A few months ago we featured a report on knowledge-based entrepreneurship in India. Continuing with that theme, it seems relevant in these difficult economic times to take note of the various facilitating factors or framework conditions that researchers have identified for “knowledge-intensive entrepreneurship” to flourish and sustain. For example, the Global Entrepreneurship Monitor has cited ten such factors or conditions, including financial support; government policies; government programs; education and training; research and development transfer; commercial and professional infrastructure; internal market openness; access to physical infrastructure; cultural and social norms; and intellectual property rights protection. Gupta, focusing specifically on facilitating and supporting technology-based entrepreneurship in India, suggested similar types of supporting activities, including creating the right environment for success (i.e., entrepreneurs should find it easy to start a business; ensuring that entrepreneurs have access to the right skills, both entrepreneurial (i.e., how to manage, finance and grow businesses) and functional (i.e., technical, product development, marketing, human resources, etc.); ensuring that entrepreneurs have access to “‘risk capital” and enabling networking and exchange so that entrepreneurs can learn quickly from the experiences of others. Policymakers should heed this advice in developing their plans for re-igniting real economic growth and dynamism.
Trade secrets are a valuable competitive tool for many companies; however, the value of trade secrets in global markets is often quite uncertain due to the differences among countries with respect to the legal protection available for trade secrets. This report provides a short summary of some of the main differences in global trade secret laws.
This month's report traces the evolution of human resources management systems in Japan from the early 1960s to recent times. An interesting picture is painted of the path from "people oriented" HRM systems, which were supportable due to the tremendous economic successes enjoyed by Japanese firms from the early 1960s to the 1980s, to reengineering of HRM systems over the last two decades due to the significant downturn suffered by many Japanese industries following the burst of Japan's "economic bubble".
While the parties to a joint venture generally intend that their relationship will survive until the end of the projected term of the project for which the joint venture was formed, it is recommended that plans be made in advance for the possibility that a joint venture interest will be assigned and transferred during the joint venture term either to the other joint venturer or to a third party following compliance with transfer procedures that should be detailed in the shareholders’ agreement and/or the bylaws of the joint venture. This month's report provides references to practice tools that can be used to faciliate the assignment of joint venture interests.