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This book considers the current domestic and global political and economic landscape and will show that there are three different but related kinds of leverage that together have emerged as the dominant strategy in economics, politics and international relations. The economic crisis of 2008-09 was called by most economists a crisis of "over-leverage." Yet no one has argued that there has also been a leverage crisis or at least a "leverage challenge," in other aspects of life. The This book argues that there is a "leverage mean" in between the extremes of too little leverage and too much leverage that provides the basis for resolving the various crises and challenges. This book, which grows out of a Brookings Institution paper "The Age of Leverage," will analyze bargaining leverage, resource leverage and economic investment leverage and should draw the attention of students and teachers in political and economic philosophy.
With this work, Martin Bader examines how companies can take an int- lectual property lead during the early stages of inter-firm research and - velopment (R&D) collaborations. Previously, little research has inves- gated the management of patents in the early phases of the innovation process. Furthermore, there is a dearth of research on patent management in the service industry sector, in which intellectual property management remains a new concept. Bader offers a detailed examination of the process by considering the service industry sector and analyzes a current, relevant, complex problem prominent in management research. The research at hand stems from two phenomena, both of which are based on knowledge gains achieved in the area of intellectual property management in recent years. First, the number of announced patent app- cations has increased by 20 30% per year even without considering multiple patent registrations in several countries. Second, the number of collaborative agreements in the innovation process has simultaneously - creased. However, many R&D collaborations eventually turn out to be - successful, so the question arises: To whom does the intellectual property generated by a collaboration belong? This ownership often is decided and specified during the early phases of the R&D process."
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