Technology adoption is lower in emerging markets with corrupt business environments, and higher in those with good transparency and enforcement, according to a new study forthcoming in Marketing Science.
One analysis estimated that a smartphone is covered by 250,000 patents. As technology grows increasingly complex, companies must navigate a web of intellectual property protections. Are innovation and competition suffering from the race to create enormous patent portfolios? Professor Stefan Wagner of the European School of Management and Technology (ESMT), a member of the Global Network for Advanced Management, talked with Yale Insights about the consequences of “patent thickets.”
Defense spending has been a key driver of technology and innovation in the United States since the beginning of the Cold War, according to Yale SOM professor Paul Bracken. The Pentagon was a prime funder for the early growth of Silicon Valley and more recently quietly created another technology hub, focusing on defense, in northern Virginia.
Digital technology has vastly expanded the supply and the market for stock image providers like Getty Images, but it has also complicated the task of controlling their intellectual property. Jonathan Klein, Getty’s cofounder and CEO, talks about its business model and the “existential threat” posed by online image search.
When Zagat launched its first survey of New York City dining, aggregating restaurant reviews by ordinary people was a novel idea. Today, the user-generated review has moved online and is a major influence on commerce. But models for collecting and presenting opinions continue to evolve.
Electronic medical records and big data have huge promise for improving medicine, but creating a system that works for physicians is a daunting task. By starting with a single specialty—dermatology—Modernizing Medicine has created an electronic application that allows doctors to rapidly enter clinical information, and to draw on the data gathered from thousands of others doing the same. Co-founder Dr. Michael Sherling ’02 discussed the endeavor and how it fits into broader efforts to mesh incentives, incorporate technology, and execute effective change.