The global acquisition, leverage, and protection of technological competencies

Abstract

Abstract How managers acquire, leverage, and protect technological competencies in order to innovate successfully and enhance firm performance is central to the field of strategic management. When tensions across acquisition, leverage, and protection activities are resolved and synergies are captured, the value derived from technological competencies can be used to fuel a virtuous cycle in which fewer resources are needed to perpetuate a firm's advantage. The papers in this issue examine the mechanisms underlying acquisition, leverage, and protection, and are particularly useful in resolving these tensions and highlighting potential synergies. We develop a typology to describe the research domain and relate these papers to one another. Based on gaps in this typology and issues raised by these papers, we offer observations for future research on the acquisition, leverage, and protection of technological competencies. Copyright © 2004 John Wiley & Sons, Ltd.