Ma yenbo
Intellectual property rights (iprs) are a central element of strategic resources for national development and international competitiveness, and intellectual property management concepts, operating models and implementation effectiveness directly affect sti transformation efficiency and the process of nurturing new quality productivity. Strategic demand oriented towards new quality productivity development requires intellectual property management to capture accurately the differentiated logic of innovation, respond to paradigm changes brought about by digital technology, adapt to the new circumstances in which management targets expand to new business situations in new areas, and build a management landscape that is deeply integrated with sti systems and industrial development systems。
Management paradigm shift for new quality productivity
At the heart of fostering the development of new quality productivity lies the deep integration of sti with industrial innovation, and the key is innovation in the organization of scientific research, focusing on the development of new business practices in new areas. This change, from goal-oriented, operational mechanisms to value realization, introduces new and systematic requirements for ipr management。
Sti and industrial innovation are two mutually reinforcing links in the development of new qualitative productivity and the construction of modern industrial systems. While tertiary institutions and enterprises are the same subjects of innovation for the development of new quality productivity and the central vehicle for linking stis to industrial innovation, they follow a differentiated institutional logic: the management of intellectual property rights in tertiary institutions is characterized by an academic orientation centred on “requirement”, focusing on the pursuit of technological initiative and academic values, serving national strategies and frontier exploration. The management of firms' intellectual property rights (iprs) is characterized by market-oriented features centred on “right-of-use” and deep embedded in r & d strategies, industrial chains and business competition, closely aligned to market demand and pursuing market control and economic returns. Intellectual property management innovation needs to accurately capture the differences and complementarities between the two, serve as an institutional link between sti, the transformation of results and industrial applications, translate more industry demand into “real research” on sti in tertiary institutions, and transform sti resources into drivers of industrial development。
Organized innovation and free exploration constitute a two-wheel drive to achieve high-level technological self-reliance. There are significant differences between the two models in terms of objective orientation, organizational approach, results format, risk characteristics and interactions. The “two-wheel-drive” model of organized innovation and free exploration requires intellectual property management to establish a flexible interface between “centralization” and “open dynamism” “government-led” and “academic autonomy”, to achieve a leap from single-chain management to full chain empowerment and to achieve a dynamic balance between serving national strategic objectives and stimulating original innovation. (c) a road map for intellectual property allocation through the piloting of “accompaniment” management of intellectual property rights in the context of organized innovation; and a basic study of liberal exploration and exploration of soft management mechanisms。
The extensive in-depth application of digital technology has opened new avenues for improving the effectiveness of intellectual property management, moving from “tool empowerment” to “model restructuring”. The global analysis of patent information using technologies such as big data and artificial intelligence allows for the identification of technology needs, forecasting of trends and matching of research partners, thus building a data-driven management model that digitizes the resonance of intellectual property management systems with sti systems. The management of intellectual property rights (iprs) is integrated into scientific research, using data analysis to identify technological gaps to inform decision-making on the choice of research direction; it goes back to the industrial application chain, warns of potential intellectual property risks and ensures a smooth transformation of results。
The institutional value of building a chain of innovation and..
In line with the twin objectives of nurturing new quality productivity and achieving high levels of technological self-reliance, intellectual property management requires innovative management concepts, adapting to new changes in the management environment, improving new management effectiveness, becoming a “navigator” for national strategies to serve, a “adhesive” for catalyzing industrial integration, and a “catalyst” for building innovative ecosystems。
The primary mission of intellectual property management is to establish an autonomous and controllable foundation for national innovation chains, and strategic risk identification and proactive control must be continuously enhanced. These include the construction of a global patent posture analysis system, free life-cycle screening of key core technical areas, early warning of potential intellectual property risks before the “crawling” technology closes, dynamic monitoring of competitors' blockade routes, and providing decision-making support for technological targeting route selection and risk evasion. The management of intellectual property rights should move from passive defence to active navigation, by digging up large patent data, mapping and evolutionary paths for future industrial technologies, identifying technology gaps, capturing windows of opportunity for changing technological paradigms, identifying potential subversive technological directions, leading to organizational scientific excellence and promoting the allocation of innovative resources to emerging areas。
The process of generating new quality productivity is essentially a process of the deep integration of science, technology, innovation and industrial upgrading that generates new dynamics. Intellectual property management is the central link between basic research and industrial applications, and its strategic mission is to solve the challenge of “technology and industry”. For example, the transformation of discrete, hidden scientific and technological results from laboratories into systematic, visible, tradable assets through layout, combination and operation, the convergence of basic research breakthroughs upstream of the innovation chain with the precision of the downstream industrial chain application landscape, and the promotion of creative restructuring of production factors. At the same time, technological advantages are translated into market advantages and industry ownership through mechanisms such as standard necessary patent layouts, patent pool construction and cross-licensing, and innovation values are allowed to catalyse new industrial clusters and growth dynamics through technological radiation and industrial penetration。
The deeper integration of business-led productive research and development is key to the path from technological strength to firm power, industry power and economy. In practice, differences in the attributes of multiple subjects, differences in the claims of objectives and the complexity of the distribution of benefits often constitute obstacles to cooperation. The core mission of intellectual property management is to design and implement a clear, fair and credible framework of intellectual property rules and collaboration, with rules that go through the full life cycle of research and research: from the outset of cooperation, to translate the expectations of cooperation into clear contractual agreements through prior clarification of intellectual property tenure, confidentiality obligations, contextual intellectual property definition and prospective intellectual property sharing mechanisms; in the process of cooperation, to play the role of intellectual property management in reducing transaction costs and reducing collaborative frictions arising from information asymmetries; and in the translation phase, to ensure a reasonable return on contributions based on the intellectual property system to ensure that inputs and benefits are matched. By building a stable relationship of mutual trust, the loose union of productive studies has been transformed into a close community of interests, guaranteeing the efficient flow of innovative resources across the chain of “basic research-application research and development-interception-commercialization”。
Management upgrade path to build multi-dimensional integration
In order to address the twin demands of sti and industrial upgrading, intellectual property management needs to focus on integrating innovation, fostering three dimensions of systems from organizational model innovation, financial factor empowerment and talent systems, and opening up full chain management barriers。
Innovative research and research (isr) is a synergetic organization and mutual trust model. The creation of new qualitative productivity development patterns that are dominated by innovation and are in line with the new concept of development, objectively requires intellectual property management to proactively identify “technologies”, pre-empting essential patents and standard patents, and seizing the right to define technological heights and rules for future industries. Consistent with the strategic and forward-looking requirements of intellectual property management, leading firms should be encouraged to take the lead in forming a joint intellectual property benefit-sharing consortium that promotes a cooperative model of “common programming, co-processing, rights sharing, and risk sharing”. (c) promote patent-opening licensing and innovation platforms, lower technology access thresholds for smes and promote efficient flow of innovative resources in ecosystems。
It is important to provide access to technology and finance. Intellectual property management cuts across the chain of “basic research-technology development-medium test evidence-industry applications”, and the value attributes of intellectual property depend on the efficient flow and realization of innovation networks, thereby highlighting the supply of intellectual property to new quality productivity development systems and technologies. Harmonizing the synergy and coherence of ipr management should play a pivotal role in asset pricing, capital linkages and promote the deeper integration of technical and financial elements. Create a virtuous cycle of “technology breakthroughs – industrial growth – capital re-energizing”, establish a national intellectual property conversion steering fund, improve financial instruments such as intellectual property pledge financing, securitization, and attract social capital to early hard-tech projects。
Building a high level of intellectual property skills development system. Intellectual property rights managers are the driving force behind innovative management concepts and improved management effectiveness. The current paradigm of innovation is increasingly characterized by cross-integration and systemic competition, requiring efforts to move beyond traditional discipline boundaries and talent development models to foster high-level intellectual property innovation communities that can lead change and define the future. Guided by the systemic concept of education, science and technology, and the advancement of human talent, intellectual property talent development should be integrated into the development of an integrated curriculum, science, technology and innovation, as well as industrial applications. This should lead to a shift in intellectual property skills development from a single-scientific model to a multi-chain integration paradigm and to a structural interface between knowledge production, technological development and institutional application. Building a new culture of procreation that “integrates and empowers intellectually” leads intellectual property personnel to the scientific and technological innovation community, to the integration of science and technology, to the development of science and innovation practices, to the development of professional skills in the service of scientific and technological innovation and participation in technology, to the re-creation of intellectual property rights from sample to product, and to the development of a complex capacity-building mechanism that combines theoretical and practical skills。
(by the centre for scientific and technological cooperation and conversion of results of the wuhan polytechnic university)
