Intellectual Asset Management (IAM) has developed as a response to a narrow understanding of how research results are handled. For a long time, attention has been placed on intellectual property rights, such as patents or trademarks, as tools for protection. While these remain important, they cover only a part of the intellectual assets generated by research and innovation activities.
The concept began to take shape in the late 1980s, when knowledge started to be recognised as an economic resource. In the late 1990s, early methodologies were developed, and since the early 2000s, IAM has gained visibility and momentum through policy initiatives and applied practice. Today, it reflects how research and innovation operate: collaborative, cross-sectoral, and often linked to open science and open innovation.
From Intellectual Property Rights to Intellectual Assets
IAM extends beyond intellectual property rights to include a wider set of knowledge-based assets. In practice, this means looking not only at what can be legally protected, but at everything that carries value in research—data, expertise, methods, software, and networks. Some of these can be protected through formal rights, while others cannot, but both can play a role in how knowledge is used.
This matters because value is not created by protection alone. A patent that is not used has limited impact, while unprotected know-how or data can still support collaboration, uptake, or further innovation. IAM therefore focuses on how different assets are combined and used across pathways such as collaboration, licensing, open sharing, or policy use.
Another important shift is timing. IAM encourages organisations to consider these questions early—during project design—so they can anticipate how results might be used, rather than reacting once outputs already exist.
European Framework and How Organisations Apply IAM
At European level, IAM is closely linked to the agenda on knowledge valorisation. The Guiding Principles on Knowledge Valorisation and the Code of Practice on the management of intellectual assets provide a common reference.
The Code describes IAM as a set of activities that cover the full lifecycle of intellectual assets. For research organisations, this translates into a few core practices
IAM is first connected to institutional strategy. Decisions about protection, sharing, or use are aligned with the organisation’s mission and expected impact.
It also requires internal clarity. Organisations need to identify potential assets early, assess their relevance and possible use, and decide how they should be handled. These responsibilities are often supported by Technology Transfer Offices or similar functions.
Collaboration is another central aspect. In joint projects, partners need to agree early on ownership, access rights, and how results will be used. Without this, valuable outputs often remain underused. The Code also highlights the balance between openness and control, encouraging organisations to consider when to protect results, when to share them, and how to combine both approaches.
Finally, implementation depends on capacity. Many organisations still lack the skills or awareness needed to manage intellectual assets effectively, which is why training and support remain essential.
IAM in Practice: Tools, Services and Support Initiatives
A number of European initiatives support organisations in applying IAM in practice and moving from guidance to implementation.
- European IP Helpdesk
Provides guidance, training, and advisory services on intellectual asset management, supporting beneficiaries of the EU-funded projects in making informed decisions. - Booster
Supports EU-funded projects in identifying and advancing pathways for the use of their results, including dedicated services on intellectual asset management. - IAM4RE (Intellectual Asset Management for Research and Entrepreneurship)
Focuses on strengthening IAM in Public Research Organisations and academic institutions through training, tools, and institutional support. - IP4OS (Intellectual Property for Open Science)
Fosters a synergistic approach between IP management and Open Science which are often perceived as conflicting forces.
Beyond these, a wider landscape of initiatives continues to evolve, with increasing attention paid to skills, practical tools, and peer exchange. Together, these efforts reflect a gradual shift: IAM is becoming part of how research organisations operate, helping them make better use of their knowledge and connect it to societal and economic outcomes.