokumenttyp | Konferenzartikel |
| Peer Review | unbekannt |
| Sprache | Englisch |
| Titel | Balanced Score Card implementation for IP rights management in a public research institution - example of PTB |
| Autor(in); Institution |
Smandek, Bernhard; Q.3, Gesetzliches Messwesen und Technologietransfer, PTB-Braunschweig
Barthel, Andreas; Q.3, Gesetzliches Messwesen und Technologietransfer, PTB-Braunschweig
Winkler, Jens; Bundesamt für Verbraucherschutz und Lebensmittelsicherheit, Braunschweig, GERMANY
Ulbig, Peter; Q.3, Gesetzliches Messwesen und Technologietransfer, PTB-Braunschweig
|
| Quelle/Jahr | Proceedings IKFAD 2010 : 5th edition on the theme of: Intellectual capital in a complex business landscape:(2010) |
| Availability | [CD-ROM] ; file name: p181.pdf |
| Herausgeber(in) |
Schiuma, Giovanni
|
| ISBN | 978-88-966870-2-4 |
| Verlag | Matera: |
| Konferenzangaben | 5th International Forum on Knowledge Asset Dynamics, Matera, 24-26, June, 2010, Italy |
| Freie Schlagworte | Balanced Score Card ; IP-Rights ; Technology transfer ; Intellectual property ; Asset management ; Patents ; Licensing |
| Zusammenfassung | Purpose - There is a growing awareness of Intellectual Property (IP) rights in European public research institutes. Since 2008 a non-binding recommendation of the European Commission has been in effect, proposing a consistent policy for IP in research and development (R&D). While there is a broad consensus on the overall goal – achieving a higher competitiveness of European industry in the international market place - there are, however, conflicting expectations on the micro-management: are technology transfer agencies to be considered as profit-centers, cost-centers, mediators or all of the above? Design/methodology/approach - The Physikalisch-Technische Bundesanstalt (PTB) is the national metrology institute of Germany with 1900 employees and an annual budget of 145 million EUR. It has established a micro-management policy for IP rights, which is successfully fostering the development of modern instrumentation for metrology and may serve as an example for other public institutions as well. While we are obliged by law to operate as a regular market participant when licensing patents, there are additional conditions, some of them with the status of a law or a binding government decision as well. For example, demand for neutrality with respect to market participants has to be carefully considered when licenses are exclusive. If patents occur in the context standards, royalty-free licensing is mandatory and in some cases the public is better served by a publication. As a net result, this impedes a purely economic view on patent licensing. Originality/value - To manage this conflict of goals we developed and implemented a Balanced Score Card (BSC) system for our IP managementin orderto optimize licensing income generation, cut costs, keep the inventor’s motivation high and simultaneously realize macro-economic technology transfer tasks. The BSC was originally introduced for the private sector by Norton and Kaplan in 1992, in response to a failure of purely monitoring financial indicators. The Balanced Score Card considers economic and noneconomic factors, often denoted as "soft", e.g. scientists’ motivation for inventions in our case. It is balanced with respect to result-oriented indicators, like licensing income, and with respect to process-oriented indicators, like the acceptance rate of inventions for patenting. And it tries to deduce from a trend of an indicator in the past a prediction of future development, associated with recommendations for actions to influence the ongoing process. Practical implications - The BSC approach, implemented at PTB, provides guidelines to reconcile seemingly conflicting requirements for a public entity while at the same time generating economic benefits in terms of additional income from licensing. In our opinion this approach keeps costs at a reasonable level, fosters inventors’ motivation and furnishes data for decisions for the technology transfer office as well as for the leadership of the Institution. |
