Managing Applied Aspects of Intellectual Property Commercialization: Global Trends and Ukrainian Realities
DOI:
https://doi.org/10.15407/sofs2026.02.030Keywords:
intellectual property, commercialization of intellectual property, open innovation, SWOT analysis of high-tech markets, PESTLE analysis of the global high-tech marketAbstract
In the context of global digitalization and technological transformation, intellectual property (IP) is becoming a key strategic asset. The ability of its effective commercialization determines the competitiveness of individual companies and national innovation systems. The article reveals applied aspects of IP commercialization management in Ukrainian companies with reference to trends in the global high-tech sector; prospects of the Ukrainian innovation ecosystem in view of international practices and the open innovation model. The research methodology is based on a set of general scientific and special methods: comparative analysis, statistical analysis of patent activity dynamics and international innovation indices, PESTLE and SWOT analysis, expert assessment of the IP management maturity. The source base consists of analytical reports of international organizations, data from the National Intellectual Property Office of Ukraine, and open corporate data of the studied companies. A comparative analysis of innovation models in leading countries and the dynamics of Ukraine’s positions in international rankings for 2020—2024 showed a systemic imbalance between the domestic science and technology capacities and the scopes of R&D commercialization. Success stories in Ukraine were analyzed on a sample of Ukrainian innovative companies (Grammarly, Ajax Systems, and Petcube) from the perspective of IP management and commercialization schemes. A matrix for assessing IP management maturity in innovative companies of Ukraine was built by five criteria: IP strategy (the existence of a holistic policy for registration and protection of IP), IP commercialization (the efficiency of IP monetization schemes), integration of IP into R&D (IP incorporation in creating innovations), components of open innovation (using external sources of knowledge and partnerships), institutionalization of IP management (the existence of units, policies, and procedures for IP management). Index of IP maturity was estimated for the three companies. A comparative analysis of IP commercialization models in these companies in the wartime context was made with reference to their involvement in open innovation and geography of markets.
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