01279nas a2200421   4500008004100000022001400041245003900055210003600094260004200130300000800172490000700180653002300187653003000210653001900240653003400259653003300293653001300326653002900339653003000368653002000398653002100418653002400439653001900463653002000482653002400502653001500526653002500541653002700566653004700593653003300640653000800673653002900681653003500710653003200745653002700777100002300804856003000827       2020                        eng d  a1927-032100aEditorial: Insights (October 2020)0 aEditorial Insights October 2020  aOttawabTalent First Networkc10/2020  a3-30 v1010aAdvanced Analytics10aAI maturity. Data science10aAI value chain10aAI-driven platform innovation10aArtificial Intelligence (AI)10abig data10abusiness decision-making10abusiness model components10abusiness models10acontent analysis10adata-dominant logic10adominant logic10aempirical study10aenterprise platform10aindustries10aonline communication10aonline data collection10aorganizational and managerial requirements10aprincipal component analysis10aR&D10aresearch and development10asecondary data. Sustainability10aSMEs. Disruptive innovation10asustainable innovation1 aSandstrom, Gregory  utimreview.ca/article/139602510nas 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/133202265nas a2200277   4500008004100000022001400041245009500055210006900150260004200219300001000261490000700271520139300278653002901671653002501700653002701725653003301752653000801785653002901793653001901822653002701841100002001868700001801888700001801906700003301924856003001957       2020                        eng d  a1927-032100aSustainability-related Communication Patterns on the Websites of European Top R&D Spenders0 aSustainabilityrelated Communication Patterns on the Websites of   aOttawabTalent First Networkc10/2020  a43-540 v103 aMany firms struggle to incorporate "sustainability" into their operations in a way that can capture economic value and deliver social and environmental benefits. This article aims to answer two questions in this regard: (i) How do companies articulate the sustainability aspects of their businesses online, and (ii) In what ways does the degree of articulation of specific sustainability aspects relate to company performance metrics, such as sales and R&D expenditure. The research method measures the occurrences of a set of sustainability-related keywords on the websites of a sample of 387 firms that were ranked as top R&D spenders in Europe for 2013. We processed the keyword occurrences in a simplified version of latent semantic analysis based on the application of principal component analysis to identify the specific combinations of words used by companies to communicate sustainability issues on their websites. The results show that "sustainable innovation" and "sustainable operations" based on partnerships and cooperation represent a dominant part of companies' online communication strategies. One of the findings suggests a strong relationship between the communication of sustainable innovation aspects and sales, which offers a promising message to companies looking for evidence about the potential impact of their commitment to sustainable operations and innovation.10abusiness decision-making10aonline communication10aonline data collection10aprincipal component analysis10aR&D10aresearch and development10asustainability10asustainable innovation1 aLiotta, Giacomo1 aTanev, Stoyan1 aGorra, Andrea1 aPospieszala, Alicja, Izabela  utimreview.ca/article/139502046nas a2200205   4500008004100000022001400041245010400055210006900159260004200228300001000270490000600280520141500286653001801701653002101719653001701740653002001757653000801777100001801785856003701803       2018                        eng d  a1927-032100aFrom Closed to Open Innovation in Emerging Economies: Evidence from the Chemical Industry in Brazil0 aFrom Closed to Open Innovation in Emerging Economies Evidence fr  aOttawabTalent First Networkc03/2018  a26-370 v83 aIn this article, we examine how firms in an emerging economy perform research and development (R&D) activities in regards to the concept of open innovation. Most literature on open innovation shows multinational knowledge-intensive firms with well-established R&D processes mainly in developed countries. Searching for management contributions for firms in emerging economies, we qualitatively analyzed two chemical firms in Southern Brazil that have different profiles and are representative samples of typical firms in the region. Our results show that firms did not fully exploit the potential benefits brought by open innovation, even when complete opening was not the main goal. The firms were similar concerning interactions with partners and stages where relationships occur. The generation of ideas was an open activity performed both by firms and by clients, and interactions with universities were getting stronger. On the other hand, intellectual property has not been used as means of profiting from innovation activities. Our main finding refers to the internal mediation of relationships with partners. R&D teams rarely contact external organizations directly; instead, they leave such interactions to other departments within their firms. Relationships with clients are mediated through technical and commercial departments, and interactions with suppliers are intermediated by the supply staff.10acollaboration10aemerging economy10aintermediary10aOpen innovation10aR&D1 aThomas, Elisa  uhttp://timreview.ca/article/114400747nas a2200277   4500008004100000022001400041245003700055210003400092260004200126300000800168490000600176653001800182653001700200653001600217653002800233653002600261653001500287653003300302653001600335653003100351653000800382653001000390653001400400100001800414856003700432       2017                        eng d  a1927-032100aEditorial: Insights (March 2017)0 aEditorial Insights March 2017  aOttawabTalent First Networkc03/2017  a3-30 v710acollaboration10aexploitation10aexploration10ahybrid entrepreneurship10ainnovation ecosystems10ainsourcing10aorganizational ambidexterity10aoutsourcing10apart-time entrepreneurship10aR&D10aroles10asuppliers1 aMcPhee, Chris  uhttp://timreview.ca/article/105902022nas a2200265   4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520126800260653001901528653002601547653001601573653001501589653001401604653001001618653001401628653000801642653002301650653002901673100001801702856003601720       2015                        eng d  a1927-032100aThe Creativity Canvas: A Business Model for Knowledge and Idea Management0 aCreativity Canvas A Business Model for Knowledge and Idea Manage  aOttawabTalent First Networkc07/2015  a50-580 v53 aInnovation depends on ideas generated through creativity and the knowledge and research that make it possible to put ideas to work. However, these two activities are very dependent on the people who perform them. As demonstrated by a pilot project realized at Hydro-Québec’s research institute (IREQ), any approach that does not take this understanding into account is doomed to failure. This article proposes that what must be developed is a knowledge and idea management system designed as a coherent ecosystem that takes all controlling factors into account and is based on stakeholder interest and preferences. This ecosystem is the result of a meticulous design of each of the elements that must generally be taken into account in a business model. A business model approach includes not only developing a value proposition for knowledge and idea management that suits the target clientele but also a good understanding of the resources and activities required to deliver this value proposition and especially the ways to finance them. Key to the development of such an ecosystem is the creation of fully functional innovation communities, which are responsible for building up and nurturing their ideas and knowledge assets and getting value out of them.10abusiness model10abusiness model canvas10acommunities10acreativity10aecosystem10aideas10aknowledge10aR&D10aresearch institute10atechnological innovation1 aNaggar, Raouf  uhttp://timreview.ca/article/91400777nas a2200265   4500008004100000022001400041245006500055210006200120260004200182300000800224490000600232653002400238653003200262653002100294653001500315653001500330653002000345653001600365653000800381653003100389653001300420100001800433700002400451856003600475       2013                        eng d  a1927-032100aEditorial: Open Innovation and Entrepreneurship (April 2013)0 aEditorial Open Innovation and Entrepreneurship April 2013  aOttawabTalent First Networkc04/2013  a3-50 v310abusiness ecosystems10aentrepreneurial orientation10aentrepreneurship10aincubation10ainnovation10aOpen innovation10apartnership10aR&D10aregional innovation system10astrategy1 aMcPhee, Chris1 aSegers, Jean-Pierre  uhttp://timreview.ca/article/67200728nas a2200253   4500008004100000022001400041245004700055210004400102260004200146300000800188490000600196653002400202653004300226653001500269653002600284653001200310653000800322653002500330653002500355653002100380100001800401700001900419856003600438       2013                        eng d  a1927-032100aEditorial: Technology Evolution (May 2013)0 aEditorial Technology Evolution May 2013  aOttawabTalent First Networkc05/2013  a3-40 v310abusiness ecosystems10aindustrial instrumentation and control10ainnovation10aInnovation management10amashups10aR&D10atechnological change10atechnology evolution10aweb applications1 aMcPhee, Chris1 aWeiss, Michael  uhttp://timreview.ca/article/68102448nas a2200241   4500008004100000022001400041245006500055210006300120260004200183300001000225490000600235520175100241653001801992653002602010653002002036653002002056653000802076100002102084700002202105700002102127700002202148856003602170       2013                        eng d  a1927-032100aProblemsourcing: Local Open Innovation for R&D Organizations0 aProblemsourcing Local Open Innovation for RD Organizations  aOttawabTalent First Networkc03/2013  a14-200 v33 aOpen innovation and crowdsourcing are usually focused on using others external to the organization to solve your problems. How then do R&D organizations, who traditionally solve the problems of others, harness the benefits of open innovation and crowdsourcing yet maintain their mission and capabilities? "Problemsourcing" may provide the answer. In this mode of open innovation, the open call to the "crowd" of businesses is for them to suggest problems that, if solved by the R&D organization, could greatly enhance the business’ competitive advantage and therefore the nation’s economy. 

In this article, we describe a problemsourcing initiative developed by Industrial Research Ltd (IRL), a government-owned R&D organization in New Zealand. The "What’s Your Problem New Zealand?" competition promised NZ$1m worth of R&D services to the winning business. Using this case study, we map a range of benefits of crowdsourcing for R&D problems, including generating a potential pipeline of projects and clients as well as avoiding the challenge to the professional status of the organization’s research capability. A side-effect not initially taken account of was that, by demonstrating openness, accessibility, and helpfulness, the reputation of the research organization was greatly enhanced. 

The problemsourcing model provided by the "What’s Your Problem New Zealand?" competition represents a new strategic possibility for R&D organizations that complements their traditional business model by drawing on the openness that open innovation and crowdsourcing seek to leverage. As such, it can provide insights for other research organizations wishing to make use of the connectivity afforded by open innovation and crowdsourcing.10acrowdsourcing10alocal open innovation10aOpen innovation10aproblemsourcing10aR&D1 aDavenport, Sally1 aCummings, Stephen1 aDaellenbach, Urs1 aCampbell, Charles  uhttp://timreview.ca/article/66501258nas a2200217   4500008004100000022001400041245008800055210006900143260004200212300001000254490000600264520060500270653001200875653001800887653002000905653002000925653000800945653002700953100002400980856003601004       2013                        eng d  a1927-032100aStrategic Partnerships and Open Innovation in the Biotechnology Industry in Belgium0 aStrategic Partnerships and Open Innovation in the Biotechnology   aOttawabTalent First Networkc04/2013  a23-280 v33 aStrategic partnerships in the biotechnology industry allow new technology-based firms to gain a foothold in this high-cost, high-risk industry. In this article, we examine the impact of strategic partnerships and open innovation on the success of new biotechnology firms in Belgium by developing multiple case studies of firms in regional biotechnology clusters. We find that, despite their small size and relative immaturity, new biotechnology firms are able to adopt innovative business models by providing R&D and services to larger firms and openly cooperating with them through open innovation. 10aBelgium10abiotechnology10abusiness models10aOpen innovation10aR&D10astrategic partnerships1 aSegers, Jean-Pierre  uhttp://timreview.ca/article/676