rok 2007

Adams R (2007) Communication of Innovations: A Journey with Ev Rogers. Technovation 27:797-798

Aerts K, Matthyssens P, Vandenbempt K (2007) Critical role and screening practices of European business incubators. Technovation 27:254-267 Business incubators guide starting enterprises through their growth process and as such constitute a strong instrument to promote innovation and entrepreneurship. In this article we sketch the European business incubator landscape. Then we describe screening practices by European business incubators in 2003 and compare these results with the American incubators in the 1980s. In the last phase an exploratory link between screening practices and performance, measured in terms of tenant failure, is established. Most incubators do not screen potential tenants on a balanced set of factors, but concentrate either on the characteristics of the tenant's market or on the characteristics of the tenant's management team. However, we found that the tenant survival rate is positively related to a more balanced screening profile. Based on our study results, we propose some recommendations for the main stakeholders in the field: authorities, incubators and innovative entrepreneurs.

Aggeri F, Segrestin B (2007) Innovation and project development: an impossible equation? Lessons from an innovative automobile project development. R & D Management 37:37-47 Product development performance has become a key issue for car manufacturers. But innovation seeks to outperform dominant design, whereas project development targets well-defined areas (costs, lead times, quality, etc.). This article provides an analysis of the extent to which innovation is compatible with recent managerial and technical methods (project and multi-project management, co-development, simulation tools and digital mock-ups, etc.). The analysis is based on a recent development project conducted at Renault in which these various techniques were used in an attempt to achieve highly ambitious targets simultaneously in the areas of lead times, costs and innovation. During the course of the project, unexpected design problems revealed failures in co-ordination, monitoring procedures and expertise. We argue that recent project development methods can induce negative effects on collective learning processes and that these effects have managerial implications for innovative developments.

Akgun AE, Byrne JC, Lynn GS, Keskin H (2007) Team stressors, management support, and project and process outcomes in new product development projects. Technovation 27:628-639 Stress is an important research area in the group and organizational behavior literature, yet it is underestimated in the new product development scholarship. In particular, the impact of team stressors on project and process outcomes was not empirically investigated in NPD project teams. In this study, we test the influence of team stressors, consisting of team crisis and anxiety, on the project/process outcomes, such as team learning, speed-to-market, new product success and proficiently executing the each stage of product development process, including the degree of management support during the project. By investigating 96 NPD projects, we found that when a high degree of management support is seen during tile project, team crisis positively influences team learning, speed-to-market and new product success, and team anxiety positively impacts speed-to-market. Interestingly, when low management support was noted during the project, we were not able to find any statistical association between team crisis and anxiety, and project outcomes. Also, we found that when there was a high level of management support, team anxiety is positively related to the proficiency in executing the idea generation, market/technological assessment, product development, and product commercialization stages; and team crisis is positively related to the market/technological assessment, product development, product testing, and product commercialization stages. Further, we found that team anxiety influences the proficiency in the product development stage regardless of low or high level of management support. Next, managerial and theoretical implications were discussed.

Akgun AE, Keskin H, Byrne JC, Aren S (2007) Emotional and learning capability and their impact on product innovativeness and firm performance. Technovation 27:501-513 Learning capability, as a part of organizational capabilities, is an important factor for product innovativeness. The antecedents of the learning capability of the firm should be expanded to leverage the understanding of how firms can develop new products with success. The human resources management and organization behavior literature indicates that emotional capability of a firm has an impact on learning capabilities. Nevertheless, emotional capability in general and its impact on learning capability, product innovativeness, and firm performance in particular is

not discussed in the technology and innovation management (TIM) literature. In our investigation of 106 firms., we found that: (1) a firm's level of emotional capability (including the dynamics of display freedom, experiencing, reconciliation, and identification constructs) has a significant affect on the firm's learning capability (composed of the managerial commitment, systems perspective, openness and experimentation, and knowledge transfer and integration); (2) a firm's emotional capability influences its product innovativeness via learning capability; and (3) a firm's product innovativeness, influenced by emotional and learning capability, significantly impacts the firm performance.

Allen J, James AD, Gamlen P (2007) Formal versus informal knowledge networks in R&D: a case study using social network analysis. R & D Management 37:179-196 The existence of informal social networks within organizations has long been recognized as important and the unique working relationships among scientific and technical personnel have been well documented by both academics and practitioners. The growing interest in knowledge management practices has led to increased attention being paid to social network analysis as a tool for mapping the nature and membership of informal networks. However, despite the knowledge-intensive nature of research and development (R&D) activities, social network analyses of the R&D function remain relatively rare. This paper discusses the role of informal networks in the development, exchange and dissemination of knowledge within the R&D function. A case study using social network analysis is used to compare and contrast formal and informal knowledge networks within ICI. Marked differences between the informal organization and ICI formal structures for knowledge exchange are revealed and a series of insights into the working habits of technical staff are presented. The implications for managers are clear: through a better understanding of the informal organization of R&D staff, they can more successfully capture and exploit new ideas; more efficiently disseminate information throughout the function; and more effectively understand the working habits and activities of employees.

Ancona DG, Caldwell D (2007) Improving the performance of new product teams. Research-Technology Management 50:37-43 2007 is Research-Technology Management's 50th year of publication. TO mark the occasion each issue reprints one, of RTMs six most ffrequently referenced articles. The articles were identified by N. Thongpopanl and Jonathan D. Linton in their 2004 study of technology innovation managenient.journals, a citation-based study; in which RTM ranked third out of 25 specialty journals in that field (see RTM, May-June 2004, pp. 5-6). The article reprinted here was originally published in 1990 and has been updated with its authors reflections. '' Addressing the question of how sucessful product development teams interact with other groups in the organization, the article describes some qfthe.first research efforts to systeniatically understand how such teams deal with outside groups. It lays out the patterns of activities used to coordinate with otherparts of the organization and indicates how these patterns can influence both the internal functioning (of the team and its overall performance.

Anderson TR, Daim TU, Lavoie FF (2007) Measuring the efficiency of university technology transfer. Technovation 27:306-318 Universities provide education as well as innovations resulting from their research. This paper focuses on the service of transferring research results into other sectors. Many stakeholders such as academic researchers, technology transfer offices (TTOs) and private industry are involved in technology transfer which calls for a comprehensive approach. A data envelopment analysis (DEA) approach is used as a productivity evaluation tool applied to university technology transfer. The methodology included weight restrictions providing a more comprehensive metric. The results include an examination of efficiency targets for specific universities as well as peer count of inefficient universities. Evidence of significant efficiency in university technology transfer is found in many leading universities. An examination of differences between public versus private universities and those with medical schools and those without indicated that universities with medical schools are less efficient than those without.

Antcliff RR (2007) Three tsunamis cresting move R&D lab of the future. Research-Technology Management 50:2-3

Augustine NR (2007) Competitiveness: Late but not too late. Research-Technology Management 50:9-12

Azagra-Caro JM (2007) What type of faculty member interacts with what type of firm? Some reasons for the delocalisation of university-industry interaction. Technovation 27:704-715 While there is significant

interest in improving university-industry interaction, literature on the university side has tended not to focus on the characteristics of the personnel involved and has largely ignored the issue that there are differences between types of faculty member in their degrees of interaction. This question is especially relevant at regional level, as those faculty members who do interact with industry may show a preference for firms that are larger and technologically superior to those in the region. Most analysts, however, have tended to focus on the national level, particularly on those countries at the forefront of technological innovation. In the absence of any formal theory, we propose a two-step method to formulate the hypothesis that only selected faculty members interact with selected firms. First, we identify the type of faculty member who interacts with firms. Second, we examine whether this type of faculty member interacts with every type of firm. A test sample is drawn from the Valencian Community of Spain, a region with low absorptive capacity, where firms may show undesirable properties for university interaction. The results allow Lis to challenge the view that certain individual universities may show a higher propensity for interaction once we take into account differences between the individual characteristics of their faculty members. We also claim that in a region like the Valencian Community, faculty members who usually participate in contracts (male, holding an administrative position) do so mainly with larger firms, but not with firms from their own region, where they find lower technological standards. This partly explains the delocalisation of university-industry interaction.

Backman M, Borjesson S, Setterberg S (2007) Working with concepts in the fuzzy front end: exploring the context for innovation for different types of concepts at Volvo Cars. R & D Management 37:17-28 Automotive firms are balancing the increasing needs for cost and time efficiency with the necessity of developing more innovative products to stand out on in a competitive market. The strive for efficiency has led to an increasingly structured development process with limited allowances for deviations. Previous academic work has pointed out the importance and embedded potential of the fuzzy front end, where new concepts still have the possibility to impact the new product development (NPD) process. However, most research has focused on the transfer of new technologies, while concepts based on e.g. customer or market knowledge have been more or less neglected. This paper discusses the need for alternative and contingent approaches in the front end of NPD to also consider the transfer of other types of concepts. More specifically, it addresses the need to distinguish between different types of concepts and to explore their different prerequisites in NPD. It is argued that customer- and market-based concepts experience certain difficulties due to the history and power of technology in research and development (R&D) domains in the automotive context as well as a lack of support from the existing, formal processes. In this paper, we argue that all new concepts need to be conceptualized before being introduced to the NPD process, but that does not always suffice. Concepts other than technology concepts also need a contingent package to enable an evaluation in the context of the R&D process - they need to be contextualized. This paper draws on an in-depth case study of Volvo Cars within a long-lasting collaborative research setup. It is based on an interview study with key persons in the areas of concept work and NPD, and uses an insider/outsider approach.

Badawy MK (2007) Managing human resources. Research-Technology Management 50:56-74 2007 is Research-Technology Management's 50th year of publication. To mark the occasion, each issue reprints one of RTM's six most frequently referenced articles. The articles were identified by N. Thongpapanl and Jonathan D. Linton in their 2004 study of technology innovation management journals, a citation-based study in which RTM ranked third out of 25 specialty journals in that field (see RTM, May-June 2004, pp. 5-6). The article reprinted here was originally published in 1988 and has been updated with its author's reflections." It surveys what had been learned about the management of human resources during the previous 50 years since the Industrial Research Institute's founding in 1938. The focus is on the effective utilization of technical professionals, which the author breaks into four "distinct, yet, interrelated components or sub-systems": an effective human resource planning, reward, performance appraisal, and career planning system. After discussing the major research findings and lessons for each element, the article concludes with a research agenda for the next 50 years.

Baek DH, Sul W, Hong KP, Kim H (2007) A technology valuation model to support technology transfer negotiations. R & D Management 37:123-138 The development and commercialization of advanced technologies will depend increasingly on efficient technology transfer and technology trading systems. This requires the development of technology markets or exchanges and hence a reliable technology valuation methodology. This paper develops a methodology for an objective and impartial valuation of fully

developed technologies. A web-based technology valuation system is developed with which interested users can make efficient and real-time evaluations of technologies.

Baker WE, Sinkula JM (2007) Does market orientation facilitate balanced innovation programs? An organizational learning perspective. Journal of Product Innovation Management 24:316-334 There appears to be widespread agreement that optimal new product development programs require a balance between customer-led and lead- the-customer innovation practices. The former is associated with adaptive learning inspired incremental innovation, whereas the latter is associated with generative-learning-inspired radical innovation. There is debate, however, as to whether a strong market orientation can facilitate this balance. Some believe that a strong market orientation causes firms to overemphasize customer-led incremental innovations. Others believe that a strong market orientation can facilitate this balance but assert that traditional measures of market orientation only capture the types of behaviors associated with customer-led incremental innovations. This latter concern has led some to abandon the single-construct operationalization of market orientation and to introduce two constructs-responsive and proactive market orientation-into the literature. The purpose of this research is to address these developments. The study makes use of a national sample of marketing executives and employs a cross-sectional survey design. Measures used are market orientation, radical and incremental innovation priority, generative and adaptive learning priority, and new product success. Confirmatory factor analyses and structural equations models are employed to develop measures and to test hypotheses. The study's results reaffirm the position that a strong market orientation helps facilitate a balance between incremental and radical innovation by shifting firms' innovation priority more toward radical innovation activities. It also suggests that the abandonment of traditional conceptualizations and measures of market orientation are premature.

Ball A (2007) Knowledge at work: Creative collaboration in the global economy. R & D Management 37:280-281

Ball A (2007) The exceptional manager: Making the difference. R & D Management 37:89-90

Barczak G, Sultan F, Hultink EJ (2007) Determinants of IT usage and new product performance. Journal of Product Innovation Management 24:600-613 Explosive growth of information technologies (IT) has prompted interest in examining the role of IT in new product development (NPD). Through desktop software and Web-based tools, IT has been used to aid idea generation and product testing as well as for NPD activities such as process and portfolio management. Recent research suggests, however, that a gap exists between IT availability and usage. Given the importance of IT in creating business value through the development of new products and services, the present study seeks to identify factors that affect IT usage. Further, anecdotal evidence and conceptual studies intimate that the usage of IT tools for NPD can shorten time to market, can improve product quality, and can increase productivity. However, empirical substantiation of this impact is mostly nonexistent. The current study investigates the relationship between IT usage and two measures of new product performance: speed to market and market performance. Employing a mail-survey methodology, the study uses data from a sample of practitioner members from the Product Development & Management Association to examine the effect of project risk, existence of a champion, autonomy, innovative climate, IT infrastructure, and IT embeddedness on the extent of IT usage. These data are also used to explore the impact of IT usage on speed to market and market performance. The results indicate that project risk, existence of a champion, and IT embeddedness positively affect the extent of IT usage for NPD. Additionally, IT usage positively and significantly influences the performance of the new product in the marketplace. Surprisingly, and contrary to popular belief, IT usage does not have any impact on speed to market. An important implication of this study is that IT usage influences performance but not in the way managers expect. Specifically, IT usage does not seem to affect speed to market but rather positively impacts the performance of the new product in the marketplace. This result suggests that IT usage in NPD provides far more value to firms than previously thought and provides evidence to support greater investments in IT for product development efforts. Other implications of the study are that unless IT is embedded into the NPD process and champions for IT tools exist, chances are that IT will not be used and its benefits will not be realized.

Bart C, Pujari A (2007) The performance impact of content and process in product innovation charters. Journal of Product Innovation Management 24:3-19 The significance of product innovation charters (PICs) cannot be overemphasized, as they provide understanding and a tool for setting organizational goals, charting strategic direction, and allocating resources for new product portfolios. In a unique way, a PIC represents a sort of mission statement mutation for new products. With the backdrop of strategy formulation and product innovation literatures, this article investigates the impact of both content specificity within PICs and satisfaction with the PIC formulation process on new product performance in North American corporations. A survey was undertaken among executives knowledgeable about their organization's new product development process. The respondents included chief executive officers, vice presidents, directors, and managers. The findings demonstrate that significant differences exist both in PIC content specificity and process satisfaction between highly innovative and low innovative firms. The study also shows that PIC specificity in terms of the factors mission content and strategic directives positively influences new product performance. Further, the study demonstrates that satisfaction with the process of formulating PICs plays a positive and powerful mediating role in the PIC specificity-performance relationship. The results suggest that product innovation charters, like their mission statement cousins, may be of more value than most managers realize. The study shows that achieving a state of organizational satisfaction with a PIC's formulation process is critical for obtaining better new product performance. Directions for future research also are suggested.

Bayo-Moriones A, Lera-Lopez F (2007) A firm-level analysis of determinants of ICT adoption in Spain. Technovation 27:352-366 The purpose of this paper is to analyse the role played by five groups of factors in ICT adoption: environment, firm structural characteristics, human capital, competitive strategy, and internal organization. In order to achieve this goal, the data collected in a survey with a sample of 337 Spanish workplaces are used. The paper overcomes some of the limitations found in the empirical literature since it examines several ICT infrastructure and usage indicators at the same time, using a sample of workplaces of different sizes in all activity sectors in a context of a developed country with a low rate of ICT incidence. Results highlight the need to study the different ICT separately as well as the importance of establishment size, multinational ownership, and high-skilled workforce in ICT adoption. Quality control systems and team-based organization of work also play a relevant role in the diffusion of certain. elements of ICT within firms. The need of reviewing the traditional public support for ICT implementation on small workplaces arises, together with the existence of complementarities with policies aimed to attract foreign investments and to increase the workforce education level as a way to spread ICT implementation. Results also show that managers need to align ICT adoption and the strategic focus of the firm more consistently.

Bayus BL, Kang W, Agarwal R (2007) Creating growth in new markets: A simultaneous model of firm entry and price. Journal of Product Innovation Management 24:139-155 Sales in a new market generally follow a hockey-stick pattern: After commercialization, sales are very low for some time before there is a dramatic takeoff in growth. Reported sales takeoffs across products vary widely from a few years to several decades. Prior research identifies new firm entry or price declines as key factors that relate to the timing of a sales takeoff in new markets. However, this literature considers these variables to be exogenous and only finds unilateral effects. In the present article, new firm entry and price declines are modeled as being endogenous. Thus, the simultaneous relationship between price declines and firm entry in the introductory period of new markets when industry sales are negligible is studied. Using a sample of new markets formed in the United States during the last 135 years, strong support for a simultaneous model of price and firm entry is found: Price decreases relate to the competitive pressures associated with firm entry, and, in turn, firm entry is lower in new markets with rapidly falling prices. Furthermore, a key driver of firm entry during the early years of a new market involves the level of patent activity, and a key driver of price decreases is the presence of large firms. In contrast to the recommendations from other research, these results indicate that rapid price declines may further delay sales takeoff in industries by dampening new firm entry. Instead, rapid sales takeoffs in new markets come from encouraging greater innovative activity and the entry of large firms.

Berkowitz L (2007) Unobviousness now less obvious. Research-Technology Management 50:7-7

Berkowitz L (2007) Supreme court says you can license and sue. Research-Technology Management 50:9-9

Biemans W, Griffin A, Moenaert R (2007) Twenty years of the Journal of product innovation management: History, participants, and knowledge stock and flows. Journal of Product Innovation Management 24:193-213 The Journal of Product Innovation Management (JPIM) serves as a marketplace for science-based, innovative ideas that are produced and consumed by scholars and businesspeople. Now that JPIM has existed for 20 years, two intriguing questions emerge: (1) How has the journal evolved over time in terms of knowledge stock, that is, what are the characteristics of the growing stock of knowledge published by JPIM over the years; and (2) how has the journal evolved in knowledge flow, that is, how is JPIM influenced by other scientific publications and what is its impact on other journals? In terms of knowledge stock, over 35% of the articles published over the 20 years investigate processes and metrics for performance management. The next most frequently published area was strategy, planning, and decision making (20%), followed by customer and market research (17%). The dominant research method used was a cross-sectional large-sample survey, and the focus most usually is at the project level of the firm. The large majority of JPIM authors (60%) have a marketing background, with the remaining 40% representing numerous functional domains. Academics at all levels publish in JPIM, and though most authors hail from North America, the Dutch are a significant second group. JPIM was analyzed from a knowledge-flow perspective by looking at the scientific sources used by JPIM authors to develop their ideas and articles. To this end a bibliometric analysis was performed by analyzing all references in articles published in JPIM. During 1984-2003 JPIM published 488 articles, containing 10,314 references to journals and 6,533 references to other sources. Some 20% of these references (2,020) were self-references to JPIM articles. The remaining 8,294 journal references were to articles in 287 journals in the fields of management (25%), marketing (24%), and management of technology (14%). However, it should be pointed out that many domains were dominated by a limited number of journals. The second component of knowledge flow concerns the extent to which the ideas developed in JPIM are consumed by other authors. Again, bibliometric analysis was used to analyze data from the Social Sciences Citation Index (SSCI) about citations to JPIM in other journals. For the period 1984-2005, the SSCI registered 7,773 citations to JPIM in 2,067 articles published in 278 journals (including the 2,020 self-citations in JPIM). The functional areas most frequently citing JPIM are management of technology (25%), marketing (15%), management (14%), and operations management and management science (9%). Again, several domains were found to be dominated by a limited number of journals. At the level of individual journals the analysis shows a growing impact of JPIM on management of technology journals. The knowledge-flow analysis demonstrates how JPIM functions as a bridge between the knowledge from various domains and the body of knowledge on management of technology. It suggests a growing specialization of the field of technology innovation management, with JPIM being firmly entrenched as the acknowledged leading journal.

Blau J (2007) Philips tears down Eindhoven R & D fence. Research-Technology Management 50:9-10

Blau J (2007) Entrepreneurship popping in Silicon Fjord. Research-Technology Management 50:2-3

Blau J (2007) New EU partnerships aim to boost competitiveness. Research-Technology Management 50:7-8

Blau J (2007) IBM's Germany lab holds onto skilled high-paid engineers. Research-Technology Management 50:5-7

Brodie CH (2007) Innovation games: Creating breakthrough products through collaborative play by luke hohmann. Journal of Product Innovation Management 24:629-630

Brown C, Markham S (2007) Innovation learning at BP. Research-Technology Management 50:9-14

Brown S (2007) Making common sense common practice - models for manufacturing excellence. Technovation 27:89-90

Bruce M, Daly L, Kahn KB (2007) Delineating design factors that influence the global product launch process*. Journal of Product Innovation Management 24:456-470 Preparing for and managing the global

product launch process offers unique challenges as each targeted country can pose unique differences across the design categories of channel parameters, country mores, language and colloquialisms, and technology infrastructure. Though not an exhaustive list, these have a predominant influence on the global product launch process on a per-global-region basis. Using a case-study methodology, this article draws on the global product launch experiences of two firms, showing that such influences preclude use of a mass-marketing, standardization approach. Though it appears that certain elements of global product launch may be standardized for purposes of efficiencies, a global product launch appears to require at least some degree of customization. Such thinking parallels a design perspective, which mandates a tailoring of product and marketing mix to encourage early acceptance within the intended global market. To suggest when customization should be employed, four design categories of channel parameters-country mores, language and colloquialisms, and technology infrastructure-appear to have strong propensity to dictate customized design requirements for a worldwide launch, where greater differences across these design categories would mandate more customization toward each respective global region. Post hoc comments by managers in the focal case studies support this and further delineate that these four design factors necessitate keen consideration in the course of planning and enacting activities during the global product launch process. The two cases studies especially show that customized design decisions will likely pertain to launch schedule due to local retailers' calendars, product aesthetics due to local consumer preferences, point-of-sale and other marketing communications due to language requirements, and technology enhancements in light of local market acceptability and both social and regulatory expectations. Managers involved in planning a global product launch should therefore heed channel owners-brand owners, retailers, and distributors-so that they give preference to, promote, and sell the respective company's product relative to competitors' products. To assist toward securing such preference status, channel owners should have a role in advising the timing of launch and design considerations (e.g., color and form). Logistic issues, such as delivery and after-sales support via this channel, are keen considerations as well. Logistics has to be thought through to ensure that demand can be met across all regions for a new product. And with the growing prevalence of Internet worldwide, managers must pay keen attention to cultural references and language used on any Internet site to ensure that the product is properly represented and promoted during its global launch. The process of a global product launch is therefore more than the company's ability to gain access to a particular market; it is the company's ability to understand key design issues per each global region respectively and to respond to pressing global region differences by customizing the total product offering to meet the needs of that global region.

Bruque S, Moyano J (2007) Organisational determinants of information technology adoption and implementation in SMEs: The case of family and cooperative firms. Technovation 27:241-253 The current work attempts to identify the factors behind the intensity and speed of adoption of information technology in small and medium-sized firms (SMEs) in which family or cooperative character play an important role. For this purpose, we have used a qualitative perspective, in which we have taken into account the opinions of entrepreneurs and managers of SMEs that have been involved in technological change processes in recent years. Our results indicate that there are a number of internal factors that influence the success of the adoption decision, on the one hand, and the implementation process, on the other hand. Among these, we might mention various systems for the socialisation of the workers, the rotation of personnel for exemplary purposes, the simultaneous implementation of information technology and quality systems, and professionalisation in the case of family firms. There are also inhibiting factors of the adoption and implementation, such as the modification of the firm's hierarchy and power structures, as well as the absence of qualified personnel.

Bryde DJ, Joby R (2007) Product-based planning: the importance of project and project management deliverables in the management of clinical trials. R & D Management 37:363-377 As the cost of clinical trials continues to rise organisations are looking at ways of managing this part of the drug development process as effectively and efficiently as possible. As a tactical response, many pharmaceutical companies outsource the management of clinical trials to clinical research organisations on a fixed-price contract basis. This paper presents an alternative approach based on the concept of Product-Based Planning. Key elements of the approach are the creation of a deliverables budget and the establishment of project management-related deliverables. The conceptual developments described in the paper are supported by a telephone survey of 10 UK practitioners. The survey confirms the prevalence and limitations of fixed-price contracts

while highlighting a willingness to try a deliverable-based approach - initially through small pilot studies. The key barrier to implementing a new approach is resistance from key stakeholders, such as finance departments, which can be addressed through selling of the business case.

Buggie FD (2007) Follow these product development "rules". Research-Technology Management 50:12-14

Calantone RJ, Griffith DA (2007) From the special issue editors: Challenges and opportunities in the field of global product launch. Journal of Product Innovation Management 24:414-418

Calantone RJ, Stanko MA (2007) Drivers of outsourced innovation: An exploratory study. Journal of Product Innovation Management 24:230-241 The outsourcing of innovation has been on the rise for years, but research in this area lags behind industry practice. Interviews with managers and a theory base grounded in transaction cost analysis are used to guide the development of an exploratory model that details potential drivers of the outsourcing of innovation activities. Using industry-level data, the proposed model is partially tested using two distinct regression analyses that reveal significant effects both contemporaneously and persisting over time. Several of the proposed drivers of outsourced innovation are shown to be significant, including exploratory research performed and profit margin. The finding that exploratory research performed is significantly related to the outsourcing of innovation activities represents a significant contribution to the innovation and organizational learning literatures. As well, finding a relationship between margins and organizational sourcing fills a gap in the business to business marketing literature. Managerial implications are drawn for both managers of the innovation process in traditional firms and those in firms wishing to garner outsourced innovation contracts. The drivers found to be significant in this study should allow for better resource planning from innovation managers in traditional firms as well as better targeting of perspective clients from firms seeking contract innovation business.

Calia RC, Guerrini FM, Mourac GL (2007) Innovation networks: From technological development to business model reconfiguration. Technovation 27:426-432 This case study presents an example of how a technological innovation network provides the necessary resources to change the business model, in order to achieve global competitiveness. It describes the R&D investments of a family-operated business that supplies the aluminum industry with metals and non-ferrous metal alloys. Seven years ago, when the company was facing a severe financial crisis, it ignited a "re-birth" process through research activities, which developed a product known as "aluminum tablets". The company established changes and brought product innovations by introducing tablets from steel scraps with aluminum alloys through "water atomization" technology. The impact of this innovation was not limited to the new product's technological aspect, but it also changed the company's operational and commercial activities, which ultimately resulted in a more comprehensive customer base focused in foreign trade. The present work appraises the evolution and development of this product, supported by a theoretical reference focused on innovation networks and business models.

Camarinha-Matos LM, Afsarmanesh H (2007) Results assessment and impact creation in collaborative research - An example from the ECOLEAD project. Technovation 27:65-77 Assessing research progress and results in collaborative projects is a rather difficult subject for which there are no clear effective methods, and yet researchers are accountable to their funding sponsors. Based on some experiences with European projects, this paper contributes to the discussion of assessment methods and their limitations in the case of collaborative projects. The impact creation process is also analyzed and linked to the assessment process.

Canez L, Puig L, Quintero R, Garfias M (2007) Linking technology acquisition to a gated NPD process. Research-Technology Management 50:49-55 In today's competitive business and technology environment, the consideration of acquiring technology from industry leaders to deliver technology based solutions is an imperative. Although there is an increased recognition of the need to establish collaborative arrangements for technology acquisition, there is evidence that the success rate of alliances is less than 50 percent. This finding highlights the need for a structured approach to technology acquisition. The approach adopted in the Mexican oil industry not only assists managers in considering relevant factors for establishing more successful collaborations for technology development in a new product development (NPD) context, it

also encourages organizations to regularly scan available technologies in the marketplace before deciding on in-house technology development.

Castellion G (2007) Hard facts, dangerous half-truths, and total nonsense: Profiting from evidence-based management. Journal of Product Innovation Management 24:506-508

Castellion G (2007) Manage for profit, not for market share: A guide to greater profits in highly contested markets. Journal of Product Innovation Management 24:404-406

Castellion G (2007) Kellogg on branding: By the marketing faculty of the Kellogg School of Management. Journal of Product Innovation Management 24:184-186

Cegarra Navarro JG, Dewhurst FW, Briones Penalver AJ (2007) Factors affecting the use of e-Government in the telecommunications industry of Spain. Technovation 27:595-604 e-Government has become one of the most important keywords for the public sector reform with proponents claiming that it guarantees transparency; Accountability; Interface with citizen; Business; And other local and national administrations. Few, if any, studies have investigated the factors that might contribute to the integration or implementation of e-Government in business; Particularly SME. This paper examines the relative importance and significance of company size; Business performance and three types of information communication technology on the use of e-Government through an empirical investigation of 321 businesses in the Spanish Telecommunication sector using a multinomial logistic regression. The main conclusions are that there is a significant lack of use of the internet for e-Government by SMEs and that any use of e-Government is significantly affected by the size of business and the extent of use of information communication technology within the business. Although the targets set by the Eu for e-government might be achieved it is unlikely that many businesses will take advantage

Chang SL, Chen CY, Wey SC (2007) Conceptualizing, assessing, and managing front-end fuzziness in innovation/NPD projects. R & D Management 37:469-478 Front-end fuzziness (FEF) within innovation/NPD projects remains unclear and under-explored. In this research, FEF is clarified to have three change patterns of dynamic fuzziness levels and to have both positive and negative effects on the success of an innovation/NPD project. In this context, FEF sources are categorized into front-end environment, means, and goals, and FEF dimensions are extended to include uncertainty, equivocality, complexity, and variability. Accordingly, a management template is developed to help innovators track specific FEF to relative sources, assess FEF quantitatively, and manage both the positive and the negative effects of FEE Finally, the article concludes with suggestions of the applications of the FEF management template.

Chang WC, Li ST (2007) Fostering knowledge management deployment in R&D workspaces: a five-stage approach. R & D Management 37:479-493 In recent years, R&D institutes have encountered various intensified challenges. New instruments are needed to manage knowledge-related activities more effectively and efficiently. This paper presents and discusses the lessons learned from a case study in fostering knowledge management (KM) initiatives and systems in a research-oriented institute serving the metal industry, specifically the Metal Industries Research and Development Centre (MIRDC) in Taiwan. We perform a comparative review of the experience of embarking on KM among Taiwanese R&D institutes, a very rarely performed job. Following this, we investigate, by conducting the primary and secondary researches, how MIRDC has adopted a five-stage approach to develop a deliberate framework of KM deployment in order to manipulate the KM operations in the context of a Chinese R&D institute. The MIRDC case demonstrates a sophisticated KM process that provides an activity-based perspective of the plan, control, coordination and evaluation framework in an R&D workspace. This paper argues that well-defined deployment frameworks embody qualities of goal pursuing that are important to KM activities and compel managers to examine more closely how to realize the KM initiatives. This paper also reveals that a rigid hierarchical R&D structure inhibits the dynamics of the knowledge cycle due to technology segmentation. A parallel R&D structure supported by mission offices and a 'pioneer and innovation program' that is cross-departmental and industry-focused can positively motivate horizontal 'coopertition' networking so as to better exploit and leverage knowledge assets. The practices applied in these elemental KM activities

are useful to other R&D organizations by suggesting how each of the KM activities can be configured and implemented.

Chao CC, Jen WY, Hung MC, Li YC, Chi YP (2007) An innovative mobile approach for patient safety services: The case of a Taiwan health care movider. Technovation 27:342-351 As the importance of patient safety increases for hospital management, many health care providers have begun to use innovative mobile technology to make their procedures more accurate and efficient, and to reduce the risk of human error. This paper explores an innovative mobile approach for patient safety and health care services in a Taiwan hospital, where a web-based patient safety services (PSS) system was implemented to enhance the efficiency of diagnosis and patient safety. The functions and operating procedures of the PSS system are introduced. Furthermore, the contributions of the PSS system over a six-month period of clinical use are analyzed. Finally, the managerial implications of mobile PSS are discussed.

Chao CC, Yang JM, Jen WY (2007) Determining technology trends and forecasts of RFID by a historical review and bibliometric analysis from 1991 to 2005. Technovation 27:268-279 Radio frequency identification (RFID) has been identified as one of the ten greatest contributory technologies of the 21st century. This technology has found a rapidly growing market, with global sales expected to top US $7 billion by 2008. An increasing variety of enterprises are employing RFID to improve their efficiency of operations and to gain a competitive advantage. To shed light on RFID trends, and contributions, a historical review and bibliometric analysis are included in this research. The bibliometric analytical technique was used to examine this topic in SCI journals from 1991 through November of 2005. Also, a historical review method was used to analyze RFID innovation, adoption by organizations, and market diffusion. From the analysis of the study's findings, supply chain management (SCM), health industry, and privacy issues emerge as the major trends in RFID. Also, the contributions of the RFID industry and forecasts of technological trends were also analyzed, concluding that RFID will be more ubiquitously diffused and assimilated into our daily lives in the near future.

Chen SH (2007) The national innovation system and foreign R&D: the case of Taiwan. R & D Management 37:441-453 R&D internationalization has increasingly involved countries outside the developed world. In addition, there has been a growing trend for countries in East Asia to seek to attract the R&D facilities of multinationals (MNCs). For such countries, they are faced with a fundamental question as to what kinds of impact MNCs' offshore R&D facilities will have on their own countries, especially in terms of technological innovation and industrial development. Set against the above backdrop, this paper sets out to examine a relatively new aspect of R&D internationalization related to global innovation networks and to open up the blackbox of the spillover effect regarding foreign R&D by examining the interplay of foreign R&D and Taiwan's national innovation system. The empirical part of the paper draws mainly upon intensive case studies of four high-profile foreign R&D facilities in the IT industry. The way foreign R&D interplays with Taiwan's NIS is examined in terms of the market & technology linkages.

Cheng SH, Wang YD, Horng RY, Huang YC (2007) Person-project fit and R&D performance: A case study of industrial technology research institute of Taiwan. R & D Management 37:209-220 This study examined the relation between the research and development (R&D) performance and the fit between a researcher's cognitive type and the task demand of the project that was implied in Wang, Wu & Horng's (1999) study. Three hundred and eighteen research projects completed by 205 project leaders in the 3 years were classified into Unsworth's four creativity types along two dimensions: (1) whether the research addressed an open- or closed-ended problem and (2) whether the project was assigned or actively sought by the researcher. Each researcher's personal traits were assessed using Myers-Briggs Type Indicator (MBTI) and Kirton's Adaptor-Innovator Scale (KAI). Results show that researchers with a conforming, feeling, or judging-type cognition performed better with assigned projects for solving closed problems. Those with an originality and intuitive-type cognition performed better on self-initiated projects for solving open-ended problems. Researchers with sensing-type cognition performed better with assigned projects for solving open-ended questions. Thus, a careful match between a researcher's cognitive type and the task demand of project is important for R&D management.

Chesbrough H, Schwartz K (2007) Innovating business models with co-development partnerships. Research-Technology Management 50:55-59 Business model innovation is vital to sustaining open innovation. External technology partnerships allow, open business models to accomplish even more. One important mechanism for innovating one's business model is through establishing co-development relationships. The proper character of these relationships varies, depending on the context for the relationship. To sustain co-developinent relationships, one must carefully, define the business objectives and align the business models of each firm. One should also determine whether the various R&D capabilities are core, critical or contextual. The decision to partner externally will have different iniplications for each of these.

Chiesa V, Frattini F (2007) Exploring the differences in performance measurement between research and development: evidence from a multiple case study. R & D Management 37:283-301 Researchers and practitioners have recently paid great attention to research and development (R&D) performance measurement, although it is acknowledged to be a very challenging task because of R&D intrinsic uncertainty and complexity levels. In this paper, the problem of designing a performance measurement system (PMS) for R&D activities is addressed; specifically, we investigate if and how the design of the PMS is influenced by the type of activity it is applied to, namely Basic and Applied Research or new product development (NPD). We first develop a theoretical framework that comprises the main constitutive elements of a PMS for R&D. Then the framework is used for supporting a multiple case study analysis involving eight Italian technology-intensive firms. The research results show that the criteria for designing the constitutive elements of the PMS are radically different in Basic and Applied Research and NPD. The reasons behind the observed dissimilarities in the design criteria are widely discussed in the paper, as well as their implications for R&D managers.

Chiva R, Alegre J (2007) Linking design management skills and design function organization: An empirical study of Spanish and Italian ceramic tile producers. Technovation 27:616-627 Design management is an increasingly important concept, research into which is very scarce. This paper deals with the fit between design management skills and design function organization, ranging from solely in-house to solely outsourced and including a mixture of the two. We carried out a survey in the Spanish and Italian ceramic tile industry, to which 177 product development managers responded. Our results revealed that companies have different degrees of design management skills depending oil tile approach to design function organization. Solely in-house design approach companies are the most skilled firms and solely outsourced ones are the least skilled. Despite the fact that the design function has apparently evolved towards outsourcing, this research supports the idea that., under certain conditions, the in-house design department is the best option in order to attain higher degrees of design management skills. Implications of the findings for both academics and practitioners are examined.

Choi DY, Perez A (2007) Online piracy, innovation, and legitimate business models. Technovation 27:168-178 This explorative paper examines the impact of online piracy on innovation and the creation of new, legitimate businesses. While viewed only as a legal matter, online piracy has shown to be an important source of technological and strategic innovation to both industry incumbents and newcomers. This paper briefly describes the evolution of pirate technologies and the associated online communities. Then, it examines the processes by which pirate technologies and communities have stimulated innovation and the creation of pirate as well as legitimate business models. The paper concludes with some suggestions by which incumbents and entrepreneurs may deal with and take advantage of piracy.

Citrin AV, Lee RP, McCullough J (2007) Information use and new product outcomes: The contingent role of strategy type. Journal of Product Innovation Management 24:259-273 Information is an important resource for firms to develop new products successfully, and firms must rely on their ability to use information effectively. This research builds on information processing and contingency theories to explore the effect of firm strategy type and the conceptual and instrumental use of information on new product outcomes. Firms operating in high-tech industries are faced with high levels of uncertainty caused by rapidly evolving technologies. Consequently, creating innovative and successful products becomes particularly challenging. Past research examining organizational use of information points to the presence of strategic contingencies that may impact the new product outcomes that accrue to a firm. A cross-sectional study was

conducted to examine how the impact of information use on new product outcomes varies by strategy type. Using data from 150 software development firms based in a developing economy, the theoretical hypotheses proposed are tested. After controlling for environmental turbulence, the research results demonstrate that firms focusing on specific types of information use innovate successfully only when that information use is congruent with an appropriate strategic orientation. Specifically, the present study finds that prospector firms focusing on conceptual information use enhance both their new product performance and new product creativity outcomes, whereas analyzer firms enhance only their new product performance outcomes. A focus on instrumental information use has different effects for firms. Defender firms enhance both their new product performance and creativity outcomes only when focusing on instrumental information use. In contrast, prospector firms detract from their new product creativity outcomes, and analyzer firms reduce their new product performance outcomes when focusing on instrumental information use.

Clarke T (2007) Teaching Chinese R&D managers. Research-Technology Management 50:4-5

Clarysse B, Bruneel J (2007) Nurturing and growing innovative start-ups: the role of policy as integrator. R & D Management 37:139-149 Nurturing and growing innovative start-ups have become an important point on the political agenda. After the dotcom bubble, however, many financial schemes and incubation initiatives initiated, in the mid-nineties, were cancelled or down scaled. There was a consensus that innovative start-ups need more than just money. Networking and coaching were identified as additional needs. Besides this, there is a change in the intensity and nature of these needs during the different stages of the early life cycle. In this paper we make an in-depth study of three approaches to nurture and grow innovative start-ups. Each of these initiatives embeds in a very different national innovation system: Chalmers Innovation in Sweden and Anvar/Banque de Developpement des PMEs in France, and Sitra's PreSeed Service in Finland. Each approach is compared in terms of its financing, networking, and coaching support, along the different stages of the start-up's life cycle.

Coates JF (2007) The lab in a box or the evolving laboratory. Research-Technology Management 50:3-6

Coates JF (2007) Wanted: A theory of the Internet. Research-Technology Management 50:10-11

Coates JF (2007) Management from A to Z: 2057. Research-Technology Management 50:32-34 Continuity and change will mark the rubbery boundaries of a manager's worklife 50 years from now. Information technologies will facilitate and improve the handling of such issues as education and training, while cultural elements in a globalized world will raise new problems. While American English will be the lingua franca, it will be far from the universal culture, which will demand new levels of managerial sophistication. The unionization of R&D managers will create new benefits, including sabbaticals, profit sharing on inventions and discoveries, and sophisticated training to keep tip with new developments. Anonymous electronic voting on merit and credibility will guide relations with a firm's top management.

Collins L (2007) Industrial/academic collaboration is 3-way win. Research-Technology Management 50:3-5

Collins L (2007) Embedding innovation into the firm. Research-Technology Management 50:5-6

Collins L (2007) Citizens' juries take hold in United Kingdom, Denmark. Research-Technology Management 50:2-4

Collinson S (2007) High-tech industries in China. Technovation 27:322-323

Cooke Y (2007) SMEs and new technologies: Learning E-business and development. Technovation 27:413-413

Cooper RG (2007) Grappling with innovation. Research-Technology Management 50:7-8

Cooper RG, Kleinschmidt EJ (2007) Winning businesses in product development: The critical success factors. Research-Technology Management 50:52-66 2007 is Research-Technology Management's 50th

year of publication. To mark the occasion, each issue reprints one of RTM's six most frequently referenced articles. The articles were identified by N.. Thongpapanl andJonathan D. Linton in their 2004 study of technology innovation management journals, a citation-based study in which RTM ranked third out of 25 specialty journals in that field (see RTM, May-June 2004, pp. 5-6). The benchmarking study reprinted here was originally published in 1996 and has been updated with its author's reflections. Their study of 161 business units uncovered the key drivers of new product performance at the business unit level. Ten different performance measures were gauged, including percentage of sales by new products, profitability and success rate. The ten gauges were reduced to two key performance dimensions-profltability and impact-which defined the "perfbrmance map." Nine possible drivers-including strategy, process, organizational design, and climate-for innovation-were investigated, and four key drivers of performance were identified; namely, a high-quality new product process, the new product strategy for the business unit, resource availability, and R&D spending levels. Merely having a formal new product process had no impact.

Cosner RR, Hynds EJ, Fusfeld AR, Loweth CV, Scouten C, Albright R (2007) Integrating roadmapping into technical planning. Research-Technology Management 50:31-48 Developing a roadmap within a single product line or a single autonomous business unit is relatively straightforward. A substantial body of literature exists on the process of generating roadmaps at the product, group or business-unit level. However, additional factors need to be considered when extending roadmapping to an integrated view of several highly autonomous business units. The customer base, the rate of product turnover, and the planning horizon will vary across business units. The architecture of the integrated roadmaps and the model for supporting the process should fit the structure and organization of the company. Additional issues also can be anticipated in areas including the scope of roadmapping, the level of detail in the roadmaps, the security of the roadmap information, and the use of a standard taxonomy to integrate information from diverse organizations.

Crawford JC (2007) Product innovation: Leading change through integrated product development. Journal of Product Innovation Management 24:188-190

Cutler G (2007) R&D gets up to speak. Research-Technology Management 50:67-69

Cutler G (2007) Hank shakes the technical ladder. Research-Technology Management 50:67-68

Cutler G (2007) Mike leads his first virtual team. Research-Technology Management 50:66-68

Davenport S, Bibby D (2007) Contestability and contested stability: Life and times of CSIRO's New Zealand cousins, the Crown Research Institutes. Innovation-Management Policy & Practice 9:181-191 The progress of the Crown Research Institutes (CRIs) since their formation in 1992 from the dismantling of the centralised Department of Scientific and Industrial Research (DSIR) is charted. Particular attention is paid to the funding environment, characterised by the concept of contestability, in which the CRIs have operated. In recent years, the CRIs have lobbied for more funding stability arguing that contestability has resulted in fickle funding decisions, eroding their ability to plan for the long-term and build human capital. Certainly recent changes in policy reflect a greater concern with CRI capability. When the Government moved to increase the amount of core funding for CRIs, however, the universities, concerned that this would reduce their access to funding, argued that this 'stability' would result in ossification and less than excellent science. The paper concludes with some reflections on the contrast between the CSIRO and CRI cousins, and on the future for CRIs.

de Campos AL (2007) Renewing unilever: Transformation and tradition. Technovation 27:716-717

de Weerd-Nederhof P (2007) Innovation management: Strategy and implementation using the pentathlon framework. R & D Management 37:90-92

De Weerd-Nederhof PC, Wouters MJF, Teuns SJA, Hissel PH (2007) The architecture improvement method: cost management and systemic learning about strategic product architectures. R & D Management 37:425-439 The architecture improvement method (AIM) is a method for multidisciplinary product architecture improvement, addressing uncertainty and complexity and incorporating feedback loops,

facilitating trade-off decision making during the architecture creation process. The research reported in this paper demonstrates the ability of the AIM to contribute to cost management and systemic learning in the creation of strategic product architectures, throughout the entire product life cycle. Application of the method in five case studies within two divisions of Royal Philips Electronics shows that in cases of medium uncertainty, substantial cost management benefits can be achieved and that the AIM facilitates systemic learning through the accumulation of architectural competence, thus facilitating organizational memory.

Deck MJ (2007) Dealing with Darwin: How great companies innovate at every phase of their evolution. Journal of Product Innovation Management 24:91-93

Decter M, Bennett D, Leseure M (2007) University to business technology transfer - UK and USA comparisons. Technovation 27:145-155 University to business technology transfer offers specific challenges, beyond those encountered in industry more widely. This paper examines the issues in university to business technology transfer in the UK and USA and presents the results of a survey of UK and US university technology transfer officers. Findings indicate significant differences in the motivations of universities in each country to transfer technology, the consistency of university technology transfer policies and the accessibility of university technologies to business. The study also looks at perceived barriers to university to business technology transfer and offers suggestions for possible improvements to the process.

Deevi SC (2007) The strategy paradox: Why committing to success leads to failure and what to do about it. Research-Technology Management 50:77-78

Deevi SC (2007) Permanent innovat!on: The definitive guide to the principles, strategies, and methods of successful innovators. Research-Technology Management 50:69-69

Dehoff K, Loehr J (2007) Innovation agility. Research-Technology Management 50:70-70

Dell'Era C, Verganti R (2007) Strategies of innovation and imitation of product languages. Journal of Product Innovation Management 24:580-599 Nowadays, design is recognized as a strategic resource. Customers are increasingly paying attention to the aesthetic, symbolic, and emotional value of products, a value that is conveyed by the design language-that is, the combination of signs (e.g., form, colors, materials) that gives meaning to a product. As a consequence firms are devoting increasing efforts to define a proper strategy for the design language of their products. An empirical analysis was conducted on the product language strategies in the Italian furniture industry; in particular, the present article explores the relationship between innovation and variety of product languages. Companies are usually faced by two major strategic decisions. The first one concerns the innovation of product languages: To what extent should a firm proactively propose new design languages or, rather, should adopt a reactive strategy by rapidly adopting new languages as they emerge in the market? The second decision concerns the variety and heterogeneity of languages in their product range. Should a firm propose a single product language to communicate a precise identity, or should it explore different product languages? Of course, the two strategic decisions-innovativeness and variety of product languages-are closed connected. Analyzing more than 2.000 products launched by 210 firms, the present article explores how the variety of product languages is approached in the strategy of innovators and imitators. The empirical results illustrate an inverse relationship between innovativeness and heterogeneity of product signs and languages. Contrary to what is expected, innovators have lower heterogeneity of product languages. They tend to be strongly proactive and limit experimentations of new languages in the market. Imitators, instead-which would be expected to have low variety since they can invest only in languages that have been proven successful in the market-tend on the contrary to have higher product variety. Eventually, by having lower investments in research on trends of sociocultural models, they miss the capability to interpret the complex evolution of products signs and languages in the market. Strategic decisions on innovativeness and variety of product languages are therefore interrelated; counterintuitively companies should carefully analyze these decisions jointly.

Desouza KC, Awazu Y, Ramaprasad A (2007) Modifications and innovations to technology artifacts. Technovation 27:204-220 What happens to a technology artifact after it is adopted? It has to evolve within its particular context to be effective; otherwise, it will become part of the detritus of change, like the

many genes without a discernible function in a living organism. In this paper, we report on a study of post-adoptive behavior that examined how users modified and innovated with technology artifacts. We uncovered three types of modifications made to technology artifacts: personalization, customization, and inventions. Personalization attempts are modifications involving changes to technology parameters to meet the specificities of the user; customization attempts adapt the technology parameters to meet the specificities of the user's environment; and inventions are exaptations conducted to the technology artifact. This paper presents a grounded theoretic analysis of the post-adoptive behavior based on in-depth interviews with 20 software engineers in one multi-national organization. We identify a life-cycle model that connects the various types of modifications conducted to technology artifacts. The life-cycle model elaborates on how individual and organizational dynamics are linked to the diffusion of innovations. While our research is exploratory, it contributes to a deeper understanding of post-adoptive behavior and the dynamic relationship between user innovations and organizational innovations.

Dew N, Read S (2007) The more we get together: Coordinating network externality product introduction in the RFID industry. Technovation 27:569-581 How organizations attempt to coordinate with one another in markets increasingly marked by network externalities is an emerging topic of interest for researchers working in the traditions of innovation studies and new product development. New network externality products often face complex "chicken-and-egg" coordination problems, since the user base and complementary goods that add to product value are not yet established. In this paper we highlight three mechanisms of spontaneous coordination among large numbers of organizations: focal points, leadership and common knowledge. We catalogue these three mechanisms at work using data from the RFID (radio frequency identification) industry.

Dewett T (2007) Linking intrinsic motivation, risk taking, and employee creativity in an R&D environment. R & D Management 37:197-208 Intrinsic motivation is thought to spur risk taking and creativity. Nonetheless, the relationship between common creativity antecedents and intrinsic motivation is seldom clarified and the assertion that intrinsic motivation spurs risk taking and creativity has rarely been addressed. The current study adopts an individual level of analysis and attempts to link several common creativity antecedents, intrinsic motivation, and one's willingness to take risks to employee creativity. Using survey data collected from 165 research and development personnel and their supervisors, evidence is provided showing that intrinsic motivation mediates the relationship between certain antecedents and one's willingness to take risks and that this willingness mediates the effect of intrinsic motivation on employee creativity. However, starkly different findings emerge when using subjective versus objective indicators of employee creativity, suggesting that further theoretical development is in order to explain the differences.

Di Benedetto CA (2007) Untitled. Journal of Product Innovation Management 24:509-509

Di Benedetto CA (2007) From the editor. Journal of Product Innovation Management 24:413-413

Di Benedetto CA (2007) Untitled. Journal of Product Innovation Management 24:283-284

Di Benedetto CA (2007) From the Editor. Journal of Product Innovation Management 24:191-192

Di Benedetto CA (2007) From the editor. Journal of Product Innovation Management 24:99-100

Di Benedetto CA (2007) From the Editor. Journal of Product Innovation Management 24:1-2

Dittrich K, Duysters G (2007) Networking as a means to strategy change: The case of open innovation in mobile telephony. Journal of Product Innovation Management 24:510-521 The purpose of this article is to investigate how innovation networks can be used to deal with a changing technological environment. This study combines different concepts related to research and development (R&D) collaboration strategies of large firms and applies these concepts to R&D alliance projects undertaken by Nokia Corporation in the period 1985-2002. The research methodology is a combination of in-depth semistructured interviews and a large-scale quantitative analysis of alliance agreements. For the empirical analysis a distinction is made between exploration and exploitation in innovation networks in terms of three different measures. As a first

measure, the difference between exploration and exploitation strategies by means of the observed capabilities of the partners of the contracting firms is investigated. The second measure is related to partner turnover. The present article argues that in exploration networks partner turnover will be higher than in exploitation networks. As a third measure, the type of alliance contract will be taken; exploration networks will make use of flexible legal organizational structures, whereas exploitation alliances are associated with legal structures that enable long-term collaboration. The case of Nokia has illustrated the importance of strategic technology networks for strategic repositioning under conditions of change. Nokia followed an exploitation strategy in the development of the first two generations of mobile telephony and an exploration strategy in the development of technologies for the third generation. Such interfirm networks seem to offer flexibility, speed, innovation, and the ability to adjust smoothly to changing market conditions and new strategic opportunities. These two different strategies have led to distinctly different international innovation networks, have helped the company in becoming a world leader in the mobile phone industry, and have enabled it to sustain that position in a radically changed technological environment. This study also illustrates that Nokia effectively uses an open innovation strategy in the development of new products and services and in setting technology standards for current and future use of mobile communication applications. This article presents one of the first longitudinal studies, which describes the use of innovation networks as a means to adapt swiftly to changing market conditions and strategic change. This study contributes to the emerging, but still inconsistent, literature on explorative and exploitative learning by means of strategic technology networks.

Doak S, Assimakopoulos D (2007) How forensic scientists learn to investigate cases in practice. R & D Management 37:113-122 The formation of organisational tacit knowledge has been studied in the most part using only qualitative explanations such as case studies including those on the workings of communities of practice. From this perspective, tacit knowledge is submersed and consequently it is difficult to quantify. In our community of communities of practice case study we use quantitative social network analysis techniques to explore the process of tacit knowledge exchange among expert knowledge workers - forensic scientists. Conceptually, we search for more structured relational mechanisms that shape tacit knowledge flows occurring between participant actors in communities of practice, in their day-to-day knowledge intensive environments.

Du J, Love JH, Roper S (2007) The innovation decision: An economic analysis. Technovation 27:766-773 Studies of the determinants and effects of innovation commonly make an assumption about the way in which firms make the decision to innovate, but rarely test this assumption. Using a panel of Irish manufacturing firms we test the performance of two alternative models of the innovation decision, and find that a two-stage model (the firm decides whether to innovate, then whether to perform product only, process only or both) outperforms a one-stage, simultaneous model. We also find that external knowledge sourcing affects the innovation decision and the type of innovation undertaken in a way not previously recognised in the literature.

Dutrenit G (2007) Globalization and technology. Technovation 27:640-641

Eriksson K, Nilsson D (2007) Determinants of the continued use of self-service technology: The case of Internet banking. Technovation 27:159-167 This study focuses on buyers' continued use of self-service technology (SST). This area is often neglected because most studies focus on buyers' adoption or acceptance of SST. In comparison to new buyer acquisition, continued use is a cost-effective market strategy aimed at retaining buyers. Based on a sample of 1831 Estonian Internet banking customers, we find that continued use of SST is positively affected by buyers' perceived usefulness. We also find that continued use of SST is negatively affected by multichannel satisfaction. As our results show, two important issues are facing developers of SSTs and sellers using SSTs: First, continued use of SST is achieved when the buyer finds the SST useful. Second, SSTs need to be considered in the context of all channels in the buyer-seller interface because the buyer does not separate the service offering of an SST from other channels. The benefits associated with using SSTs will increase if these strategic issues are taken into account.

Ettlie JE (2007) PERSPECTIVE: Empirical generalization and the role of culture in new product development. Journal of Product Innovation Management 24:180-183 Empirical generalization continues

to be a challenge in most applied fields that favor publication of original results. The purpose of this study was to report on a new product development exercise in one, controlled cultural setting, which replicates and extends Ettlie (2002). Results from four recent graduate business classes in Portugal show that the background of students-technical versus other or mixed-is a nearly perfect predictor of the average or central estimates the class makes tendency (median) of new product success in the exercise. Country matters little. These results have now persisted over nearly seven years, and implications are discussed concerning theory, practice, and future research.

Ettlie JE, Elsenbach JM (2007) Modified Stage-Gate (R) regimes in new product development. Journal of Product Innovation Management 24:20-33 The purpose of this research was to explore the nature of the Stage-Gate(R) process in the context of innovative projects that not only vary in new product technology (i.e., radical versus incremental technology) but that also involve significant new product development technology (i.e., new virtual teaming hardware-software systems). Results indicate that firms modify their formal development regimes to improve the efficiency of this process while not significantly sacrificing product novelty (i.e., the degree to which new technology is incorporated in the new offering). Four hypotheses were developed and probed using 72 automotive engineering managers involved in supervision of the new product development process. There was substantial evidence to creatively replicate results from previous benchmarking studies; for example, 48.6% of respondents say their companies used a traditional Stage-Gate(R) process, and 60% of these new products were considered to be a commercial success. About a third of respondents said their companies are now using a modified Stage-Gate(R) process for new product development. Auto companies that have modified their Stage-Gate lot procedures are also significantly more likely to report (1) use of virtual teams; (2) adoption of collaborative and virtual new product development software supporting tools; (3) having formalized strategies in place specifically to guide the new product development process; and (4) having adopted structured processes used to guide the new product development process. It was found that the most significant difference in use of phases or gates in the new product development process with radical new technology occurs when informal and formal phasing processes are compared, with normal Stage-Gate(R) usage scoring highest for technology departures in new products. Modified Stage-Gate(R) had a significant, indirect impact on organizational effectiveness. These findings, taken together, suggest companies optimize trade-offs between cost and quality after they graduate from more typical stage-process management to modified regimes. Implications for future research and management of this challenging process are discussed. In general, it was found that the long-standing goal of 50% reduction in product development time without sacrificing other development goals (e.g., quality, novelty) is finally within practical reach of many firms. Innovative firms are not just those with new products but also those that can modify their formal development process to accelerate change.

Ettlie JE, Elsenbach JM (2007) The changing role of R&D gatekeepers. Research-Technology Management 50:59-66 Understanding connnunication flows in R&D laboratories for the last five decades has been enhanced by illinninating the role of'R&D gatekeepers. Simply put, for applied projects (as opposed to basic or service R&D), the R&D gatekeeper usually the first-line supervisor in a research group-was traditionall)) the priniai-1; reservoir of ideas,for new and iinproi)ed products..4dd inarketing and one has the balanced inodel qfidea sourcing. Have things changed? Dataftoin three studies conducted oi,er 15 'years on successfid Soln'cinu of ideas.for new products and services, shoii, 7 that the profile.for the R&D gatekeeper has evolved aii,,cii;_fi-oi)ipi-iii7cii-i;clepei7detice oii,fii-st-lillesilpel-visol-,,;. This role is now more broadl v shared across several positions aboie (e.g., R&D middle management and VP qf'R&D) and below (e.g., engineering and R&D staffi the technicalsuper14sor, eslmciallly in S117all- and inediumsized enterprises.

Feldman LP (2007) The change function: Why some technologies take off while others crash and burn. Journal of Product Innovation Management 24:186-188

Fredberg T (2007) Real options for innovation management. Research-Technology Management 50:70-70

Fuller J, Matzler K (2007) Virtual product experience and customer participation - A chance for customer-centred, really new products. Technovation 27:378-387 This paper demonstrates how customers can be virtually integrated into a company's innovation process. New interaction tools allow companies to gain valuable input from customers via the Internet. First, we explain why too closely listening to customers may

turn out to be problematic for the development of real new products. The KANO model shows that it is difficult for customers to express their latent needs as well as those which are taken for granted. New virtual interaction tools and virtual product experiences help to overcome these problems and enable customers to transfer their explicit and implicit knowledge to innovation teams. How to apply virtual interaction tools and how to virtually integrate customers into the innovation process in practice is illustrated in detail in the AUDI case study. Our case study findings show that virtual customer integration provides valuable input for new product development. This paper introduces virtual customer integration as a new means of coming up with customer-centred, really new products.

Furnsinn S, Gunther M, Stummer C (2007) Adopting energy flow charts for the economic analysis of process innovations. Technovation 27:693-703 in many industries, process innovations play a major role in securing long term profitability. Corresponding research and development resources must be used effectively, which requires comprehensive insight into both technological and managerial aspects of the processes concerned. This paper introduces so-called economic flow charts that combine technical and economic approaches and thus provide a means of overcoming communication barriers between engineers and managers. The flow charts illustrate the economic implications of an investment by adopting the widely accepted energy flow charts and by doing so, provide a clear picture of the profitability associated with a process and facilitate the identification of optimization potentials, respectively. An example from the field of biomass-based heat and power production is used to illustrate the economic flow charts' applicability to practical problems.

Gamlin JN, Yourd R, Patrick V (2007) Unlock creativity with "active" idea management. Research-Technology Management 50:13-16

Garcia-Morales VJ, Llorens-Montes FJ, Verdu-Jover AJ (2007) Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEs. Technovation 27:547-568 This paper analyzes the influences of personal mastery on organizational performance, both directly and indirectly through the dynamic capabilities of organizational learning and innovation. Although these indirect interrelations are very important for improving organizational performance, they are not usually explored in research. We confirm these influences empirically in both large firms and SMEs, basing our research on a sample of 401 Spanish firms. The results reveal that in both types of firms: (1) personal mastery influences organizational performance directly and indirectly through organizational learning and innovation; (2) organizational learning influences organizational performance positively, both directly and indirectly through organizational innovation; (3) organizational innovation influences organizational performance positively.

Garcia-Muina FE, Navas-Lopez JE (2007) Explaining and measuring success in new business: The effect of technological capabilities on firm results. Technovation 27:30-46 This paper analyzes the relationship between technological capabilities and firm success. Although literature has recognized that intangibles resources and capabilities are of great strategic potential, there is a noticeable lack of empirical evidence dealing with it, and some methodological issues must be improved. In order to do so, we define this relationship from output and qualitative approaches, directly linking different technological results to firm success. The empirical study was carried out on a sample of Spanish biotechnology firms. Results show that those technological activities oriented to knowledge exploration processes have more potential than those technological capabilities focused on the mere maintenance of a certain competitive advantage. These results support our criticism of certain generally accepted strategic resource evaluation criteria and the need to adopt a contingent view to the study of such issues.

Gilmont ER (2007) Making innovation work: How to manage it, measure it, and profit from it. Research-Technology Management 50:69-70

Gilmont ER (2007) Payback: Reaping the rewards of innovation. Research-Technology Management 50:69-70

Githens G (2007) Product lifecycle management: Driving the next generation of lean thinking. Journal of Product Innovation Management 24:278-280

Goffin K (2007) Managing product innovation. Technovation 27:412-412

Gonzalez-Alvarez N, Nieto-Antolin M (2007) Appropriability of innovation results: An empirical study in Spanish manufacturing firms. Technovation 27:280-295 This study is intended to analyse several mechanisms available to companies in order to appropriate the results of their innovative activities. These mechanisms include patents, industrial secret, cost and time of imitation and continuous innovation. Specifically, this paper focuses on studying the factors that determine the choice of one appropriation method over another. To this end, we propose a specific model of analysis, which includes various hypotheses to be tested in a sample of 258 Spanish manufacturing companies. The results confirm that companies that mostly use explicit knowledge chose the patenting system as a defence mechanism, while those companies in which tacit type knowledge predominates tend to opt for industrial secret. We could also prove that larger companies tend to choose the patenting system as a protection mechanism. Finally, the hypothesis that companies that use high-commitment human resources practices use continuous innovation or technological leadership as a protection mechanism could also be tested.

Goodrich N, Aiman-Smith L (2007) What does your most important customer want? Research-Technology Management 50:26-35 It's easy to say that success in innovation is a key driver of future growth and profitability - but it's not so easy to accomplish that innovation. After assessing the level of Alcan: Pharmaceutical Packaging's potential for value innovation by using the Value Innovation Assessment Tool, Alcan recognized that it needed to develop a customer-centric innovation process that could be used by the entire organization. Internal champions launched a 12-step process to develop innovation-opportunity insight with customers across the value chain. One outcome was an expanded view of the types of jobs that packaging could be hired to do.

Grimpe C (2007) Successful product development after firm acquisitions: The role of research and development. Journal of Product Innovation Management 24:614-628 A major reason for carrying out a merger and acquisition (M&A) is to gain access to technological knowledge and to increase new product development (NPD) capabilities. To achieve the desired effect of improving a firm's capacity for innovation, this knowledge must be combined with the acquiring firm's existing resources. Previous research, however, has made it clear that M&A transactions tend to disrupt a company's innovation processes, resulting in reduced investment in research and development (R&D) activities as well as a lower innovative output in terms of patents and new products introduced to the market. In this regard, a successful postmerger integration of the firms' R&D units plays a decisive role. Conceptually, this exploratory article distinguishes between the strategic approach to integration and the integration instruments or measures to be employed within the approach. Whereas the former sets the general strategic direction of the integration or, in other words, establishes some kind of acquisition posture, the latter describe the relevant fields or dimensions to be addressed during integration. These integration strategies and instruments are subsequently investigated in a sample of 35 M&A transactions. It is shown that companies typically revert to three distinct integration strategies, depending on the need for strategic interdependence and organizational autonomy: symbiosis, absorption, and adjustment. Together with the integration instruments that relate to structural linking, process redesign, systems standardization, and culture building, the integration strategies are analyzed using seemingly unrelated regression models. It turns out that technological success and, hence, NPD capabilities benefit most from a symbiosis and an absorption strategy. Apparently, only wide-ranging reorganization efforts in R&D focussing on common structures, processes, and systems can fully realize the benefits from a combination of resources. To achieve economic success or high integration quality, an adjustment strategy appears to be the best choice as reorganization efforts are rather limited. With respect to the integration instruments, the research shows that the structural linking exhibits a great impact on technological and economic success but no effect on integration quality. Obviously, common structural patterns and interlinked structures within the R&D units have a positive effect in that they facilitate better collaboration and research outcomes. A common organizational structure hence serves as a basis for realizing innovative resource combinations and streamlining the NPD process. A standardization of systems exhibits strong positive links with all success variables. Apparently, a consistent unification, offering orientation and

comparability, is of high importance to achieve the best possible implementation of the integration and to foster innovative capabilities. Significant effects of culture building can be substantiated for economic success. Moreover, there tends to be a positive effect on integration quality. This underpins the importance of measures to encourage the build-up of a common corporate culture. To sum up, the research provides a couple of insights on how to strengthen NPD capabilities following a merger.

Groenveld P (2007) Roadmapping integrates business and technology. Research-Technology Management 50:49-58 2007 is Research-Technology Management's 50th year of publication. To mark the occasion, each issue has reprinted one of RTM's most frequently referenced articles. The articles were identified by N. Thongpapanl and Jonathan D. Linton in their 2004 study of technology innovation management journals, a citation-based study in which RTM ranked third out of 25 specialty journals in that field (see RTM, May-June 2004, pp. 5-6). The article reprinted here was originally published in 1997 and has been updated with its author's 11 reflections. " It describes the product-technology road-mapping process developed at Philips Electronics, which aimed at better integration of business and technology strategy and improvement of the front end of the product creation process (the concept and idea phase). Teamwork, integral involvement by the organization and good communication are essential characteristics of the process. Benefits include a shared product-technology strategy and a cross-functional approach to product and technology planning and vision building.

Grunwald R, Kieser A (2007) Learning to reduce interorganizational learning: An analysis of architectural product innovation in strategic alliances. Journal of Product Innovation Management 24:369-391 There is wide agreement in analyses of strategic alliances that, regardless of the purpose of the alliance, members of the partner organizations should engage in intensive mutual learning to make the alliance a success. In contrast to this view, the present article shows that in strategic alliances aimed at product innovations by recombining partners' extant technologies, learning between specialists can be reduced considerably without jeopardizing success. This is made possible through four interconnected mechanisms integrated into the concept of transactive organizational learning (TOL): (1) modularization, which allows specialists of different domains to develop modules to a large extent independently of each other and to concentrate communication between themselves on the design of interfaces between modules; (2) storing of knowledge in artifacts instead of in organizational members' memories; (3) localization of knowledge not present in the project team but for which a need has arisen through transactive memory; and (4) knowledge integration by prototyping (i.e., by repeated testing of modules and of interactions between modules until a satisfactorily working end product is achieved). Although these four mechanisms reduce the need for corss-learing between specialists of different domains, some common knowledge and some cross-learning between the partners' specialists is still required. Case studies on four of SAP's strategic alliances for product innovation with different partners lend empirical support to this study's concept. The article concludes with implications for practice. Companies should find out whether the TOL mechanisms that reduce time to market are present, to what extent their potential is exploited, and how well they work together.

Guerin S (2007) Management of technology: Managing effectively in technology-intensive organizations. Journal of Product Innovation Management 24:97-98

Gwynne P (2007) Open innovation's promise and perils. Research-Technology Management 50:8-9

Gwynne P (2007) Predicting project performance. Research-Technology Management 50:5-7

Gwynne P (2007) Beware the perils of success. Research-Technology Management 50:7-9

Hall LA, Bagchi-Sen S (2007) An analysis of firm-level innovation strategies in the US biotechnology industry. Technovation 27:4-14 This study examines factors that may affect innovation strategies and performance of firms in the biotechnology industry. Specifically, differences between factors common to firms with high R&D intensity and those to firms with low R&D intensity are investigated. Biotechnology firms with relatively higher levels of R&D intensity attribute their innovation performance to research-based innovation factors and strategies such as strengthening their own research capabilities, entering into research collaborations with universities, industry leaders and other biotech firms, and licensing their technology.

These strategies can be summarized as alignment within the industry. Firms with relatively lower R&D intensity have a hybrid focus-they invest in R&D but may also have products on the market. These firms attribute their innovation performance more so to production-based innovation factors and strategies such as gaining market access and maintaining connections with customers. Their strategy focuses on competitiveness, marketing, and distribution channels, while not ignoring the importance of a strong research base and the need to advance technologically. In a sense, strategies employed to achieve successful innovation reflect the stage of innovation in which a firm is operating for a particular product or process.

Handfield RB, Lawson B (2007) Integrating suppliers into new product development. Research-Technology Management 50:44-51 New product development is becoming increasingly risky, expensive and reliant on disparate knowledge bases spread across multiple firms. Many organizations are devolping design responsibility to their suppliers in order to meet these challenges, yet may lack appropriate knowledge of '' best practice '' in managing supplier integration. For example, how to adjust their management practices to the timing of supplier integration and the degree qfdesign responsibility award to suppliers. A survey of 134 global indusfrial to integrate trial organizations, and their efforts suppliers into their new product development processes, shows that early assessment of supplier capabilities and,effective setting joint technology goals can improve the 0 ness of NPD project teams, and lead to improved product design and financial outcomes for the firm.

Harmancioglu N, McNally RC, Calantone RJ, Durmusoglu SS (2007) Your new product development (NPD) is only as good as your process: an exploratory analysis of new NPD process design and implementation. R & D Management 37:399-424 Given industry competitiveness, how do firms' new product development (NPD) process designs differ when responding to an innovation mandate? How do NPD design elements differ across firms when implementing NPD processes? These design elements are strategic business unit (SBU) senior management involvement, business case content, customer interactions, and cross-functional integration. What are the consequences of different combinations of NPD process design elements for innovation productivity? We explore these questions via a collective case study of newly implemented NPD process designs at three different SBUs of a major US-based international conglomerate, I year after receiving the mandate to grow through innovation. Our analysis suggests that industry competitiveness and firm characteristics influence the NPD process design as SBUs employ distinct combinations of NPD design elements. The differential emphasis on design elements leads to variation in process design and divergence in innovation productivity.

Haro-Dominguez MD, Arias-Aranda D, Llorens-Montes FJ, Moreno AR (2007) The impact of absorptive capacity on technological acquisitions engineering consulting companies. Technovation 27:417-425 In this study, the influence of absorptive capacity on the decisions about technological acquisitions is analyzed on the basis of the impact on the firm performance. Such relationships are studied over a sample of 250 Spanish engineering consulting firms. The results obtained show that the degree of absorptive capacity influences positively both external and internal acquisition types of technology. Both technological decisions types influence organizational performance significantly and positive even though evidence shows a significant and negative relation between these decisions.

Hart MA (2007) Innovation on demand: New product development using TRIZ. Journal of Product Innovation Management 24:635-636

Hart MA (2007) Swarm creativity: Competitive advantage through collaborative innovation networks. Journal of Product Innovation Management 24:407-408

Hart MA (2007) The long tail: Why the future of business is selling less of more. Journal of Product Innovation Management 24:274-276

Hartung K, Moehrle MG (2007) Research and technological innovation. The challenge for a new Europe. R & D Management 37:173-173

Harvey MG, Griffith DA (2007) The role of globalization, time acceleration, and virtual global teams in fostering successful global product launches. Journal of Product Innovation Management 24:486-501 The present article presents a conceptualization of how firms can respond to the issues of globalization and time-based competition through the use of virtual global teams to foster successful global product launches. It is argued that by combining input, managerial, and transformation-based competencies effectively, the firm can configure a repertoire of strategic choices (e.g., marketing plans throughout the product development process) based on the national competitive environment, while at the same time being mindful of the need to maintain consistency within the firm's intermediaries operations-both in product development and global product launch. It is further argued that the linkages between globalization and time-based competition necessitate managerial adjustments in decision frameworks to incorporate accelerated timescapes to maximize effectiveness in global product launch. In an effort to capture the varying impact of time on global decision makers a timescapes perspective is employed, where timescapes are analogous to landscapes because they include the temporal features of socioeconomic events in a variety of socially constructed contexts inclusive of timeframe, tempo, degree of path dependency, synchronization of events, sequence, anticipation, and ubiquity. The recognition of timescapes accentuates the contextual complexity of competition and creates the interface among events, environments, and individuals beyond the traditional numeric concept of clock time, thus requiring modification of a manager's decision-making perspective. Further, it is argued that due to the rapid pace of globalization, many multinationals in their global product launches require that products, services, technical support, and prices throughout the world need to be coordinated. To effectively accomplish this goal of coordination as an accommodation, firms and their networks can form global virtual teams (i.e., culturally diverse, geographically dispersed, electronically communicating work group of members, who think and act in concert with the diversity of the global environment and intermediary needs-expectations) to enhance global product launch success. Lastly, it is argued that the hypercompetitive global marketplace cannot be managed ex post due to the level of cognitive complexity but must be managed ex ante by developing strategies capable of maintaining flexibility. To accomplish the task of competing in a hypercompetitive landscape, management must understand and incorporate a timescape of events that integrates the various perspectives of those involved in the global product development and launch decision-making processes. Without a well-articulated perspective of social time, managers will limit their ability to effectively coordinate global product development and launch across markets, thus hindering the firm's ability to maximize returns.

He ZL (2007) The economics of the European patent system: IP policy for innovation and competition. Innovation-Management Policy & Practice 9:88-89

Hebda JM, Vojak BA, Griffin A, Price RL (2007) Motivating technical visionaries in large American companies. Research-Technology Management 50:70-70

Heirman A, Clarysse B (2007) Which tangible and intangible assets matter for innovation speed in start-ups? Journal of Product Innovation Management 24:303-315 The launch of the first product is an important event for start-ups, because it takes the new venture closer to growth, profitability, and financial independence. The new, product development (NPD) literature mainly focuses its attention on NPD processes in large firms. In this article insights on the antecedents on innovation speed in large firms are combined with resource-based theory and insights from the entrepreneurship literature to develop hypotheses concerning the antecedents of innovation speed in start-ups. In particular, tangible assets such as starting capital and the stage of product development at founding and intangible assets such as team tenure, experience of founders, and collaborations with third parties are considered as important antecedents for innovation speed in start-ups. A unique data set on research-based start-ups (RBSUs) was collected, and event-history analyses were used to test the hypotheses. The rich qualitative data on the individual companies are used to explain the statistical findings. This article shows that RBSUs differ significantly in their starting conditions. The impact of starting conditions on innovation speed differs between software,are and other companies. Although intuition suggests that start-ups that are further in the product development cycle at founding launch their first product faster, our data indicate that software firms starting with a beta version experience slower product launch. The amount of initial financing has no significant affect on innovation speed. Next, it is shown that team tenure and experience of founders leads to faster product

launch. Contrary to expectations, alliances with other firms do not significantly affect innovation speed, and collaborations with universities are associated with longer development times.

Herring H, Roy R (2007) Technological innovation, energy efficient design and the rebound effect. Technovation 27:194-203 Does technological innovation to improve the efficiency of energy-using products and systems lead to lower energy consumption and hence reduced environmental impacts? The answer given by economists since the mid-19th century is 'no'. This is because there are direct 'rebound' or 'take-back' effects caused by energy efficiency improvements that lower the implicit price of energy, often leading to greater consumption. Also there are secondary or indirect effects of reducing energy costs through efficiency in that consumers may buy more products and/or choose, larger, more powerful, more feature laden models. Thus just promoting technical innovation to increase energy efficiency is unlikely to lead to reduced energy consumption and emissions. Other policies such as taxation or regulation are required. As well as setting the theoretical arguments concerning innovation and energy efficiency the paper outlines results from an empirical research project, 'People-centred eco-design', which seeks to identify the key influencing factors on consumer adoption and effective use of energy efficient products and systems. In particular it aims to identify how consumers may avoid (or mitigate) rebound effects and how manufacturers, service providers and government might design and promote such products to achieve their optimal environmental benefits.

Hoegl M, Ernst H, Proserpio L (2007) How teamwork matters more as team member dispersion increases. Journal of Product Innovation Management 24:156-165 Product development teams become increasingly dispersed because innovative project tasks require the input of specialized knowledge at multiple locations. Prior analyses indicate that as team member dispersion increases teams find it more difficult to perform high-quality teamwork. Moreover, the literature has largely assumed that the performance effect of teamwork in innovative projects would be driven by the nature of the project task and that this would be true regardless of the degree to which team members were co-located. The present study argues, however, that teamwork affects team performance more strongly as team member dispersion increases. Two main reasons for this are discussed: (1) High-quality teamwork can leverage the increased knowledge potential of dispersed teams; and (2) team leaders in more dispersed teams have little possibility to compensate low-quality teamwork through hands-on leadership. Responses from 575 managers, team leaders, and team members of 145 new product development (NPD) projects in the software industry were used to analyze the moderating effect of team member proximity on the relationship between teamwork quality and team performance. Using regression analysis, support is found for the initial hypothesis that team member dispersion moderates the relationship between teamwork quality and team performance, that is, that increasing team member dispersion increases the positive impact of teamwork quality on team performance. As such, the present analysis advances understanding of dispersed teams, showing that teamwork quality not only is more difficult to achieve but also is more critical to team performance as team dispersion increases. Furthermore, low-proximity teams can reach higher levels of effectiveness and efficiency than co-located ones if they manage to achieve high levels of teamwork over distance. Thus, team dispersion may well be an opportunity and should not just be regarded as a liability to be overcome or avoided. This research recognizes that the vast majority of teams are neither perfectly co-located nor perfectly virtual. There are many shades of gray between these two extremes, and various individual, team, task, and contextual characteristics may have an effect on how decreases-however small-in geographical proximity affect the process and performance of teams. Future research is encouraged to address such factors at different levels of analysis aimed at providing managers with recommendations for dispersed teamwork.

Holstein WJ (2007) Protecting the company jewels in an unprotected country. Research-Technology Management 50:14-16

Howard J (2007) CSIRO: Partnering for the future. Innovation-Management Policy & Practice 9:146-158 CSIRO was established in 1949 to provide research for industry and government to enhance Australia economic development and international competitiveness. Over a period of almost 60 years CSIRO has undergone a process of evolution and change. A substantial proportion of the Organisation research revenue is now derived from external sources and there is a greater commitment to partnering and collaboration with other public research agencies, universities, industry and government. More recently, CSIRO has adopted a

much greater strategic focus in nine key areas of research through the Flagships Program. The research programme focus of the collaboration through Cooperative Research Centres has given way to a more project-oriented approach through specific and targeted collaborations and joint ventures. These changes are re-stating the role and focus of CSIRO in Australia national innovation system.

Huang CY, Shyu JZ, Tzeng GH (2007) Reconfiguring the innovation policy portfolios for Taiwan's SIP Mall industry. Technovation 27:744-765 Since the year 2000, silicon intellectual property (SIP), which can minimize the gap in 'design productivity' that exists with systems-on-chip (SOC), has become one of the most important factors in the development of integrated circuit (IC) products in the SOC era. Although SIP is very important for IC industry development, complicated business, technical as well as legal issues inside SIP transactions have hindered successful transactions and the integration of SIPS into SOCs. Thus, web-based SIP e-Commerce mechanisms, called SIP Malls, have emerged, aiming to resolve complex SIP issues. To maintain its leading position and competitiveness in the World's IC industry, as well as the value added by SOC products in Taiwanese IC firms, the Taiwanese government has developed SIP Malls, using innovation policy tools. However, the Taiwanese SIP Mall industry remains immature. No existing Taiwanese SIP Malls generate a profit or account for a significant share of worldwide SIP transactions. This research will develop an analytical framework for defining an innovation policy portfolio that aims to develop Taiwan's SIP Mall industry, so that it will enhance the value added of SIP Malls and, thus, the nation's competitiveness in the SIP and IC industries, something which already has become one of the Taiwanese government's major concerns. The industry innovation requirements (IIRs) are summarized using the Delphi method. Meanwhile, the major IIRs identified by Decision Making Trial and Evaluation Laboratory (DEMATEL) are introduced. After the IIRs are derived, the relationships between the IIRs and innovation policy tools are derived by Grey relational analysis (GRA). Then, the innovation policy tools are clustered, based upon the Grey grades derived by GRA. Finally, reconfigured innovation policy portfolios are presented for the Taiwanese government's policy definition. The results demonstrate that developing an innovative policy portfolio that includes scientific, technical, educational, public enterprise, information, legal and regulatory, financial, and taxation policy tools will be the most necessary step towards developing Taiwan's SIP Mall industry.

Hurmelinna P, Kylaheiko K, Jauhiainen T (2007) The Janus face of the appropriability regime in the protection of innovations: Theoretical re-appraisal and empirical analysis. Technovation 27:133-144 Profiting from rapid innovations plays a central role in the knowledge-based economy, and establishing an effective appropriability regime can crucially facilitate this endeavor. It is not an easy task for strategic management, however. The basic elements of appropriability, i.e., the very nature of knowledge (tacit vs. codified) as well as the legal means (such as patents, copyrights, trademarks) could be seen as a double-edged sword: they both increase the protection of intellectual capital, but on the other hand they also make learning and the utilization of intangibles more challenging by decreasing the transferability of knowledge within the company and the network to which it belongs. This also makes it hard to utilize knowledge-related positive externalities. Additionally, the difficulty of transferring knowledge diminishes the probability of creating profit-generating standards. In sum, managers' discretionary decisions to emphasize either protection or knowledge sharing affect the boundaries of the appropriability regime. The purpose of our study was to analyze the characteristics of the Janus-faced nature of the appropriability regime and to focus on issues that have been overlooked so far by reviewing previous research and providing empirical evidence from Finnish industry. The data collected among 299 companies reveals that the different mechanisms within the appropriability regime have different effects on knowledge flows within companies, on the benefits derived from positive network externalities, and on standardization.

Hurmelinna-Laukkanen P, Puumalainen K (2007) Formation of the appropriability regime: Strategic and practical considerations. Innovation-Management Policy & Practice 9:2-13 Facilitated by improved networks and communication, knowledge spills over to competitors more easily than before, thus creating an appropriability problem. Consequently, protection of intangibles calls for new approaches. Companies have various means of protection at their disposal, but creating barriers against imitation also has another side to it; transfer of knowledge in situations requiring knowledge sharing may be unintentionally obstructed. The aim of this study is to increase understanding of how firms can balance knowledge protection and sharing so

as to benefit most from their knowledge assets. Thus, knowledge protection is approached through an examination of the appropriability regime of a firm, and its formation among 299 firms.

Hurmelinna-Laukkanen P, Puumalainen K (2007) Nature and dynamics of appropriability: strategies for appropriating returns on innovation. R & D Management 37:95-112 The appropriability regime represents a combination of available and effective means of protecting intangibles and innovations, their profitability, and the increased rents due to research and development. It has a central role in appropriating returns on investment, but the nature of appropriability and the strategies for appropriation may not be fully known to managers, or even to researchers. The aim in this study, therefore, is to categorise the appropriability regime by extending, combining and complementing previous research. We also conducted a survey among 299 companies in order to determine the roles, availability, strength and efficiency of appropriability mechanisms. Such mechanisms offer institutional protection in the form of intellectual property rights, contracts and labour legislation, tacitness of knowledge, lead-time, practical secrecy and human-resource management. As a result, we suggest a conceptual clarification of the appropriability regime, and offer empirical evidence to increase understanding of the appropriation of returns on innovation.

Huston L, Sakkab N (2007) Implementing open innovation. Research-Technology Management 50:21-25 In "Connect & Develop Complements Research & Develop at P&G" (RTM, March-April 2002), Nabil Sakkab described the company's then new strategy of using corporate intranet and "smart" reporting systems to create what was essentially "a global lunchroom." Since then, P&G has advanced its "connect and develop" strategy for open innovation to a point where a little over 50 percent of its pipeline and products in the market have an external technology or an external C&D connection. This has not been achieved by outsourcing R&D but, its developers say, by "insourcing creativity" and by fostering co-invention-based interaction with outside resources, as opposed to the conventional transaction-based orientation. Moreover, they see no reason why smaller companies cannot emulate P&Gs experience in developing an R&D-building innovation capability based upon this new connections model.

Ireland DC, Hine D (2007) Harmonizing science and business agendas for growth in new biotechnology firms: Case comparisons from five countries. Technovation 27:676-692 In seeking to Support the longevity of firms in high technology industries, much research effort has been directed at understanding the stages of growth and development of these firms. One industry regarded as vitally important to most national economies is biotechnology. Although our knowledge of the growth of biotechnology firms remains embryonic, we know that it is a multistage process requiring a changing blend of scientific and business skills at points along a developmental path. In this paper data are presented from a multiple case study, in which new biotechnology firms (NBFs) from five different countries were analyzed using in-depth interviews with CEOs, supported by archival and observational research. A conceptual model is developed from the literature which is further refined using the empirical evidence of the multiple case study. The resultant model captures the temporal aspects of the tension between the science and business agendas as the NBF traverses its commercialization pathways. The authors find that a common feature of successful NBFs is their ability to harmonize the changing scientific and business agendas as the company progresses through its development cycle.

Japal S, Jedidi K, Jamil M (2007) A multibrand concept-testing methodology for new product strategy. Journal of Product Innovation Management 24:34-51 This article develops and tests multibrand concept testing (MCT): a new model and methodology for concept testing and new product development strategy. Methodologically, MCT provides two important advantages. First, by requiring respondents to provide a constant-sum, multibrand measure of intention, the data-collection method eliminates most of the biases inherent in scalar measures of intention. Second, MCT captures consumer heterogeneity by deriving unobserved segments using a latent class approach. Managerially, MCT allows the firm to forecast the impact of the new product introduction on the market shares of competing brands (including those marketed by the firm) at both the aggregate and segment levels. Hence, the firm can use the results to measure segment-specific cannibalization and switching effects; in addition, it can identify segment-specific adoption patterns following the introduction of the new product. Importantly, the method allows the firm to choose customized marketing mix strategies for different segments after allowing for the effects of competitive retaliation following the new product introduction. MCT was tested using intentions data for a major

multibillion-dollar therapeutic prescription-drug category in the pharmaceutical industry. A few years ago, a new competitor announced its imminent entry into the marketplace. Soon thereafter, the market leader conducted a large-scale experimental study to predict the effects of the new product entry on the market shares of extant brands in the marketplace and to determine the optimal marketing strategy for responding to this new product entry. The internal and external validation analyses show that the proposed model accurately forecasts the market shares of the entrant and the competing brands in the marketplace. The results show that the leader's marketing mix has differential effects across segments. The market simulation results show that to minimize the impact of the entrant on the leader's product line, the leader should use customized message strategies for different segments. The results also show that the MCT methodology can be used to identity the physician segments most likely to adopt the entrant's brand. In addition, MCT can be used to determine those segments in which the leader will be particularly vulnerable to the entrant and the corresponding losses of market share to the entrant.

Jelinek M (2007) Think, play, do: Technology, innovation and organization. Technovation 27:234-235

Kaplan AM, Schoder D, Haenlein M (2007) Factors influencing the adoption of mass customization: The impact of base category consumption frequency and need satisfaction. Journal of Product Innovation Management 24:101-116 Mass customization has received considerable interest among researchers. However, although many authors have analyzed this concept from different angles, the question of which factors can be used to spot customers most likely to adopt a mass-customized product has not been answered to a satisfactory extent until now. This article explicitly deals with this question by focusing on factors related to the base category, which is defined as the group of all standardized products within the same product category as the mass-customized product under investigation. Specifically, this article investigates the influence of a customer's base category consumption frequency and need satisfaction on the decision to adopt a mass-customized product within this base category. A set of competing hypotheses regarding these influences is developed and subsequently evaluated by a combination of partial least squares and latent class analysis. This is done by using a sample of 2,114 customers surveyed regarding their adoption of an individualized printed newspaper. The results generated are threefold: First, it is shown that there is a significant direct influence of base category consumption frequency and need satisfaction on the behavioral intention to adopt. The more frequently a subject consumes products out of the base category or the more satisfied his or her needs are due to this consumption, the higher the behavioral intention to adopt a mass-customized product within this base category. Second, the article provides an indication that base category consumption frequency has a significant moderating effect when investigating the behavioral intention to adopt in the context of the theory of reasoned action and the technology acceptance model. The more frequently a subject consumes products out of the base category, the more important will be the impact of perceived ease of use mediated by perceived usefulness. Finally, this article shows that different latent classes with respect to unobserved heterogeneity regarding the latent variables base category need satisfaction or dissatisfaction have significantly different adoption behaviors. Individuals who show a high level of need dissatisfaction are less interested in the ease of use of a mass-customized product than its usefulness (i.e., increase in need satisfaction). On the other hand, subjects who have a high degree of base category need satisfaction base their adoption decision mainly on the ease of use of the mass-customized product. These results are of managerial relevance regarding the prediction of market reactions and the understanding of the strategic use of product-line extensions based on mass-customized products. This work provides an indication that base category consumption frequency and need satisfaction positively influence the behavioral intention to adopt a mass-customized product. Hence, mass customization can be seen as one way to deepen the relationship with existing clients.

Keizer JA, Halman JIM (2007) Diagnosing risk in radical innovation projects. Research-Technology Management 50:30-36 Radical innovation projects are inherently risky. A number of in-depth case studies have been carried out to identify the kinds Qf risk that are characteristic of this type of new product development project. Two kinds of risk were identified. The first-unambiguous risk-was high for three basic questions.1) Will the new product perform according to specifications (balance between the product components and functional product format)? 2) Can we rely on our suppliers (quality and contract arrangements)? 3) Will consumers adopt the new product (fit with standards and demands, and fit with habits and user conditions)? The second kind of risk-ambiguous risk-included risks for which there were

strong differences qf'opinion concerning internal organization and project management. These results provide guidelines that can help industrial R&D managers improve their companies' innovation capabilities.

Kennedy N (2007) CSIRO and Australian innovation: A business commentary. Innovation-Management Policy & Practice 9:203-214 The Australian Business Foundation view of the role of CSIRO in Australia innovation system is predicated on a shift in perception about what constitutes innovation. Innovation is the smart application of knowledge to transform businesses, driven by market and customer demands, not just by the commercialisation of intellectual property from science and research. This reinterpretation, based on the Foundation own research, and its adoption necessitates a shift in Australia innovation policy from the current emphasis on increasing the supply of science and research to one that supports the demand pull' of business engagement with customers and markets. This wider angle on innovation policy maximises the benefits to Australia in terms of productivity and economic development. It also serves to expand, not diminish, CSIRO role as a catalyst for Australian innovation.

Kim C, Song J (2007) Creating new technology through alliances: An empirical investigation of joint patents. Technovation 27:461-470 Why are some alliances more productive than others in terms of creating new technology? Using a novel measure of alliance performance, that is, joint patents, this study aims to tackle this question. Our results from the global pharmaceutical industry show that joint invention has an inverted U-shape relationship with a path-dependent technology base, with the level of joint patents initially increasing and then decreasing beyond a certain level of path dependence. The results also show that joint patents are more numerous when the alliance partners have had prior ties with each other. Overall, the finding suggests that creating new technology through alliances can be facilitated by ensuring the positive side of absorptive capacity, while avoiding its downside.

Kingston G (2007) Innovation: The five disciplines for creating what customers want. Journal of Product Innovation Management 24:502-503

Kingston G (2007) Leading project teams: An introduction to the basics of project management and project team leadership. Journal of Product Innovation Management 24:280-281

Kingston G (2007) Quality management system handbook for product development companies. Journal of Product Innovation Management 24:190-190

Kitanovic J (2007) The applicability of the concept of National Innovation Systems to transition economies. Innovation-Management Policy & Practice 9:28-45 This article aims at gaining a deeper insight into the structure of National Innovation Systems (NIS) in transition economies, which may allow for developing policy recommendations that help to stimulate more systemic and effective NIS in these countries. A great part of the existing studies focusing on NIS in less developed and transition countries argue that the specific nature of the NIS and related problems in less successful countries in terms of technological development and economic performance are different from developed countries. Therefore, we have to identify approaches on analyzing innovation systems that do work in transition economies. The following questions will be answered: Why is the NIS important for the economic development of a country? What are the approaches of NIS that are applicable to the specific situation of transition countries? Refering to the fact that a process-based : approach is appropriate to describe and analyze the innovation systems of countries in transition: What are the most important types of knowledge and learning processes for these countries?.

Klein J (2007) Restructuring strategy: New networks and industry challenges. R & D Management 37:278-280

Klein R (2007) Fast innovation: Achieving superior differentiation, speed to market, and increased profitability. Journal of Product Innovation Management 24:93-95

Klein R (2007) Projects at warp-speed with Q(R)under-barPD: The definitive guidebook to quality rapid product development, 9th ed. Journal of Product Innovation Management 24:93-95

Klein R (2007) Accelerated product development: Combining lean and Six Sigma for peak performance. Journal of Product Innovation Management 24:93-95

Kleinschmidt EJ, de Brentani U, Salomo S (2007) Performance of global new product development programs: A resource-based view. Journal of Product Innovation Management 24:419-441 Gaining a competitive edge in today's turbulent business environment calls for a commitment by firms to two highly interrelated strategies: globalization and new product development (NPD). Although much research has focused on how companies achieve NPD success, little of this deals with NPD in the global setting. The authors use resource-based theory (RBT)-a model emphasizing the resources and capabilities of the firm as primary determinants of competitive advantage-to explain how companies involved in international NPD realize superior performance. The capabilities RBT model is used to test how firms achieve superior performance by deploying organizational capabilities to take advantage of key organizational resources relevant for developing new products for global markets. Specifically, the study evaluates (1) organizational NPD resources (i.e., the firm's global innovation culture, attitude to resource commitment, top-management involvement, and NPD process formality); (2) NPD process capabilities or routines for identifying and exploiting new product opportunities (i.e., global knowledge integration, NPD homework activities, and launch preparation); and (3) global NPD program performance. Based on data from 387 global NPD programs (North America and Europe, business-to-business), a structural model testing for the hypothesized mediation effects of NPD process capabilities on organizational NPD resources was largely supported. The findings indicate that all four resources considered relevant for effective deployment of global NPD process capabilities play a significant role. Specifically, a positive attitude toward resource commitment as well as NPD process formality is essential for the effective deployment of the three NPD process routines linked to achieving superior global NPD program performance; a strong global innovation culture is needed for ensuring effective global knowledge integration; and top-management involvement plays a key role in deploying both knowledge integration and launch preparation. Of the three NPD process capabilities, global knowledge integration is the most important, whereas homework and launch preparation also play a significant role in bringing about global NPD program success. Tests for partial mediation suggest that too much process formality may be negative and that top-management involvement requires careful focus.

Knudsen MP (2007) The relative importance of interfirm relationships and knowledge transfer for new product development success. Journal of Product Innovation Management 24:117-138 The relationship and network literature has primarily focused on particular partner types, for example, buyer-supplier relationships or competitor interaction. This article explores the nature and relative importance of different types of interfirm relationships for new product development (NPD) success. The underlying premise of the study is that not only the type of interfirm relationships but also the combination of relationships are important for NPD performance. The interaction with a specific type of partner is expected to influence innovative performance by means of appropriate knowledge transfer. Varying needs for external knowledge, and thus types of relationships, are observed depending on the particular stages in the NPD process, the character of the knowledge base of the firm, and the industrial conditions. The absorption of external knowledge is discussed using the degree of redundancy in knowledge, which is defined as the degree of overlap in the knowledge base of the sender and the recipient of knowledge. Hence, the degree of redundancy has direct implications for the ease and, hence, use of knowledge shared with an external partner. The article is based on data from the Know for Innovation survey on innovative activities among European firms, which was carried out in 2000 in seven European countries covering five industries. The article explores the extent of use of external relationships in collaborative product development and finds that customers are involved more frequently in joint development efforts. Second, the industry association of the most important relationship is studied, and the results show that firms tend to partner with firms from their own industry. The danger in this approach is that firms from their own industry tend to contribute similar knowledge, which ultimately may endanger the creation of new knowledge and therefore more radical product developments. The analyses combine the finding that relationships with customers are used most frequently at both early and late stages of the product development process, with a second and more contradictory finding that at the same time customer relationships have a negative impact on innovative success. Moreover, the combination of customers, with both universities and competitors, has a significant negative effect on innovative performance. The potential causes of this apparent paradox can be narrowed down to two: (1) the average customer may be unable to articulate needs for advanced technology-based

products; and (2) the average customer may be unable to conceptualize ideas beyond the realm of his or her own experience. Based on this evidence the article cautions product development managers to think explicitly about what certain customers can contribute with and, more importantly, to match this contribution directly with their own sense of what direction product development should go in the future. Finally, the role of complementary as well as supplementary knowledge is investigated for innovative success finding that sharing of supplementary knowledge with external partners in NPD leads to a positive effect on innovative performance. The article is concluded by a discussion of the implication of this finding for building knowledge within the firm and for selecting external partners for NPD.

Koc T, Ceylan C (2007) Factors impacting the innovative capacity in large-scale companies. Technovation 27:105-114 Product and process innovation is a key component in the success of industrial firms. Therefore, this paper focuses on the main drivers of innovation in large-scale firms such as idea generation, internal technological environment and technology acquisition/exploitation. This study examined 119 large-scale firms in Turkey. The results indicate that firms focus on the technology strategy, idea quality, idea generation, technology acquisition and exploitation rather than factors such as teamwork, learning organization, management participation and delegation as the route to developing innovative capacity.

Kodama M (2007) Innovation and knowledge creation through leadership-based strategic community: Case study on high-tech company in Japan. Technovation 27:115-132 In this paper, the author wishes to present a basic framework in which the integration of various organizational boundaries between heterogeneous organizations both inside and outside a corporation creates new knowledge. This paper describes a detailed case study involving joint new product and service development of a mobile multimedia system by NTT DoCoMo,a mobile communication carrier in Japan, and Mitsubishi Electric, a large electrical appliances manufacturer. This case study illustrates the dynamism in which new knowledge is created by simultaneously promoting the forming of a horizontally integrated network among strategic communities between the two corporations including customers and a vertically integrated network among strategic communities with the corporation. The synthesizing capability of the leadership-based strategic communities comprising leaders inside the networked strategic communities enabled NTT DoCoMo and Mitsubishi Electric to build new business models aimed at customers and achieve successful new product and service development.

Kodama M (2007) Innovation through boundary management - a case study in reforms at Matsushita electric. Technovation 27:15-29 In fiscal 2001, Matsushita electric, a traditional Japanese manufacturer of general electrical appliances, recorded the largest loss in its history. Then, following drastic structural reforms, the company's business results experienced a rapid V-shaped recovery. By transforming its product development strategy from the old technology-led type to a customer-led type and implementing far-reaching organizational reforms, Matsushita emerged as a global leader in the field of digital household appliances. The source of Matsushita's new product development capability was founded on the formation of a number of strategic communities (SCs), which represent the organizational boundaries within and outside Matsushita Group companies, and the organizational integration of these SCs. In this paper, the author uses a detailed case study to describe the mechanism of boundary management that enabled Matsushita electric to simultaneously establish a new market position and achieve competitively advantageous capability in the hi-tech field of digital appliances by balancing vertically integrated SCs and horizontally integrated SCs.

Koners U, Goffin K (2007) Learning from postproject reviews: A cross-case analysis. Journal of Product Innovation Management 24:242-258 Every new product development (NPD) project should not only deliver a successful new product but also should generate learning for the organization. Postproject reviews (PPRs) are recognized by both practitioners and academics as an appropriate mechanism to stimulate and capture learning in NPD teams. However, relatively few companies use PPRs, and those that do use them often fail to do so effectively. Although they are widely perceived to be a useful tool, empirical research on how PPRs are typically organized and the learning that results is limited. The present article addresses this gap in the extant knowledge and describes five in-depth case studies, which were conducted at leading companies in Germany. A detailed investigation was made of how PPRs are conducted and of the type of learning that can result. Three main sources of data were used for each case: company documentation, in-depth interviews with managers responsible for NPD, and observation of an actual PPR. The different data

sources enabled extensive triangulation of data to be conducted and a high degree of reliability and validity to be achieved. The analysis enabled a number of key characteristics of the way PPRs are managed to be identified. Various characteristics of PPRs influence their utility, such as the time at which they take place and the way discussions are moderated. In addition, the data show that participants in the discussions at PPRs often use metaphors and stories, which indicates that PPRs have the potential to generate tacit knowledge. Interestingly, the data also show that there are various different ways in which metaphors and stories appear to stimulate discussions on NPD projects. Based on the cross-case analysis, a wide range of implications are identified. Researchers need to investigate PPRs further to identify how they can generate tacit and explicit knowledge and support project-to-project learning. The generation of tacit knowledge in NPD is a topic that particularly needs further investigation. The research also led to a range of recommendations for practitioners. Companies need to strongly communicate the purpose and value of PPRs, to run them effectively to stimulate the maximum possible learning, and to disseminate the findings widely. PPRs have the potential to create and transfer knowledge amongst NPD professionals, but, as they are seldom currently used, many companies are missing an important opportunity.

Krishna VV (2007) Large public research systems: India's CSIR, the CNRS in France and the CSIRO. Innovation-Management Policy & Practice 9:192-202 During the last decade and a ha, the impact of globalisation and liberal economic policies has moved beyond the market and financial institutions to penetrate the social institution of science. In varying forms, these trends have led to new national science, technology and innovation policies, particularly influencing public research systems (government funded large science organisations and universities) towards commercialisation of scientific research. Public research systems the world over have recently created varying institutional forms to foster intellectual property regimes, efficient technology transfer offices, public-private partnerships and networks steering scientific research and innovation towards market-oriented goals. Scientific research is no longer legitimised merely as a consumption factor or 'public good' linked to attaining social and economic goals but is increasingly driven by market forces and international trade and is evaluated on the basis of science as a market good' This article explores some of the changes experienced by public sector research bodies, focusing on the CSIR, India and drawing comparisons with CSIRO and the CNRS, France.

Ku KC, Gurumurthy CK, Kao HP (2007) Inter-firms collaboration of joint venture in IC foundry business. Technovation 27:296-305 In order to increase their capacity and competitiveness in the global market, more and more companies tend to enter strategic alliances with each other in the past decade. This paper describes a collaborative method for IC foundries industry to help managers and decision makers better cope with the dynamic relationship and related issues that can occur during joint ventures between two or more enterprises. The collaborative view analyzes different types of joint venture and modes of cooperation in the IC foundry industry that enhance efficiency and increase the possibility of success. Competitive and collaborative relation issues of stakeholder management in IC foundry business chain will also be discussed in this research. This paper's aim is to use the IC foundry as a case to explore the key of success from the new joint ventures game.

Ku KC, Kao HP, Gurumurthy CK (2007) Virtual inter-firm collaborative framework - An IC foundry merger/acquisition project. Technovation 27:388-401 This study proposes a novel virtual collaborative framework to assist in analyzing and designing logistical processes for inter-firm merger/acquisitions in the IC foundry industry. To elucidate the different but correlated issues when developing the framework, enterprise ontology theory is adopted to deal with knowledge-sharing problems involving merger/acquisition partners. Additionally, several analytical methods, including collaborative production lifecycle chain diagram, process chain diagram and unified modeling language (UML), are utilized for analyzing issues at different levels to design a virtual prototype for mergers/acquisitions.

Kuckertz A (2007) Applying e-commerce in business. Technovation 27:156-157

Kucuk SU, Krishnamurthy S (2007) An analysis of consumer power on the Internet. Technovation 27:47-56 The industrial revolution was to manufacturers what the digital revolution is to consumers. What we are seeing today is a renegotiation of the relationships between companies and consumers, and a fundamental recasting of conventional marketing in favor of the consumer. This study, therefore, discusses consumer

power in marketing theory and analyzes consumer power sources and changing power dynamics with case studies. Finally, it contributes to theory by investigating power dynamics in each stage of the consumer decision-making process.

Larson CF (2007) 50 years of change in industrial research and technology management. Research-Technology Management 50:26-31 Industrial R&D has undergone major changes since 1958, when IRI's journal, Research-Technology Management (RTM) was first published. These changes include industry's growing investment in R&D, the composition of its human resources, and techniques for effective management, organization, and leadership of the R&D enterprise. The current trend toward globalization of markets, manufacturing and R&D is leading to rapid growth in collaborative efforts to conduct R&D with other firms, universities and government labs. Future changes, enabled by new information technologies, will be even more dramatic-and rapid.

Larson CF, Whiteley RL (2007) Industrial research institute's 9th annual r&d leaderboard. Research-Technology Management 50:17-22

Lee C, Chen WJ (2007) Cross-functionality and charged behavior of the new product development teams in Taiwan's information technology industries. Technovation 27:605-615 This paper examines how cross-functionality and charged behavior influence new product development (NPD) project performance of product development teams. Through literature review and questionnaires completed by 133 NPD teams at information technology (IT) firms in Taiwan, this paper determined that NPD project performance is positively correlated with cross-functionality and charged behavior, and the relationship between charged behavior and project performance is positively moderated by innovation degree. Additionally, cross-functionality is negatively correlated with charged behavior. This paper contributes to team innovation literature by examining the effect of cross-functionality on charged behavior at a team level revealing that when innovation is enhanced, the effect of employee attitudes and behaviors on development performance is stronger than the effect of functional diversity. This indicates that senior managers and team leaders must manage effectively personal communication that is useful for recognizing and reconciling their different perspectives and understanding each other to generate a sense of commitment, joy, excitement, and cooperative behavior. We recommend that future research utilize different data sources (e.g., team members, external managers, and even customers) and other "objective" measures of performance, including profits, to examine the effects of cross-functionality and charged behavior on new service development performance. This is then used to assist scholars and IT industries in developing innovation management strategies.

Lee S, Kang S, Park Y, Park Y (2007) Technology roadmapping for R&D planning: The case of the Korean parts and materials industry. Technovation 27:433-445 A technology roadmap (TRM) is a management tool to support strategic and long-term R&D planning. Providing a framework to link business to technology, it is especially useful for, and thus has been widely used in, current R&D management strategies that focus on markets and customers. In spite of this popularity, the fact that only few practical guidelines are offered towards building TRM makes it appear to have limited flexibility in terms of building process and final outputs. To overcome these limitations and facilitate tile spread of TRM technique, we focus on the TRM for R&D purposes, and propose a systematic process and detailed procedures with inputs/outputs for building TRM. We also attempt to integrate existing management tools with the TRM process. The proposed framework is applied to the R&D planning process of a government program managed by the Korea Industrial Technology Foundation. While the report is specific to the parts and materials industry, the proposed framework can be generalized to other industries, and we anticipate our paper will shed light on the processes of establishing R&D strategy, coordinating R&D programs and setting priorities among R&D projects.

Lee YG, Song YI (2007) Selecting the key research areas in nano-technology field using technology cluster analysis: A case study based on National R&D Programs in South Korea. Technovation 27:57-64 In the early 21st century, Korean government issued a policy recommendation that Korean public research institutes should select strategic research fields to concentrate their resources, based on a careful review of the various strategic R&D factors. The government has emphasized the "selection and concentration" strategy for the efficient use of R&D resources and as a way to increase the national competitiveness of

Korea. This paper suggests a method, a "Technology Cluster Analysis," for selecting the strategic research areas, mainly targeting large, multi-disciplinary and long-term programs. The technology cluster analysis groups near technologies together based on key indicators. In this study, the method is applied to national R&D programs in the nano-technology field. Fifty-six nano-technologies are analyzed and grouped into three main clusters based on the survey data from 180 experts. Technological distances and correlations among individual technologies are depicted by hierarchical dendrogram. Three main clusters in nano-technology field are found and termed nano-materials, nano-devices, and nano-bio. These three clusters are expected to be the core technology clusters in nano-technology field in South Korea.

Leenders R, van Engelen JML, Kratzer J (2007) Systematic design methods and the creative performance of new product teams: Do they contradict or complement each other? Journal of Product Innovation Management 24:166-179 Can organizations exert control and provide structure for NPD activities while at the same time encouraging and managing creative performance? Any new product development (NPD) project requires some level of creative effort. In new product development, creative performance is of preeminent importance. Most NPD projects are executed with the NPD team as the organizational nucleus. As a result, managing creativity in NPD thus implies managing the creativity of NPD teams. Besides having to manage creative performance, companies are generally also concerned with improving the efficiency and effectiveness of the NPD process. Modern NPD projects therefore have the need for an approach that can be planned, optimized, and verified. As a consequence, systematic design methods have become widely used in NPD. In this article conceptual model is developed of the effect of modern design methodology on the creative performance of NPD teams. First, it is argued that the effect of systematic design methodology on NPD team creativity is mediated by the communication patterns of the NPD team. It is then proposed that four principles underlie modern design methodology: hierarchical decomposition, systematic variation, satisficing, and discursiveness. These principles affect NPD communication by, respectively, influencing the establishment of subgroups, the frequency of communication, the level of agreement or disagreement in the team, and the level of centralization of communication. Next, arguments are presented of how each of these four communicational characteristics shapes the creative performance of NPD teams. This second part of the conceptual model is tested empirically. This is done by studying the communication patterns in 44 NPD teams, employing social network analysis tools. These patterns of communication are then related to team-level creative performance through a set of regression analyses. The main conclusion of the article is that the design principles work together and need to be considered as an integrated whole: the creative performance of NPD teams can only effectively be managed by using and aligning all four of them.

Lehtonen M (2007) Management of technology: Key success factors for innovation and sustainable development. Technovation 27:320-321

Lepkowski W (2007) Engineers, academics, policymakers argue offshoring pros and cons. Research-Technology Management 50:2-5

Lepkowski W (2007) Telecom experts seek solutions fop corporate research decline. Research-Technology Management 50:2-4

Leskovar-Spacapan G, Bastic M (2007) Differences in organizations' innovation capability in transition economy: Internal aspect of the organizations' strategic orientation. Technovation 27:533-546 With regard to innovations, Slovenia is as an example of transition economy lagging behind the most developed economies. To have more insight into the reasons for this situation, the purpose of the research was to find out whether strategic orientation of Slovenian companies is supported by important internal capabilities which enable them to achieve innovation success and sustained competitive advantage. Statistical analysis of empirical data from Slovenian companies shows that companies with innovation-strategic-orientation are not significantly more successful in many aspects regarding their innovation capability and sustained competitive advantage compared to companies with quality- and cost-strategic-orientation. Also internal organizational capabilities represented in this research by organizational culture, entrepreneurship and market orientation are only slightly more supportive in companies declaring innovation-strategic-orientation compared to other two strategic groups. Therefore only a small number of companies with innovation strategy could be compared to companies in other developed countries as regards their innovation capability,

sustained competitive advantage and their internal organizational capabilities. Based on the findings from this research, both academics and managers in companies are encouraged to find more efficient ways to intensify science-industry cooperation in order to improve the use of concepts and practices that could, increase innovation in Slovenian companies.

Leten B, Belderbos R, Van Looy B (2007) Technological diversification, coherence, and performance of firms. Journal of Product Innovation Management 24:567-579 Technological diversification at the firm level (i.e., the expansion of a firm's technology base into a wide range of technology fields) is found to be a prevailing phenomenon in all three major industrialized regions,-the United States, Europe, and Japan-prompting the term multitechnology corporation. Whereas previous studies have provided insights into the composition of technology portfolios of multitechnology firms, little is known about the relationship between technological diversification and firms' technological performance. Against a backdrop of the technology and innovation management literature, the present article investigates the relationship between technological diversification and technological performance, taking into account the moderating role of technological coherence in firms' technology portfolios. Hereby, technological coherence is defined as the degree to which technologies in a technology portfolio are technologically related. To measure the technological coherence of portfolios, a measure of technological relatedness of technology fields is constructed based on patent citation patterns found in 450,000 European Patent Office (EPO) patent grants. Two hypotheses are presented here: (1) Technological diversification has an inverted U-shaped relationship with technological performance; and (2) technological coherence moderates the relationship between technological diversification and technological performance positively. These hypotheses are tested empirically using a panel data set (1995-2003) on patent portfolios pertaining to 184 U.S., European, and Japanese firms. The firms selected are the largest research and development (R&D) actors in five industries: pharmaceuticals and biotechnology; chemicals; engineering and general machinery; information technology (IT) hardware (i.e., computers and communication equipment); and electronics and electrical machinery. Empirical results, obtained by fixed-effects negative binomial regressions, support both hypotheses in the present article. Technological diversification has an inverted U-shaped relationship with technological performance. Technological diversification offers opportunities for cross-fertilization and technology fusion, but high levels of diversification may yield few marginal benefits as firms risk lacking sufficient levels of scale to benefit from wide-ranging technological diversification, and firms may encounter high levels of coordination and integration costs. Further, the results show that the net benefits of technological diversification are higher in technologically coherent technology portfolios. If firms build up a technologically coherent diversified portfolio, the presence of sufficient levels of scale is ensured and coordination costs are limited. At the same time, technologically coherent diversification puts firms in a better position to benefit form cross-fertilization between technologies. The present article clearly identifies the important role of technological coherence in technology diversification strategies of firms.

Lewi PJ, Smith A (2007) Successful pharmaceutical discovery: Paul Janssen's concept of drug research. R & D Management 37:355-362 During the past decade pharmaceutical research has become increasingly dependent on processes, stage gating and market orientation. The result has been a shift of attention from the individual researcher, patient and physician to hierarchical management structures. While the latter may work well in incremental innovation, such structures are far from optimal for fostering the type of environment that most often leads to breakthrough research. The authors describe here, from personal experience, the success factors of one of the most productive research enterprises that the. pharmaceutical industry has known. Janssen Pharmaceutica was founded and directed by the late Dr Paul Janssen, whose life and work are described in brief. His style of management can be characterized as people-oriented in contrast with the more common process-oriented style of organizing research. Janssen's concept rested on giving maximal freedom to competent and trusted researchers while continuously probing their activities and focusing their efforts towards achievable goats. Rather than give a formal description of this unique concept, the authors describe a typical day in Janssen's laboratory. Dr Janssen, although being a world-class scientist and entrepreneur, only occasionally published about the factors that contributed to his success. Rather he preferred to explain his concept of organizing around competent people and continuous critical questioning in the form of metaphors. Four of his typical metaphors are discussed here in some detail. Finally, the authors try to answer three frequently heard objections to the actual validity of this concept.

Liao SH, Hu TC (2007) Knowledge transfer and competitive advantage on environmental uncertainty: An empirical study of the Taiwan semiconductor industry. Technovation 27:402-411 This study investigates the inter-relationships among environmental uncertainty, knowledge transfer, and competitive advantage. Based on 176 subjects from the R&D and manufacturing department of 56 Taiwan semiconductor companies, this paper implements a structural equation model to test the research framework and hypotheses. It finds that knowledge transfer could develop semiconductor firms' core competence and then build their own competitive advantage. In addition, this study considers that environmental uncertainty is a vital factor during knowledge transfer. Research results indicate that the partially mediated model shows good model fitness for this relationship. In addition, the relationship between environmental uncertainty and knowledge transfer is negative, and knowledge transfer and competitive advantage have a positive relationship. This means that environmental uncertainty could hinder knowledge transfer and lead semiconductor firms to develop knowledge by themselves. Therefore, knowledge transfer to semiconductor firms is very important for technological and knowledge management activity in this rapidly changing industry environment.

Lichtenthaler U, Ernst H (2007) External technology commercialization in large firms: results of a quantitative benchmarking study. R & D Management 37:383-397 External technology commercialization (ETC), i.e., the commercialization of technological knowledge exclusively or in addition to its application inside the firm, has recently become a broader trend. However, this increase in outward technology transfer, e.g., by means of technology licensing, has been insufficiently reflected by academic research. Thus, we lack a detailed understanding of the evolution and the current scope of ETC, which represents an important component of technology portfolio management. Moreover, our insights into the functions of ETC and into firms' strategies, processes, and structures for managing ETC are limited. To address these research deficits, we present the results of a questionnaire-based benchmarking study in 154 medium-sized and large European firms spanning multiple industries. Thus, this article is among the first studies that provide quantitative empirical evidence for the current scope and management of ETC. After an introduction and theoretical considerations, the research design is described. Subsequently, the results of the survey are presented. In the final section, theoretical and managerial implications are discussed, and opportunities for further research are pointed out.

Linton J (2007) Unsolicited Advice on getting published and the publishing process. Technovation 27:1-3

Linton JD (2007) MOT TIM centres of global research 2006. Technovation 27:491-500

Linton JD, Embrechts M (2007) MOT TIM journal rankings 2006. Technovation 27:91-94

Linton JD, Morabito J, Yeomans JS (2007) An extension to a DEA support system used for assessing R&D projects. R & D Management 37:29-36 This paper describes an extension to the data envelopment analysis (DEA) support system that has been used for the assessment, rating, and ranking of diverse portfolios of research and development (R&D) projects at Lucent Technologies. The approach is illustrated through its application to a large portfolio of R&D projects considered by Lucent's Advanced Technologies Group. The method proceeds by first stratifying the portfolio into comparably efficient groups of projects through the construction of a series of efficient DEA frontiers, and then by lexicographically ranking each project within these groups relative to DEA-based contextual attractiveness measures calculated from the different partitions. The advantages to this approach are provided not only from the perspective of the specific project rankings that are produced but also from the broader managerial insights that can be derived from any resulting differences between officially sanctioned, quantitative decision-making procedures, and the quality of the decisions that have actually been made by managers.

Llor A (2007) Delay from patent filing to technology transfer: A statistical study at a major public research organization. Technovation 27:446-460 An analysis is given of the statistical distribution of the delays between patent filings and their corresponding transfer agreements in a major public research organization, the Commissariat l'Energie Atomique (CEA) in France, over the 1985-2004 period. These 'patenting to transfer delays" (PTDs) display four main features: (i) for agreements on isolated patents, the (truncated) log-normal distribution of PTDs has a geometric mean of 3.7 years 14% with a standard deviation defined

by a factor 2.6 above and below mean; (ii) the mean geometric PTD increases with the number of patents involved in the agreements; (iii) more surprisingly, mean geometric PTDs appear independent of the originating divisions of CEA, covering very diverse technical fields, and also display insignificant evolutions over 20 years, despite the advent of several major technological shifts; (iv) at variance with unsupported claims found in the literature, license revenues appear uncorrelated to the corresponding PTDs. Implications of the observed trends on innovation management at micro- and macro-economic level are also considered. The quasi-invariance of mean PTDs over 20 years may be due to the dominance of external human and economic factors during patent to transfer. It is conjectured that similar conclusions could be reached in other public research organizations in tile world, the factors affecting this incubation delay being "universal."

Lu LYY (2007) Protecting intellectual property rights. Research-Technology Management 50:51-56 Intellectual property rights (IPR) protection is a big concern for multinational corporations (MNCs) deciding where to locate their overseas R&D units. The top management team of an MNC must know the techniques of protecting the firm's valuable innovation in a country with weak IPR protection. Unfortunately, few studies in the literature address this topic. A case study of three Taiwanese IT firms that have intensive R&D activities in mainland China, examines the techniques they have adopted to protect their valuable IPR. These techniques encompass legal mechanisms, secrecy, lead time, and complementary capabilities.

Lubango LM, Pouris A (2007) Industry work experience and inventive capacity of South African academic researchers. Technovation 27:788-796 The inventive capacity of South African universities and researchers is investigated through analysis of university patent applications. Patent applications to the South African Patent office from 1996 to 2006 are used as an indicator of inventive capacity. The investigation determines, for the first time, patenting activities of local universities at the South African Patent Office for the past 10 years and it identifies the performance of faculties and departments. We suggest that patent analysis of local patent offices in developing countries provides a more comprehensive picture of inventive activity than the analyses in the main patent offices in USA and Europe. The assertion that industrial experience affects the inventiveness of academic staff is also investigated. The study finds that most inventors or co-inventors held at least one position in industry, or in some cases, specialized parastatals (non-university institutions) prior to patent application. The study supports the idea that experience and the professional trajectory of scientists through migration from industry to university leads to an increase of researchers' scientific and technical human capital which is convertible into high performance or inventive capacity. We argue that this linkage is valid equally in developed and developing countries (like South Africa) and that universities internationally wishing to improve their entrepreneurial character should aim to employ academic with industrial prior experience.

Lyne MB (2007) Research institutes have become industry partners. Research-Technology Management 50:42-48 Industrial research institutes used to be government-financed organizations with mandates to advance industrial technology and improve economic competitiveness. Good R&D people were assembled and expected to contribute to the welfare of industry and society without having any clear link to business needs and strategy. Today, institutes have evolved into market-driven hybrids paid for value delivered to industry while still receiving a portion of their funding from public sources. They are strongly networked to enhance the probability of finding rapid and cost-effective solutions to technical problems brought to them by industry. The handling of technology transfer to industry and associated intellectual property rights has been facilitated by model contracts and master alliance agreements, and modern industrial institutes use web-based tools to speed identification of new technologies with high potential, to gauge potential value of those technologies to member companies, and to establish a project strategy that will lead to defensible JP.

Maccoby M (2007) Mobilizing the minds of research/technology managers. Research-Technology Management 50:65-67

Maccoby M (2007) Developing research/technology leaders II. Research-Technology Management 50:75-76

Maccoby M (2007) Developing research/technology leaders. Research-Technology Management 50:65-67

MacGregor SP (2007) Working virtually: Challenges of virtual teams. Journal of Product Innovation Management 24:95-97

Makri M, Lane PJ (2007) A search theoretic model of productivity, science and innovation. R & D Management 37:303-317 Building on macroeconomic research on technology searches in response to diminishing technological opportunities, we develop an industry-level search theoretic model of productivity, knowledge sources, and innovation. We argue that increasing the use of science in technology development increases the novelty of ideas in the innovation search distribution and thus increases the likelihood of finding productivity improvements. We also propose that this relationship will hold outside the traditional science-based industries (pharmaceuticals, chemicals), and that there is no similar relationship between productivity and non-science patents. Random effect analyses of 32 US manufacturing industries during 1985-1997 support these hypotheses.

Malik K (2007) Knowledge management: An integrated approach. R & D Management 37:495-495

Mangani A (2007) Technological variety and the size of economies. Technovation 27:650-660 Several empirical studies show that the size of an economy affects the number of fields where it is technologically active (technological variety). In this paper I "quantify" the relationship between the countries' economic size and technological variety by using European patent data. Thus, technological variety can be distinguished from technological intensity. I find that technological variety accounts for about 40% of the higher number of patent applications made by larger and richer economies. However, the size/variety relationship is more robust than the wealth/variety relationship. The empirical results regarding technological activity resemble those on international trade and may be interpreted combining different theories.

Mankin E (2007) Measuring innovation performance. Research-Technology Management 50:5-7

Mankin E (2007) New products start by viewing future. Research-Technology Management 50:5-7

Mann L, Marshall RJ (2007) Teams in CSIRO: Reorganising for national research imperatives. Innovation-Management Policy & Practice 9:136-145 CSIRO is the pre-eminent Australian research organisation. In this paper, we discuss how CSIRO, with its new focus on Flagship research, collaborative research, and 'theme and stream' research, faces some major challenges. In our analysis of teams at CSIRO we draw on statements made by CSIRO leaders about team function and importance. We also draw on empirical evidence from studies of CSIRO teams over the past decade for insights into how they are performing and some of their principal characteristics. This provides a point of departure for discussing, the challenges ahead. The paper also touches on the psycho-social challenges of working in Research and Development (R&D) teams, particularly those that cross discipline and organisational boundaries. We look at some design features of CSIRO teams, such as long tenure and practices used to support team formation and development. Our evidence shows a Positive profile of CSIRO teams on leadership, resources, and team dynamics and a high level of trust. The Organisation attention to training its project teams is an important factor in its ability to meet its goals and will become increasingly important as it moves from 2007 to the matrix structure needed to conduct large scale programmatic research of national significance.

Marceau J (2007) The knowledge tree: CSIRO in Australia's innovation systems. Innovation-Management Policy & Practice 9:98-112

Marceau J, Turpin T (2007) Innovation agents and innovation tracks: CSIRO research scientists and their peers. Innovation-Management Policy & Practice 9:125-135 Ultimately it is people who innovate; these innovators are often scientists and technologists. This paper presents data from a 2003-4 study of careers followed l by research scientists working in areas of traditional strength in Australia agriculture, earth sciences, life sciences and medical sciences. Carried out via the web and targeted to scientists who were publishing in journals located in the Web of Science, the study received usable responses from 515 research scientists covering principally country of education, field of research, five major positions held and motivations for changing jobs, salaries, time spent on research as careers progressed. Respondents were

working largely in the public sector, mostly in higher education but with a significant sub-sample working in Commonwealth agencies, notably the CSIRO. The paper presents the experience of the general population of respondents and compares it where possible with that of CSIRO.

Martin MJ (2007) University perspective on commercialization of IP. Research-Technology Management 50:13-16 OVERVIEW: Sourcing innovation externally and being able to collaborate are the keys to success in the '' flat world '' that Thomas Friedman has written about. The challenge continues to be how to identify and bring together the right resources to tran transform technology into a form that will enjoy a soceital and economic ben fit-bridging acadenmic and the for-profit communities. If businesses expect to be competitive in a flat world, they need to understand how universities develop technology and transfer that technology to society.

Matthews M (2007) Capability building and risk management in commercialisation: Lessons from the Radiata experiments. Innovation-Management Policy & Practice 9:170-180 This paper examines the wider lessons to be obtained,from the story of the CSIRO-related start-up company, Radiata Inc. It shows how CSIRO's sustained trans-disciplinary capability-building efforts in radio-astronomy helped to produce a generation of electronic engineers well-versed in cutting-edge integrated circuit design and development who were also able to work effectively in commercial environments. Collaboration between radio-astronomers and engineers continued to develop via joint CSIRO-Macquarie University work examining wireless Local Area Network solutions based on mathematical techniques used in radio-astronomy and utilising state-of-the-art chip design methods. This work culminated in the formation of Radiata Inc. and its subsequent acquisition by Cisco Systems in 2001, to be followed by Cisco withdrawal from wireless chip development in 2004. The paper considers the wider implications of this story, highlighting the importance of trans-disciplinary capability-building to increasing the odds of success in the risky process of innovating. It concludes that CSIRO should continue to develop its options-based approach to valuing R&D outcomes in order to better demonstrate the ways in which capability-building, can generate improved odds of success in innovation for a wide range of businesses - provided that they have access to the skilled staff generated by this type of 'rounded' training related to basic research.

Mawhinney L (2007) Working with your CFO. Research-Technology Management 50:15-17

Medcof JW (2007) CTO power. Research-Technology Management 50:23-31 Those who aspire to strategic leadership as Chief Technology Officers must look beyond their roots in technology and develop their careers in light of the realities of how decisions are made in top management teams. Research on upper-echelon leadership suggests that CTOs who aspire to significant strategic influence should build their power bases on general business savvy, strong personal relationships in networks inside and outside the firm and, in some cases, on their ownership position in the firm. Research showing that executive decision-making is often informal, based on personal relationships and frequently involving people from outside the firm, suggests that these bases can be more important than the traditional cornerstones of a CTO's power: technological expertise and organizational position power. The leadership style of the CEO can also significantly enhance or detract from a CTO's ability to influence firm strategy.

Mehta S, Peters LS (2007) Outsourcing a core competency. Research-Technology Management 50:28-34 Data from contract research organizations (CROs) and pharmaceutical companies reveal an increasing amount of outsourcing of biostatistics in clinical trials. However, a surprising number of projects involve practices identified as "never outsource" and of "key importance to grow' and retain" by the pharmaceutical statistics directors. The sharing and outsourcing of these big pharma "best practices" with the CROs is an advantage for smaller competitors, particularly as related to analysis methods and protocols that are likely to be accepted by the U.S. Food and Drug Administration. Over time, an accumulation of critical resources and tacit knowledge could allow the CRO to eventually become a new type of independent competitive player in the drug development process.

Menzel HC, Aaltio I, Ulijn JM (2007) On the way to creativity: Engineers as intrapreneurs in organizations. Technovation 27:732-743 Organizations often hide creativity and talent. This paper describes how to make engineers active in the field of intrapreneurship within large firms where they often are employed in

R&D. This development is seen, in Europe at least, most desirable by the companies today. Technology has an extensive impact on the society and economy nowadays, and it is important to study how technological innovations appear and who is behind them. Entrepreneurship and organizational intrapreneurship are, in many cases, the basis of technological innovations and firm renewal. Engineers are the company's special professional workforce that has the role to produce and develop innovations. Since the world of high-tech companies needs the cooperation of many experts, engineers must be able to cooperate well with other fields of expertise such as marketing, research and development as well as external suppliers and service providers. Also, innovations today often ask not only for unique technical knowledge but also social knowledge to make these innovations meaningful. In this sense, social innovation parallels technical innovation. Thus, in this paper we explore the origins of the intrapreneurship capacity in engineering settings of hightech firms, thereby concentrating on three issues: Who is the intrapreneur and the engineer-intrapreneur in particular? What kind of managerial and organizational support is required to facilitate the intrapreneur's upcoming? What are the educational and work related consequences for practical intrapreneurship tool development?

Merrfield B (2007) Strategic collaborations - Essence of survival. Research-Technology Management 50:10-14

Meyer MH (2007) The fast path to corporate growth: Leveraging knowledge and technologies to new market applications. Research-Technology Management 50:69-70

Miles I (2007) Research and development (R&D) beyond manufacturing: the strange case of services R&D. R & D Management 37:249-268 The share of business research and development (R&D) expenditure stemming from the services sector of the economy has been growing rapidly in many (though not all) OECD countries, according to official statistics. The same data sources also indicate, however, that services contribute less to R&D than would be expected given their large shares of employment and output in national economies. In part, incomplete sampling of services in R&D surveys may lead to some underestimation of their R&D activity, but this is unlikely to account for their apparently poor performance. This paper draws on an analysis of existing statistical sources, and on interviews and workshops with service firms' managers. It finds difficulties associated with the ways in which R&D has been operationalised in survey questions. Examination of survey questionnaires suggests that the formulation of these questions, focusing on technological R&D and ruling out much social scientific R&D, disproportionately reduces the reporting of R&D by service firms. But beyond this, the R&D concept itself has some problematic features where it comes to documenting innovation in service firms. This was investigated through a programme of interviews and workshops with service firms, where a lack of familiarity with the R&D concept and R&D management practices was found to be commonplace. R&D performance and innovation activities vary across services of different sorts, even though most service subsectors appear to be low R&D investors. It is thus important to examine services' innovation patterns and processes, to establish what types of R&D-like activity are underway in these subsectors. While some modification in R&D measurement would be desirable to capture services' activities, effort to understand the non-R&D elements of services innovation is also important - for management and for policy (given that governments are seeking to create R&D incentives and targets for services and other sectors). There are grounds for expecting (a) services' share of business R&D to continue to grow; (b) this share to continue to be well below what would be expected from the prevalence of services in economic activity, and (c) for many services' innovation to continue to rely heavily on sources that are not directly associated with R&D.

Miles I (2007) e-development toward the knowledge economy: Leveraging technology, innovation and entrepreneurship for 'smart' development. R & D Management 37:277-278

Minagawa T, Trott P, Hoecht A (2007) Counterfeit, imitation, reverse engineering and learning: reflections from Chinese manufacturing firms. R & D Management 37:455-467 In a previous paper, we developed an alternative perspective on product imitation and innovation. In this paper, we explore some of our research questions using empirical data gathered in China. While we do not condone counterfeit activities, we explore the role of counterfeiting, imitation and learning from the perspective of Chinese manufacturers and provide insight from a small number of key informants about the motives and incentives for non-consensual

acquisition of technology and their views on what Western firms should be doing to counteract the threat to their technological advantage. In this paper, we argue that where companies use the technology property of others to develop their own technology capability without the consent of the other party (non-consensual acquisition of technology), firms should consider whether there are opportunities for collaboration before resorting immediately to the legal tools at their disposal to enforce intellectual property rights and seek financial recompense from infringers without due consideration of the learning, new product development and innovation context. We believe that the findings from our case studies can make a significant contribution towards a better understanding of non-consensual acquisition of technology in an innovation context. In particular, the information gained from the key informants provides their perspective on the causes of non-consensual acquisition of technology and their views and recommendations of how companies affected by this behaviour might be able to better handle this problem.

Mitchell GR (2007) Instill the entrepreneurial mindset. Research-Technology Management 50:11-13

Mitchell GR, Hamilton WF (2007) Managing R&D as a strategic option. Research-Technology Management 50:41-50 2007 is Research-Technology Management's 50th year of publication. To mark the occasion, each issue reprints one of RTM's six most frequently referenced articles. The articles were identified by N. Thongpapanl and Jonathan D. Linton in their 2004 study of technology innovation management journals, a citation-based study in which RTM ranked third out of 25 specialty journals in that field (see RTM, May-June 2004, pp. 5-6). The article reprinted here was originally published in 1988 and has been updated with its authors' "reflections." Addressing the overuse of ROI and related investment criteria in knowledge-intensive situations, the article was one of the first to observe that R&D programs directed toward strategic positioning paralleled the use of call options on stocks. It urged managers to recognize that R&D spending was directed at creating options for the corporation's downstream investment and to take into account the potential impact of this perspective on their R&D strategy.

Miyazaki K, Islam N (2007) Nanotechnology systems of innovation - An analysis of industry and academia research activities. Technovation 27:661-675 Nanotechnology promises significant improvements of advanced materials and manufacturing techniques, which are critical for the future competitiveness of national industries. This paper is concerned with the sectoral innovation system in nanotechnology in a global perspective with an aim to understand worldwide developments in nanotechnology research from its emerging stage. The research highlights cross-country comparisons, actors and institutions in the innovation system based on quantitative method (bibliometrics and tech mining). The authors present also the varying involvement of academia, public research institutions and commercial companies in relevant research by finding main research contributors, discourse development, as well as clusters or knowledge networks of affiliations and countries. The research findings show that the significant output of commercial companies in Japan and the United States is different from the situation in the European Union, where the relevant scientific activities are dominated by academic and government research institutions. The research reveals the learning patterns of nanotech innovation structure for the science pole. The findings can be particularly useful for forming technology strategies, science and technology policies by revealing strengths and weaknesses of the emerging innovation system in nanotech, existing country-level competencies and differences.

Montoya PV, Zarate RS, Martin LAG (2007) Does the technological sourcing decision matter? Evidence from Spanish panel data. R & D Management 37:161-172 This paper extends previous analysis of the choice between internal and external R&D to consider the effect of this decision on productivity. Existing empirical research confirms that there is a positive relationship between technological assets and firm performance. However, few works have attempted to identify whether the technological sourcing decision taken by the firm affects productivity. The main finding of this paper is that the technological strategy developed by the firm does affect productivity. This issue is particularly novel as it incorporates the technological sourcing decision taken by the firm. The results we obtain indicate that the technological sourcing decision affects the relationship between technological capital and productivity. Thus, our findings suggest that the decision between internal and external R&D matters.

Moultrie J, Clarkson PJ, Probert D (2007) Development of a design audit tool for SMEs. Journal of Product Innovation Management 24:335-368 There is strong evidence of the importance of good design to company success. However, it is apparent that despite this evidence, design skills are often marginalized in small and medium-size enterprises (SMEs). This article presents a design audit tool that captures good design principles in a form accessible to industry. Previous audit approaches have focused extensively on the management of new product development (NPD). In this research, the audit tool is based on process maturity principles and explicitly targets the design related activities in NPD-specifically in small firms. The design audit has been developed iteratively by application in action research mode and is supported by evidence from literature and exploratory cases. This inductive development enabled the generation of a robust audit tool through intervention in small firms to improve design practices. The resulting audit tool is designed for use in a multifunctional workshop setting. Typical outputs from application include the generation of action plans for improvement in future performance. This audit tool is based around a model of good design that explicitly distinguishes between management and design related activities in NPD. The audit tool has succeeded in encouraging managers to pay greater attention to the design related elements of NPD. This complements the satisfaction of managerial goals typically emphasized in many NPD processes.

Mudambi R, Mudambi SM, Navarra P (2007) Global innovation in MNCs: The effects of subsidiary self-determination and teamwork*. Journal of Product Innovation Management 24:442-455 The ability of multinational corporations (MNCs) to leverage their innovation competencies across globally dispersed subsidiaries is an increasingly valuable source of competitive advantage. As multinational enterprises turn to foreign subsidiaries for research and development (R&D) and product development, questions arise regarding the most effective organizational structures for global innovation. Although organizational conditions that satisfy the needs for self-determination and teamwork have long been considered intrinsic motivators, past research has not analyzed the consequences of intrinsic motivators on global innovation. The basic research question is this: In globally dispersed subsidiary R&D units, what organizational conditions and motivators are associated with the highest knowledge output? A sample of 275 globally dispersed R&D subsidiaries were studied from 1995 to 2002. Data were collected from a postal survey, field and telephone interviews, and secondary sources. Subsidiary self-determination and teamwork were found to have a significant effect on knowledge output, as objectively measured by patent citations. Subsidiary self-determination on inputs such as sourcing and hiring, and self-determination on outputs such as marketing and product development, emerged as positive determinants of knowledge generation in R&D subsidiaries. In addition, interteam cooperation and intrateam cooperation were significant determinants of knowledge generation by subsidiaries. These findings highlight the importance of self-determination, teamwork, and cooperation to knowledge creation and innovations. Managers face the tough challenge of how to motivate globally dispersed knowledge workers to conduct research that will generate knowledge and will strengthen firm performance. The results provide theoretical and practical insights on how MNCs can leverage their innovation competencies across foreign R&D subsidiaries.

Mulenburg G (2007) Leading teams. Journal of Product Innovation Management 24:410-411

Mulenburg G (2007) Managing projects. Journal of Product Innovation Management 24:410-411

Mulenburg G (2007) Running meetings. Journal of Product Innovation Management 24:410-411

Nelson RR (2007) Discovering Schumpeter: Creative destruction evolving into 'Mode 3'. R & D Management 37:496-496

Nieto MJ, Santamaria L (2007) The importance of diverse collaborative networks for the novelty of product innovation. Technovation 27:367-377 Competition today is driving firms to introduce products with a higher degree of novelty. Consequently, there is a growing need to understand the critical success factors behind more novel product innovations. This paper theoretically and empirically analyzes the role of different types of collaborative networks in achieving product innovations and their degree of novelty. Using data from a longitudinal sample of Spanish manufacturing firms, our results show that technological collaborative networks are of crucial importance in achieving a higher degree of novelty in product innovation. Continuity of collaboration and the composition of the collaborative network are highly

significant dimensions. Collaboration with suppliers, clients and research organizations-in this order-have a positive impact on the novelty of innovation, while collaboration with competitors has a negative impact. The greatest positive impact on the degree of innovation novelty comes from collaborative networks comprising different types of partners.

Nissing N (2007) Would you buy a purple orange? Research-Technology Management 50:35-39 The theory of inventive problem solving (TRIZ) is a widely accepted methodology of inventive concept generation that emphasizes predictive methods and evolutionary trends. Strategic inventing is a complementary tool for concept generation that places more emphasis on differentiation and patent protection. Traditional product development techniques and the Law of Ideality focus on the improvement of functional benefits and the reduction of associated negatives. In contrast, the primary advantage of strategic inventing is the establishment of a competitive advantage based on a strong patent position-regardless of whether or not there are functional benefits. The following article includes a comparative example of concept generation using these two techniques.

Nuvolari A (2007) Knowledge and competitive advantage: The coevolution of firms, technology and national institutions. Technovation 27:414-415

O'Shea RP, Allen TJ, Morse KP, O'Gorman C, Roche F (2007) Delineating the anatomy of an entrepreneurial university: the Massachusetts Institute of Technology experience. R & D Management 37:1-16 In many universities, heads, administrators and faculty seek to increase the propensity to engage in commercialization of research activity through the spinoff of new companies. The highly complex mechanism of spinoff generation is typically considered the result of either the characteristics of individuals, organizational policies and structures, organizational culture, or the external environment. Explanations of spinoff activity have in the main focused on only one of these dimensions at a time. In this paper we integrate these four dimensions of academic entrepreneurship to develop a more systemic understanding of spinoff activity at the university level. Using the case of Massachusetts Institute of Technology (MIT), a top spinoff generator in the United States, a systemic analysis is presented. We identify the inter-related factors that have contributed to successful academic entrepreneurship in MIT. We argue that MIT's success is based on the science and engineering resource base at MIT; the quality of research faculty; supporting organizational mechanisms and policies such as MIT's Technology Licensing Office; and the culture within MIT faculty that encourages entrepreneurship. However, to understand why MIT has developed these resources and organizational mechanisms, it is necessary to understand the historical context and emergence of MIT, and in particular the historical mission of the university, the role of key individuals and university leaders in supporting this mission, and the impact of past success at commercialization activity. Finally, we suggest that MIT's success needs to be understood in the context of the local regional environment. We argue that university administrators and academics can learn from the case of MIT, but that efforts at transposing or replicating single elements of MIT's model may only have limited success, given the inter-related nature of the drivers of spinoff activity.

Oakey R (2007) Clustering and the R&D management of high-technology small firms: in theory and practice. R & D Management 37:237-248 Much of the policy assistance for high-technology small firms (HTSFs) over recent years has been directed at encouraging their research and development (R&D) collaboration through local networking and technology transfer. Following a consideration of why HTSFs are formed, and how they perform R&D in order to cope with the competitive environment, this paper explores the value of external collaborative R&D to internal R&D management, inside geographically concentrated incubators, science parks or clusters. It is concluded that, although R&D collaboration with external partners occurs in limited instances, much HTSF R&D is highly confidential, competitive and wholly internalised. This tendency, as far as it relates to R&D management, is significant in that it minimises the likelihood that local management collaboration between co-located firms will improve the performance of R&D projects.

Pal SS (2007) The innovation killer: How what we know limits what we can imagine and what smart companies are doing about it. Journal of Product Innovation Management 24:633-635

Paladino A (2007) Investigating the drivers of innovation and new product success: A comparison of strategic orientations. Journal of Product Innovation Management 24:534-553 The notion of producing innovations and achieving new product success has received a great deal of attention. Though many have investigated these effects in marketing and various fields within management, there has been little cross-fertilization between fields of study to explain the basis for this superior performance. Though research has examined the resource-based view (RBV) and market orientation individually, none has evaluated and compared their effect on firm innovation and new product success in one study. Furthermore, although empirical work has been conducted between market orientation and organizational learning, comparatively less research has been conducted to evaluate the relationship between organizational learning and the RBV to examine their combined effects on a firm's ability to innovate and succeed. Subsequently, the purpose of the present article is to investigate whether a focus on the customer (i.e., market orientation) or the firm (i.e., RBV) will drive the ability to (1) innovate within the firm and (2) succeed in terms of new product success, financial performance, market share, and customer value. The present article examines the relationship between organizational learning and the RBV and market orientation. It presents an empirically testable framework that investigates the relationship that RBV and market orientation have with performance outcomes. Data were collected from 249 senior executives. LISREL was applied to evaluate the relationships. Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures used. Findings show that organizational learning is strongly associated with market orientation, which in turn impacts various performance outcomes including customer value. The RBV had a significant relationship with new product success. These results suggest that managers seeking innovation and new product success should focus less on the provision of customer value. Instead they should look toward developing their resources within the firm, including investing in human resources, to ultimately provide value to the firm. Findings indicate that this unique offering-innovations-will have an indirect effect on customer value and financial performance. In contrast, those in pursuit of positive financial performance and customer value should focus on the development of market orientation. Even though this will not necessarily lead to the development of innovative processes and new product success according to the present study, this approach may lead to a greater market share in the long term. This article reviews theoretical and managerial implications in more depth, providing an impetus for further research.

Pallister JG, Wang HC, Foxall GR (2007) An application of the style/involvement model to financial services. Technovation 27:78-88 This study was designed to empirically investigate Foxall's [1995. Cognitive styles of consumer initiators. Technovation 15(5), 269-288] style/involvement model in a new context of the financial product market by using a random sample of 308 UK consumers. To build greater understanding of the style/involvement model, which proposed that consumer choice is shaped by adaptive-innovative cognitive style [Kirton, M., 1976. Adaptors and innovators-a description and measure. Journal of Applied Psychology 61(5), 622-629] and product-domain involvement [Zaichkowsky, J.L., 1985. Measuring the involvement construct. Journal of Consumer Research 12(3), 341-352], the opportunity was taken to examine the usefulness of an alternative measure of innovativeness [Hurt, H.Y. et al., 1977. Scale for the measure of innovativeness. Human Communication Research 4(1), 58-65], which correlates with the KAI [Kirton, M.J., 2003. Adaption-Innovation in the Context of Diversity and Change. Routledge, London] that was used to develop this style/involvement model. Further, instead of testing the innovations of new health food [Foxall, G.R., Bhate, S., 1993a. Cognitive styles and personal involvement of market initiators for 'healthy' food brands: implications for adoption theory. Journal of Economic Psychology 14(1), 33-56] or new computer software [Foxall, G.R., Bhate, S., 1993b. Cognitive style and use-innovativeness for applications software in home computing: implications for new product strategy. Technovation 13(5), 311-325], established products of four financial products: (1) pensions; (2) life assurance; (3) mortgages; (4) savings and investment were investigated. These products not only contrast with the targets of Foxall's [1995] earlier researches, but are of intrinsic interest in view of the extent of strategic change and product development which characterize the contemporary financial services industry. Findings indicated that even within a broadly defined product category like financial services, consumers vary significantly. Buyers of mortgages and pensions were highly involved adaptors, whilst buyers of life assurance were less-involved adaptors. Buyers of savings and investments, however, were highly involved innovators.

Parker MJ (2007) Time strategies, innovation and environmental policy. Technovation 27:233-233

Paulson AS, O'Connor GC, Robeson D (2007) Evaluating radical innovation portfolios. Research-Technology Management 50:17-29 Radical innovation in large firms is a risky endeavor, exacerbated by, high levels of uncertainty and long cycle times. Moreover, management lacks evaluation tools that are appropriate for the degree of ambiguity of the information available from these hypes (of Projects. Add to this the difficulties of managing in the context of the large firm where manyprocesses are tuned toward repetition and continuous improvement, and it becomes clear that commercialization of radical innovation (RI) is a difficult proposition at best. portfolio managers will almost invariablity; build a team, learn appropriate processes, clarify, their mandate within the company, generate intial projects, and begin to enrich their portfolios, only; to have their efforts cancelled out due to anunsatisfactory financial return. The '' what have you done for me lately ?'' question plagues these groups, and ends zip costing the company investment resources in opportunities that are never leveraged. Having an evaluation tool to assess the relative values of projects within the context of the entire radical innovation portfolio, and to track changes in the relative value of the portfolio over time, can help RI portfolio inanagers articulate their contribution to the conipany's growth strategy and can aid in innovation strategydevelopinent.

Penton HR, Pitcher WH (2007) IRI group advises on BP spin-off. Research-Technology Management 50:7-8

Perry M (2007) Seeing trees and forests: A comparative evaluation of business clusters and national industry associations in the New Zealand forest sector. Innovation-Management Policy & Practice 9:46-61 This paper examines the perceptions of a sample of enterprise managers in the New Zealand forest products industry about the respective contributions of cluster groups and national industry associations. Enterprise managers are found to view these forms of association as complementary rather than as one being clearly superior to the other. This suggests that business development can benefit from the existence of both forms of association with individual enterprises matching participation with their current development needs. Government.. support to collective associations should be based on prior investigation of the gaps in business support rather than on prior Judgements about the superiority of one form of association. This evidence is considered significant in the context of the present prioritising of clusters to the neglect of national industry associations.

Pichler R (2007) Agile retrospectives. Journal of Product Innovation Management 24:505-506

Pitkethly RH (2007) Intellectual property management in R&D collaborations: The case of the service industry sector. R & D Management 37:496-498

Porter A (2007) Now "tech mining" can enhance R&D management. Research-Technology Management 50:15-20

Pries F, Guild P (2007) Commercial exploitation of new technologies arising from university research: start-ups and markets for technology. R & D Management 37:319-328 The creation of start-up firms is an important method of commercializing new technologies arising from R&D at universities and other research institutions. Most research into start-ups presumes that these firms develop products or services. However, start-ups may operate through markets for technology by selling or licensing rights to use their technology to other firms - typically established firms - who develop and sell new products or services based on the technology. In this study of 57 public start-up firms created to commercialize the results of university research, we find evidence that (1) operating through markets for technology is a common approach to commercialization, (2) start-ups that operate in markets for technology can be effectively distinguished in practice from start-ups operating through product markets, and (3) there are substantive differences in the business activities of firms depending on whether they operate through product markets or markets for technology.

Probert DR (2007) Structured creativity: Formulating an innovation strategy. R & D Management 37:92-93

Pykalainen T (2007) Model for profiting from software innovations in the new era in computing. Technovation 27:179-193 The purpose of this paper is to create a new model for describing conditions for

profiting from software innovations in the software industry. Proprietary software is threatened by the popularity of open source software (OSS), which challenges the traditional business models that have relied on proprietary technologies and closeness. OSS has strongly impacted on the software industry; as a result, the appropriateness of traditional business models should be questioned and alternative models sought. This leads to exploration for a new model to evaluate the conditions for profiting from software. The proposed model includes three dimensions: technology, complementary assets, and ideology.

Radeka K (2007) Naked conversations: How blogs are changing the way businesses talk with customers by robert scoble and shel israel. Journal of Product Innovation Management 24:632-633

Radeka K (2007) The Toyota product development system: Integrating people, process and technology. Journal of Product Innovation Management 24:276-278

Radosevic S (2007) Technological change and economic catch-up. The role of science and multinationals. R & D Management 37:174-177

Rasmussen B (2007) Is the commercialization of nanotechnology different? A case study approach. Innovation-Management Policy & Practice 9:62-78 Nanotechnology is the latest in a series of general purpose technologies (GPT), earlier examples of which, have transformed household life, industry structure and firm performance. This paper traces the development to date of one of the first uses of nanotechnology to synthesise a new drug. Using an innovation systems framework, the paper compares the commercialisation process of this drug with that typically employed by a biotechnology company, to explore differences arising from the novel nature of the underlying technology. The study finds that the commercialisation process, followed by the company developing the drug, conforms substantially to the empirical literature on biotechnology commercialisation. However it departs in two important ways. One is the absence of venture capital involvement and the second is the failure to date to form an alliance with a major pharmaceutical company. The evidence suggests that while both reflect factors that relate to conditions in the Australian market, the novel nature of the technology may he an issue in the latter.

Ringo T (2007) IBM explores new frontiers in collaborative innovation. Research-Technology Management 50:6-7

Roberts EB (2007) Managing invention and innovation. Research-Technology Management 50:35-54 2007 is Research-Technology Management's 50th year of publication. To mark the occasion, each issue will reprint one of RTM's six most frequently referenced articles. The articles were identified by N. Thongpapanl and Jonathan D. Linton in their 2004 study of technology innovation management journals, a citation-based study in which RTM ranked third out of 25 specialty journals in that field (see RTM May-June 2004, pp. 5-6). The article reprinted here was Number I on their list. Published it? 1988 and updated now with its author's "reflections," the article surveyed what had been learned about the management of invention and innovation during the previous 50 years since the Industrial Research Institute's founding in 1938. Following a discussion of definitions of the invention and innovation process, it focused on three major dimensions of the process: staffing, structure and strategy. Taken together, their improved management was found to contribute critically to achieving successful institutionalized innovation.

Rodriguez-Repiso L, Setchi R, Salmeron JL (2007) Modelling IT projects success: Emerging methodologies reviewed. Technovation 27:582-594 IT projects are different from and potentially more difficult than other engineering projects as they are characterised by high complexity and high chances of project failure. Therefore, it is important to identify those Critical Success Factors (CSFs) which increase the chances for project success. This paper reviews three emerging methodologies for identifying, classifying and evaluating CSFs in IT projects: Critical Success Chains (CSC), Analytic Hierarchy Process (AHP) and Fuzzy Cognitive Maps (FCM). These three methodologies are compared; their advantages, disadvantages and limitations are analysed with the objective to provide decision-makers concerned with the success of an IT project with an understanding which will help them to identify the most suitable methodology in view of the project specifics and circumstances.

Rose C, Cronin J, Schwartz R (2007) Communicating the value of your intellectual property to wall street. Research-Technology Management 50:36-40 Companies and their shareholders stand to benefit from consistently developing and promoting their intellectual property portfolios with a structured IP story. An IP story shows how a company developed IP that supports important products and technologies, with clear linkages from the market opportunities to patents. Companies that follow this approach stand to 1) support higher stock prices, given the incredibly high value placed on intangibles in today's market, 2) maximize return on investment in their IP by supporting strategic technologies that are linked to market needs, and 3) lead the corporate world with best-in-class IP management.

Rush H, Bessant J, Hobday M (2007) Assessing the technological capabilities of firms: developing a policy tool. R & D Management 37:221-236 The development of technological capabilities results from an extended learning process and external policy agents can play an important role in its development. This paper outlines trends in governmental and non-governmental policy initiatives and the use of concepts such as capability and absorptive capacity, which are positioned within generic-staged models of capability maturity. This paper describes the development of a technology capability assessment/audit tool that has been designed to help locate firms within four archetypes based upon their level of maturity on nine key dimensions of the management of technology. The tool is intended to help bridge the gap between our theoretical understanding of the principles of technology management and policy practice - allowing policy makers to design mechanisms that focus resources in areas of greatest need through the appropriate selection of policy mechanisms and the targeted design of policy. The use of this tool in field experiments is described along with the implications for policy making.

Ryan JC, Hurley J (2007) An empirical examination of the relationship between scientists' work environment and research performance. R & D Management 37:345-354 This research is an empirical examination of the relationship between organizational characteristics and scientific research effectiveness. A sample of research-active scientists (N = 295) from 25 biological and chemical science university research departments took part in this study. Data were collected using the Organizational Culture Survey (Glaser et al., 1987), which measures six organizational characteristics of the research environment. Organizational characteristics are analysed across a measure of departmental research performance. Results support the hypothesis that specific characteristics of the organizational environment are related to research performance. The implications of these findings for the existing literature and the future management and organization of scientific research departments are discussed.

Sakkab NY (2007) Growing through innovation. Research-Technology Management 50:59-64 Innovation has always been a marriage of what's needed with what's possible. Originally, "what's possible " was about technology, but at Procter & Gamble today it's about creating and delivering a superior experience for the consumer. And that comes from truly understanding consumer needs. This requires a new kind of R&D leader, someone who combines imagination and worldwide knowledge with action, and, in addition, is an inspirational individual who exhibits curiosity and courage, practices collaboration, asks the right questions, and is able to "communicate the dream."

Salomo S, Weise J, Gemunden HG (2007) NPD planning activities and innovation performance: The mediating role of process management and the moderating effect of product innovativeness. Journal of Product Innovation Management 24:285-302 The aim of this study is to investigate the effects of planning and control on the performance of new product development (NPD) projects. It is hypothesized that (1) thorough business planning at the beginning of a project creates a basis for proficient project and risk planning,; (2) the proficiency of project planning, risk planning, and process management activities each improves innovation performance directly; (3) the relationship of planning and success is mediated by process management; and (4) the strength of these relationships is moderated by uncertainty, as determined by the degree of innovativeness. To test the hypotheses, data from 132 NPD projects were collected and analyzed. A measurement model was used to establish valid and reliable constructs, a path model to test the main effects, and a multiple-moderated regression analysis for the moderator hypotheses. The results suggest that the proficiency of project planning and process management is important predictors of NPD performance. Specifically, project risk planning and goal stability throughout the development process are found to enhance performance significantly. Business planning proves to be an important antecedent of the

more development-related planning activities such as project planning and risk planning. Additionally, the results lend support to the hypotheses regarding the mediating role of process management in the planning-performance relationship. Project planning and risk planning support the quality of process management and thus impact NPD performance indirectly. Only to a limited extent are the strengths of these relationships moderated by the degree of innovativeness of the NPD project.

Sandulli FD (2007) CD music purchase behaviour of P2P users. Technovation 27:325-334 During the last years music sales had sharply declined. According to the recording industry, one of the reasons for this decline is the development of peer-to-peer (P2P) networks. The main goal of this research was to establish a relationship between consumer attitudes and the P2P music consumption proportion. We identified a set of characteristics of P2P networks that could explain the proportion of P2P music compared to Compact Disc (CD) music and we observed on a sample of 4060 Spanish P2P users the impact each of those characteristics had on the CD-purchasing behaviour of these users. Results show how price, assortment and discovery of the P2P music consumption process were related to higher proportions of P2P music.

Sankaran JK, Mouly VS (2007) Managing innovation in an emerging sector: the case of marine-based nutraceuticals. R & D Management 37:329-344 Biotechnology is turning a traditionally low-tech industry (food) into a high-tech industry (functional food/nutraceuticals). There is a real need to enhance managerial understanding by clarifying the nature of innovation processes in the functional food industry, including the role of research and development (R&D) and collaboration. The present investigation focuses on a particular segment of the functional food industry, viz. marine-based nutraceuticals. We find that various hurdles thwart the fullest realization of the business potential of marine bio-actives in the pharmaceutical space. However, the innovation of commercially viable marine-based nutraceuticals/cosmeceuticals; is yet possible if the extraction route for supply is a feasible fallback option, should industrial-scale synthesis prove elusive. Effectiveness in innovation is facilitated by the collaboration of various disciplines including epidemiology, traditional/folkloric medicine, aquaculture/fermentation, natural products chemistry, toxicology, and relevant strands of medical, pharmacological, and clinical research. In this regard, the interdisciplinary field of ethno-pharmacology rises to prominence. Universities and government research institutes may be well positioned to drive such collaboration and reap the benefits from problem definition in addition to problem solving. Toward this end, the findings from the present study are integrated into a phased approach toward the innovation of commercially viable marine-based nutraceuticals that is targeted at entrepreneurs in this field.

Santos-Vijande ML, Alvarez-Gonzalez LI (2007) Innovativeness and organizational innovation in total quality oriented firms: The moderating role of market turbulence. Technovation 27:514-532 This paper analyses the contribution of TQM implementation to the firms' innovative culture and their overall innovation effort in the technical and administrative organizational domains. The research seeks to contribute to a further understanding, under different market turbulence conditions, of the TQM-innovation relationship and the interactions between the organization's innovativeness and the intensity and newness of the innovations adopted. The findings indicate that TQM strongly influences firm's innovative culture and higher administrative innovation levels with a greater degree of incorporated novelty, whereas the mediating role of innovativeness is required for TQM to achieve this impact on technical innovation. These relationships significantly vary under different levels of market turbulence, but results reinforce the consideration of TQM as an appropriate resource to foster innovativeness and organizational innovation. The study provides an unexpected result as innovativeness does not influence administrative innovations, which seem to be ultimately determined by TQM. Finally, the findings provide empirical support regarding the coordinated development in practice of technical and administrative innovations.

Scinta J (2007) Industrial research institute's R&D trends forecast for 2007. Research-Technology Management 50:17-20

Seidel VP (2007) Concept shifting and the radical product development process. Journal of Product Innovation Management 24:522-533 Radical product development projects, which are undertaken to create new categories of products, present significant challenges to development teams. In such settings existing formal processes may be limited or inappropriate, and objectives may be ambiguous and changing.

The generation of a novel product concept early in the process can play an important role in guiding development teams, but the process by which teams later change concepts, as may be required within radical contexts, has merited further research. This study investigated how teams change novel product concepts after initial generation, employing an inductive case-study method drawing from 51 interviews with members of six radical development projects. The empirical results found that concepts were described in terms of concept components-elemental descriptive forms that included verbal stories, verbal metaphors, and physical prototypes. When changes were required to concepts due to new technical or market information, rather than reconsider the overall concept through iteration to earlier product definition stages, teams shifted individual concept components, with a new component replacing a component of similar descriptive form. Over half of concept components observed across cases came after the initial generation of concepts in later elaboration and shifting. Contrary to expectations, development teams maintained reference not only to the revised concept but also to the deferred original concept. The case of a novel electronic book development project is used to illustrate the process, along with evidence of concept shifting across cases. The detailed findings expand our understanding of how formal processes may be augmented in radical innovation settings and how concepts are actually used by development teams in changing circumstances.

Shenhar AJ, Dvir D (2007) Reinventing project management: The diamond approach to successful growth and innovation. Research-Technology Management 50:68-69

Simpson D (2007) New product forecasting: An applied approach. Journal of Product Innovation Management 24:406-407

Skold M, Karlsson C (2007) Multibranded platform development: A corporate strategy with multimanagerial challenges. Journal of Product Innovation Management 24:554-566 Product platforms have become a principal fundament and a prerequisite for pro. table product development in almost every industry today. Since platforms have a desirable potential to reduce development and production costs, there is an extensive bulk of knowledge describing underlying platform principles and challenges. But the vast majority of the identified challenges are based on single firms and brand contexts, which imply that previous findings might not be applicable when platform development involves several brands, here called multibranded platforms. In the present article it is therefore suggested that there is lack of knowledge describing managerial challenges of multibranded platform development. To be able to capture such a strategy that holds certain complexity and unknown dimension, an explorative and longitudinal field study is supposed to achieve the. nest insights into a yet incompletely documented phenomenon. Because of the field-study approach, findings from the study are theoretically validated in relation to existing knowledge from other contributions. To start developing a multibranded product platform development framework, the present study identifies three distinctively different strategic forces that must be handled in such multibranded platform development: ( 1) the creation of a common architecture; ( 2) accomplishing product differentiation within an expanded and multibranded product scope; and ( 3) corporate responsibility in the transition from single- branded to multibranded platform development. Three dimensions of managerial challenges are identified. The first is technology management challenges, which deal with commonalization in terms of the development of common multibranded architectures. The major challenge to achieve architectural commonalization is that no individuals from any brand have the proper multibranded architectural knowledge. Instead, multibranded architectures must evolve from the beginning and be founded on a new and expanded brand scope. Architectural commonalization also includes elements of unlearning since previous experiences have little relevance. The second challenge is brand management challenges and deals with brand differentiation in terms of portfolio management. Differentiation is an effect of increased diversification that particularly challenges brands of opposite generic competitive strategies. The third challenge dimension is called corporate management challenges and deals with the combination of the two others. From a corporate management perspective, it seems important to provide new organizational structures that support and combine interests of technology and brand management. Finally, multibranded platform development is a corporate strategy that affects business units and functional units thoroughly.

Smith D (2007) China's 15 year science and technology plan. Research-Technology Management 50:70-70

Smith DJ (2007) The politics of innovation: Why innovations need a godfather. Technovation 27:95-104 Innovation is closely linked to the development of technology. Hence it is often assumed that when an innovation fails it is the technology that is at fault. While this may be true in many instances, there are occasions when it is not the technology that is at fault, rather, it is managerial and organisational aspects that cause problems and lead to failure. Studies have shown that individuals who take oil specific roles can play an important part in avoiding these problems. These roles include the technological gatekeeper, the product champion and the sponsor/coach. In addition to these roles, this paper argues that there is another, namely that of godfather. With this role a highly respected, senior figure within an organisation provides support that is critical in ensuring the project overcomes the hurdles that lie in the path of any major new development. The nature of the godfather role is explored through three case studies. These provide examples of the role and show how it can facilitate the innovation process.

Smith PG (2007) Dragons at your door: How Chinese cost innovation is disrupting global competition. Journal of Product Innovation Management 24:630-632

Smith R (2007) Making innovation pay: People who turn IP into shareholder value. Journal of Product Innovation Management 24:503-505

Smith R (2007) Intellectual property for managers and investors: A guide to evaluating, protecting and exploiting IP. Journal of Product Innovation Management 24:408-410

Smith R (2007) Dragons at your door: How Chinese cost innovation is disrupting global competition. Research-Technology Management 50:70-71

Smith R (2007) What CTOs do. Research-Technology Management 50:18-22 The Chief Technology Officer position has been adopted by a wide variety of industries that are seeking to leverage technology within products and services. The position calls for an operational executive who can make important strategic decisions that impact the competitive position of the company. However, little research has been done to define the CTO's responsibilities, methods of evaluating the person's performance, and the skills that he or she should bring to the office. This paper identifies five dominant patterns of the CTO position, labeled the Genius, Administrator, Director, Executive, and Advocate. These patterns are useful in understanding the diversity within the position and in matching a CTO from a specific pattern to a business with unique issues to be addressed.

Smith R (2007) The disruptive potential of game technologies. Research-Technology Management 50:57-64 Modern computer gaming technologies initially provided low-end capabilities for a small niche within the simulation industry. However, over time they improved to the point where they became more powerful than many of the established tools in the field. This disruption is following the well-established innovation model that was put forward by Harvard professor Clayton Christensen. Game technologies provide significant advantages in industries like training, education, communication, and data analysis. The disruptive potential of these technologies will spur the growth of new types of companies and threaten the positions of established leaders in a number of industries.

Smith R (2007) Open business models: How to thrive in the new innovation landscape. Research-Technology Management 50:68-68

Smith R (2007) Reader replies to: "Materials research takes early retirement," July-August 2006, pp. 56-57 - Outsourcing core business functions. Research-Technology Management 50:68-68

Smith R, Sharif N (2007) Understanding and acquiring technology assets for global competition. Technovation 27:643-649 Technology assets play a crucial role in enabling the competitiveness of companies in most industries. Several authors have proposed models that illustrate the role of these assets during different phases of a company's development. In this paper, we develop a model that shows the important role of technology, human expertise, organizational structure, and information assets in positioning a company for global competition. This model integrates earlier work by Christensen and

Overdorf [2000. Meeting the challenge of disruptive change. Harvard Business Review], Leonard-Barton [1992. Core capabilities and core rigidities: A Paradox in new product development. Strategic Management Journal, 13, 111-126], Sharif [1995. The Evolution of technology management studies: Technoeconomics to technometrics. Technology management: Strategies and applications for practitioners, 2(3), 113-148], and Subramaniam, Youndt, [2005. The Influence of intellectual capital on the types of innovative capabilities. Academy of Management Journal, 48(3), 450-463] to show the similarities that hide behind the unique terminology presented in these earlier works. In this paper, we attempt to clearly identify the types of technology assets that a company must acquire and apply in order to be successful in the marketplace. Numerous authors have talked about the importance of managing technologies and "weaving streams of technology" without explicitly defining these technologies. We suggest that managers must consider much more than just traditional R&D and the acquisition of new equipment that represent "hard technology". Rather, a manager must leverage the power of humanware, technoware, inforware, and orgaware. Further, we suggest that each of these plays a dominant role during a different phase of a company's lifecycle. As an asset moves from a dominant position to a supporting position, it moves from a differentiating competency, to an operational capability.

Song M, Berends H, van der Bij H, Weggeman M (2007) The effect of IT and co-location on knowledge dissemination. Journal of Product Innovation Management 24:52-68 Due to the increasing globalization of businesses, new ideas for innovation need to be disseminated rapidly both within and across different departments and divisions. Frequently, ideas and information are dispersed over globally distributed organizations or team members. As a result, the exchange of knowledge has become not only very important for innovation but also highly complex. To facilitate this knowledge exchange, electronically mediated interactions are growing rapidly, replacing traditional face-to-face communications. However, literature provides contradicting results regarding the effectiveness of computer-mediated communication (CMC) versus face-to-face communication. This study attempts to reconcile differences in the literature on the benefits of CMC technologies and co-location. Focusing on knowledge dissemination in technology development processes in high-technology firms, the study investigates the relative impact of CMC technologies and co-location of research and development (R&D) staff, as well as the mutual interaction between them. The present article hypothesizes that CMC technologies and co-location of R&D staff have a positive impact on knowledge dissemination. Further, it is hypothesized that it is more favorable to co-locate R&D staff than to invest in CMC technologies and that the effects of co-location and CMC interact negatively. These hypotheses are tested using empirical data collected from 277 high-technology firms in the United States, and the results are generalized by conducting the same test on data from 125 high-technology firms in the Netherlands. Tests are conducted in a real-world setting, differing from previous comparative studies that mainly used laboratory experiments. Empirical results support the main effects of CMC technologies and co-location of R&D staff on knowledge dissemination. Other empirical results contradict conventional wisdom. Investing in CMC technologies is found to be favorable over co-locating R&D staff for knowledge dissemination. Moreover, the two communication channels strengthen each other. The discussion section presents the contours of a firm-level theory on communication infrastructures and knowledge dissemination, focusing on the scope and the heterogeneity of knowledge dissemination, which may explain these initially surprising results. From the arguments it follows that the choice for investment in eo-location or CMC technologies depends on the scope of knowledge dissemination that has to be facilitated. Furthermore, the conclusion is made that effective knowledge dissemination requires a balanced investment in co-location and information technologies to be able to deal with the heterogeneous but interdependent types of knowledge dissemination.

Spencer RW (2007) Innovation by the side door. Research-Technology Management 50:10-12

Swain DO (2007) Achieving R&D leadership. Research-Technology Management 50:60-65 Getting talented engineers and scientists to take appropriate risks is one of the keys to building a more innovative organization. Boeing has worked to accomplish this over the past nine years by emphasizing educational opportunities, recognition programs, challenging work assignments, sharing the lessons learned, and communication that is "frequent, open and honest." Organizationally, Boeings Phantom Works has been its catalyst for innovation across the company, providing technology to the business units and learning from them at the same time. One of the many learnings is that good ideas are found mostly outside the

organization; hence, Boeing has established listening posts and partnerships around the world. But above all, it is leadership that leads the way to business success.

Szwejczewski M (2007) Operations management: A strategic approach. Technovation 27:489-489

Tatum D (2007) Innovating the development of innovation. Research-Technology Management 50:15-18 Disruptive innovations increasingly originate in private sector emerging growth firms-or gazelles, as they are commonly called. Unfortunately, managers of large corporations find it difficult to replicate the unique ecosystem that spawns the rapid innovation driven by these companies. The difficulty might be resolved by inserting professional equity investors and their existing portfolio companies into the product launch equation with a set of institutionalized, predetermined rules that corporations and private equity investors could use to meet their mutual objectives. In this way, a large corporation might use the gazelle ecosystem-including the private equity sponsors that invest in it-to speed delivery of the corporation's own internal R&D ideas.

Tessarolo P (2007) Is integration enough for fast product development? An empirical investigation of the contextual effects of product vision. Journal of Product Innovation Management 24:69-82 Research into development time performance hay suggested that integration-both internal, adopting cross-functional organizational structures for development, and external, involving customers and suppliers in the process-can be a powerful driver when it conies to compressing cycle times and enhancing development punctuality. Some recent studies have also highlighted the compelling role of product vision to obtain high performances with product development. What these studies seem to suggest is that product vision guarantees the right goals and clarity of direction that integration mechanisms need to quickly develop new products and to stay on the development schedule. However, past studies have rarely considered or measured product vision as a construct and explicitly; tested whether or not product vision acts (is a contingent factor in determining the relationships between the aforementioned organizational drivers and development time. This research study maintains that product vision is crucial to pushing organizational drivers toward increased development efficiency. To find theoretical support for this position and to define a reference framework for the study, previous literature was analyzed. In the framework, both internal and external development integration are assumed to be positively related to time performance; however, these relationships are moderated by product vision. The model was then tested empirically on an international sample of 157 firms to verify and to obtain empirical support for the hypothesized relationships. The results confirm the importance of external integration in achieving better time performance. However, the influence of this driver on cycle time can also be increased by the presence of a very well-defined product vision. The relationship between internal integration and time performance is more complex. Though it seems to slow, down the process as a single factor, its interaction effect with product vision. is in fact positive. These results have several managerial implications. First, externally integrated development can greatly improve time performance; however, the best results in terms of acceleration can be obtained when there is a well-defined product vision. Furthermore, product vision is essential in the case of internal integration: A cross-functional process alone would not be enough for development acceleration in the absence of product vision. Hence, managers interested in obtaining high time performances should accompany the adoption of integration mechanisms with increased attention to sharing clear objectives and directions with all those-both inside the firm (i.e., team members and functional representatives) and outside the firm (i.e., customers and suppliers)-involved in development and as well as throughout the firm.

Thieme J (2007) PERSPECTIVE: The world's top innovation management scholars and their social capital. Journal of Product Innovation Management 24:214-229 Using 959 articles reflecting the work of 1,179 scholars, this study ranks the world's top scholars in innovation management (IM) on the basis of the number of research articles published across 14 top academic journals in technology and innovation management, marketing, and management between 1990 and 2004. Twenty-three scholars have at least eight articles in this period. Michael Song has the most (31), followed by Robert Cooper, Roger Calantone, William Souder, and Elko Kleinschmidt, who have published at least 17 articles in the 15-year period. Surprisingly, the list of schools that either trained or currently employ these top scholars is quite different from Linton's (2004) recent ranking of the top business schools in the management of technology. Guided by social capital theory, the present study analyzes the embeddedness characteristics of IM scholars to

determine the extent to which social capital explains scholarly productivity. A current controversy in the social capital literature is the embeddedness characteristics that create social capital. On the one hand, the closure perspective argues that social capital results from strong relational ties with others in a dense, local neighborhood of actors who are relatively disconnected from others. On the other hand, the brokerage perspective argues that social capital is created when actors have relational ties that span these dense, local neighborhoods. The findings in the present study support both perspectives. Furthermore, the results suggest that strategic orientation is a contingency variable that clarifies the conditions in which closure- or brokerage-based embeddedness is appropriate. Specifically, scholars pursuing an entrepreneurial publication strategy are more productive when their relational embeddedness is consistent with the brokerage perspective of social capital creation, whereas scholars pursuing a focused publication strategy are more productive when their relational embeddedness is consistent with the closure perspective of social capital creation. The results have implications for both the IM scholar community and the social capital literature. Whether IM scholars are pursuing an entrepreneurial strategy that capitalizes on emergent knowledge across various theories and perspectives or pursuing a focused strategy by concentrating on gaining deep understanding of a specific stream of research, there are many avenues and opportunities for improving publication performance through the formation of new social capital. Finally, the empirical support for the contingency variable strategic orientation is consistent with recent speculation that both perspectives are important and suggests that future work should focus on further identification and clarification of contingency factors associated with them.

Thorburn L (2007) Spinning along: CSIRO's knowledge business. Innovation-Management Policy & Practice 9:159-169 This paper addresses the development of CSIRO's intellectual property commercialisation from its beginnings in 1949 to 2006. The paper focuses on spinoff companies in commercialisation and the particular drivers, both economic and policy-based, that have led to particular patterns of commercialisation and spinoff formation over the years. Trends are analysed in three main periods, which correspond with particular policy approaches to CSIRO by its owner, the Australian Government: 1949-1983 (science focused, ad hoc commercialisation, little or no overt government influence); 1984-1996 (organisational commercialisation policies emerge, government sets external earnings targets); and 1996-2006 (more sophisticated organisational management of commercial interactions, government involvement in broad research priority setting and extensive grant schemes). Case studies illustrate the themes discussed. Successful commercialisation by CSIRO will require continuation of the careful approach to commercialisation that has evolved in the last 5-6 years.

To PL, Liao CC, Lin TH (2007) Shopping motivations on Internet: A study based on utilitarian and hedonic value. Technovation 27:774-787 Electronic commerce has been growing rapidly. Although. business-to-consumer electronic commerce has created new opportunities for businesses, questions about consumer shopping motivations toward Internet shopping versus conventional shopping continue to persist. The purpose of this study is to investigate the Internet shopping motivations from both utilitarian and hedonic perspectives. The differential effects of these dual motivations on both search intention and purchase intention are examined. An integrated model of shopping motivations on the Internet is proposed. A structural equation model is developed to test the casual effects between variables. The study finds that utilitarian motivation is a determinant of consumer intention to search and intention to purchase. Hedonic motivation has a direct impact on intention to search and indirect impact on intention to purchase. While these dual motivations have significant effects, utilitarian motivation is the strongest predictor of intention to search and intention to purchase. Utilitarian motivation is influenced by convenience, cost saving, information availability, and selection; hedonic motivation is influenced by adventure, and authority and status. The study serves as a basis for the future growth of Internet marketing.

Todt O, Gutierrez-Gracia A, de Lucio IF, Castro-Martinez E (2007) The regional dimension of innovation and the globalization of science: the case of biotechnology in a peripheral region of the European Union. R & D Management 37:65-74 This article presents the results of an analysis of the relationship between public sector research and industry development in the field of biotechnology in a peripheral region of the European Union: the Region of Valencia (Spain). It contributes empirical data on the delocalized impact of research-industry relations in a globalized economy. It also uncovers a gap between a relatively well-developed public research sector in biotechnology and a weak biotechnology industry. The analysis raises

questions as to the role of the concept of predominantly local knowledge communities in regional innovation systems, as well as the model of linear technological development, both of which exert an important influence on decision making in research and development (R&D) and innovation. A high level of R&D is shown to be a necessary condition for stimulating innovation, but does not suffice. Rather, R&D must be integrated with a number of different actions to correct deficiencies in the regional innovation system.

Trokhan PD (2007) An inventor's personal principles of innovation. Research-Technology Management 50:32-41 Virtually all businesses set stretching growth goals. While the strategies on how to achieve those goals vary greatly, one underlying theme remains constant: game-changing innovation at all levels and across all functions and disciplines is essential. While there are no prescriptive checklists that guarantee success, efforts driven by personally derived innovation principles increase the probability that meaningful advances will occur. Every individual in the organization should be encouraged to develop such principles and then routinely exhibit what the author calls constructively deviant behavior. The author outlines ten fundamental principles that have guided his 34 years of upstream R&D work at Procter & Gamble.

Trott P (2007) The management of technology and innovation: A strategic approach. R & D Management 37:379-380

Tsai KH, Wang JC (2007) Inward technology licensing and firm performance: a longitudinal study. R & D Management 37:151-160 Inward technology licensing (ITL) is often viewed as an important strategy adopted by firms to achieve innovation. However, relatively limited research has focused on evaluating the contribution of ITL to firm performance. The gap is all the more surprising since the benefits of external technology acquisition on innovation output have been emphasized in a lot of the literature. This study therefore sets out to investigate the extent to which the investment of ITL by firms affects their performance. In view of the relative abundance of data on variables for a longitudinal investigation, this analysis concentrates on the electronics-manufacturing industry. The longitudinal sample allows this examination to control the more extraneous effects and to provide more convincing evidence for examining the relationship of ITL and firm performance. A total of 341 Taiwanese electronics-manufacturing firms balanced over the period from 1998 to 2002 is taken as the analytical sample. The basic statistics indicate that acquiring technology externally shows an increasing tendency within the firms. The analyses, from the least square dummy variable method, reveal that ITL per se does not provide a significant contribution to firm performance; however, the positive impact of ITL on their performance increases with the level of the firms' internal research and development (R&D) efforts. Both the checks for robustness and the split-sample analyses validate the results. The findings not only highlight the importance of internal R&D efforts but also suggest that firms had better use ITL as a complement rather than a substitute of internal R&D for their competence.

Tubbs M (2007) The relationship between r&d and company performance. Research-Technology Management 50:23-30 In setting R & D budgets, many companies compare their R & D intensity with that of the average intensity for global companies in their sector using an R & D scoreboard. However, it's important to define the sector or subsector for this purpose carefully since unduly broad sector definitions have led to misleading conclusions. Moreover, R & D is only one of the investments that should be compared in this way-both Capex and market development can be as or more important for some sectors. Competitive advantage can also be gained by increasing R & D at the start of a recession or downturn when competitors may be decreasing R & D; a number of companies have shown that this boosts the relative advantage of the company's products and services and hence leads to increased sales and market capitalization in the subsequent upturn.

Upstill G, Spurling TH (2007) Adjusting to changing times: CSIRO since the 1970s. Innovation-Management Policy & Practice 9:113-124 CSIRO, Australia largest public research agency, has changed appreciably over the past three decades as the social, economic, political and technological environment has changed. In this paper, we address five areas of change, namely the nature of the Organisation research, its research funding allocation, its patterns of collaboration, the way it transfers technology and its role in the national innovation scene. We look at some of the pressures leading to change and at the implications of our analysis for the future. CSIRO is no longer the dominant player in Australian science and innovation as

other players, notably in the higher education sector, have grown and, despite its undoubted importance as a reservoir of scientific talent and its major scientific and commercial achievements, much uncertainty about its national role remains.

Vang J (2007) The spatial organization of the news industry: Questioning assumptions about knowledge externalities for clustering of creative industries. Innovation-Management Policy & Practice 9:14-27 The importance ascribed to knowledge externalities for understanding the spatial organization of industries (i.e. clustering) is increasingly being exposed to critical theoretical and empirical scrutiny. This research has not yet spilled over into studies of creative industries. This paper is concerned with reducing this omission by making an empirically based assessment of the importance of respectively knowledge internalities and externalities for the spatial organization of the news industry. The paper documents how the identified spatial organization can complement the existing literature on the importance of knowledge externalities for clustering of creative industries.

Von Zedtwitz M (2007) High-tech industries in China. R & D Management 37:380-381

von Zedtwitz M, Ikeda T, Gong L, Carpenter R, Hamalainen S (2007) Managing foreign R&D in China. Research-Technology Management 50:19-27 China has become one of the most desired locations in which to do R&D. However, it has little innovation of its own, and intellectual property protection is weak. This raises questions: Is China R&D more hype than reality? Do cost advantages really outweigh the risk of losing technology to Chinese competitors? Lessons learned from managing R&D in China show that in order to avoid the typical pitfalls of managing R&D in a developing country, any China-based R&D must be part of an overall China strategy and must also be part of a global R&D effort.

Walwyn D (2007) Finland and the mobile phone industry: A case study investment from government-funded research and of the return on development. Technovation 27:335-341 The sudden and dramatic growth of the mobile phone manufacturing sector in Finland is an interesting case study for science and technology (S&T) policy analysts. Mostly on account of the rapidity of this growth against a relatively static situation for the other subsectors, the Finnish economic data over the period 1990-2001 can be used without ambiguity to quantify the return of an initial public sector research and development (R&D) expenditure on the growth of a sectoral economy. Although it is apparent from the data that this economic success story is to some extent now running out of steam, the returns to date for all the participants have been astonishing. Using the Patterson-Hartmann model, which has been developed to link company-level R&D expenditure with product revenue, it is shown that government has managed to achieve a multiplier effect of about 66 on its initial R&D expenditure through initially a leveraging of business R&D expenditure (at a level of 1:3) and then the translation of the latter into an increase in gross domestic product (GDP) (at a level of 1:22). These figures are extraordinarily high, even in comparison to the multipliers obtained by large private sector companies. The keys to the success were both the vision and foresight of the Finnish R&D community, who identified cell phones as a major growth opportunity, the sharing of risk by the various role players (government, universities and industry) as can happen in an efficient national system of innovation, and finally a sustained commitment to R&D by the industry leaders. The latter has now reached a level of 3.5% of GDP (2005), which makes Finland a global leader in R&D expenditure (as a percentage of GDP). The lessons for developing countries such as South Africa, which are moving towards higher levels of R&D expenditure but within a resource constrained context, are apparent.

Wang TY, Chien SC (2007) The influences of technology development on economic performance - The example of ASEAN countries. Technovation 27:471-488 In this paper, we propose a research framework to discuss the relationships between technology development (TD) and economic performance (EP) for The Association of Southeast Asian Nations (ASEAN) countries. A lot of researchers have in the past focused on technology transfer, technology acquisition, and technology management in this region. Though some researchers have discussed the relationships between information and communication technology (ICT) and economic growth in developed countries, seldom have studies been conducted to consider the issue of the influences of TD on EP in developing and less-developed countries. In this study, a cluster analysis on TD achievements is used to distinguish the different patterns of such influences in the ASEAN area. Variations between TD and EP are detected using the rank correlations and strategic grid methods. The first method

explains the matching levels between each sub-category; the second method divides the TD performance into four types (fitting type, retuning type, inadequate type, and ignoring type), thus, explains the relative performance of ASEAN countries we studied. All of the survey data are compared with those from International Monetary Fund (IMF), World Bank (WB), and Asia Development Bank (ADB) databases and are thus confirmed to be factual. The results show that most of the sub-categories of TD in pattern I countries (Singapore, Malaysia, and Brunei) exhibit positive correlations with those of EP (except the information technology sub-category). Singapore and Malaysia (of the fitting type) perform at a higher level on both TD and EP relative to other ASEAN countries. In contrast, all sub-categories of TD in pattern 2 countries (Thailand, Indonesia, Philippines, Cambodia, Laos, Myanmar, and Vietnam) show lower or negative correlations with the domestic economy and government efficiency sub-categories EP. Finally, this research can provide ASEAN countries with a roadmap on how to move from pattern 2 to pattern I and how to shift from being of the ignoring type to the fitting type in the future.

Whalen PJ (2007) Strategic and technology planning on a roadmapping foundation. Research-Technology Management 50:40-51 Growth through innovation requires not only good technical ideas but alignment of priorities between all the functions responsible for successfully developing and commercializing the idea. The ability to create, modify and maintain this alignment as business conditions change, new opportunities arise, and new capabilities are developed can mean the difference between capturing the benefits of being a market leader versus a market follower. Roadmapping has emerged as a best practice, particularly for large, global organizations, in providing the framework for technology strategy creation and management where cross-functional alignment and integration are key requirements. By employing road mapping from an enterprise perspective, where key functions in the business "own" their individual strategies which are fully integrated as needed to meet business priorities, an organization can fully exploit its entire spectrum of capabilities to drive growth.

Whitney DE (2007) Assemble a technology development toolkit. Research-Technology Management 50:52-58 technology-based company strives to sustain the flow of new product concepts and technologies that fuel its growth. Managing the technology development process involves tools of a diffrent trade. While the operations manager may focus attention on plant productivity to improve financial margins, the technology of effectiveness department manager's focus is on the qfprocesses intended to cultivate that which does not exist. The Technology Development Model describes technology development as a system of processes uniquely) within the technology manager's realm. The Technology Development Toolkit is the product of research for tools and techniques proposed or.found.fective by practitioners in the R&D field. These are tools used in the firont end qfthe innovation process, involving the creation and development of ideas and opportunities intoftasible concepts,for new product development.

Willemstein L, van der Valk T, Meeus MTH (2007) Dynamics in business models: An empirical analysis of medical biotechnology firms in the Netherlands. Technovation 27:221-232 In this paper, business models of Dutch dedicated biotechnology firms (DBFs) that are active in the field of medical biotechnology are examined. The focus is on the dynamics in business models within the. Dutch population and the mechanisms that generate these dynamics. Furthermore, we propose a value-added sequence of the business model of a firm over time and examine if this sequence is found in the population of the Dutch DBFs. We focus on the business models at founding and the shifts that occurred in these business models afterwards. Therefore, data on a survey completed by 80 Dutch DBFs was used together with longitudinal data on shifts in business models of four case studies. We show that both the generation of new firms, due to shifts in the dominating business model at founding over time, and shifts in business models after founding contribute to the dynamics in business models within this population.

Wolff MF (2007) Forget R&D spending - Think innovation. Research-Technology Management 50:7-9

Wolff MF (2007) The management of research when research-technology management was born. Research-Technology Management 50:21-25 The first issue of RTM, then Research Management, featured case histories of research from National Cash Register, Westinghouse Electric and Atlas Powder. Subsequent 1958 issues carried reports from General Electric, General Motors, Corning Glass, Goodyear Tire and Rubber, Hercules Powder, RCA, American Cyanamid, Esso Standard Oil, Esso Research and Engineering-

and the first Presidential science adviser, James R. Killian. From a time when Sputnik and Univac captured the science headlines, they provide insights into the management of scientists and engineers that remain surprisingly relevant today.

Wonglimpiyarat J (2007) Management and governance of venture capital: A challenge for commercial bank. Technovation 27:721-731 Venture capital (VC) improves the nation's innovative capacity by making investments in early stage businesses that offer high potential but high risk. This paper is concerned with the venture investment fund programmes in Thailand. In particular, the study describes and analyses the VC management of the Small and Medium Enterprise Development Bank of Thailand (SME Bank), the bank set up to help small businesses realise their entrepreneurial potential. Currently, SME Bank is gearing towards helping technology-based businesses create new innovations. The role of technology financing is the great challenge for SME Bank as the bank needs to garner the integrated financial and entrepreneurial support as well as a network of alliances. The paper proposes the model of VC management for changing the innovative environment to create the tech economy. Innovative initiatives at SME Bank would be useful for economies in other developing countries to launch programmes supporting the diffusion and commercialisation of innovations.

Wonglimpiyarat J (2007) Venture capital financing in the Thai economy. Innovation-Management Policy & Practice 9:79-87 This paper is concerned with the management of venture capital financing in the Thai economy. It presents Small and Medium Enterprise Development Bank of Thailand (SME Bank) activities in support of the generation of new business and innovations. Being the bank for technology-based businesses to increase the nations innovation capacity is the great challenge for SME Bank as the bank needs to garner the integrated financial and entrepreneurial support as well as a network of alliances. The paper proposes the model of venture capital management for changing the innovative environment to create the tech economy. Innovative initiatives at SME Bank would be useful for economies in other developing countries to launch programmes supporting the diffusion and commercialisation of innovations.

Wu HL, Lin BW, Chen CJ (2007) Contingency view on technological differentiation and firm performance: evidence in an economic downturn. R & D Management 37:75-88 Although the importance of strategy for firm performance has been studied, little evidence has been offered regarding this linkage in hostile environments characterized by a lack of exploitable market opportunity and fiercer competition. This study aims to examine the viability of strategic postures of technological differentiation in such a setting using data from 1,054 samples across 32 industries in 30 countries during 2001-2002, when global economies suffered a downturn. The empirical results show that differentiation-oriented firms underperformed efficiency-oriented ones during this period. However, in the face of deteriorating market conditions, a strategic orientation toward technological differentiation, in concert with an internal commitment to R&D investment or external munificence toward technological opportunity, yields better performance. Finally, this study finds that firms with tight coupling between differentiation and efficiency outmaneuver those with a pure strategy or no strategy at the time of an economic downturn.

Wu MC, Yen SH (2007) Pricing real growth options when the underlying assets have jump diffusion processes: the case of R&D investments. R & D Management 37:269-276 Numerous previous studies have demonstrated that research and development (R&D) investments can be evaluated by a real growth options approach. However, few studies have constructed evaluating models which consider the important R&D characteristics, including uncertainty regarding the project value, investment cost, and jump diffusion processes. The contribution of this study is not only to derive a model for evaluating R&D investments to conform to these key characteristics of R&D activities but also to build a real option pricing method that is more general than comparative important models, such as the theoretical papers of Black and Scholes (1973), Merton (1976), and Fischer (1978), and the application paper of Brach and Paxson (2001). This study also presents sensitivity analyses which illustrate the dynamic relationship between the real growth option value and the project value, investment cost, and main jump parameters. Hopefully, the results of this study can provide a useful reference for managers, and help them make better evaluations of R&D investments.

Wyatt S (2007) Internationalizing the Internet: The co-evolution of influence and technology. Technovation 27:319-319

Yeniyurt S, Townsend JD, Talay MB (2007) Factors influencing brand launch in a global marketplace. Journal of Product Innovation Management 24:471-485 The purpose of this study is to explore the factors that influence the launch of brands into new markets in a global environment. Although multiple streams of literature exist with respect to the entry of brands into new markets and the diffusion of new brands within and across markets, the process of launching products and brands globally over time has received relatively limited attention. To address this issue, this study incorporates multiple indicators of activities that can contribute to experiential learning relevant for launching brands in a global marketplace. Market uncertainty and experiential learning provide a conceptual foundation for the development of relevant hypotheses, which are tested in the context of the global automotive industry from 1981 to 2004. A discrete time event history analysis with time-varying independent variables is employed to estimate the effects of the independent variables on the probability of a brand being launched in a specific market. The global brand launch observations are extracted from a proprietary dataset containing the global dispersion of automotive brands including 22 countries of origin and 42 countries of brand entry. The sample yields 50,572 spells, derived from 99 companies, 173 brands, and 700 market entries. The results of this study contribute to the literature in a variety of ways. Market attractiveness positively influences the propensity of a brand to be launched into a new market. This supports the idea that potential demand conditions are an important managerial consideration in product introduction decisions. The results reveal significant effects with respect to the role of psychic distance and experiential learning. Brands are reluctant to launch into countries that are culturally and economically less similar to the home market. Yet firms tend to place a lower degree of emphasis on factors of cultural distance when launching brands into larger markets, and global experience enables companies to overcome the uncertainties associated with launching brands into international markets that are economically distant. The results also suggest that companies are more likely to introduce additional brands in markets where they already have a presence. Overall, global dispersion and geographic scope, coupled with local market knowledge facilitate the launch of brands globally. From a managerial perspective, this study suggests companies should focus on acquiring both local and global experience to facilitate the launch of products and brands in the global marketplace.

Yoshida PG (2007) Rising china faces challenges to national innovation goals. Research-Technology Management 50:2-5

Zwerink R, Wouters M, Hissel P, Kerssens-Van Drongelen I (2007) Cost management and cross-functional communication through product architectures. R & D Management 37:49-64 Product architecture decisions regarding, for example, product modularity, component commonality, and design re-use, are important for balancing costs, responsiveness, quality, and other important business objectives. Firms are challenged with complex tradeoffs between competing design priorities, face the need to facilitate communication between functional silos, and want to learn from past experiences. In this paper, we present a qualitative approach for systematically evaluating the product architecture of a product family, comparing the original architecture objectives and actual experiences. The intended contribution of our research is threefold: (1) to present a framework that brings together a diverse set of product architecture-related decisions and business performance; (2) to provide a set of metrics that operationalise the variables in the framework, and (3) to provide a workshop protocol that is based on the framework and the metrics. This workshop aims to improve cross-functional communication about the product architecture of an existing product family, and it results in practical improvement actions for future architecture design projects. Experiences with this approach are reported in pilots with Philips Domestic Appliances and Personal Care, and Philips Consumer Electronics.