01735nas a2200217   4500008004100000022001400041245009600055210006900151260004200220300001000262490000600272520104100278653002001319653002301339653002601362653002601388653002001414100002101434700002401455856003801479       2019                        eng d  a1927-032100aHow to Develop an Impactful Action Research Program: Insights and Lessons from a Case Study0 aHow to Develop an Impactful Action Research Program Insights and  aOttawabTalent First Networkc05/2019  a34-430 v93 aAction research holds great potential for helping bridge the gap between research and practice. By working closely together, researchers and practitioners can develop tangible customized solutions based on research findings. It becomes possible to go beyond generic best practices that might need adaptation for successful implementation and use, or that may not apply at all in some contexts. In this article, the mechanisms through which action research can create the desired change and impact in both industry and academia are illustrated by describing the relevance and contribution of the main steps of a longitudinal action research program in a Canadian manufacturing company. The authors share four guiding principles and six success factors that were revealed intuitively in the course of this multi-year research program. Their hope is to contribute to a better understanding of how it is possible to develop an adaptive action research methodology to increase the potential for research relevance and organizational change. 10aaction research10aguiding principles10aInnovation management10aresearch practice gap10asuccess factors1 aLakiza, Victoria1 aDeschamps, Isabelle  uhttps://timreview.ca/article/123901477nas a2200157   4500008004100000022001400041245006800055210006700123260004200190300001000232490000600242520098900248100002101237700002401258856003701282       2018                        eng d  a1927-032100aHow to Develop Innovation KPIs in an Execution-Oriented Company0 aHow to Develop Innovation KPIs in an ExecutionOriented Company  aOttawabTalent First Networkc07/2018  a14-300 v83 aNumerous established companies look for ways to rejuvenate their innovation capabilities, as it is essential for their long-term survival. One way is through the development of key performance indicators (KPIs) to measure innovation success. However, the wrong performance measurement approach can hinder innovation efforts. This case study explores the steps and challenges associated with the development of innovation KPIs in an established execution-oriented manufacturing company. Three prerequisites are proposed for such a project in a similar context: 1) a minimal maturity level of innovation processes, 2) strategic alignment, and 3) commitment to innovation. It is also proposed that, in such an execution-oriented company, it might be more effective to start with KPIs that would encourage behaviours more favourable to innovation. Then, with stronger innovation capabilities, it will be easier to develop appropriate KPIs to measure the success of innovation endeavours. 1 aLakiza, Victoria1 aDeschamps, Isabelle  uhttp://timreview.ca/article/116803136nas a2200253   4500008004100000022001400041245012500055210006900180260004200249300001000291490000600301520228500307653002602592653001902618653001802637653002002655653002402675653004002699653003302739100002402772700002202796700002802818856003602846       2013                        eng d  a1927-032100aUniversity-SME Collaboration and Open Innovation: Intellectual-Property Management Tools and the Roles of Intermediaries0 aUniversitySME Collaboration and Open Innovation IntellectualProp  aOttawabTalent First Networkc03/2013  a33-410 v33 aIn 2009, the Conseil de la science et de la technologie du Québec (CST) made 13 recommendations to the Government of Quebec in order to shift innovative actors towards open-innovation practices adapted to the province's context: diversified economic sectors, a majority of small and medium-sized enterprises (SMEs), public universities, etc. Among these recommendations are: i) to set up flexible mechanisms to promote research collaboration between public-private sectors such as universities and SMEs, and ii) to optimize intermediation bodies’ contribution to establish open-innovation practices. Furthermore, the lack of adequate understanding and tools for the management of intellectual property (IP) was identified as a major inhibitor of open-innovation practices, to which actors should pay specific attention. In this article, we present results and recommendations from a field study focused on two groups of actors: i) companies involved in collaborative innovation and ii) intermediary agents enabling innovation and technology transfer. Our first goal was to shed some light on factors that facilitate open innovation through improved university-enterprise collaborations and, more importantly, that attempt to overcome the irritants related to IP management. Our second goal was to analyze the roles of diverse intermediaries in the fostering of successful collaborations between universities and SMEs. 

Our study yielded three findings: i) SMEs do not care about understanding and improving their capabilities about IP and are not equipped with adequate tools and best practices for managing IP and for managing the overall collaborative mechanisms in general; ii) this gap in preparation for open innovation is persistent, since even the intermediaries, whose role is to guide SMEs in university-enterprise collaborations, suffer themselves from the lack of appropriate IP transfer and sharing tools, and do not perceive the need to offer better support in this regard; and iii) overall, current IP-transfer and collaboration-management tools are not sophisticated enough to provide appropriate support for the implementation of open innovation, by which we mean more open and collaborative innovation in the context of university-enterprise collaborations.10aintellectual property10aintermediaries10aIP management10aOpen innovation10atechnology transfer10auniversity-enterprise collaboration10auniversity-SME collaboration1 aDeschamps, Isabelle1 aMacedo, Maria, G.1 aEve-Levesque, Christian  uhttp://timreview.ca/article/668