01988nas a2200265   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520121400257653001501471653002301486653002601509653001601535653001201551653001801563653001501581100002301596700002601619700002101645700001801666856003801684       2019                        eng d  a1927-032100aInnovation Management in Living Lab Projects: The Innovatrix Framework0 aInnovation Management in Living Lab Projects The Innovatrix Fram  aOttawabTalent First Networkc03/2019  a63-730 v93 aDespite living labs being described as “orchestrators” and innovation intermediaries, there is scant literature providing concrete guidelines and tools for living lab practitioners on the topic of project-related innovation management. To address this need, we propose Innovatrix, an innovation management framework built upon existing business model and innovation management tools and frameworks and iterated based on practical experience in living lab projects. In this article, we illustrate the added value of the proposed framework through three practical case studies that lead to three propositions regarding innovation management in living lab projects. First, Innovatrix helps to scope the user involvement activities, which leads to greater efficiency and faster decision making. Second, Innovatrix forces the project owner to focus on a limited number of customer segments, which increases the speed of learning as the scarce entrepreneurial resources are dedicated to a limited number of segments. Third, Innovatrix allows practitioners to capture the iterations and pivots that were made during an innovation project, which helps to link specific outcomes with certain living lab activities.10aassumption10abusiness modelling10aInnovation management10aliving labs10atesting10auser research10avalidation1 aSchuurman, Dimitri1 aHerregodts, Aron-Levi1 aGeorges, Annabel1 aRits, Olivier  uhttps://timreview.ca/article/122501794nas a2200277   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520099400261653000801255653002001263653001601283653001201299653001801311100002301329700002601352700002101378700002001399700002301419700001801442700001901460856003701479       2017                        eng d  a1927-032100aOvercoming Barriers to Experimentation in Business-to-Business Living Labs0 aOvercoming Barriers to Experimentation in BusinesstoBusiness Liv  aOttawabTalent First Networkc02/2017  a20-260 v73 aBusiness-to-business (B2B) living lab projects have been mentioned in different areas of academic research, but the innovation management literature requires deeper analysis of their potential opportunities and challenges. Real-life experimentation is a key requirement for living labs as it enables deeper insights in the potential success of innovations. However, the literature has not provided insights on how living lab projects can implement real-life experimentation in B2B innovation projects and does not describe appropriate conditions for experimentation in these settings. In this study, we identified three main barriers preventing real-life experimentation in B2B living lab projects: the technological complexity, the need for integration, and the difficulty in identifying testers. The barriers are discussed in detailed and potential solutions are provided to help overcome these barriers and stimulate the adoption of real-life experimentation in B2B innovation projects.10aB2B10aexperimentation10aliving labs10atesting10auser research1 aD’Hauwers, Ruben1 aHerregodts, Aron-Levi1 aGeorges, Annabel1 aCoorevits, Lynn1 aSchuurman, Dimitri1 aRits, Olivier1 aBallon, Pieter  uhttp://timreview.ca/article/105401660nas a2200253   4500008004100000022001400041245010300055210006900158260004200227300000900269490000600278520086300284653002201147653002701169653002101196653001501217653002601232653002401258100002301282700001901305700001901324700002601343856003701369       2017                        eng d  a1927-032100aA Structured Approach to Academic Technology Transfer: Lessons Learned from imec’s 101 Programme0 aStructured Approach to Academic Technology Transfer Lessons Lear  aOttawabTalent First Networkc08/2017  a5-140 v73 aIn this article, we describe imec’s 101 Programme for academic technology transfer and explain how it supports researchers by following a structured process in a limited amount of time and by carefully involving different stakeholders and people with relevant skills and expertise. The programme combines insights in terms of processes and of team composition from the entrepreneurship literature and puts them into practice in an internal incubation programme that is generated from the bottom-up. Based on hands-on experiences and interviews with key stakeholders in the process, we evaluate the programme and distill lessons learned. The article highlights the importance of a structured technology transfer process in the early stages of opportunity discovery and entrepreneurial action, and it offers insights on team formation for academic spin-offs.10aacademic spin-off10aentrepreneurial action10aentrepreneurship10aincubation10aresearch valorization10atechnology transfer1 aSchuurman, Dimitri1 aDe Vocht, Stan1 aDe Cleyn, Sven1 aHerregodts, Aron-Levi  uhttp://timreview.ca/article/1095