02039nas a2200229   4500008004100000022001400041245008800055210006900143260004200212300001000254490000600264520135100270653002001621653001701641653001501658653001501673653001301688653001801701653003401719100001801753856003801771       2019                        eng d  a1927-032100aChoosing an Outlet for Action Research: Publication Patterns in Innovation Journals0 aChoosing an Outlet for Action Research Publication Patterns in I  aOttawabTalent First Networkc04/2019  a66-770 v93 aWith the aim to help innovation researchers choose outlets for articles based on participatory and action research methods, this article describes and discusses publication patterns of action research. A bibliographic study of 33 innovation journals ranked 4, 3, 2, and 1 in the 2018 Academic Journal Guide is complemented by a case study of this journal, the Technology Innovation Management Review, as an example of an established open access journal in the field with a wider scope and target group. From these two studies, we learn that the overall trend is towards more publications of action research articles in a diversity of outlets. Indirectly, the study supports the general view that articles striving towards adding practical relevance to research are becoming more frequent. There is no support for the notion that more renowned and higher-ranked journals would be more hesitant to accept articles with action research methods. The study also notes that there are interesting outlets beside those highly ranked and indexed in more conventional ways. The conclusion reached is that we lack a clear answer to the question of what are the best outlets for those of us who are interested in both innovation and action research. Instead, the study invites us to reflect upon what kind of impact we want to have and then act accordingly. 10aaction research10abibliography10acase study10ainnovation10ajournals10aparticipative10aparticipatory action research1 aHoppe, Magnus  uhttps://timreview.ca/article/123400575nas a2200205   4500008004100000022001400041245004400055210004100099260004200140300000800182490000600190653002000196653001500216653001800231653002700249100001800276700001800294700001900312856003800331       2019                        eng d  a1927-032100aEditorial: Action Research (April 2019)0 aEditorial Action Research April 2019  aOttawabTalent First Networkc04/2019  a3-60 v910aaction research10ainnovation10aparticipative10aparticipatory research1 aMcPhee, Chris1 aHoppe, Magnus1 aLindhult, Erik  uhttps://timreview.ca/article/122800571nas a2200205   4500008004100000022001400041245004200055210003900097260004200136300000800178490000600186653002000192653001500212653001800227653002700245100001800272700001800290700001900308856003800327       2019                        eng d  a1927-032100aEditorial: Action Research (May 2019)0 aEditorial Action Research May 2019  aOttawabTalent First Networkc05/2019  a3-50 v910aaction research10ainnovation10aparticipative10aparticipatory research1 aMcPhee, Chris1 aHoppe, Magnus1 aLindhult, Erik  uhttps://timreview.ca/article/123602103nas a2200229   4500008004100000022001400041245009200055210006900147260004200216300000900258490000600267520136000273653002201633653003301655653002401688653002501712653002401737653002301761653003401784100001801818856003701836       2018                        eng d  a1927-032100aThe Prime Mover Matrix: A Conversation Piece for Building Strategic Innovative Capacity0 aPrime Mover Matrix A Conversation Piece for Building Strategic I  aOttawabTalent First Networkc07/2018  a5-130 v83 aThe article introduces the Prime Mover Matrix as a conversation piece that will help management build strategic innovation capacity and gain desired influence on industrial standards and thus power. After all, just because a company calls itself innovative and invests in R&D does not mean it is actually innovative. To be strategically innovative means that a company deliberately builds its technical innovative capacity and business innovative capacity in relation to the influence of other actors’ actions and innovations. By doing this, a company will be able to increase its influence on industrial standards and gain the necessary power to reach its objectives. It is a relative position towards a moving target, which is why companies must continuously change through learning. This means that management needs help to reflect on how their own company’s innovative capacity compares to their competitors, and they must unceasingly steer their capacity towards the desired innovation position. Today, we lack intuitive and usable tools that will facilitate strategic conversations on how to best invest for desired innovation capacity. In order to fill this void, this article proposes the Prime Mover Matrix: a model that functions as a conversation piece for triggering an assessment of an industry’s technical, business, and prime movers. 10aanalytical models10abusiness innovative capacity10aconversation pieces10aindustrial standards10ainnovation strategy10aPrime Mover Matrix10atechnical innovative capacity1 aHoppe, Magnus  uhttp://timreview.ca/article/1167