00773nas a2200277   4500008004100000022001400041245005700055210005400112260004200166300000800208490000600216653002000222653002500242653001300267653001500280653001600295653001700311653001500328653001500343100001800358700001900376700002100395700002300416700001900439856003700458       2017                        eng d  a1927-032100aEditorial: Innovation in Living Labs (February 2017)0 aEditorial Innovation in Living Labs February 2017  aOttawabTalent First Networkc02/2017  a3-60 v710aaction research10abusiness-to-business10aemotions10ainnovation10aliving labs10aneedsfinding10aoperations10areflection1 aMcPhee, Chris1 aLeminen, Seppo1 aWesterlund, Mika1 aSchuurman, Dimitri1 aBallon, Pieter  uhttp://timreview.ca/article/105200798nas a2200277   4500008004100000022001400041245005600055210005300111260004200164300000800206490000600214653001800220653002300238653002000261653002600281653002000307653001600327653002000343653002000363100001800383700002300401700001900424700001900443700002100462856003700483       2017                        eng d  a1927-032100aEditorial: Innovation in Living Labs (January 2017)0 aEditorial Innovation in Living Labs January 2017  aOttawabTalent First Networkc01/2017  a3-60 v710aagile methods10aconceptualizations10ainnovation labs10aInnovation management10ainnovation tool10aliving labs10aOpen innovation10auser innovation1 aMcPhee, Chris1 aSchuurman, Dimitri1 aBallon, Pieter1 aLeminen, Seppo1 aWesterlund, Mika  uhttp://timreview.ca/article/104401794nas a2200277   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520099400261653000801255653002001263653001601283653001201299653001801311100002301329700002601352700002101378700002001399700002301419700001801442700001901460856003701479       2017                        eng d  a1927-032100aOvercoming Barriers to Experimentation in Business-to-Business Living Labs0 aOvercoming Barriers to Experimentation in BusinesstoBusiness Liv  aOttawabTalent First Networkc02/2017  a20-260 v73 aBusiness-to-business (B2B) living lab projects have been mentioned in different areas of academic research, but the innovation management literature requires deeper analysis of their potential opportunities and challenges. Real-life experimentation is a key requirement for living labs as it enables deeper insights in the potential success of innovations. However, the literature has not provided insights on how living lab projects can implement real-life experimentation in B2B innovation projects and does not describe appropriate conditions for experimentation in these settings. In this study, we identified three main barriers preventing real-life experimentation in B2B living lab projects: the technological complexity, the need for integration, and the difficulty in identifying testers. The barriers are discussed in detailed and potential solutions are provided to help overcome these barriers and stimulate the adoption of real-life experimentation in B2B innovation projects.10aB2B10aexperimentation10aliving labs10atesting10auser research1 aD’Hauwers, Ruben1 aHerregodts, Aron-Levi1 aGeorges, Annabel1 aCoorevits, Lynn1 aSchuurman, Dimitri1 aRits, Olivier1 aBallon, Pieter  uhttp://timreview.ca/article/105401818nas a2200289   4500008004100000022001400041245008700055210006900142260004200211300000900253490000600262520097600268653001801244653002701262653001701289653002601306653001601332653002001348653000801368653001201376653002001388653002101408100002301429700002101452700001901473856003601492       2016                        eng d  a1927-032100aThe Impact of Living Lab Methodology on Open Innovation Contributions and Outcomes0 aImpact of Living Lab Methodology on Open Innovation Contribution  aOttawabTalent First Networkc01/2016  a7-160 v63 aOpen innovation scholars as well as practitioners are still struggling with the practical implementation of open innovation principles in different contexts. In this article, we explore the value of a living lab approach for open innovation in small and medium-sized enterprises (SMEs). Using a case study approach, we compared 27 SME projects conducted by iMinds Living Labs from 2011 to 2015. The results suggest that a real-life intervention and a multi-method approach – both of which are methodological characteristics of living lab projects – increase the chance of generating actionable user contributions for the innovation under development. Moreover, the results also suggest that a living lab project yields maximal value when evolving from concept towards prototype. Besides these exploratory findings, this article also demonstrates that living lab projects are a perfect "playground" to test and validate assumptions from the open innovation literature.10acollaboration10adistributed innovation10aentrepreneur10aInnovation management10aliving labs10aOpen innovation10aSME10astartup10auser innovation10auser involvement1 aSchuurman, Dimitri1 aDe Marez, Lieven1 aBallon, Pieter  uhttp://timreview.ca/article/95601745nas a2200253   4500008004100000022001400041245009300055210006900148260004200217300001000259490000600269520099400275653001901269653001801288653001501306653001601321653001801337653001801355653002201373100001801395700002301413700001901436856003601455       2015                        eng d  a1927-032100aExploring the Benefits of Integrating Business Model Research within Living Lab Projects0 aExploring the Benefits of Integrating Business Model Research wi  aOttawabTalent First Networkc12/2015  a19-270 v53 aBusiness model and living lab research both have similar objectives – to maximize the probability of successful market introduction of innovative solutions – be it through different means. Yet, there are still only few studies or reports discussing both, with those studies that do touch the subject staying at a high level. iMinds Living Labs has gained a lot of experience in combined living lab and business model innovation projects and, rather than being competing approaches, our results have shown that these two research methodologies can be complementary, where the combined approach turns out to be more powerful than each individual approach used alone. The goal of this article is to promote the inclusion of business model research in a model of "a living lab as a service" (and vice versa) by explaining the benefits and by introducing a practical framework to implement such combined research tracks based on the experience at iMinds Living Labs over the past few years.10abusiness model10acollaboration10ainnovation10aliving labs10auser research10avalue network10avalue proposition1 aRits, Olivier1 aSchuurman, Dimitri1 aBallon, Pieter  uhttp://timreview.ca/article/94901830nas a2200229   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520112200271653002301393653001601416653002001432653002901452653002001481100002301501700002101524700001901545856003601564       2013                        eng d  a1927-032100aOpen Innovation Processes in Living Lab Innovation Systems: Insights from the LeYLab0 aOpen Innovation Processes in Living Lab Innovation Systems Insig  aOttawabTalent First Networkc11/2013  a28-360 v33 aLiving labs have emerged on the crossroads of the open innovation and user innovation frameworks. As open innovation systems, living labs consist of various actors with each playing their specific role. Within this article, we will take an open innovation perspective by analyzing the knowledge spill-overs between living lab actors through three in-depth innovation case studies taking place within the LeYLab living lab in Kortrijk, Belgium. The results illustrate how living labs foster the three open innovation processes of exploration, exploitation, and retention. From our analysis, we conclude that living labs are particularly useful for exploration and, to a lesser extent, exploitation. In terms of retention, living labs seem to hold a large potential; however, the success and the nature of the innovation processes depend on the sustainability of living labs, the number of innovation cases, and the alignment of these cases with the living lab infrastructure. Based on these findings, a concrete set of guidelines is proposed for innovating in living labs and for setting up a living lab constellation.10aknowledge exchange10aliving labs10aOpen innovation10aopen innovation networks10auser innovation1 aSchuurman, Dimitri1 aDe Marez, Lieven1 aBallon, Pieter  uhttp://timreview.ca/article/743