Intellectual assets management : mutual learning exercise on knowledge valorisation : fifth thematic report.
Date: 2024-04-23
Institutions: Directorate-General for Research and Innovation
Subjects: EU research policy, Framework Programme for Research and Development, decision-making, innovation, intellectual capital, intellectual property, knowledge management, learning, organisation of research, report, research infrastructure

Intellectual Assets Management 

Mutual Learning Exercise on Knowledge 
Valorisation – Focus on Skills, Intersectoral 
Cooperation, and Incentive Systems 

            Fifth thematic report 

 
 
 
 
 
 
 
Intellectual Assets Management. Mutual Learning Exercise on Knowledge Valorisation 
– Focus on Skills, Intersectoral Cooperation, and Incentive Systems  

European Commission 
Directorate-General for Research and Innovation 
Directorate A — ERA & Innovation 
Unit A.1 — Semester & Country Intelligence 
Contact   (Horizon Europe PSF coordination team):  

Magda De CARLI, Head of Unit A.1 
Stéphane VANKALCK, PSF Head of Sector, Unit A.1 
Annamaria ZONNO, PSF Coordinator of the PSF MLE on Knowledge Valorisation, Unit A.1 

Email   Magda.DE-CARLI@ec.europa.eu 

Stephane.VANKALCK@ec.europa.eu 
Annamaria.ZONNO@ec.europa.eu 
RTD-PUBLICATIONS@ec.europa.eu 

European Commission 
B-1049 Brussels 

Manuscript completed in April 2024  
First edition 

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EUROPEAN COMMISSION 

Intellectual Assets 
Management 

Mutual Learning Exercise on 
Knowledge Valorisation – Focus on 
Skills, Intersectoral Cooperation, 
and Incentive Systems 

Fifht thematic report 

Edited by 

Hana Kosova 

With contributions from: 

Ellen Enkel 

Katiuska Cruz 

Mostafa Moonir Shawrav 

Philippe Vanrie 

2024 

Directorate-General for Research and Innovation 
Horizon Europe Policy Support Facility 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Table of Contents 
1.  Introduction ............................................................................................ 3 

 Scope and objectives of the Thematic Report 

 Structure of the Thematic Report 

3 

4 

2.  Context and Definitions ......................................................................... 5 

 Policy context 

 Definitions 

 Intellectual property and other legal topics relevant to intellectual 
assets management 

5 

7 

8 

3.  Intellectual Assets Management: national legal context and 

deviations from prevailing legal concepts ........................................... 9 

4.  What is changing? From protection to control .................................... 11 

 From protecting intellectual property to managing intellectual assets 

11 

 Selected best practices related to intellectual assets management 
shared during the Mutual Learning Exercise 

 Findings from the Mutual Learning Exercise Survey on intellectual 
assets management 

14 

16 

5.  Intellectual Assets Management from Different Angles ...................... 17 

 Academic / Research Institutions´ Perspective 

 Individual Researcher/Inventor/Research Group Perspective 

 Private For-Profit Company Perspective 

 A Universal Perspective (all stakeholders, including Not-For-Profit 
Entities, Public Administration, and Civil Society) 

18 

18 

19 

20 

6.  Open approaches and intellectual assets management – 

opportunities or threats? ....................................................................... 22 

Conclusions and Recommendations ........................................................ 24 

References .................................................................................................. 26 

Annexes ....................................................................................................... 30 

List of Figures and Boxes 

Figure 1: Managing Intellectual Assets in the Horizon Europe scheme ...................................... 14 

Box 1: Intellectual assets management model framework .......................................................... 12 

2 

 
 
 
 
 
1.  Introduction 

  Scope and objectives of the Thematic Report 

The  management  of  intellectual  assets  is  a  key  channel  for  the  valorisation  of 
knowledge,  as  highlighted  in  the  Council  Recommendation  on  the  Guiding  Principles  for 
knowledge valorisation, adopted in December 20221. A main novelty of the Recommendation 
is  to  promote  a  broader  approach  and  go  beyond  formal  intellectual  property  rights  by 
considering the whole range of assets that may result from research and innovation 
for valorisation in society and the economy. 

“Intellectual assets” is considered to cover any results, services, or products generated by 
any  R&I  activities,  such  as patents,  copyrights,  trademarks,  publications,  data, know-how, 
prototypes,  processes,  practices,  technologies,  inventions,  software,  or  business  models. 
Widening the scope from a narrow focus on management and protection of IP rights will also 
broaden  the  value  creation  opportunities.  Leveraging  the  full  value  of  intellectual  assets 
generated  by  R&I  activities  requires  organisations  performing  R&I  activities  to  manage 
intellectual assets in a broad sense, both those that can be legally protected, such as patents, 
copyrights, and trademarks, and other intellectual assets that could be used in valorisation 
activities. This requires the development of management strategies and promotion of specific 
and  transversal  skills  to  leverage  the  full  value  of  intellectual  assets  generated.  Efficient 
management of intellectual assets is crucial for knowledge valorisation2. 

The  concept  of  intellectual  assets  management  recognizes  the  dynamic  and  multifaceted 
nature  of  knowledge  and  seeks  to  provide  a  framework  that  accommodates  its  diverse 
manifestations and facilitates its use across multiple value creation paths. 

The new concept brings on new challenges. To unlock the full potential of intellectual assets 
management and contribute to the creation of economic and societal value, the new concept 
needs to be firmly embedded in the research and innovation ecosystem to support the 
new  paradigm  of  knowledge  valorisation.  It  needs  to  be  supported  by  a  strategic 
framework  together with  more  dedicated resources  and  skills,  including  a  transparent 
and flexible regulatory environment. Efficient intellectual assets management needs to be 
implemented in the daily routine of all types of stakeholders. Targeted incentives need to 
be introduced to motivate all players in the knowledge valorisation ecosystem to uptake the 
new approach to intellectual assets management as a key element of the new paradigm. 

All these challenges were discussed during the Mutual Learning Exercise on Knowledge 
Valorisation3 with the aim of producing a set of recommendations together with a toolbox for 
policymakers to support the implementation of the above-mentioned Guiding Principles for 
knowledge valorisation. 

Due  to  its  transversal  nature,  intellectual  assets  management  has  been  dealt  with 
horizontally  in  this  Mutual  Learning  Exercise  where discussions  have  focused  on  how  to 

1 Guiding principles for knowledge valorisation adopted in December 2022  
2  Ibid.  
3 For more details and the scope of the Mutual Learning Exercise, please visit the website 
https://projects.research-and-innovation.ec.europa.eu/en/statistics/policy-support-facility/psf-
challenge/mutual-learning-exercise-knowledge-valorisation-focus-skills-intersectoral-cooperation-and-
incentive  

3 

 
 
reinforce this truly multidimensional, cross-cutting topic and provide support and inspiration 
for policymakers in the EU Member States and associated countries. 

This report aims to present the outcomes related to the cross-cutting topic of intellectual 
assets management as discussed during the Mutual Learning Exercise. The report is based 
on  discussions  and  presentations  during  the  Mutual  Learning  Exercise  country  visits, 
answers  provided  by  the  participating  countries  to  the  survey  on  intellectual  assets 
management carried out mid-way through the Mutual Learning Exercise, as well as expert 
opinions and articles by academics and practitioners both from inside the EU as well from 
other regions.  

  Structure of the Thematic Report 

The report starts by describing the policy and legal context and general definitions related to 
intellectual assets management (Chapter 2). Chapter 3 discusses the national legal context, 
including  some  deviations  from  prevailing  legal  concepts  like  the  so-called  “professors´ 
privilege” principle in Sweden. Chapter 4 describes what is changing, namely the shift from 
the protection of intellectual property to controlling and managing intellectual assets. It also 
provides examples of best practices and a summary of findings from the survey on intellectual 
assets  management.  Chapter  5  describes  the  different  perspectives  and  roles  of  different 
innovation ecosystem players covering research institutions, inventors, for-profit entities as 
well as non-for-profit stakeholders, including public administration and civil society. Chapter 
6 discusses the open approaches to intellectual assets management, including the potential 
challenges of openness in the current geopolitical context. Chapter 7 provides conclusions 
and recommendations to policymakers. 

4 

 
 
 
2.  Context and Definitions 

  Policy context  

Despite the EU's significant contribution to high-quality scientific outputs, a gap exists 
in  terms  of  transforming  these  results  into  tangible  solutions  that  generate  societal  and/or 
economic value. The Science, Research, and Innovation Performance of the EU 2022 (SRIP) 
report4  highlights  this  disparity  in  how  the  EU territory  is  developing  slower  than  other 
world regions in terms of innovation output. According to the report which illustrates this on 
the available data on patents, the EU lags behind Japan and the United States, with patent 
intensity being a significant driver for the success of Japan and the USA. Moreover, the EU 
also falls behind China and South Korea in the number of registered and commercially utilised 
patents. The report underlines that while the EU possesses abundant human capital and a 
strong science base, there is room for improvement in effectively translating these assets into 
innovations and/or commercialising the outputs. 

In response to these findings, the EU is actively working to bridge the gap between scientific 
excellence and practical utilisation and valorisation of knowledge. By strategically addressing 
challenges  at  institutional,  regional,  and  national  levels,  the  EU  seeks  to  enhance  its 
innovation  ecosystem,  fostering  a  more  effective  transformation  of  knowledge  into 
tangible societal and economic benefits. This also includes valorisation of research results 
and scientific knowledge for policymaking. On 8 December 2023, the Council approved its 
Conclusions  on  strengthening  the  role  and  impact  of  research  and  innovation  in  the 
policymaking process in the Union5.  

Good policymaking is essential for the progress of research and innovation, but research and 
innovation are also fundamental for the success of the regulatory process. Strengthening the 
contribution of research and innovation to policymaking benefits society as a whole, has a 
positive  impact  on  the  planet,  and  eventually  improves  citizens’  lives  and  reinforces 
democracy. (Diana Morant Ripoll, Minister for Science, Innovation and Universities, Spain). 

Through  the  Communication,  A  New  ERA  for  Research  and  Innovation6,  and  the  New 
European  Innovation  Agenda7,  the  European  Commission  recognizes  the  importance  of 
creating  value  from  knowledge  through  various  channels.  “Upgrading  EU  guidance  for  a 
better knowledge valorisation” was set as one priority action in the ERA policy agenda 2022-
2024. It is mainly implemented by the development of the Guiding Principles for knowledge 

4 https://research-and-innovation.ec.europa.eu/system/files/2022-07/ec_rtd_srip-2022-report-chapter-6.pdf 
5 The conclusions imply three mutually complementary dimensions: first, regarding the contribution of 
science to reinforce policymaking, including its impact to improve the lives of citizens and strengthen 
democracy; second, on the topic of regional and local innovation ecosystems, with a focus on enhancing 
cooperation and territorial cohesion through R&I, and, third, on the policy impact of the Recovery and 
Resilience Facility on the design of R&I policies in the ERA, focusing on Europe's key objectives, including 
gender equality. For more details on the conclusions visit https://www.consilium.europa.eu/en/press/press-
releases/2023/12/08/council-approves-conclusions-on-strengthening-the-role-and-impact-of-research-and-
innovation-in-the-policymaking-process-in-the-union/ and for the link to the video recording of the session 
https://video.consilium.europa.eu/event/en/27252.  

6 Communication from the Commission to the European Parliament, the Council, the European Economic 

and Social Committee and the Committee of the Regions A New ERA for Research and Innovation 
(COM(2020) 628 final)  

7 Communication from the Commission to the European Parliament, the Council, the European Economic 

and Social Committee and the Committee of the Regions A New European Innovation Agenda 
(COM(2022) 332 final  

5 

 
 
valorisation as well as codes of practice that provide practical guidance in specific knowledge 
valorisation areas.  

The Council Recommendation on the Guiding Principles for Knowledge Valorisation 
was  adopted  on  2  December  2022.  The  Recommendation  responds  to  the  pressing 
challenges  the  EU  is  facing  by  ensuring  that  data,  know-how,  and  research  results  are 
transformed efficiently into sustainable products, solutions, services, and policies, that benefit 
society  and  the  economy.  It  replaces  the  European  Commission’s  2008  Recommendation 
concerning the management of intellectual property in knowledge transfer activities and the 
Code  of  Practice  for  universities  and  other  public  research  organisations8  through 
broadening the scope of actors and activities, with a focus on the whole R&I ecosystem, and 
widening the scope to intellectual assets management. 

The new Recommendation aims to put in place a common line on policy principles, without 
imposing legally binding provisions. It contains a set of guiding principles in the areas of 
knowledge  valorisation  in  R&I  policy,  skills  and  capacities,  incentives,  intellectual  assets 
management, relevance in public funding R&I schemes, peer learning, metrics, monitoring, 
and evaluation. 

The implementation of the Council Recommendation is supported by codes of practice, co-
created  in  consultation  with  the  stakeholder  and  practitioner  community,  and  adopted  as 
Commission recommendations. The Code of Practice on the Management of Intellectual 
Assets  for  Knowledge  Valorisation  in  the  European  Research  Area9  provides 
comprehensive recommendations and addresses specific challenges faced by research and 
innovation  stakeholders  such  as  the  efficient  management  of  intellectual  assets  in  joint 
research activities and the development of research and innovation activities in open science 
and open innovation contexts. It provides a definition of intellectual assets as well as practical 
guidance on how to prepare a strategy in an organisation to manage intellectual assets, to 
maximalise the potential of their intellectual assets. This guidance is designed to enhance 
the use of knowledge and research results within the European research landscape. 

The  Code  of  Practice  on  standardisation10  similarly 
the  Council 
recommendation  as  standardisation  is  another  key  instrument  to  help  valorise  research 
results  and  to  bring  them  to  the  market.  Intellectual  assets  management  should  be 
considered  in  conjunction  with  standardisation  when  defining  a  proper  commercialisation 
strategy. The other two, more recently adopted, codes of practice on industry-academia 
co-creation  for  knowledge  valorisation11  and  citizen  engagement  for  knowledge 
valorisation12 also include recommendations for the management of intellectual assets. 

implements 

8 European Commission, Directorate-General for Research and Innovation, Commission recommendation on 

the management of intellectual property in knowledge transfer activities and Code of Practice for 
universities and other public research organisations, Publications Office, 2008   

9 Commission Recommendation (EU) 2023/499 of 1 March 2023 on a Code of Practice on the management 

of intellectual assets for knowledge valorisation in the European Research Area (C/2023/1321)  

10 Commission Recommendation (EU) 2023/498 of 1 March 2023 on a Code of Practice on standardisation 

in the European Research Area (C/2023/1320)  

11 Commission Recommendation (EU) 2024/774 of 1 March 2024 on a Code of Practice on industry-

academia co-creation for knowledge valorisation 

12 Commission Recommendation (EU) 2024/736 of 1 March 2024 on a Code of Practice on citizen 

engagement for knowledge valorisation 

6 

 
 
 
  Definitions  

The following set of definitions are included in the Code of Practice: 

(1)  intellectual  property  means  the  result  of  intellectual  activities  that  is  eligible  for  legal 
protection and includes inventions, literary and artistic works, symbols, names, images, and 
designs;  

(2)  intellectual  property  rights  include  patents,  trademarks,  designs,  copyright  and 
neighbouring rights, geographical indications and plant variety rights, as well as trade secret 
protection rules;  

(3) intellectual asset means any result or products generated by any R&I activities (such as 
intellectual property rights, data, know-how, prototypes, processes, practices, technologies, 
software);  

(4) open science means an approach to the scientific process based on open cooperative 
work, tools and diffusing knowledge, as set out in Article 14(1) of Regulation (EU) 2021/695 
of the European Parliament and of the Council;  

(5) open innovation means the approach of opening up the innovation process outside of 
an organisation;  

(6) open access means access, provided free of charge to the end user, to research data, 
including  scientific  publications,  in  accordance  with  Article  14(1)(a)  and  Article  39(3)  of 
Regulation (EU) 2021/695;  

(7)  intellectual  assets  management  means  a  set  of  strategic  processes  to  handle 
intellectual  assets  in  all  stages  of  their  life,  from  their  creation  to  market,  including:  the 
identification of potential assets created or acquired, the evaluation of the technical, legal and 
market  advantages  of  the  potential  asset,  the  decision  making  on  the  available  forms  of 
protection, the determination of marketing and technology transfer strategy, the identification 
of the best partners for their management – in accordance with the business goal and socially 
responsible policy of the organisation. 

Point 7 defines the key elements of the process leading to creating a new value. Therefore, 
the basic definition of knowledge valorisation as the overarching new paradigm must also be 
mentioned here: 

“Knowledge  valorisation”  is  the  process  of  creating  social  and  economic  value  from 
knowledge by linking different areas and sectors and by transforming data, know-how and 
research results into sustainable products, services, solutions and knowledge-based policies 
that benefit society13.  

The traditional technology/knowledge transfer strategy is based on intellectual property. It is 
built  on  protection  (patenting),  and  licensing  or  transferring  the  ownership  of  intellectual 
property rights. Intellectual property rights can also serve as an investment asset for spin-off 
creation or research and innovation collaborations. The new concept of intellectual assets 

13 Commission Recommendation (EU) 2023/499 of 1 March 2023 on a Code of Practice on the management 

of intellectual assets for knowledge valorisation in the European Research Area (C/2023/1321) 

7 

 
 
management is wider and aims to leverage the full array of knowledge assets for societal and 
economic value creation. 

To better distinguish between the new concept of intellectual assets management and the 
traditional  approach  to  intellectual  property  rights,  it  is  useful  to  consider  here  the  basic 
description of the most fundamental types of intellectual property rights14: 

•  Patents  -  grant  exclusive  rights  to  inventions  (products  or  processes)  that  are  new, 

inventive, and have industrial application. 

•  Copyrights - protect original literary, artistic, and scientific works, including books, music, 

software, and films. 

•  Trademarks  -  protect  distinctive  signs  (logos,  names,  symbols)  used  to  identify  and 

distinguish the source of goods or services. 

•  Utility Models and Designs - protect the visual appearance of a product, such as its shape, 

lines, colours, or patterns. 

•  Trade secrets and other inventions like software, biotech inventions, etc. are eligible for 

formal legal protection in many countries. 

These are, in most cases, widely harmonised at national level through EU and international 
legislation. One of the latest attempts in this respect are the regulations and agreements on 
the Unitary Patent – effective from June 202315. There are several institutions at the EU and 
international level active in this process16. 

  Intellectual  property  and  other  legal  topics  relevant  to  intellectual 

assets management  

The  European  Union  has  a  comprehensive  legal  framework  for  protecting  intellectual 
property rights. One of the major improvements in the legal landscape covering intellectual 
property  is  the  “European  patent  with  unitary  effect”17,  commonly  referred  to  as  the 
"Unitary  Patent":  “The  Unitary  Patent  system  provides  a  one-stop-shop  for  the 
registration  and  enforcement  of  patents  in  Europe.  This  means  lower  costs,  less 
paperwork, and reduced administrative burden for innovators, in particular for SMEs. It allows 
companies and other innovators to receive a single “unitary” patent for their inventions, which 
is  valid  across  all  the  participating  Member  States.  This  replaces  the  need  to  navigate  a 
complex  patchwork  of  national  patent  laws  and  procedures  and  sets  aside  the  costlier 
national validation requirements applicable to European patents”18.  The impact on national 
law in all Member States has been summarised by the European Patent Office19.   

14 https://www.wipo.int/patents/en/faq_patents.html  
15 https://single-market-economy.ec.europa.eu/industry/strategy/intellectual-property/patent-protection-

eu/unitary-patent-system_en   

16 Although this Mutual Learning Exercise focuses on the framework and practices at the national level, the 

different EU and international organisations legislating in the field of intellectual property rights are listed for 
reference purposes and further context in the Annex (Chapter 9 of this report). 

17 The unitary patent system - European Commission (europa.eu) 
18 https://ec.europa.eu/commission/presscorner/detail/en/ip_23_3004  
19 National measures accompanying the implementation of the Unitary Patent 

https://www.epo.org/en/legal/national-measures-up 

8 

 
 
Apart from the intellectual property law perspective, the following legal areas should also 
be considered when looking at intellectual assets management: 

•  Data  Protection  and  Privacy  Laws  -  with  the  increasing  importance  of  data  as  an 
intellectual asset, data protection and privacy laws are critical. These regulations ensure 
responsible  handling,  storage,  and  processing  of  data,  balancing  innovation  with 
individuals'  privacy  rights.  The  General  Data  Protection  Regulation  (GDPR)20  in  the 
European Union sets standards for data protection. 

•  Antitrust and Competition Laws ensure fair practices in the market and prevent anti-

competitive behaviour.  

These laws impact intellectual assets management, particularly in cases of monopolies or 
anti-competitive licensing practices.  

Moreover, intellectual assets management is increasingly influenced by developments in the 
field of new emerging technologies and innovations that have not yet been legally regulated, 
including from the intellectual assets point of view (i.e. artificial intelligence, nanotech, large 
data processing, blockchain technologies, etc.) as listed in the European Union Intellectual 
Property  Office  (EUIPO)  report  from  202321.Therefore,  intellectual  assets  management 
requires a relatively high level of  legal flexibility to be  able to reflect and integrate the 
most  recent  technological  developments  and  the  possible  related  legal  issues.  The 
requirement of flexibility can be fulfilled by fast legal adaptations and ongoing fitness checks 
for  an  innovation-friendly  and  future-proof  regulatory  framework  that  masters  disruptive 
challenges (for example in the green and digital transition). 

“Regulatory  sandboxes”22  are  “a  policy  instrument  to  address  this  dynamic  environment, 
providing a structured legal framework, established by governments, to facilitate controlled, 
small-scale testing of innovations within a controlled environment.” Sandboxes have to date 
been used, for example, in Norway for AI and personal data protection23.  

3.  Intellectual Assets Management: national legal context and 

deviations from prevailing legal concepts 

Despite  the  efforts  made  to  harmonise  legislation  on  intellectual  property  rights  (and 
intellectual  assets  management)  at  EU  level,  differences  exist,  including  a  few  distinct 
deviations from the prevailing legal concepts at national level.   

An example concerns the entitlement to patents for the inventions devised by employees in 
the course of their employment. Most European countries recognise the right of employers 
in private as well as in public entities, regardless of the sector, to own and exploit the patents 
granted for any invention resulting from the work of their employees. Usually, the employee 
is  obliged  to  disclose  the  invention  to  the  employer.  The  inventorship  rights  stay  with  the 

20 Regulation (EU) 2016/679 of the European Parliament and of the Council of 27 April 2016 on the 

protection of natural persons with regard to the processing of personal data and on the free movement of 
such data, and repealing Directive 95/46/EC (General Data Protection Regulation)  

212023 IP Infringement and Enforcement Tech Watch Discussion Paper   
22 Thematic Report on Incentives and Skills: Policy and legal context, governance, and funding (Topic 2a)  
23 Regulatory privacy sandbox | Datatilsynet The sandbox provides free guidance to the companies in the 

sandbox, with the objective of fostering the creation of innovative, ethical, and responsible artificial 
intelligence solutions. 

9 

 
 
employee-inventor,  however,  the  employer  often  has  the  right  to  first  decide  whether  they 
wish to protect and valorise the invention. 

Only in cases where the employer decides not to proceed with a formal legal protection and/or 
any valorisation activity, the inventor (or the team of inventors) have the right to  obtain the 
patent. In case the employer decides to protect the invention, the employer covers all relevant 
costs of patent application and maintenance, market research, etc. The inventor is usually 
entitled by national legislation to a financial reward for disclosing the invention. In case the 
valorisation  activities  generate  a  financial  profit,  the  inventor  is  in  several  countries  (e.g. 
Belgium) entitled to further financial renumeration and/or a share of such profit. 

An  exception  compared  to  the  vast  majority  of  EU  countries  is  the  so-called  “professors´ 
privilege” principle in the Swedish Patents Act24 (until recently a similar principle existed in 
Italy25). In Sweden, specifically at universities and publicly funded research organisations, the 
ownership of the invention and all the rights to exploit it stay fully with the inventor/s – together 
with the obligations to cover any relevant costs and the right to fully benefit from any potential 
profits.  

The  process  of  taking  the  formal  decision  whether  to  proceed  with  the  protection  and 
valorisation of an invention can be quite complex and time-consuming, especially at larger, 
decentralised  academic  institutions  with  several  layers  of  decision-making.  This  is  often 
perceived  by  potential  external  partners  (mostly  private  companies  and  investors  who 
consider participating in or fully taking over the process of further utilisation of the invention) 
as an unnecessary obstacle. 

the  above-mentioned 

The  model  of  the  professors´  (or  teacher´s)  privilege  was  discussed  during  the  Mutual 
Learning  Exercise  as  one  of  the  potential  positive  drivers  for  innovation  and  knowledge 
valorisation.  Without 
the 
“professors’ privilege” can boost start-up creation and knowledge valorisation. However, the 
costs of patent protection (especially costs for legal services at international level) might be 
challenging  and  unless  there  exists  a  good  support  net  of  independent  advisory  services 
together with  a  scheme  of  loans  and  subsidies,  this  might  become  a  hindering  issue  if  all 
financial burden and the decision, management and administration of the process is left to 
an  individual  or  a  small  team  of  inventors.  Moreover,  often  the  researcher/s  do  not  have 
sufficient  financial  resources,  skills,  and  expertise  (as  well  as  time  and  other  capacities) 
required to manage their intellectual assets in the most efficient way. 

lengthy  decision-making  processes, 

Another  legal  arrangement  (independent  from  the  professor’s  privilege)  is  also  specific  to 
Sweden.  National  legal  rules  forbid  publicly  funded  academic  research  institutes  and 
universities to enter any commercial contracts. This results in a very high number of spin-off 
companies streaming from academia compared to the situation in other EU Member States. 
Swedish  publicly  funded  universities  are  government  agencies,  and  most  have  holding 
companies  performing  their  commercial  activities,  which  is  one  of  the  possible  intellectual 
assets management and knowledge valorisation pathways. 

24 Swedish Patents Act  
25 Article 64 and 65 of the Industrial Property Code for employee inventions. Law 383 of 18 October 2001 

distinguished between “industry innovations and inventions” and inventions done at institutions performing 
research (academic and public) where compared to industry, all the rights belonged to the author/s of the 
invention  and the reactions to the recent removal of this article here: 
https://uibm.mise.gov.it/index.php/it/approvato-il-disegno-di-legge-di-riforma-del-codice-della-proprieta-
industriale; https://www.mimit.gov.it/it/notizie-stampa/pnrr-firmato-il-decreto-interministeriale-sulla-
proprieta-industriale 

10 

 
 
4.  What is changing? From protection to control 

  From protecting intellectual property to managing intellectual assets 

Strategies  for  managing  intellectual  assets  can  include  the  whole  scale  ranging  from 
opening fully and making research results freely available to the traditional  – and in some 
environments still highly relevant – path of protection by applying for industrial property rights 
and protecting and limiting exploitation rights. 

The discussion on intellectual assets management is not brand new. It has been discussed 
since  the  2000s  (e.g.,  in  the  article  from  2005  ‘‘Developing  an  Effective  Intellectual  Asset 
Management Strategy”26): “During these challenging economic times, firms are maximizing 
the  value  of  every corporate  asset,  particularly  intellectual  assets.  While many companies 
are exploring ways to extract value from their patent portfolio, most use ad hoc approaches 
that are inefficient and lead to disappointing results. Leading firms take a proactive approach 
and systematically tie their intellectual asset management strategy to the core strategies of 
the  firm.  Our  discussion  falls  into  two  key  areas;  how  to  strategically  organize  the  firm’s 
intellectual asset portfolio and how to extract value from the portfolio.”  

While a strategic approach to intellectual assets management is applied by certain, mainly 
large industrial players, it is by no means a matter of course, especially not in SMEs. It is also 
unchartered territory for most universities and other research performing organisations. The 
Code of Practice on intellectual assets management addresses this challenge. 

The starting point is the recognition of the assets of value and identification of the portfolio. 
New trends are showing fresh strategies that open the so far “closed” (i.e. inaccessible for 
external  users)  intellectual  assets  packages  to  further  exploitation,  validation  under  new 
circumstances, and final valorisation both with the primary aim to commercialise the assets 
and/or bring societal benefits. Various stakeholders are seeking new ways of how to get the 
most value from their assets or how to share resources (human and financial capital, physical 
equipment  and  environment,  etc.).  Inspiring  examples  were  presented  during  the  Mutual 
Learning Exercise visits. 

For example, Prof. Ulf Petrusson27 from Gothenburg University (Sweden) has worked on the 
shift  to  a  comprehensive  model  of  management  of  intellectual  assets  in  academic 
environments for a long time. He gave a presentation during the Mutual Learning Exercise 
meeting in Sweden. 

Knowledge  transfer  and  valorisation  in  universities,  according  to  Prof.  Petrusson28, 
traditionally relies on a licensing model (invention, disclosures to technology transfer offices 
who file for patents and licenses), a collaboration model (researchers, with support, govern 
background, and project results), and a venture creation model (researchers/students create 
ideas which are verified and commercialised by a university-based innovation system). 

The new intellectual assets management model shall enable academic environments to take 
proactive  initiatives  for  the  valorisation  of  research  results,  which  is  a  paradigm  shift  and 
requires a new mindset and skills of researchers – as promoted by the EU Code of Practice. 

26 http://www.jstor.org/stable/24134712  
27 https://www.gu.se/en/about/find-staff/ulfpetrusson  
28 Petrusson U, Heiden B. From Assets to profit.Wiley & Sons, 2009 

11 

 
 
Prof. Petrusson follows the process of intellectual assets management from the beginning: 
the question “which research result do we have to utilise?” first needs to be answered before 
proceeding  to  planning  how  to  better  prepare  it  for  practical  utilisation,  who  might  be 
interested in it and, ultimately deciding which route to take for actual utilisation. A summary 
of his presentation is provided below: 

The intellectual assets management model framework includes the following phases:  

1)  capture (which research result do we have to utilise?); 
2)  organise (how shall we develop our capability?); 
3)  position  (how  does  the  external  environment  look  like  and  how  should  we  be 

positioned?); 

4)  utilise (which social responsibility shall we take on?).  

At  the  core  of  intellectual  assets  management  is  the approach to  making  intangibles  more 
manageable.  Knowledge  assets  are  varied  and  range  from  data,  databases,  observation,  to 
visualisation,  instruction,  and  software,  among  others,  each  representing  a  generic  type  of 
knowledge. The assets need to be valuable, distinct, communicable, and transactable. When we 
have a firm understanding of the knowledge assets, we can identify and assess the possibility of 
claiming intellectual property rights: 

identifying the research results; 

1) 
2)  claiming the research value; 
3)  claiming the utility; 
4)  claiming the control; 
5)  creating the asset list.  

In  relation  to  utilisation,  one  needs  to  look  at  how  to  manage  R&I  activities  to  make  them 
successful.  There  are  also  four  intervention  logics  when  it  comes  to  intellectual  assets 
management: 

1)  make research results publicly available; 
2)  make research results applicable for specific stakeholders;  
3)  develop research results into innovations; 
4)  make research results available in open contractual networks.  

The  following  four  main  framework  questions  together  have  the  ambition  to  unveil  as  well  as 
operationalise how intellectual assets create value: 

1)  capture (intellectual assets as resources); 
2)  organise (intellectual assets as capability); 
3)  position (intellectual assets as a market position); 
4) 

leverage (intellectual assets as value propositions). 

Box 1: Intellectual assets management model framework 

The  intellectual  assets  management  methodology  can  therefore,  according  to  Prof. 
Petursson be used for several purposes including:  

• 

to continuously capture research results as intellectual assets; 

• 

to increase knowledge sharing within and between research groups; 

• 

to analyse utilisation potential and different ways to utilise each asset;  

• 

to define background, side ground, and foreground in R&I projects;  

12 

 
• 

to govern openness; and 

• 

to tag individuals who created and are knowledgeable about each asset.  

Another challenge for intellectual assets management is unused or dormant assets. Once 
the portfolio has been identified, there are often assets with either a low valorisation potential 
identified or where other obstacles occurred blocking the ability to fully exploit the potential. 
Frequently this might be caused by joint ownership of the intellectual assets in question, if 
one or more of the co-owners remain inactive and do not actively support the valorisation 
process. Maho Furuya from the University of Tokyo presented a possible solution from the 
Japanese perspective during the Mutual Learning Exercise meeting in Helsinki: 

In  Japan,  a  new  approach  has  recently  been  introduced  under  the  “Intellectual  Property 
Strategic Program 202329” which aims at bringing more external and private funding into the 
research  and  academic  environment.  The  “University  Intellectual  Property  Governance 
Guidelines30’’ have been adopted to better utilise intellectual property which remained unused 
because  of  the  reluctance  of  the  other/s  co-owner/s.  Before  this  change,  all  owners  of 
intellectual property (often created as a result of a joint research project) had to unanimously 
agree on further exploitation of intellectual property rights – i.e. licensing out to an external 
partner  from  industry.  The  new  Guidelines31  encourage  the  active  owner  to  proceed  in 
negotiations and licensing even without the consent of the other owner/s unless there exists 
a ‘‘justifiable reason’’ for their inactivity.  A similar recommendation is introduced by the Code 
of Practice32”.  

In  implementing  the  EU  Framework  Programme  for  Research  and  Innovation,  Horizon 
Europe (2021-2027), applicants are encouraged and supported to apply the new approach 
of  intellectual  assets  management  as  outlined  in  the  Guiding  Principles  and  the  Code  of 
Practice. Horizon Europe places a strong emphasis on knowledge creation, dissemination, 
and  exploitation  for  societal  and  economic  benefits.  An  intellectual  assets/property 
management strategy is requested to be outlined already in the application for funding, and 
it is considered in the evaluation of the proposal under the impact criterion.  

The  European  IP  Helpdesk  has  fully  integrated  the  new  concept  of  intellectual  assets 
management into its services and training. 

29 https://maedapat.co.jp/en-us/patent-system-in-japan/967-2023-7-25-%EF%BC%8F-japanese-government-

decides-on-intellectual-property-promotion-plan-2023.html  

30 https://patentblog.kluweriplaw.com/2022/08/23/japan-the-government-of-japan-announces-the-intellectual-

property-strategic-program-2022-important-changes-on-the-horizon-for-patents-owned-jointly-by-
universities-and-commercial-companies/  

31 Ibid. 
32  Considering where the results of joint research activities are jointly owned between a public research 
organisation and an industry participant, giving the public research organisation the possibility to grant 
licenses to third parties (such as start-ups) if the industry participant does not exploit the results within a 
period of time previously agreed between the joint owners; (Rec 40 – Code of Practice on Intellectual 
Assets Management).  

13 

 
 
Figure 1: Managing Intellectual Assets in the Horizon Europe scheme33 

  Selected  best  practices  related  to  intellectual  assets  management 

shared during the Mutual Learning Exercise 

The  shift  from  protecting  intellectual  property  towards  a  more  open  but  still  well-managed 
approach  was  illustrated  by  various  best  practices  shared  during  the  Mutual  Learning 
Exercise. The following selection covers different examples: from national strategies to local 
and 
types  of 
stakeholders, including the private sector. 

implementation  mechanisms,  and  also  covers  different 

institutional 

Finland recently introduced a new National IP Strategy 203034, with 15 measures including 
development of IPR-expertise, development of guidelines for public administration’s IP rights 
management and utilisation, strengthening the importance of IPR in political decision-making, 
supporting the commercialisation of IPR in research organisations, developing Finland’s IPR 
system,  developing  copyright  infrastructure  and  data  utilisation,  and  contributing  to  the 
development  of  the  IPR  system  and  regulation  at  EU  and  international  level.  As  such  it 
represents  a  high-level,  top-down  strategy  at  the  national  level  to  introduce  more  efficient 
intellectual assets management processes at all levels across the Finnish ecosystem. Tools 
like a multi-annual plan for R&I funding and legislative actions starting in 2023 support the 
strategy.  

Finland's  IPR  University  Centre35  functions  as  an  instrument  to  boost  the  national  IPR 
strategy: The IPR University Centre is a joint centre of seven Finnish universities founded to 
support  research,  education,  and  training  in  the  field  of  IPR.  Activities  are  supported  by 
Finland’s  IPR University Centre Association whose 39 members include major companies, 
law firms, and other organisations. The main activities include education, training, and events 

33 European IP Helpdesk Bulletin. No. 6, December 2023, Insights, code of practice on the management of 

intellectual assets for knowledge valorisation  

34 Finnish Government resolution on the national intellectual property rights strategy  
35 https://ipruc.fi/en/  

14 

 
 
 
 
 
for practitioners, academics, and others relating to IPR-topics, as well as open and free online 
courses on IPRs. 

A good example of a national strategy on knowledge valorisation is the Spanish Knowledge 
Transfer and Collaboration Plan: Science and Innovation at the Service of Society36, 
spearheaded  by  the  Ministry  of  Science,  Innovation,  and  Universities.  The  Plan  aims  to 
strengthen the connection between the public and private sectors in R&I, with the overarching 
goal  of  amplifying  the  socio-economic  impact  of  public  investments  in  research  and 
enhancing  the  innovative  capabilities  of  Spanish  companies.  Intellectual  property  is 
considered  within  the  Plan,  namely  incentivising  the  use  of  intellectual  property  and 
standardisation  as  tools  for  knowledge  valorisation.  Support  instruments  include  covering 
costs  related  to  the  application  for  intellectual  property  rights  but  also  other  costs  derived 
from their maintenance, dissemination, and commercialisation. The Plan also incorporates 
specific actions to support the valorisation of knowledge and the dissemination of institutional 
technology portfolios, integrating them into a national platform. 

Slovenia  recently  adopted  a  new  strategic  document  “Resolution  on  the  Slovenian 
Scientific  Research  and    Innovation  Strategy  2030  (ReZrIS30)”37  which  in  its  five 
objectives  and  related  specific  measures  also  deals  with  the  topic  of  intellectual  assets: 
“Further  develop  intellectual  property  (IP)  legislation,  establish  an  effective  system  for  the 
protection and use of IP, encourage the emergence of an integrated system of substantive 
high-quality support services to assess current and potential future IP protection, and provide 
high-quality innovation support to both research organisations and enterprises.” 

Norway´s Intellectual Property Office sets its primary strategic goals38 to create value for 
society  –  and  act  as  an  engaged  collaborator in  innovation  and  value  creation.  One  of  its 
priorities is to be recognised as a competence centre advocating for better use of intangible 
assets. 

Moreover,  the  Austrian  National  Contact  Point  on  Intellectual  Property39  (NCP-IP), 
established  by  the  Austrian  federal  government  focuses  on  professionalising  knowledge 
valorisation  in  Austria.  The  NCP-IP  disseminates  trends,  expands  networks,  develops 
support  environments,  optimizes  negotiating  processes,  and  supports  open  innovation 
through  information  and  tools.  By  offering  resources  like  an  IP  Agreement  Guide  with 
standard  model  contracts,  the  NCP-IP  contributes  to  intellectual  assets  management  by 
professionalising knowledge transfer, raising awareness of IP management, disseminating 
IPR and knowledge transfer knowledge. The NCP-IP operates within a framework financed 
by  three  ministries  and  collaborates  with  universities,  ministries,  and  other  stakeholders, 
utilising a broad network for information dissemination. There are also several intersectoral 
mobility programmes and university-industry collaboration schemes in Austria for postdoc or 
PhD candidates' employees (e.g., Industrial PhD and FemTech). Most of these are using the 
standard model contracts provided by NCP-IP. In all cases, particular attention is given to 
written contractual agreements focusing on the rights related to intellectual assets. 

The Open Innovation Strategy for Austria40 employs a quadruple helix model, engaging 
academia, businesses, government, and citizens. The first of its kind, the strategy, adopted 
in  July  2016,  focuses  on  three  action  areas:  culture  and  competences,  networks  and 

36 Spanish Knowledge Transfer and Collaboration Plan: Science and Innovation at the Service of Society  
37 https://www.gov.si/assets/ministrstva/MVZI/Znanost/Nacionalne-strategije-in-dokumenti/Resolution-on-the-

Slovenian-Scientific-Research-and-Innovation-Strategy-2030.pdf  

38 https://www.patentstyret.no/en/about-us/strategi  
39 https://www.ncp-ip.at/en/  
40Open Innovation Strategy for Austria 

15 

 
 
cooperation,  and  resources  and  framework  conditions,  with  14  concrete  measures. 
Implementation  progress  is  regularly  assessed  through  yearly  reports,  showcasing  best 
practice projects on its website. Austria has faced challenges, particularly in clarifying that 
"open"  in  open  innovation  does  not  imply  "free".  It  also  emphasizes  fair  practices  for 
rewarding  contributors  and  supports  viable  strategies  for  intellectual  assets  management. 
The  strategy  operates  as  a  framework  with  bottom-up  initiatives,  garnering  responses 
primarily from research organisations during annual roundtable discussions. 

In the late 1990s, the Centre for Intellectual Property (Sweden) was established between 
the Chalmers University of Technology and the University of Gothenburg to explore the 
role  of  IP  management  in  business  development.  The  focus  was  not  just  on  governing 
openness  but  on  using  IP  to  foster  openness,  becoming  a  catalyst  for  open-source  data. 
Intellectual  property  management  evolved,  enabling  protection,  innovation,  and  value 
creation  (entrepreneurship).  The  development  of  intellectual  assets  management  as  a 
professional  skill  progressed  through  various  stages.  Initially,  it  centred  on  intellectual 
property-based claiming and management, then shifted to trade-secrets-based approaches, 
followed by organisational and contractual strategies, and in the past decade, emphasized 
compliance-based  management.  More  examples  from  Sweden  of  intellectual  assets 
management  in  the  context  of  close  collaboration  between  private  companies  and  other 
partners are mentioned in Chapter 5.3. 

  Findings  from  the  Mutual  Learning  Exercise  Survey  on  intellectual 

assets management  

As part of the Mutual Learning Exercise on Knowledge Valorisation, a survey dedicated to 
the cross-cutting topic of intellectual assets management was carried out. The aim was to 
receive feedback on various aspects of intellectual assets management from the participating 
countries,  identify  gaps  in  their  current  national  systems  and  activities  planned  in  their 
countries, as well as good practices that may be replicated in other countries.  

The  survey  received  23  responses  from  13  countries.  The  findings  highlight  the  multi-
faceted  nature  of  improving  intellectual  assets  management  and  suggest  various 
approaches to address the challenges faced by different ecosystem players. 

The main challenges highlighted by respondents were: 

•  Clarity  and  understanding: Simplifying  the  communication  of  intellectual  assets 
fostering  a  shared  understanding  among  diverse 

management  concepts  and 
stakeholders is crucial. 

•  Resource  limitations: Implementing  intellectual  assets  management  in  its  new  wider 
concept  can  be  time-consuming  and  requires  dedicated  resources  (skilled  people, 
intermediaries, funding), both in academia and businesses. 

•  Cultural  complexities: Different  stakeholders  have  varying  needs  and  interests, 

requiring a nuanced approach to awareness-raising. 

More  than  80%  of  respondents  highlighted  that  they  would  like  to  see  the  following  tools 
used for enhancing intellectual assets  management,  and therefore support knowledge 
valorisation in their national environment: 

16 

 
• 

Intellectual assets management elements should be embedded into the organisation’s 
culture and strategies. 

•  Awareness  raising  about  the  importance  of  intellectual  assets  management  in  an 
international environment (including the consideration of economic and research security 
and general resilience of society) and for knowledge valorisation. 

•  Provision of model contracts (e.g., intellectual assets management in industry-academia 

collaboration, academia-public administration bodies). 

•  Dedicated support structures at the national level (e.g., IP-NCP in Austria). 

•  Dedicated support structures at the organisational level. 

•  Library  of  best  practices/case  studies,  including  case  studies  of  unsuccessful 

practices.  

•  Training courses for researchers, intermediaries, and SMEs. 

•  Guidance materials at the national level (e.g., National IP Protocol-Ireland). 

The key points highlighted through the survey were the following: 

•  The  importance  of  awareness-raising  using  various  awareness-raising  methods, 
including  success  stories,  case  studies,  and  storytelling  approaches,  and  addressing 
complexities and different needs and drivers for different stakeholders. 

•  The need for dedicated support structures (both at national and organisational levels). 

•  Providing resources and training: model contracts, best practice libraries, and training 

courses for various stakeholders (researchers, intermediaries, SMEs). 

•  The  need  for  collaboration  between  different  stakeholders  including  governments, 

academic institutions, and the private sector. 

•  Embedding  intellectual  assets  management  into  the  organisational  culture  and 

strategies of the organisation is seen as essential for long-term success. 

•  Motivation  and  incentives: encouraging  academics  and  researchers  to  invest  time  in 
intellectual  assets  management  requires  addressing  their  specific  needs  and  providing 
support and a dedicated set of incentives as well as new skills. 

Overall, the survey results emphasize the importance of an ongoing, comprehensive, and 
collaborative approach  to  raise  awareness  and  improve  intellectual  assets  management 
practices across various sectors. 

5.  Intellectual Assets Management from Different Angles 

The  following  chapter  highlights  the  different  points  of  view  of  various  intellectual  assets 
management stakeholder groups, describes their primary roles concerning intellectual assets 
management, and provides recommendations to the respective target groups. 

17 

 
  Academic / Research Institutions´ Perspective 

Academic and research institutions are the main sources of new knowledge. They play an 
important role in managing intellectual assets, in particular in the design, implementation, 
and support of intellectual assets management strategies, including acknowledging and 
rewarding  researchers’  engagement  and  implementing  measures  to  protect  intellectual 
property  rights.  These  should  include  financial  incentives  like  sharing  the  revenue  from 
licensing  and  clear  guidance  ensuring  transparency.  Many  academic  and  research 
institutions benefit from using a specialised intermediary (Knowledge / Technology Transfer 
Office)  to  manage  these  activities.  The  primary  task  of  Knowledge  Transfer  Offices  is  to 
provide  expert  support  to  the  institutions’  researchers  and  managers  as  well  as  to  be  the 
central  contact  point  for  external  partners.  The  expert  capacities  and  communication  and 
negotiation  skills  of  the  staff  of  such  an  entity  are critical,  therefore appropriate  training  is 
needed. In some countries, such training is provided by a central entity (e.g. Austrian IPR 
Helpdesk, Finnish IPR University Centre, etc). 

Main recommendation/s: Rewards and incentive schemes for researchers should be put in 
place. The acknowledgment and support from the top management of the institution is crucial. 
Some  of  the  tasks  can  be  delegated  to  an intermediary like  a  Knowledge  Transfer Office. 
Relevant  training  must  be  in  place  -  adjustments  in  the  current  training  schemes  are 
necessary  to  promote  intellectual  assets  management,  and  these  need  to  target  not  only 
Knowledge  Transfer  Office  staff  but  the  whole  research  community  and  the  institution´s 
management.  

Openness and collaboration (encouraging collaboration and open innovation, societal 
impact, and social responsibility): The intellectual assets management model described 
in  the  introductory  chapter  with  co-creating  added  value  can  be  critical  for  academic  and 
research institutions' culture.  Many research projects require cross-disciplinary expertise and 
inter-institutional/cross-sectoral (often international) collaboration, notably for value creation 
from  the  project  results.  Engaging  with  external  communities,  stakeholders,  and  societal 
groups  helps  to  understand  needs  and  align  knowledge  contributions  with  broader  social 
responsibility goals. The principles are the same as in business, engagement with society 
can allow for more efficient crowd-sourcing and co-creation of new innovative solutions. 

Main recommendation/s: Cultivate a collaborative environment where knowledge sharing 
is  encouraged,  facilitating  cross-functional  collaboration  and  the  exchange  of  diverse 
perspectives. Embrace open innovation models that encourage external collaborations and 
partnerships,  promoting  a  broader  pool  of  knowledge  resources.  This  also  applies  to 
encouraging  cooperation  with  other  ecosystem  players  from  outside  of  academia.  Provide 
clear guidance and rules for cross-sectoral / multi-stakeholder type collaborations, including 
in international cooperation and focusing on intellectual assets ownership and management 
(see chapter 5.3 below).  

  Individual Researcher/Inventor/Research Group Perspective  

Researchers,  a  team/research  group,  and  individual  inventors  are  key  in  the  intellectual 
assets management process. They need to collaborate with the other stakeholders in the 
ecosystem and be trained to identify the newly created intellectual assets as a potential value. 
They should seek the support needed for the management of these intellectual assets and 
reach  out  to  valorise  these  assets  in  collaboration  with  others.  The  various  intermediary 
entities  often  have  an  important  role  in  helping  prepare  an  efficient  intellectual  assets 
management strategy.   

18 

 
Main  recommendation/s:  A  learning  culture,  entrepreneurship  spirit,  and  feedback 
mechanisms are important elements in enhancing an intellectual assets management culture 
from an individual/team’s point of view. Therefore, this should be embedded into institutional 
and national strategies. Support services of intermediaries are also helpful. 

Continuous  learning  and  improvement  (learning  culture,  entrepreneurship,  and 
feedback  mechanisms):  a  culture  of  continuous  learning  is  crucial,  where  employees 
(individual  researcher/s  and  inventor/s)  are  encouraged  to  acquire  intellectual  assets 
management skills and the necessary proactive entrepreneurship mindset, update existing 
skills, and adapt to changing environments. Feedback mechanisms that allow individuals to 
share insights and improvements regarding intellectual assets management practices should 
be implemented. 

Main recommendation/s: A learning culture should be established. The institution should 
seek  and implement  mechanisms  to  be  able  to support this  and  be  supported  by  national 
schemes and policies. 

  Private For-Profit Company Perspective 

Companies, notably large multinationals, can significantly contribute to the local innovation 
ecosystem  and  systematically  create  an  environment  inspiring  growth  and  co-creation  of 
innovative  ideas.  A  shift  from  traditional  protection  towards  more  open  but  controlled  and 
managed intellectual assets has clear benefits for the companies and the ecosystem. This is 
demonstrated in the following examples: 

SynerLeap is an innovation growth hub that brings start-ups and the company ABB together 
to ignite innovation across industries, ranging from industrial automation, and robotics to grid 
technologies, smart cities, buildings, and transportation technologies. They aim to help start-
ups accelerate and expand on a global market. 

AstraZeneca Bioventure hub is an incubator that utilizes corporate infrastructure to support 
innovation and SME growth. The BioVenture Hub is a cross-sector ecosystem built on the 
principles  of  non-competitive 
(i.e. 
knowledge/intellectual  assets)  replaces  capital  and  where  the  principles  of  the  sharing 
economy drive value generation.   Astra Zeneca's intellectual assets management strategy 
allows a more open knowledge flow in its ecosystem. The arrangement for start-ups is that 
they always own their intellectual assets but can bring added value for the operations and 
potential new co-created know-how for the other members of the hub. 

complementarity  where  domain  expertise 

SynerLeap,  the  ABB  group,  and  AstraZeneca  BioVenture  Hub  build  their  success  on  a 
necessary level of openness of their resources working with the intellectual assets generated, 
often  co-created  between  the  large  company  and  residential  start-ups.  The  principle  of 
startups owning their IP works best.  

Swedish  hubs  ABB  and  Astra  Zeneca  are  examples  of  how  to  contribute  to  the  local 
innovation  ecosystem  and  systematically  create  an  environment  inspiring  growth  and  co-
creation  of  innovative  ideas  and  new  intellectual  assets.  This  approach  has  proven  the 
benefits of the shift from traditional protection towards more open but controlled and managed 
intellectual  assets.  At  the  same  time,  both  companies  in  these  case  studies  admitted  that 
they faced difficulties when trying to scale these semi-open approaches and set up similar 
hubs  in  other  countries.  The  “dare  to  share”  culture  has  not  yet  become  a  universally 
understood  standard  across  the  EU  but  we  can  see  in  this  example  that  it  can  be  very 
beneficial for the innovation spirit and ecosystem at least on the more local/regional scale. 

19 

 
Main recommendation/s: Collaborate with other stakeholders in the knowledge valorisation 
ecosystem,  having  clear,  transparent  guidelines  on  intellectual  assets  management  and 
ownership. Companies should consider the benefits of opening up to collaborations with other 
stakeholders. 

Intellectual  asset  strategies  are  also  a  significant  driver  for  investors.  They  often 
represent the main strength of a spin-off company. Chesbrough & Vanhaverbeke41 highlight 
that venture capital investors typically scrutinise the intellectual assets portfolio to determine 
its value and ensure its effective management. Conducting thorough intellectual assets due 
diligence  is  crucial  for  investors  to  safeguard  the  profitability  of  their  invested  companies. 
Protection  of  intellectual  assets  is  often  crucial  for  enabling  the  diffusion  of  knowledge 
throughout society in an economically viable way. While there is a growing need for a more 
open and accessible approach to scientific discoveries and innovation processes, engaging 
in open science and open innovation practices requires a strategic approach to intellectual 
asset management”42. 

Main recommendation/s: Companies need to think strategically about how to benefit from 
open approaches while being in control of intellectual assets. From the company´s strategic 
perspective, intellectual assets have to be treated as tangible assets. Responsible behaviour 
in the context of intellectual assets management can be one of the criteria based on which 
funding for start-ups as well as for more mature companies can be released by a private bank 
or a public funding authority. 

  A  Universal  Perspective  (all  stakeholders,  including  Not-For-Profit 

Entities, Public Administration, and Civil Society) 

Several aspects of intellectual assets management are relevant for all knowledge valorisation 
stakeholders.  For maximum societal  impact,  equitable  and  ethically  responsible  access  to 
innovation  is  a  concern  (for example  by  responsible licensing  policies43  -  even  though  “its 
potential is yet to be discovered in the European context”44). 

Fostering  responsible  intellectual  assets  management  practices  involves  a  holistic  and 
strategic approach that considers ethical, social, and organisational aspects, contributing to 
sustainable  and  positive  outcomes  for  all  stakeholders  involved.  The  following  elements 
should be taken into account by all stakeholders when managing intellectual assets: 

•  Ethical handling of knowledge and integrity: ensure that knowledge, whether explicit 

or tacit, is handled with integrity, honesty, and transparency.  

•  Openness  and  collaboration  (encouraging  collaboration  and  open  innovation): 
cultivate  a  collaborative  environment  where  knowledge  sharing  is  encouraged,  thus 
facilitating  cross-functional  collaboration  and  the  exchange  of  diverse  perspectives. 

41 Chesbrough, H.M & Vanhaverbeke, W. (2018). Open Innovation and Public Policy in the EU with 

Implications for SMEs.  

42 Thematic Report on Incentives and Skills: Policy and legal context, governance, and funding (Topic 2a) 
43https://www.nfu.nl/sites/default/files/202008/19.4511_Ten_principles_for_Socially_Responsible_Licensing_
v19-12-2019.pdf These ten principles present the first initiative in the EU at national level (NL) to enact 
socially responsible licensing. Amongst others, they focus on making licensing agreements exclusively with 
partners who can be expected to continue developing the knowledge, while consideration is given to both 
commercial and any other future applications as well as a licensing condition that the final price-setting is 
done in such a way that it does not endanger accessibility. 

44 Ashourizadeh, S.: Approaches to Corporate Social Responsibility: Knowledge, Value and Actions (2023). 

20 

 
 
 
Organisations adhering to open access principles contribute to collaborative innovation. 
These models emphasize sharing intellectual assets while maintaining ethical standards 
and recognising the rights of contributors. There are different ‘degrees’ of openness that 
correspond  to  different  models  for  managing  intellectual  assets.  (See  for  example  the 
above-mentioned  examples  from  Sweden  of  Synerleap  (by  ABB),  and  AstraZeneca´s 
Bioventure hub). 

•  Consider the environmental and social impacts of innovations: Standards should be 
introduced for Environmental, Social, and Governance (ESG) monitoring and promoting 
sustainability in intellectual assets management by encouraging organisations to manage 
and  leverage  intellectual  assets  for  sustainable  development.  ESG  non-financial 
reporting45  is  becoming  obligatory  and  the  responsible  approach  to  intellectual  assets 
management is one of the areas to be reported (and implemented as an organisation´s 
strategic goal). For example, Almi46a public agency in Sweden that provides funding for 
innovative  projects  and  companies  developed  their  own “ESG”  reporting  checklist  in 
the form of a board game which is being used when preparing an initial business plan. 
The  intellectual  assets  management  strategy  of  the  new  company  is  one  of  the  areas 
targeted. 

•  Clear  policies  and  guidelines,  training  programs:  Develop  and  communicate  clear 
policies and guidelines related to intellectual assets management, ensuring that ethical 
responsibilities are understood. For example, the European Federation of Pharmaceutical 
Industries and Associations codes of practice47 emphasize responsible patent practices, 
protection  of  proprietary  research  data,  and  ethical  considerations  in  licensing 
agreements. 

•  Balancing  security  and  accessibility  (data  security,  balanced  accessibility): 
Implement  robust  security  measures  to  protect  sensitive  knowledge,  ensuring  that 
confidential  information  is  safeguarded.  Strive  for  a  balanced  approach  that  allows 
authorised  individuals  to  access  necessary  knowledge  without  compromising  security 
(see also in next chapter). 

• 

(Self-)recognition and taking on responsibility of the institution’s/organisation´s role of 
knowledge  producer  and  co-creator.  Therefore,  awareness  of  being  responsible  for 
intellectual  assets  management  is  another  relevant  point  for  some  of  the  less  usual 
stakeholders (including some public administration entities, etc.). 

Main  recommendation/s:  Promote  the  benefits  of  knowledge  sharing  and  a  culture  of 
shared  learning.  Embrace  open  innovation  models  that  encourage  external  collaborations 
and  partnerships,  promoting  a  broader  pool  of  intellectual  assets.  Regularly  assess  the 
impact of intellectual assets management practices in all relevant aspects, considering both 
positive  contributions  and  potential  negative  consequences.  Conduct  training  programs  to 
educate  stakeholders  on  ethical  considerations  and  responsible  practices  in  intellectual 
assets management. 

45 “Non-financial Reporting Directive” Directive 2014/95/EU of the European Parliament and of the Council of 

22 October 2014 amending Directive 2013/34/EU as regards disclosure of non-financial and diversity 
information by certain large undertakings and groups  

46 https://www.almi.se/en/  
47 For example see https://www.efpia.eu/  

21 

 
 
6.  Open  approaches  and 
opportunities or threats?  

intellectual  assets  management  – 

The discussions during the Mutual Learning Exercise sessions have shown that there are 
various  ways  to  understand  “openness”  in  the  context  of  knowledge  valorisation  and 
innovation at national, regional, and local levels or among various types of stakeholders. For 
example, an internal report prepared by the Spanish Foundation for Science and Technology 
on  the  innovation  culture  among  Spanish  companies  found  that  companies  generally 
understand  open  innovation  practices  as  ways  to  1)  add  value  to  ongoing  services  and 
products; 2) solve a given internal problem; and 3) open new business opportunities.  

A challenge lies in balancing openness with protection. The level of openness or the strength 
of protection has a significant impact on commercial success. Accessibility of the innovation 
can  open  new  options  to  create  additional  value  for  society.  Striking  the  right  balance  is 
essential for responsible knowledge sharing in an open academic and research environment, 
but  it  becomes  increasingly  more  challenging  due  to  the  impact  of  global  political  and 
economic developments.  

Intellectual  assets  management  strategies,  including  intellectual  property  protection  and 
sharing models, vary across innovation phases48. Therefore, the level of openness might vary 
according to the development stage of an innovation maturity (and possibly also concerning 
a specific topic): “Intellectual property models can be broadly classified as closed, semi-open 
or  fully  open  intellectual  property  models.  Which  of  these  intellectual  property  models 
facilitates the research, development, commercialisation, and diffusion of (green) innovation 
remains  less  understood.  Possibly,  all  these  intellectual  property  models  become  relevant 
but under different settings, possibly in different phases of the (green) innovation process”49. 

The  geopolitical  context  significantly 
influences  knowledge  management  practices, 
particularly when considering international collaborations, regulatory frameworks, and global 
competition.  Organisations  must  be  attuned  to  global  dynamics,  adapt  their  strategies  to 
geopolitical  realities,  and  foster a  resilient  and  responsive  approach  to  knowledge  sharing 
and  protection.  Being  aware  of  and  navigating  the  geopolitical  context  is  essential  for 
responsible and effective knowledge management and valorisation.  

The recent European Commission´s proposal for a Council Recommendation on enhancing 
research security aims to provide support: The research and innovation sector is particularly 
vulnerable  due  to  its  openness  and  internationalisation,  which  is  in  its  DNA.  Therefore,  a 
tailor-made  approach  strongly  rooted  in  academic  freedom  and  institutional  autonomy, 
principles that are fundamental to research and innovation, is needed to enhance research 
security in the research and innovation sector across Europe”50.  

Further  guidelines  on  tackling  foreign  interference  in  EU  research  are  provided  in  the 
European Commission’s Staff Working Document on tackling R&I foreign interference51. It 
highlights  that  “EU  Higher  Education  Institutions  (HEIs)  and  Research  Performing 
Organisations  (RPOs)  can  benefit  from  a  comprehensive  strategy  for  tackling  foreign 
interference  that  covers  key  areas  of  attention  grouped  into  the  following  four  categories: 

48 Vimalnath, P. et al. Intellectual property strategies for green innovations, 2022 
49 Ibid. 
50Proposal for a Council Recommendation on enhancing research security (COM(2024) 26) from 24 January 

2024  

51 European Commission, Directorate-General for Research and Innovation, Tackling R&I foreign 

interference – Staff working document, Publications Office of the European Union, 2022  

22 

 
 
values,  governance,  partnerships,  and  cybersecurity’’.  The  document  contains  a  non-
exhaustive list of possible mitigation measures that can help HEIs and RPOs to develop a 
comprehensive  strategy,  tailored  to  their  needs.    The  policy  is  described  in  the  2021 
European Commission Communication on Europe’s global approach to cooperation in R&I52 
and the 2023 European Economic Security Strategy53.  

National  governments  have  also  devised  guidelines  on  IP  management  for  research 
security at a national level as well as practical support (e.g. Contact Point for Knowledge 
Security in the Netherlands, Secure Innovation Company Guidance | NPSA54 (UK), Counter-
foreign interference guidance for the academic sector55 (CZ). 

Some key considerations of responsible intellectual assets management practices in 
the geopolitical context are provided below: 

• 

Intellectual  property  protection  and  trade  agreements:  geopolitical  considerations 
play a role in shaping intellectual property protection measures. Trade agreements and 
international treaties may influence how organisations navigate the protection and sharing 
of knowledge across borders. 

•  Access  to  global  talent  and  knowledge  workers:  geopolitical  factors,  including 
immigration policies and global talent flows, affect an organisation's access to a diverse 
pool  of  knowledge  workers.  Restrictions  on  mobility  can  impact  the  transfer  of  tacit 
knowledge within multinational and/or interdisciplinary teams. 

•  Technological  dependencies  and  innovation  ecosystems:  geopolitical  tensions, 
especially in the technology sector, can lead to dependencies and disruptions in global 
supply  chains  and  innovation  ecosystems.  Organisations  may  need  to  reassess  and 
adapt their knowledge and intellectual assets management strategies in response to more 
geopolitical shifts. 

•  National  security  considerations:  geopolitical  considerations  related  to  national 
security  may  impact  the  sharing  of  sensitive  knowledge,  especially  regarding  defence, 
critical infrastructure, or dual-use technologies. 

•  Trade secrets and economic espionage: geopolitical rivalries may elevate the risk of 
economic espionage and unauthorised acquisition of trade secrets. Organisations (of all 
types, including private companies as well as academic institutions and the public sector) 
must  implement  robust  security  measures  to  protect  critical  intellectual  assets  –  while 
respecting academic freedom. 

•  Global standards and best practices: Organisations operating in multiple geopolitical 
regions may need to navigate and adhere to different standards and best practices. 

52  European  Commission  Communication  on  Europe's  global  approach  to  cooperation  in  research  and 

innovation: strategic, open, and reciprocal  

53 https://ec.europa.eu/commission/presscorner/detail/en/IP_24_363  
54 https://www.npsa.gov.uk/secure-innovation/company-guidance  
55 https://www.mvcr.cz/chh/soubor/counter-foreign-interference-manual-for-the-czech-academic-sector.aspx 

23 

 
 
 
 
Conclusions and Recommendations 

One  of  the  challenges identified  in  the  discussions  and  the  survey  of  the  Mutual  Learning 
Exercise is the still rather low level of awareness among stakeholders of the new concepts 
of knowledge valorisation and intellectual assets management. There is a need to clarify and 
enhance understanding of these key concepts. 

The  ongoing  European  awareness-raising  campaign  together  with  the  integration  of 
intellectual assets management strategies into guiding frameworks and codes of practice are 
crucial for fostering responsible behaviour in the utilisation of tangible and intangible assets 
with the overall aim to tackle the current challenges to the EU and its citizens. Green and 
digital  transitions  require  urgent  innovations.  Organisations  that  align  efficient  intellectual 
assets management with promoting ethical principles and social fairness contribute not only 
to their success but also to the broader goals of innovation, sustainability, collaboration, and 
societal benefit.  

A  challenge  lies  in  balancing  the  openness  encouraged  with  the  protection  required  for 
certain intellectual assets to ensure or facilitate commercial uptake and exploitation. Striking 
the  right  balance  is  essential  for  responsible  knowledge  sharing,  which  is  becoming 
increasingly  more  difficult  in  the  current  geopolitical  context.  The  recent  Proposal  for  a 
Council Recommendation on enhancing research security56 aims to provide guidance for the 
most vulnerable stakeholders in the open academic and research environment. 

Recommendations: 

•  Set up, maintain, and strengthen awareness-raising on the new concept of intellectual 
assets  management  and  its  implications  for knowledge  valorisation,  notably  in  publicly 
funded research. 

•  Communicate the value proposition of intellectual assets management through the 
creation of digital platforms and repositories showcasing examples and success stories 
in  intellectual  assets  management,  their  challenges,  and  opportunities.  Include  also 
examples of less successful stories as a part of the learning experience.  

•  Encourage  a  sharing  culture,  the  exchange  of  good  practices  between  key  players, 
intermediaries,  professionals,  state  and  non-state  actors.  Encourage  and  support  the 
development of a strategy for intellectual assets management in research performing 
organisations, industry, and beyond that aim to maximise value creation while considering 
ethical  principles,  sustainability,  and  social  responsibility  (e.g.  responsible  licensing 
policies57).  

•  Embed in the intellectual assets management strategy economic and research security 

considerations.  

•  Support  a  targeted  set  of  incentives  for  researchers,  inventors,  knowledge  transfer 
professionals,  and  research  managers  to  acknowledge  and  reward  engagement  in 

56https://research-and-innovation.ec.europa.eu/system/files/2024-01/ec_rtd_council-recommendation-

research-security.pdf 

24 

 
 
 
intellectual  assets  management  and/or  encourage  making  such  incentives  part  of  an 
organisation’s strategy for intellectual assets management. 

•  Set  up  and  reinforce  dedicated  support  structures,  services,  and  tools  (both  at 
national and organisational level) for researchers and their teams to help and assist in 
managing  intellectual  assets  (e.g.,  helpdesks,  guidance  documents,  model  contracts, 
etc.)  

•  Offer continuous training and professional development opportunities for the relevant 
practitioner community with adequate allocation of financial and professional resources. 

•  Consider the environmental and social impacts of innovations and use the existing 
mechanism like Environmental, Social, and Governance (ESG) monitoring to better link 
responsible intellectual assets management and its promotion and uptake by knowledge 
valorisation stakeholders.  

•  Recognise  new  intellectual  assets  management  and  knowledge  valorisation  models 
and incorporate these into legislation and other rules and guidelines (e.g. know-how 
licensing,  data  as  an  asset,  etc.).  Consider  other  contexts,  including  guidelines  on 
standardisation.  Regularly review and remain flexible and able to adapt to dynamic 
developments of technologies as well as the ethical and geopolitical context. 

25 

 
 
References  

EU Legal and Policy Documents: 

Agreement on a Unified Patent Court of 19 February 2013 

Amendments adopted by the European Parliament on 14 March 2023 on the proposal for a 
regulation of the European Parliament and of the Council on harmonised rules on fair access 
to and use of data (Data Act) (COM(2022)0068 — C9-0051/2022 — 2022/0047(COD)) 

Commission Opinion of 5.8.2019 on a request for interpretation concerning the provision of 
higher education and the undertaking of applied research in the framework of a prohibition to 
provide technology or technical assistance to a third country   

Commission Recommendation (EU) 2023/499 of 1 March 2023 on a Code of Practice on the 
management of intellectual assets for knowledge valorisation in the European Research Area 

Commission  Recommendation  (EU)  2023/498  of  1  March  2023  on  a  Code  of  Practice  on 
Standardisation in the European Research Area 

Commission  Recommendation  on  the  management  of  intellectual  property  in  knowledge 
transfer  activities  and  Code  of  Practice  for  universities  and  other  public  research 
organisations   

Commission  Recommendation  (EU)  2024/774  of  1  March  2024  on  a  Code  of  Practice  on 
industry-academia co-creation for knowledge valorisation 

Commission  Recommendation  (EU)  2024/736  of  1  March  2024  on  a  Code  of  Practice  on 
citizen engagement for knowledge valorisation 

Communication from the Commission to the European Parliament, the Council, the European 
Economic  and  Social  Committee  and  the  Committee  of  the  Regions  on  A  new  ERA  for 
Research and Innovation 

Communication from the Commission to the European Parliament, the Council, the European 
Economic  and  Social  Committee  and  the  Committee  of  the  Regions  on  a  new  European 
Innovation Agenda  

Council Recommendation (EU) 2022/2415 of 2 December 2022 on the Guiding Principles for 
knowledge valorisation 

Council  Regulation  (EU)  No  1260/2012  of  17  December  2012  implementing  enhanced 
cooperation  in  the  area  of  the  creation  of  unitary  patent  protection  with  regard  to  the 
applicable translation arrangements 

Council Regulation (EC) No 6/2002 of 12 December 2001 on Community designs 

Directive  2001/29/EC  of  the  European  Parliament  and  of  the  Council  of  22  May  2001  on 
harmonisation of certain aspects of copyright and related rights in the information society 

26 

 
Directive  2014/95/EU  of  the  European  Parliament  and  of  the  Council  of  22  October  2014 
amending  Directive  2013/34/EU  as  regards  disclosure  of  non-financial  and  diversity 
information by certain large undertakings and groups 

European Patent Convention 

Proposal  for  a  Regulation  of  the  European  Parliament  and  of  the  Council  laying  down 
harmonised  rules  on  artificial  intelligence  (Artificial  Intelligence  Act)  and  amending  certain 
Union legislative acts as of 26 January 2024 

Proposal for a Council Recommendation on enhancing research security (COM(2024) 26) 
from 24 January 2024 

Regulation (EU) No 1257/2012 of the European Parliament (December 2012) implementing 
enhanced cooperation in the area of the creation of unitary patent protection 

Regulation (EU) 2017/1001 of the European Parliament and of the Council of 14 June 2017 
on the European Union trademark 

Regulation  (EU)  No  1151/2012  of  the  European  Parliament  and  of  the  Council  of  21 
November 2012 on the protection of geographical indications and designations of origin for 
agricultural products and foodstuffs 

Regulation (EU) 2016/679 of the European Parliament and of the Council of 27 April 2016 on 
the protection of natural persons with regard to the processing of personal data and on the 
free  movement  of  such  data,  and  repealing  Directive  95/46/EC  (General  Data  Protection 
Regulation)  

Rules  relating  to  Regulation  (EU)  No  1257/2012  of  the  European  Parliament  and  of  the 
Council of 17 December 2012 implementing enhanced cooperation in the area of the creation 
of unitary patent protection and to Council Regulation (EU) No 1260/2012 of 17 December 
2012  implementing  enhanced  cooperation  in  the  area  of  the  creation  of  unitary  patent 
protection with regard to the applicable translation arrangements 

Rules relating to Fees for Unitary Patent Protection (RFeesUPP) as adopted by decision of 
the Select Committee of the Administrative Council of the European Patent Organisation of 
15 December 2015 

Factsheets: 

Factsheet:  Code  of  Practice  on  the  management  of  intellectual  assets  for  knowledge 
valorisation 

Factsheet: Code of Practice on Standardisation in the European Research Area 

Factsheet: Guiding principles for knowledge valorisation 

Other useful resources: 

Ashourizadeh, S. (2023), Approaches to Corporate Social Responsibility: Knowledge, Value 
and Actions  

27 

 
Chesbrough, H.M & Vanhaverbeke, W. (2018), Open Innovation and Public Policy in the EU 
with Implications for SMEs  

Commission proposes new initiatives to strengthen economic security  

Counter-foreign interference guidance for the academic sector    

Declaration on Sustainable Researcher Careers 

European Commission - Protecting EU creations, inventions and designs 

Europe's  global  approach  to  cooperation  in  research  and  innovation:  strategic,  open,  and 
reciprocal  

European  IP  Helpdesk  Bulletin.  No.  6,  December  2023,  Insights,  code  of  practice  on  the 
management of intellectual assets for knowledge valorisation 

Finnish Government Resolution on the national intellectual property rights strategy 

Identifying  Transferable  Skills  and  Competences  to  Enhance  Early-Career  Researchers 
Employability and Competitiveness 

Industrial Property Code for employee inventions (Italian Law 383 of 18 October 2001) 

Intellectual Property Infringement and Enforcement Tech Watch Discussion Paper 2023 

Japanese Intellectual Property Strategic Program 2023 

Japanese IP promotion plan 

Japan:  The  government  of  Japan  announces  the  Intellectual  Property  Strategic  Program 
2022.  Important  changes  on  the  horizon  for  patents  owned  jointly  by  universities  and 
commercial companies 

Knowledge ecosystem: Defining a European competence framework for R&I talents 

Knowledge  ecosystems  in  the  new  ERA:  Talent  circulation  and  intersectoral  mobility: 
analytical report with a mapping of talent mobility and causes of brain drain 

Knowledge  ecosystems  in  the  new  ERA:  Talent  circulation  and  intersectoral  mobility: 
pathways for a balanced talent circulation in the EU 

Knowledge ecosystems in the new ERA: Talent circulation and intersectoral mobility: update 
of intersectoral mobility schemes 

Knowledge  ecosystems  in  the  new  ERA:  Using  a  competence-based  approach  for  career 
development in academia and beyond 

Knowledge Valorisation Platform 

Mapping  national  and  regional  programmes  and  initiatives  in  R&I  valorisation:  report  on 
dissemination and exploitation practices in Member States and associated countries 

28 

 
National measures accompanying the implementation of the Unitary Patent  

Open Innovation Strategy for Austria 

Open Science and Intellectual Property Rights 

Outline  of  the  program  on  open  innovation  platform  for  industry-academia  co-creation  in 
Japan  

Petrusson U, Heiden B. (2009), From Assets to profit.Wiley & Sons.  

Science, Research and Innovation Performance of the EU 2022 (“SRIP” report)  

Secure Innovation: Company Guidance  

Spanish Knowledge Transfer and Collaboration Plan: Science and Innovation at the Service 
of Society 

SRIP report 

Swedish Patents Act 

Tackling R&I foreign interference – Staff working document  

Tao, J. et al. (2005), Developing an Effective Intellectual Asset Management Strategy  

Ten principles of socially responsible licensing  

The management and commercialisation of intellectual property in European universities 

University Intellectual Property Governance Guidelines 

Vimalnath, P. et al. (2002), Intellectual property strategies for green innovations  

Whitepaper for academia – industry collaboration in social sciences and humanities  

29 

 
 
 
Annexes 

Intellectual assets management: international organisations 

•  WIPO – World Intellectual Property Organization  

WIPO is a specialised agency of the United Nations that sets international standards for the 
protection and guidelines for the management of intellectual property. Treaties administered 
by  the  WIPO,  such  as  the  Patent  Cooperation  Treaty  (PCT)  and  the  Madrid  Agreement, 
facilitate global IP protection. The PCT is an international treaty that simplifies the process of 
filing  patent  applications  in  multiple  countries  and  fosters  collaboration  between  national 
patent  offices  and  international  organisations  to  contribute  to  the  harmonisation  of  patent 
procedures and practices. 

•  EUIPO - European Union Intellectual Property Office  

The EUIPO is an agency of the European Union responsible for managing and registering 
European Union Intellectual Property rights. The EUIPO is tasked with the administration of 
European Union Trademarks and Registered Community Designs. It is therefore a significant 
player in the administration of intellectual property rights within the European Union, focusing 
on trademarks, designs, and related matters. The EUIPO also hosts the EU Observatory on 
Infringements  of  Intellectual  Property  Rights,  a  network  of  experts  and  stakeholders 
dedicated  to  collecting  and  analysing  data  on  intellectual  property  infringement,  thus 
contributing to the assessment and understanding of intellectual property infringement issues 
in the European Union. 

The  EUIPO’s  role  is  central  to  achieving  harmonisation  and  efficiency  in  the  protection  of 
intellectual  property  across  EU  Member  States.  It  contributes  to  the  establishment  and 
management  of  EU-level  intellectual  property  rights,  making  it  a  crucial  entity  in  the  EU's 
intellectual property landscape.  

•  EPO – European Patent Office 

Another  crucial  player  in  the  EU  context  is  the  EPO.  The  EPO  is  an  organisation  that 
facilitates the granting of European patents. It is not an EU institution,  but an independent 
intergovernmental organisation. The EPO serves a critical function in the process of obtaining 
patent protection in Europe by offering a centralised system that streamlines the application 
and  examination  processes  for  inventors  seeking  patent  rights  in  multiple  European 
countries. The EPO is a member of the PCT (cf. above), and it is in charge of the technical 
operation of the Unitary Patent. 

30 

 
 
 
GETTING IN TOUCH WITH THE EU 

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countries. 

 
 
 
 
 
 
 
The report explains the shift from the traditional approaches 
of intellectual property protection in research and innovation 
to the new broader concept of intellectual assets 
management. It tries to answer the question “What is 
changing?”and gives recommendations to policymakers. 
The report starts with the policy and legal background for 
navigating the intellectual assets management landscape 
within the framework of knowledge valorisation. It provides 
different perspectives from different stakeholders´ points of 
view on intellectual assets management while trying to 
abandon the strictly individual topic-related “silos” approach.  
Open approaches to intellectual assets management are 
discussed together with the challenges of the current 
geopolitical context. 

Studies and reports