01948nas a2200217   4500008004100000022001400041245010600055210006900161260004200230300001000272490000700282520126600289653000801555653002501563653002201588653001701610653002901627653002201656100002201678856003001700       2020                        eng d  a1927-032100aCompany Offers to Meet the Needs of Business-to-Business Customers: Customer Strategy and Orientation0 aCompany Offers to Meet the Needs of BusinesstoBusiness Customers  aOttawabTalent First Networkc03/2020  a79-870 v103 a<Companies develop and refine their market offer by creating new products for current and potential customers. Customer-focused research and development (R&D) is expected to shorten the time to market, improve cash flow, and reduce risks. It considers both customer strategy as well as customer orientation. In practice, this means that customer strategy directs current and potential customers to a company's offering, while customer orientation allocates R&D activities to meet customers' needs. This paper contributes to customer-driven R&D research by investigating whether a company's offer meets customer needs that can be supported by customer strategy and orientation. Specific focus is given to companies operating in business-to-business (B2B) markets. The paper is based on an analysis of quantitative survey data from 292 respondents representing key account management and sales management professionals in Finnish firms across several industries. The findings indicate that offer meeting customers' needs are supported by customer strategy and orientation. The paper provides guidelines on how companies can align their research and development activities to address both existing customers as well as current and potential needs and requirements.10aB2B10acustomer orientation10acustomer strategy10aMarket offer10aresearch and development10avalue proposition1 aMäntyneva, Mikko  utimreview.ca/article/133901279nas a2200421   4500008004100000022001400041245003900055210003600094260004200130300000800172490000700180653002300187653003000210653001900240653003400259653003300293653001300326653002900339653003000368653002000398653002100418653002400439653001900463653002000482653002400502653001500526653002500541653002700566653004700593653003300640653000800673653002900681653003500710653003200745653002700777100002300804856003000827       2020                        eng d  a1927-032100aEditorial: Insights (October 2020)0 aEditorial Insights October 2020  aOttawabTalent First Networkc10/2020  a3-30 v1010aAdvanced Analytics10aAI maturity. Data science10aAI value chain10aAI-driven platform innovation10aArtificial Intelligence (AI)10abig data10abusiness decision-making10abusiness model components10abusiness models10acontent analysis10adata-dominant logic10adominant logic10aempirical study10aenterprise platform10aindustries10aonline communication10aonline data collection10aorganizational and managerial requirements10aprincipal component analysis10aR&D10aresearch and development10asecondary data. Sustainability10aSMEs. Disruptive innovation10asustainable innovation1 aSandstrom, Gregory  utimreview.ca/article/139602265nas a2200277   4500008004100000022001400041245009500055210006900150260004200219300001000261490000700271520139300278653002901671653002501700653002701725653003301752653000801785653002901793653001901822653002701841100002001868700001801888700001801906700003301924856003001957       2020                        eng d  a1927-032100aSustainability-related Communication Patterns on the Websites of European Top R&D Spenders0 aSustainabilityrelated Communication Patterns on the Websites of   aOttawabTalent First Networkc10/2020  a43-540 v103 aMany firms struggle to incorporate "sustainability" into their operations in a way that can capture economic value and deliver social and environmental benefits. This article aims to answer two questions in this regard: (i) How do companies articulate the sustainability aspects of their businesses online, and (ii) In what ways does the degree of articulation of specific sustainability aspects relate to company performance metrics, such as sales and R&D expenditure. The research method measures the occurrences of a set of sustainability-related keywords on the websites of a sample of 387 firms that were ranked as top R&D spenders in Europe for 2013. We processed the keyword occurrences in a simplified version of latent semantic analysis based on the application of principal component analysis to identify the specific combinations of words used by companies to communicate sustainability issues on their websites. The results show that "sustainable innovation" and "sustainable operations" based on partnerships and cooperation represent a dominant part of companies' online communication strategies. One of the findings suggests a strong relationship between the communication of sustainable innovation aspects and sales, which offers a promising message to companies looking for evidence about the potential impact of their commitment to sustainable operations and innovation.10abusiness decision-making10aonline communication10aonline data collection10aprincipal component analysis10aR&D10aresearch and development10asustainability10asustainable innovation1 aLiotta, Giacomo1 aTanev, Stoyan1 aGorra, Andrea1 aPospieszala, Alicja, Izabela  utimreview.ca/article/139501452nas a2200205   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520079500285653001801080653001601098653002201114653002901136653002501165100001901190856003701209       2017                        eng d  a1927-032100aA Managerial Decision Tool for R&D Outsourcing and Partner Selection in High-Technology Industries0 aManagerial Decision Tool for RD Outsourcing and Partner Selectio  aOttawabTalent First Networkc03/2017  a25-320 v73 aDeciding which tasks and projects are best performed in-house and which should be outsourced to external suppliers are, alongside the supplier selection process, among the key challenges for R&D managers operating in high-technology firms. This study presents a decision tool for evaluating whether to pursue R&D tasks in-house or to outsource them. The tool also helps R&D managers to evaluate which of the supplier candidates would be best suited to undertake the task to be outsourced. The tool is based on four views of evaluation that have both managerial and theoretical roots: identity, dependence, efficiency, and competence. The tool has been developed in a qualitative multiple case study based on R&D supplier relationships and has been empirically tested in an R&D organization.10adecision tool10aoutsourcing10apartner selection10aresearch and development10asupplier involvement1 aKunttu, Iivari  uhttp://timreview.ca/article/1062