<?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%">Tiago Filipe Pereira da Silva</style></author><author><style face="normal" font="default" size="100%">João Paulo Coelho Marques</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Human-Centered Design for Collaborative Innovation in Knowledge-based Economies</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%">co-creation</style></keyword><keyword><style  face="normal" font="default" size="100%">design thinking</style></keyword><keyword><style  face="normal" font="default" size="100%">Human-Centered Design</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">ME310</style></keyword><keyword><style  face="normal" font="default" size="100%">new product development</style></keyword><keyword><style  face="normal" font="default" size="100%">Project-based Learning</style></keyword><keyword><style  face="normal" font="default" size="100%">University-Industry Collaboration</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">09/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1385</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%">10</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This research explores a university-industry collaboration based on the case study of an innovation project based on Stanford University's ME310 Design Innovation program. The Porto Design Factory and IKEA Industry joined forces to tackle a problem using what has come to be called a human-centered design approach. The case study provides an understanding of outcomes that reveal the potential of using a human-centered design approach to solve technical problems while enhancing customer experience. It also identifies the benefits that each institution gained by collaborating. The outcomes show that companies benefit from building interfaces with external partners, and that universities are relevant players in the innovation ecosystem, satisfying their third mission of being entrepreneurial institutions.</style></abstract><issue><style face="normal" font="default" size="100%">9</style></issue><custom1><style face="normal" font="default" size="100%">Sonae MC IT Labs
Tiago Silva has a master’s degree in Business Management from the Polytechnic Institute of Coimbra and an international post-graduate certificate in Product and Service Innovation (ME310) from the Polytechnic Institute of Porto in collaboration with Stanford University and SUGAR Network. Currently working at Sonae MC, a Portuguese retail company, he is part of an innovation and experimentation team - IT Labs. His interests are in Innovation Management, Human-Centered Design and Entrepreneurship.</style></custom1><custom2><style face="normal" font="default" size="100%">Polytechnic Institute of Coimbra 
João Paulo Coelho Marques obtained the Ph.D. in Industrial Management at University of Aveiro-Portugal (2005). His master’s degree is in Management, at Lisbon School of Economics and Management - Lisbon University (1997). He has been a Professor at Polytechnic Institute of Coimbra - Portugal, since 1990, where he coordinated the M.Sc. Course in Business Management between 2009 and 2015, and the undergraduate course of Commerce and International Economics Relations between 2017 and 2020. He has been a researcher at a Research Unit on Governance, Competitiveness, and Public Policies at the University of Aveiro since 2007. Having published more than 20 scientific papers and 2 books, his main interests are in Innovation Management, Entrepreneurship, triple helix innovation and Business Incubators. </style></custom2><section><style face="normal" font="default" size="100%">5</style></section></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%">John Fiset</style></author><author><style face="normal" font="default" size="100%">Isabelle Dostaler</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Opening the Black Box of Ambidexterity: Three Product Development Stories</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%">adaptability</style></keyword><keyword><style  face="normal" font="default" size="100%">alignment</style></keyword><keyword><style  face="normal" font="default" size="100%">ambidextrous behaviour</style></keyword><keyword><style  face="normal" font="default" size="100%">contextual ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">exploration</style></keyword><keyword><style  face="normal" font="default" size="100%">new product development</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1060</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%">7</style></volume><pages><style face="normal" font="default" size="100%">4-11</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Organizational ambidexterity, which can be roughly defined as the ability for organizations to combine old and new ways of doing things to meet organizational objectives, has drawn considerable attention in the management literature in recent years. Authors distinguish clearly between structural ambidexterity, which implies that ambidextrous organizations are firms in which groups of people concentrate on traditional business or ways of doing things while others explore new avenues, and contextual ambidexterity, which characterizes companies where any individual can be ambidextrous. Our research is positioned in the contextual ambidexterity perspective. In this article, we apply the typology of four ambidextrous behaviours developed by Birkinshaw and Gibson (2004) to increase our understanding of the process whereby organizational actors are able to build on existing capabilities or business processes while developing new ones. Our results indicate that at least three of the ambidextrous behaviours proposed by Birkinshaw and Gibson (2004) (initiator, broker, and multitasker) are helpful to understand how new product development team members rely on proven approaches while simultaneously introducing new ones to successfully overcome daily challenges. Practitioners should be encouraged to become familiar with the concept of ambidexterity, to recognize when and how the successful combination of old and new ways of doing happens, and to promote these occurrences.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Memorial University of Newfoundland
John Fiset is an Assistant Professor of Management in the Faculty of Business Administration at Memorial University of Newfoundland in St. John’s, Canada. He received his doctoral degree from the John Molson School of Business at Concordia University in Montreal, Canada, where he examined how leaders influence intragroup workplace dynamics. His current research interests include examining the process by which leaders are able to elicit high performance among followers as well as studying various forms of interpersonal mistreatment in the workplace.</style></custom1><custom2><style face="normal" font="default" size="100%">Concordia University
Isabelle Dostaler is a Professor in the Department of Management of the John Molson School of Business at Concordia University in Montreal, Canada. She holds a PhD in Management Studies from the University of Cambridge in England. She has conducted research into business strategy and performance, regional development and air transport, and supplier–buyer relationships in several industrial sectors. She is also interested in the field of management education and her recent research has focused on teaching methods and on the gap between business practice and business research.</style></custom2></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%">Wim Vanhaverbeke</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Rethinking Open Innovation Beyond the Innovation Funnel</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%">innovation funnel</style></keyword><keyword><style  face="normal" font="default" size="100%">new product development</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">04/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/673</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%">3</style></volume><pages><style face="normal" font="default" size="100%">6-10</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In this article, I first argue that open innovation can be applied in situations where companies do not themselves develop new products or services. As a consequence, open innovation becomes relevant for a much larger group of organizations than previously considered. Second, I argue that open-innovation scholars have insufficiently differentiated open-innovation initiatives in terms of their impact on companies’ growth: some open-innovation initiatives lead to incremental innovations in an existing business while, in other cases, open-innovation initiatives are used to establish completely new businesses. Both arguments illustrate the need to integrate open-innovation initiatives into the strategy of the firm.</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">University of Hasselt 
Wim Vanhaverbeke is a Professor at the University of Hasselt in Belgium. He is also Visiting Professor at ESADE Business School in Spain and at the National University of Singapore. He has published in several international journals and is co-editor, with Henry Chesbrough and Joel West, of &lt;em&gt;Open Innovation: Researching a New Paradigm&lt;/em&gt;, a book about the research challenges related to open innovation. He is a dedicated open-innovation researcher collaborating with different partners in universities and companies around the globe. He established the European Innovation Forum with Henry Chesbrough in 2012. He is frequently invited to speak at leading international conferences, and he is an adviser for several globally operating companies. He is co-editing a new book about open innovation, which will be published in 2013.</style></custom1></record></records></xml>