<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Iivari Kunttu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Managerial Decision Tool for R&amp;D Outsourcing and Partner Selection in High-Technology Industries</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">decision tool</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing</style></keyword><keyword><style  face="normal" font="default" size="100%">partner selection</style></keyword><keyword><style  face="normal" font="default" size="100%">research and development</style></keyword><keyword><style  face="normal" font="default" size="100%">supplier involvement</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1062</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">7</style></volume><pages><style face="normal" font="default" size="100%">25-32</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Deciding 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&amp;D managers operating in high-technology firms. This study presents a decision tool for evaluating whether to pursue R&amp;D tasks in-house or to outsource them. The tool also helps R&amp;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&amp;D supplier relationships and has been empirically tested in an R&amp;D organization.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">University of Vaasa
Iivari Kunttu is an Assistant Professor in Department of Management of the University of Vaasa, Finland. He holds a PhD degree in Information Technology from the Tampere University of Technology (TUT) and has held several R&amp;D manager and R&amp;D process development specialist positions in the Nokia Corporation and project manager positions in TUT. His current research interests include R&amp;D management, R&amp;D supplier involvement, service business development, and innovation management.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Marina Z. Solesvik</style></author><author><style face="normal" font="default" size="100%">Magnus Gulbrandsen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Partner Selection for Open Innovation</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">causation</style></keyword><keyword><style  face="normal" font="default" size="100%">effectuation</style></keyword><keyword><style  face="normal" font="default" size="100%">Norway</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">partner selection</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">04/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/674</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">3</style></volume><pages><style face="normal" font="default" size="100%">11-16</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In this article, we consider open innovation from the perspectives of: i) causation and effectuation, and ii) social networking. Our empirical evidence consists of a case study of a late-stage open-innovation project aimed at creating a hybrid ship that uses liquid natural gas and hydrogen as power sources. The results show that the effectuation approach is preferable to open innovation when the initiator of open innovation aims to keep sensitive information inside the closed group, when the initiator has established an effective team of representatives from other firms from earlier innovation projects, and when the participants are geographically close. </style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">University of Oslo
Marina Z. Solesvik is a postdoctoral research scholar at the Center of Technology, Innovation and Culture (TIK) at the University of Oslo. Her research is related to regional innovation in the Oslo region. Marina holds a PhD in Management from the Graduate Business School at the University of Nordland (Norway). Her other research interests include maritime business, entrepreneurial intentions, female entrepreneurship, and strategic alliances. </style></custom1><custom2><style face="normal" font="default" size="100%">University of Oslo
Magnus Gulbrandsen holds a PhD in Industrial Economics and Technology Management from the Norwegian University of Science and Technology (2000). He has worked as researcher/senior researcher and research director at the research institute NIFU, where he still has a 20% position. He has also been guest professor at the Copenhagen Business School (2002–03) and senior research fellow at the Centre for Advanced Study, Norwegian Academy of Science and Letters (2007-08). Magnus is leader of the Innovation group at the Center of Technology, Innovation and Culture (TIK) at the University of Oslo. His research topics have included the role of public research organizations in innovation, commercialization of research and university-industry relationships, the nature and legitimacy of research institutes, internationalization of R&amp;D and innovation, quality in science, and the organization and funding of research work in different settings.</style></custom2></record></records></xml>