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Boundary spanning is defined as brokering information by facilitating and managing knowledge inflows and outflows between two organisations. The Chinese have a unique approach to boundary spanning, researchers Coris, Fu and Külzer-Sacilotto found in their analysis of the Chinese Belt and Road Initiative (BRI).
The question that all R&D managers are asked is “What value will this activity generate for the company, its products and services?” In her paper Valerie Lynch explores the ways that this thorny question can be answered.
In the UK, early stage bio-pharmaceutical companies gain enhanced patenting performance through Open Innovation in contrast to the established companies, which experienced challenges. This is one for the findings by Despoina Filiou and is contrary to the experience in the USA.
To transform themselves into ‘engines of innovation’, established corporates are adopting powerful new models for engaging with startups, writes Tobias Weiblen and Henry Chesbrough in their paper “Engaging with Startups to Enhance Corporate Innovation” 2015 California Management Review
“What motivates highly skilled people with closely related daily jobs to contribute to open source hardware projects, in their spare time?” ask researchers J. Piet Hausberg and Sebastian Spaeth
Could coaching provide the support that SME’s require to improve their innovation activities? In a pilot 10 SMEs were introduced to strategy and technology management tools developed through research and given coaching on applying these tools to their own processes to improve their innovation activities.
Management tools and techniques such as roadmapping, portfolio management methods and scenario planning are considered useful for a variety of business issues, but there is a need for a more stable approach.
To extract best value from investments in technology and innovation, managers need to address a wide range of aspects. The emerging ISO standards provide an opportunity for improved tools to assist. One such tool, the Innovation Technology Management (ITM) process framework was shown to provide insights into performance trends and identify issues commonly faced across the oil and energy sector.
Nine best practices that have been shown to help members of the Industrial Research Institute bring innovation to market are discussed in the paper Reinventing Supplier Innovation Relationships.
Sustainable value gives longer term business return because it delivers the triple bottom line of economic, environmental and social value. However, current assessment methods are essentially audits and can only be used when every detail of an innovation are known. This paper presents a forward-looking approach to be used at an early stage of the idea/design to question and improve technological developments.
What makes some scientists successful entrepreneurs? To discover the magic ingredient, researchers investigated the companies established by Professor Robert Langer, a star scientist-entrepreneur. The paper, to be presented at the R&D Management Symposium, looks at the pre-formulation stage of 30 ventures co-founded by MIT professor.
Measuring the effectiveness of R&D can be a challenge. Larry Schwartz led an IRI investigation to understand how managers define R&D effectiveness the metrics they use to measure it.
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