Usporedite metode

	Patent Citation Analysis	Porter's Five Forces Industry Analysis
Područje	Strateški menadžment	Strateški menadžment
Obitelj	Process / pipeline	Process / pipeline
Godina nastanka	1993	1979
Tvorac	Adam Jaffe, Manuel Trajtenberg & Rebecca Henderson; Bronwyn Hall, Adam Jaffe & Manuel Trajtenberg	Michael E. Porter
Vrsta	Bibliometric and network analysis of patent citation data	Industry-attractiveness framework based on five competitive forces
Temeljni izvor	Jaffe, A. B., Trajtenberg, M., & Henderson, R. (1993). Geographic Localization of Knowledge Spillovers as Evidenced by Patent Citations. The Quarterly Journal of Economics, 108(3), 577-598.	Porter, M. E. (1979). How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137-145.
Drugi nazivi	Patent Citation Networks, Forward Citation Analysis, Knowledge-Flow Patent Analysis, Patent Bibliometrics	Five Forces Framework, Porter Competitive Forces Analysis, Industry Attractiveness Analysis, Competitive Forces Model
Srodne	4	3
Sažetak	Patent citation analysis uses the references that patents make to earlier patents as quantitative traces of innovation value and the flow of technological knowledge. The approach was given its empirical foundation by Adam Jaffe, Manuel Trajtenberg, and Rebecca Henderson, whose 1993 Quarterly Journal of Economics study used patent citations to show that knowledge spillovers are geographically localized - inventors disproportionately build on nearby prior art. Bronwyn Hall, Adam Jaffe, and Manuel Trajtenberg's 2001 NBER work then assembled the large-scale patent-citations data file and the methodological toolkit - forward-citation counts, generality and originality indices, citation lags, and self-citation measures - that made citation analysis a standard instrument in the economics and strategy of innovation. By treating the citation network as data, researchers can measure how important an invention is, where its knowledge came from, and where it flowed.	Porter's five forces framework explains the underlying profitability of an industry through five competitive forces that together determine how much of the value an industry creates is captured by its firms rather than competed or bargained away. Introduced in Michael Porter's 1979 Harvard Business Review article and developed fully in his 1980 book Competitive Strategy, the framework identifies the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors as the collective forces that set an industry's profit potential. The stronger these forces, the more pressure on margins and the less attractive the industry; the weaker they are, the more room firms have to earn superior returns. Five forces analysis assesses each force to judge industry attractiveness and, crucially, to find a position where a firm can defend itself against the forces or shift them in its favor.