<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Shiv S. Tripathi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Open Innovation in Indian Organizations: Types of Collaboration</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">collaboration</style></keyword><keyword><style  face="normal" font="default" size="100%">forms</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">manufacturing</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">risk</style></keyword><keyword><style  face="normal" font="default" size="100%">types</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">05/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/987</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">15-23</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In order to succeed, it is important for any organization to leverage the power of the known and unknown networks around it. The organization must collaborate with others, and to do so requires it to open up its boundaries  inside-out, outside-in, or both. However, the type of collaboration required to work with other parties and the respective output is different across different organizations on account of need, R&amp;D intensity, capability, and risk-taking ability, as well as the nature of the business and industry. The major problem that comes in the way of open innovation in Indian organizations is their risk taking ability; the more an organization collaborates, the more risk it is taking by sharing internal information with the other parties. Through a sample of 31 manufacturing-based firms in India belonging to 12 different industries, the article explores the types of collaborations that they have with various related or unrelated organizations as they engage in open innovation. The article compares the collaborations each industry has entered into to identify the industries that are more open to take risks by collaborating with other parties in multiple ways. </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Management Development Institute
Shiv S. Tripathi is an Assistant Professor of Strategic Management at the Management Development Institute in Gurgaon, India. He holds a PhD degree from Vinod Gupta School of Management at the Indian Institute of Technology, Kharagpur. He has published papers in the area of product and service innovations, growth strategies, and innovations in large organizations. He has presented papers at national and international conferences organized by the Indian Institutes of Management, Indian Schools of Business, and the Strategic Management Society. His current research interests include open innovation, ambidexterity, and innovation in emerging markets. He is a member of the Academy of Management, the International Society of Professional Innovation Management, and the Strategic Management Society. He is presently writing a book on innovation strategy.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Peter Townson</style></author><author><style face="normal" font="default" size="100%">Judy Matthews</style></author><author><style face="normal" font="default" size="100%">Cara Wrigley</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Outcomes from Applying Design-Led Innovation in an Australian Manufacturing Firm</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">customer insights</style></keyword><keyword><style  face="normal" font="default" size="100%">design-led innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation catalyst</style></keyword><keyword><style  face="normal" font="default" size="100%">manufacturing</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/997</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">49-58</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Design-led innovation has recently emerged as an approach that assists companies to develop new capabilities to respond to changing markets. Previous research has shown that the application of design-led innovation to manufacturing businesses contributed to innovation across their business model, often repositioning the business and its offerings in the market. This article presents findings from a study where the researcher was embedded in an Australian firm, working four days per week for 11 months and using action research to apply design-led innovation. Deep insights from stakeholders were translated with the company staff into new value propositions for the company. This research demonstrates the largely untapped potential of an experienced designer as an innovation catalyst to help firms develop customer-inspired innovation as they use design-led innovation to overcome barriers and recognize opportunities within a changing market context. This study contributes new knowledge regarding benefits of design-led innovation in dynamic environments.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Queensland University of Technology
Peter Townson is a Design Facilitator for the PwC Chair in Digital Economy at the Queensland University of Technology (QUT) in Brisbane, Australia, where he recently completed his Master's degree in design-led innovation. Peter lives the world of design in the nexus between academia and industry. From his background as an industrial designer and manufacturer, his translation of his craft from the physical world and into the service and digital worlds' builds off his post-graduate education and application of design-led innovation. Peter now facilitates innovation sprints that use design-led innovation to envision and design the future of our digital economy, while making his findings relevant to the applied academic audience of today.</style></custom1><custom2><style face="normal" font="default" size="100%">Queensland University of Technology
Judy Matthews is a Senior Lecturer at the Queensland University of Technology (QUT) Business School in Brisbane, Australia, where she teaches both MBAs and senior executives on the topics of innovation management, facilitates problem framing and problem solving in complex environments, and uses design thinking to develop and execute new possibilities. Her enthusiasm for the importance of innovation management can be traced to her research into innovation systems in Australia, in public sector research, and development and in the management of change. For the last six years, Judy has been an active researcher and facilitator in the development and application of design mindsets and methods, recognizing that the frameworks, tools, and mindsets of designers can be used to help managers to problem solve and innovate in their businesses and develop new business models. Judy holds a PhD from QUT and has published articles in a wide range of international journals, including the &lt;em&gt;Journal of Business Research,&lt;/em&gt; the &lt;em&gt;International Journal of Technology Management, Innovation: Management, Policy and Practice,&lt;/em&gt; and the &lt;em&gt;Design Management Journal.&lt;/em&gt;</style></custom2><custom3><style face="normal" font="default" size="100%">University of Technology Sydney
Cara Wrigley is Head of Research in the Design &amp; Innovation Research Centre at the University of Technology Sydney (UTS), Australia. The Design &amp; Innovation Research Centre (DI:rc) is a transdisciplinary centre located at UTS, focusing on the development of innovative, design-oriented research with the potential to transform companies. Building on her solid practical industry experience and combined with her scholarly expertise in emotional design, she is actively researching the value that design holds in business – specifically through the creation of strategies to design business models which lead to emotive customer engagement. Cara has presented and published widely in the field of design-led innovation and currently leading several initiatives to contribute to both industry and academia on the value of design to business. She holds a PhD and a Bachelor of the Built Environment from the Queensland University of Technology (QUT) in Brisbane, Australia, in addition to a Bachelor of Design Studies from Griffith University in South East Queensland, Australia.</style></custom3></record></records></xml>