Includes index.

Print version record.

Front Cover; Virtual Business Models; Copyright; CONTENTS; ABOUT THE AUTHORS; FOREWORD; ACKNOWLEDGMENTS; 1 -- Introduction; THE VIRTUAL COMPANY-A CONCEPT FOR INNOVATION-BASED BUSINESS; THE VIRTUAL COMPANY-A MODEL ADAPTED TO A CHANGING WORLD; NETWORKING-A BASIC HUMAN ACTIVITY; THE VIRTUAL COMPANY-A NETWORKING CONCEPT; CREATED VALUE BELONGS TO THE VIRTUAL COMPANY; VALUE CREATION; Patents-a corner-stone in business development; Well-written agreements creates smooth and productive cooperation; Effective communication leads to effective operations; Competitive intelligence points out the direction.

Split loyalties are managed by jumping alliancesValue growth and project valuation need to be defined; BOOSTING THE INNOVATION POTENTIAL; Virtual communication alone does not define a Virtual Company; Creating an intellectual hotbed for innovation; OPTIMIZING THE USE OF RESOURCES; Finding the innovative sweet spot; The hierarchical organization stresses effective execution; The nonhierarchical organization promotes creativity; Merging the hierarchical and the nonhierarchical organization; REFERENCES; 2 -- Start-Up; THE DIFFERENT ORIGINS OF NEW AND PATENTABLE IDEAS.

THE REQUIREMENTS FOR STARTING A COMPANYA defined product; A need for the product; The product must be based on high-quality experimental data; A patentable idea; A freedom to operate for the product and its development; Established and documented rights to the product; A market for the product; A development plan; A financial plan; INVENTIONS MADE AT AN ACADEMIC INSTITUTION; The function of the TTO; Virtual Company based on inventions made in academia; INVENTION MADE BY A PRIVATE INVENTOR; Virtual Company based on inventions made by a private inventor; INVENTION MADE WITHIN A COMPANY.

Virtual Company based on inventions made within a company3 -- Communication and Control; A STORY FROM REAL LIFE: THE MEETING THAT NEVER TOOK PLACE; INTRODUCTION; THE STAKEHOLDERS REPRESENT A MULTITUDE OF GOALS AND AGENDAS; The founders know the original invention; Communication and control -- founders; The investors have a clear business perspective; Communication and control -- investor; The consultants need to be included -- as if employed; Communication and control -- consultant; The board should be kept close; Communication and control -- board; The ERPs want a clear input.

Communication and control -- ERPCOMMON GOALS MUST BE DEFINED ACTIVELY; RESOURCES; Need of control; Resources -- communication; Recruit external competence; Manage external competence; DOCUMENTATION SHOULD BE CLEAR AND DEFINE RESPONSIBILITIES; PLAN BOTH FOR INTERNAL AND EXTERNAL COMMUNICATION; Internal communication should be understood by all; External communication deals with the project's status and future; Owner information; Marketing material; VIRTUAL COMPANY RELIES ON VIRTUAL COMMUNICATION; 4 -- Business Development; BUSINESS DEVELOPMENT; Formal information flow in the nonvirtual company.

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