00439nas a2200133   4500008004100000022001400041245006900055210006600124260004200190300000800232490000700240100001900247856003900266       2021                        eng d  a1927-032100aEditorial: Digital Innovations in the Bioeconomy (February 2021)0 aEditorial Digital Innovations in the Bioeconomy February 2021  aOttawabTalent First Networkc02/2021  a3-40 v111 aKunttu, Iivari  uhttp://159.203.47.210/article/142301953nas a2200217   4500008004100000022001400041245012000055210006900175260004200244300000900286490000700295520126700302100002001569700001901589700002101608700001801629700002101647700001801668700001901686856003001705       2021                        eng d  a1927-032100aA Year Acquiring and Publishing Drone Aerial Images in Research on Agriculture, Forestry, and Private Urban Gardens0 aYear Acquiring and Publishing Drone Aerial Images in Research on  aOttawabTalent First Networkc02/2021  a5-160 v113 aDrone imaging has been shown to have increasing value in monitoring and analysing different kinds of processes related to agriculture and forestry. In long-term monitoring and observation tasks, huge amounts of image data are produced and stored. Environmental drone image datasets may have value beyond the studies that produced the data. A collection of image datasets from multiple data producers can, for example, provide more diverse training input for a machine learning model for vegetation classification, compared with a single dataset limited in time and location. To ensure reproducible research, research data such as image datasets should be published in usable and undegraded form, with sufficient metadata. Timely storage in a stable research data repository is recommended, to avoid loss of data. This work presents research datasets of 2020 drone images acquired from agricultural and forestry research sites of Häme University of Applied Sciences, and from Hämeenlinna urban areas. Those images that do not contain personal data are made freely available under a Creative Commons Attribution license. For images containing personal data, such as images of private homes, privacy preserving forms of data sharing may be possible in the future.1 aNiemitalo, Olli1 aKoskinen, Eero1 aHyväluoma, Jari1 aLientola, Esa1 aLindberg, Henrik1 aKoskela, Olli1 aKunttu, Iivari  utimreview.ca/article/141802053nas a2200205   4500008004100000022001400041245009500055210006900150260004200219300001000261490000700271520142100278653001401699653002101713653001901734100002301753700001901776700002201795856003001817       2020                        eng d  a1927-032100aAgile Product Development Practices for Coping with Learning Paradox in R&D Offshore Units0 aAgile Product Development Practices for Coping with Learning Par  aOttawabTalent First Networkc03/2020  a70-780 v103 aR&D offshoring involves the relocation of in-house R&D activities to subsidiary units located in other countries, often associated with low-cost engineering work, to meet global operational requirements. The main motivation behind R&D offshoring by global technology companies is usually to utilize local resources, knowledge, and competencies provided by geographically dispersed subsidiaries in the most effective manner, which in most cases involves high expectations for project performance. However, offshore units often have their own local interests, such as developing their activities to compete with the company's other global R&D units, by not only building their project performance, but also demonstrating learning and innovativeness. This causes a learning paradox in which the R&D unit is expected to possess capabilities for innovation and learning, while at the same time demonstrating a high product development performance. This paper presents a qualitative case study that analyzes how R&D managers in the offshore units of a global technology company can cope with conflicting tensions between learning and performance. The results present a variety of coping practices that are based on developing local innovation strategies, constant learning, and supporting local innovation culture. The results also underline the meaning of agile working models in facilitating local innovation activities.10aAgile R&D10aLearning paradox10aR&D offshoring1 aKuivalainen, Janne1 aKunttu, Iivari1 aKohtamäki, Marko  utimreview.ca/article/133800419nas a2200133   4500008004100000022001400041245005900055210005800114260004200172300000600214490000700220100001900227856003900246       2020                        eng d  a1927-032100aCall for Papers: Digital Innovations in the Bioeconomy0 aCall for Papers Digital Innovations in the Bioeconomy  aOttawabTalent First Networkc09/2020  a10 v101 aKunttu, Iivari  uhttp://159.203.47.210/article/138300480nas a2200157   4500008004100000022001400041245006200055210005800117260004200175300000800217490000700225100001900232700002100251700002000272856003000292       2020                        eng d  a1927-032100aEditorial: Rapid Product Development and R&D (March 2020)0 aEditorial Rapid Product Development and RD March 2020  aOttawabTalent First Networkc03/2020  a3-40 v101 aKunttu, Iivari1 aCamarda, Charles1 aPerttula, Antti  utimreview.ca/article/133102510nas a2200229   4500008004100000022001400041245009400055210006900149260004200218300000900260490000700269520180800276653001902084653000802103653003002111653002102141100002502162700002402187700001902211700002002230856003002250       2020                        eng d  a1927-032100aRapid Learning and Knowledge-Gap Closure During the Conceptual Design Phase – Rapid R&D0 aRapid Learning and KnowledgeGap Closure During the Conceptual De  aOttawabTalent First Networkc03/2020  a5-150 v103 aNew product development strategies, such as set-based concurrent engineering design (SBCED) or set-based design (SBD), have demonstrated improved ways to address knowledge gaps in alternate design concepts prior to the decision to select a single concept for development. Most of the corpus in this field addresses engineering product development that relies on systems and subsystems with years of prior experience in testing, development, and operation. These often have known or existing solutions, and use state-of-the-art (SOA), or near SOA technology. In addition, most papers do not dive into the details of how knowledge was attained to rapidly close critical knowledge gaps. This paper attempts to explain how a research-based method to construct knowledge can accelerate the knowledge capture critical for developing solutions to extremely challenging problems. This rapid R&D methodology enables a rapid acquisition of critical knowledge to understand potential failure modes of concepts in a set-based way. Thus, it enables intelligent decisions for the selection of the final concept as well as the continuous maturation of parallel concepts. The continuous, parallel maturation of multiple concepts enables effective off-ramps in the design process as requirements and new knowledge arise in the course of the development program, without incurring excessive rework, cost growth, and schedule creep. The goal of this paper is to describe a method that accelerates the generation of critical knowledge early in the conceptual design phase, as a way to close knowledge gaps quickly, and thus enable intelligent design decisions and concept selections early in the product development cycle. The methodological descriptions are illustrated with case examples from NASA technology development.10aknowledge gaps10aR&D10aRapid product development10aset-based design1 aCamarda, Charles, J.1 aScotti, Stephen, J.1 aKunttu, Iivari1 aPerttula, Antti  utimreview.ca/article/133201787nas a2200229   4500008004100000022001400041245007400055210006900129260004200198300001000240490000700250520113100257653002101388653001401409653001501423653001101438653000901449100002801458700001901486700002201505856003001527       2020                        eng d  a1927-032100aUsing Foresight to Shape Future Expectations in Circular Economy SMEs0 aUsing Foresight to Shape Future Expectations in Circular Economy  aOttawabTalent First Networkc07/2020  a42-510 v103 aFuture foresight in business plays a central role in firms&rsquo; strategic planning, innovation, and product development activities. This is particularly true for the firms that are operating in rapidly changing business environments, in which a firm may obtain significant competitive advantages by coming up with new innovations and customer solutions. This article studies future foresight mechanisms and practices in innovative SMEs operating in circular economy&ndash;related industries. The future demands set by legislation and regulation, consumer buying behaviour, and environmental consciousness, all have a strong impact on an SME&rsquo;s future horizon, in which there may be prosperous business opportunities as well as several challenges. This paper presents a qualitative case study conducted on seven Finnish circular economy-oriented SMEs. The case study reveals that the SMEs in this industrial sector are quite active in foresight activities, and that they have developed a variety of practices for effectively utilizing foresight information in their product development and strategic planning activities.10acircular economy10aforesight10ainnovation10aPESTEL10aSMEs1 aJärvenpää, Anne-Mari1 aKunttu, Iivari1 aMäntyneva, Mikko  utimreview.ca/article/137400389nas a2200133   4500008004100000022001400041245004500055210004200100260004200142300000800184490000600192100001900198856003800217       2019                        eng d  a1927-032100aEditorial: Smart Cities (September 2019)0 aEditorial Smart Cities September 2019  aOttawabTalent First Networkc09/2019  a3-40 v91 aKunttu, Iivari  uhttps://timreview.ca/article/126301847nas a2200169   4500008004100000022001400041245004900055210004900104260004200153300000900195490000600204520137000210100002101580700001901601700001901620856003801639       2019                        eng d  a1927-032100aTowards a Smart City Concept in Small Cities0 aTowards a Smart City Concept in Small Cities  aOttawabTalent First Networkc09/2019  a5-140 v93 aThe smart city concept brings together technology, government and different layers of society, utilizing technological enablers, such as the internet of things (IoT) and artificial intelligence (AI). These enablers, in turn, facilitate development of various aspects of the smart city including, e.g., transportation, governance, education, safety and communications. However, the transition towards smarter cities involves not only technological development but also the changing and evolving roles of citizens, service providers and city authorities. In this transition, the key issue is creating and growing roles of collaboration, participation and coordination. Whereas mainstream research focuses on smart city transformation in big cities, aspects of this transformation in the context of small cities has been a widely neglected topic. This paper presents three cases of smart city development in small cities in Finland, each concentrating on a different aspect of smart city development. The cases reveal how a relatively small-sized city may take remarkable steps in smart city development by selecting a specific theme on which to build smart city activities. These examples also emphasize the critical role of public sector actors, showing that the public sector has a key role in creating the foundations for fruitful ecosystem-based development work.1 aRuohomaa, Heikki1 aSalminen, Vesa1 aKunttu, Iivari  uhttps://timreview.ca/article/126401452nas a2200205   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520079500285653001801080653001601098653002201114653002901136653002501165100001901190856003701209       2017                        eng d  a1927-032100aA Managerial Decision Tool for R&D Outsourcing and Partner Selection in High-Technology Industries0 aManagerial Decision Tool for RD Outsourcing and Partner Selectio  aOttawabTalent First Networkc03/2017  a25-320 v73 aDeciding which tasks and projects are best performed in-house and which should be outsourced to external suppliers are, alongside the supplier selection process, among the key challenges for R&D managers operating in high-technology firms. This study presents a decision tool for evaluating whether to pursue R&D tasks in-house or to outsource them. The tool also helps R&D managers to evaluate which of the supplier candidates would be best suited to undertake the task to be outsourced. The tool is based on four views of evaluation that have both managerial and theoretical roots: identity, dependence, efficiency, and competence. The tool has been developed in a qualitative multiple case study based on R&D supplier relationships and has been empirically tested in an R&D organization.10adecision tool10aoutsourcing10apartner selection10aresearch and development10asupplier involvement1 aKunttu, Iivari  uhttp://timreview.ca/article/1062