00832nas a2200265   4500008004100000022001400041245007500055210006900130260004200199300000800241490000600249653002100255653002400276653002200300653002000322653002000342653003700362653002400399653002800423653002400451653002100475100001800496700001600514856003600530       2013                        eng d  a1927-032100aEditorial: Managing Innovation for Tangible Performance (October 2013)0 aEditorial Managing Innovation for Tangible Performance October 2  aOttawabTalent First Networkc10/2013  a3-50 v310aapplied research10aboundary management10acommercialization10acompany culture10acompetitiveness10afirm-level innovation management10ainnovation literacy10ainnovative capabilities10amanaging innovation10amarket lifecycle1 aMcPhee, Chris1 aCohn, Sorin  uhttp://timreview.ca/article/73001820nas a2200229   4500008004100000022001400041245006900055210006900124260004200193300001000235490000600245520112200251653002401373653003801397653001601435653001501451653002401466653002701490100001801517700001901535856003601554       2013                        eng d  a1927-032100aUsing Boundary Management for More Effective Product Development0 aUsing Boundary Management for More Effective Product Development  aOttawabTalent First Networkc10/2013  a30-350 v33 aTwenty years ago, most companies developed their own products in a single location and brought them to market themselves. Today, original equipment manufacturers (OEMs) are enlisting partners on a global scale as subsystem designers and producers in order to create and deliver new products into the market more rapidly and more frequently. This is especially true for large, complex products from the aerospace, telecommunications, electronics, and software industries. To assure the delivery of information across organizational boundaries, new coordination mechanisms need to be adopted (boundary management). In this article, best practices are described on how OEMs and partners self-organize and use agile, cooperative techniques to maintain daily communication among numerous internal and partner engineers to better coordinate product design and system integration. This article focuses on examples from the aerospace industry; however; these tactics can be applied in any organization to innovate at faster rates, to make delivery times more predictable, and to realize shorter product development timelines.10aboundary management10acollaborative product development10aoutsourcing10apartnering10aproduct development10areview-approve process1 aThomson, John1 aThomson, Vince  uhttp://timreview.ca/article/734