01452nas 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/106201252nas a2200217   4500008004100000022001400041245004200055210004200097260004200139300001000181490000600191520066800197653001400865653001700879653001100896653002000907653002200927100002500949700002400974856003600998       2013                        eng d  a1927-032100aPartner Selection for Open Innovation0 aPartner Selection for Open Innovation  aOttawabTalent First Networkc04/2013  a11-160 v33 aIn this article, we consider open innovation from the perspectives of: i) causation and effectuation, and ii) social networking. Our empirical evidence consists of a case study of a late-stage open-innovation project aimed at creating a hybrid ship that uses liquid natural gas and hydrogen as power sources. The results show that the effectuation approach is preferable to open innovation when the initiator of open innovation aims to keep sensitive information inside the closed group, when the initiator has established an effective team of representatives from other firms from earlier innovation projects, and when the participants are geographically close. 10acausation10aeffectuation10aNorway10aOpen innovation10apartner selection1 aSolesvik, Marina, Z.1 aGulbrandsen, Magnus  uhttp://timreview.ca/article/674