Entry and Patenting in the Software Industry

To what extent are firms kept out of a market by patents covering related technologies? Do patents held by potential entrants make it easier to enter markets? We estimate the empirical relationship between market entry and patents for 27 narrowly defined categories of software products during the pe...

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Bibliographic Details
Published in:Management science 2011-05, Vol.57 (5), p.915-933
Main Authors: Cockburn, Iain M., MacGarvie, Megan J.
Format: Article
Language:English
Subjects:
Applied sciences
Business innovation
Competition
Competitive advantage
Computer programmes
Computer software
Computer software industry
entry
Exact sciences and technology
Firm modelling
Incumbency
Incumbents
innovation
Innovations
Intellectual property
intellectual property rights
Management science
Market access
Market entry
Marketing
Operational research and scientific management
Operational research. Management science
Patent licenses
R&D
Regime change
Research & development
Software
Software industry
Software patents
Studies
Success
Technological innovation
Technology products
Thickets
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Summary:To what extent are firms kept out of a market by patents covering related technologies? Do patents held by potential entrants make it easier to enter markets? We estimate the empirical relationship between market entry and patents for 27 narrowly defined categories of software products during the period 1990-2004. Controlling for demand, market structure, average patent quality, and other factors, we find that a 10% increase in the number of patents relevant to market reduces the rate of entry by 3%-8%, and this relationship intensified following expansions in the patentability of software in the mid-1990s. However, potential entrants with patent applications relevant to a market are more likely to enter it. Finally, patents appear to substitute for complementary assets in the entry process, because patents have both greater entry-deterring and entry-promoting effects for firms without prior experience in other markets. This paper was accepted by Bruno Cassiman, business strategy.
ISSN:0025-1909
1526-5501
DOI:10.1287/mnsc.1110.1321