A presentation on regional intellectual property rights and the impact on economic integration and competitiveness delivered at a two-day joint symposium of the Government of Indonesia, the Economic Research Institute for ASEAN and East Asia (ERIA) and Harvard University, held on 31 October - 1 November 2011 in Jakarta. Elements of this presentation were incorporated into recommendations presented to the ASEAN Summit in Bali later that November, dubbed the "Jakarta Framework on Moving ASEAN Community Forward into 2015 and Beyond" or Jakarta Framework.

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Technology startups depend in large part on the promise and value of their technology in order to raise funding and enter a market. However, this core strategic asset is often at significant risk in the early stages of venture development when there are limited funds and thin management resources. In this article we identify the common pitfalls in technology management among technology startups, and propose a best practices strategy for this class of intellectual property right holders. Based on a combination of interviews and surveys, we focus on a select group of startups to identify the nature of their current intellectual property rights management. Through this article we offer a possible technology management roadmap that takes technology startups from the first inception of an innovation to an execution stage of raising venture funding, and on to eventual commercialization as a successful company with a defensible position in the marketplace.

New ventures based on untested technology carry a great deal of risk for founders, investors, and employees. In many ways, leading a new entrepreneurial venture is comparable to managing a high-risk R&D project for an established corporation. This contribution is a practical introduction to risk management for technology incubators—one of the most exposed forms of VC funding—and outlines some of the similarities that exist with traditional corporate R&D projects. We see incubation as a new evolving paradigm for large corporations dealing with technological and financial uncertainty in internal R&D projects. Lessons drawn from managing risk in incubators should can be applied to the management of high-risk project teams.

University technology ventures depend in large part on the promise and value of their technology and the skills of their team members in order to raise funding and enter a market. These core strategic assets, however, are often at risk in the early stages of development when there are limited funds and thin management resources. In this article the author identifies the common pitfalls in technology management among technology startups, and proposes a best practices strategy for this class of intangible property right holders. Based on a combination of interviews and surveys, the presentation focuses on a select group of university-sourced startups to identify the nature of their current t management. The author offers a possible strategic roadmap that takes university technology startups from the first inception of an innovation to an execution stage of raising venture funding, and on to eventual commercialization as a successful company with a defensible position in the marketplace.

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Real options theory has become an accepted tool in evaluating investment decisions in uncertain environments. The application of real options in R&D strategy has somewhat lagged behind their use in the financial sector. Our goal is to adapt real option theory for use in high-technology incubation, where the environment is highly uncertain and volatile. We focus on two risk management levels: the macro (strategic) level, i.e. the management of the entire incubation fund, and at the micro (operational) level, i.e. the management of individual startups. At the macro level, a risk-matrix is the central basis for real option decision making. At the micro level, incubation-specific determinants of day-to-day startup support require an adaptation of real options to high-tech innovation decisions.

Selected papers from the Tenth International Conference on Management of Technology. New ventures based on untested technology carry a great deal of risk for founders, investors, and employees. In many ways, leading a new entrepreneurial venture is comparable to managing a high-risk R&D project for an established corporation. This contribution is a practical introduction to risk management for technology incubators—one of the most exposed forms of VC funding—and outlines some of the similarities that exist with traditional corporate R&D projects. We see incubation as a new evolving paradigm for large corporations dealing with technological and financial uncertainty in internal R&D projects. Lessons drawn from managing risk in incubators can be applied to the management of high-risk project teams.

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New ventures based on untested technology carry a great deal of risk for founders, investors, and employees. In many ways, leading a new entrepreneurial venture is comparable to managing a high-risk R&D project for an established corporation. This contribution is a practical introduction to risk management for technology incubators—one of the most exposed forms of VC funding—and outlines some of the similarities that exist with traditional corporate R&D projects. We see incubation as a new evolving paradigm for large corporations dealing with technological and financial uncertainty in internal R&D projects. Lessons drawn from managing risk in incubators can be applied to the management of high-risk project teams. (Winner of the IAMOT 2001 Best Paper Award sponsored by ABB.)

Enforcing patent rights can be an expensive, time-consuming and frustrating experience. Japanese patent law does not protect inventions outside the country, nor does it favor the patent holder. In part two of our series on Japanese patents, we addresses some strategies to secure patent protection.

The Japanese installation to a {BNA} International Loose-leaf publication on international licensing of intellectual property. After covering the nature of licensing agreements in general, I focus on patent, copyright, trademark, registered design, and utility model rights in Japan. The loose-leaf, revised in the Spring of 1999, is an ongoing project under the Center for International Legal Studies {(Salzburg}, Austria).