02228nas a2200217   4500008004100000022001400041245008200055210006900137260004200206300001000248490000700258520154600265653002201811653002501833653002801858653003801886653002101924100001801945700001701963856003001980       2020                        eng d  a1927-032100aThe Role of Academics, Users, and Customers in Industrial Product Development0 aRole of Academics Users and Customers in Industrial Product Deve  aOttawabTalent First Networkc03/2020  a60-690 v103 aIndustrial research and development (R&D) is often adopted as a leading strategy for innovation in high-technology firms. It has been recognized that collaboration with external actors has become increasingly crucial for R&D practices in a world where product and service innovation are increasingly challenging for companies involved in knowledge-intensive technology areas. Thus, high-technology firms are increasingly engaging in collaborative relationships with external stakeholders to transfer valuable new knowledge for industrial purposes, or to create new knowledge through a joint learning process. These external stakeholders may include research institutes such as universities, customer firms, or end users of the firm's products or services. Academic involvement in industrial innovation projects has traditionally focussed on the early stages of a product's development process, when new ideas and innovations are being developed. On the other hand, the interaction between a firm and its customers takes place during the final stages of the R&D process, when innovations are brought to market. In this paper, we explore how users and customers can be involved in university-industry collaboration projects from the beginning of the product development process. Based on a case study comprising five long-term university-industry collaborations in Finland, this paper presents collaborative practices through which academic actors, users, and industrial customers may actively take part in the industrial innovation processes.10acommercialization10acustomer involvement10astakeholder involvement10aUniversity-Industry Collaboration10auser involvement1 aKunttu, Leena1 aNeuvo, Yrjö  utimreview.ca/article/133701774nas a2200253   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520098800274653001901262653003801281653002601319653001901345653002801364653001301392100002101405700002101426700001901447700001701466856003701483       2017                        eng d  a1927-032100aImproving Internal Communication Management in SMEs: Two Case Studies in Service Design0 aImproving Internal Communication Management in SMEs Two Case Stu  aOttawabTalent First Networkc06/2017  a16-240 v73 aEffective information management is a success factor for business growth, but small and medium-sized enterprises (SMEs) face challenges in transferring knowledge and information from one organizational unit to another. In this study of two case companies, participative business model development processes were designed to identify challenges and solutions in internal communication management. A service design approach based on CIMO logic (context, intervention, mechanism, and output) showed that the participative business model technique and process can identify problems and challenges in internal communication management, as well as in the prioritization of actions. The process is a creative service design process including both divergent and convergent phases. The process increased motivation among personnel to find solutions, encouraged communication, and created joint understanding on how to solve problems. The technique helped to bring tacit information into use. 10abusiness model10ainternal communication management10aparticipative process10aservice design10astakeholder involvement10atraining1 aEskelinen, Tuomo1 aRajahonka, Mervi1 aVillman, Kaija1 aSantti, Ulla  uhttp://timreview.ca/article/1081