Titlebook: Managing Collaborative R&D Projects; Leveraging Open Inno Gabriela Fernandes,Lawrence Dooley,Asbjørn Rolstad Book 2021 Springer Nature Swit

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Open Innovation Strategy of an Early-Stage SMEs as their capability to manage such collaborative R&D projects increases. Harnessing the potential of these external entities has enabled the SME case to raise the necessary funding, build industrial credibility, and achieve R&D co-creation to progress their disruptive technology closer to market l

过于平凡

Overcoming Barriers of Systemic Innovations in a Business Networkirm and its business network involved the front end of a systemic innovation concerning the creation and development of intelligent materials and related business solutions. The results reveal barriers concerning the market, industry, solution and investments and propose ways to overcome them during

Acetaldehyde

Framework Linking Open Innovation Strategic Goals with Practicesstrategic goals and practices. It helps R&D professionals choose the right Open Innovation perspective for what they need, seeing all the different sides of this leading paradigm. The results show how three main strategic goals can be identified (i) identifying new directions, (ii) strengthening the

Transfusion

The Collaboration Paradox: Why Small Firms Fail to Collaborate for Innovationfirms; a firm’s inability to recognise the potential benefits of innovative collaboration; a lack of information for assessing the suitability of partners and; difficulty in determining the trustworthiness of a prospective partner. Our findings indicate that uncertainty about trust and knowledge abo

Metamorphosis

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Balancing Industry Value Proposition and Researcher Academic Interestsy partner can achieve through a shared collaborative mindset, mutual trust and a willingness to focus on what each party valued as an outcome. This chapter illustrates how research careers may be crafted through collaboration.

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Challenges in Managing Large-Scale Collaborative R&D Projectsogical innovation produced for a specific sector. This chapter reports a multiple case study of four large-scale integrated projects, in Portugal, following an inductive research design. The results showed that collaboration creation and collaboration management are crucial processes for such projec

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