(2021). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 64, No. 5, pp. 2-8.

(2021). The Speed of New Product Development. Research-Technology Management: Vol. 64, No. 5, pp. 9-10.

(2021). Lean Startup and Corporate Innovation. Research-Technology Management: Vol. 64, No. 5, pp. 11-17.

Overview The Hybrid Model Matrix supports managers’ decision-making regarding which new product development (NPD) processes to activate for a specific project. Stage-Gate is the backbone process of the matrix, and design thinking, Lean Startup, and Agile are plugged in to create three different hybrid models. The matrix also provides guidance regarding when R&D managers might use each model. The Hybrid

Overview COVID-19 created unprecedented shortages of personal protective equipment (PPE), stretching commercial and governmental capacities to respond to frontline healthcare workers’ needs. This article illustrates how GetUsPPE, one of the world’s largest community-driven platforms located in the United States, emerged during the crisis as a response to the PPE shortage and rapidly established an

Overview Managing an innovation portfolio is crucial for firms looking to foster radical innovation. Radical innovation, however, creates challenges for traditional portfolio management systems. When companies do not adequately distinguish between incremental and radical innovation when designing their management systems, portfolio management decision-making processes will tend to favor incremental

Overview Organizations are rapidly adopting artificial intelligence (AI) to solve business problems, yet they are only beginning to harness its benefits. Published literature lacks empirical evidence regarding the value of deploying AI for innovation success. This study investigates how and where to deploy AI in the new product development (NPD) process. We present three lessons learned and three best

(2021). W. Edwards Deming, an Influential Statistician. Research-Technology Management: Vol. 64, No. 5, pp. 58-60.

(2021). Ananth Krishnan: Finding Your Career. Research-Technology Management: Vol. 64, No. 5, pp. 64-64.

(2021). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 64, No. 4, pp. 2-10.

(2021). Is the Evolution of Technology Inevitable? Research-Technology Management: Vol. 64, No. 4, pp. 11-13.

(2021). The Changing World of Innovation in China. Research-Technology Management: Vol. 64, No. 4, pp. 14-19.

Overview: B2B companies are an important part of the global economy, and traditionally they have relied on technological capabilities to compete. Currently, the B2B sector is under increasing pressure, as many B2B companies no longer have a technological advantage, and they also face commoditization. Companies see innovation as a way to compete against these challenges. Although product and process

Abstract Overview: In new product development (NPD), practitioners and researchers have explored a variety of organizational factors, such as market orientation and firm innovativeness, that drive product success. They have not explored the role of expected outcomes on NPD. Using a social psychology perspective—a hitherto missing perspective in the NPD literature—we describe how expected outcomes can

Overview: How can multinational enterprises (MNEs) protect their intellectual property (IP) when patents are weakly enforced? An imitator will only take action to appropriate an innovator’s value if the imitator has the financial motivation, opportunity, and ability to copy and commercialize the innovator’s product/service. If the innovator can decrease one of these conditions to a level that demotivates

Overview: Moore’s Law has driven innovation in computing for decades by providing a future target and set of expectations that drives innovation. In this paper, we study whether a similar law might be developed and prove useful in different fields—for example, in armaments. We find that it can be, if we develop a composite measure that incorporates several dimensions of merit. We call this a figure

(2021). Past as Prologue. Research-Technology Management: Vol. 64, No. 4, pp. 57-58.

(2021). Innovating for Sustainability. Research-Technology Management: Vol. 64, No. 4, pp. 59-63.

(2021). Jill Lawrence: Designing Innovation. Research-Technology Management: Vol. 64, No. 4, pp. 64-64.

(2021). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 64, No. 3, pp. 2-9.

(2021). Engage-Innovate-Grow. Research-Technology Management: Vol. 64, No. 3, pp. 10-11.

(2021). Eat, Sleep, Innovate. Research-Technology Management: Vol. 64, No. 3, pp. 12-19.

Overview: The timely commercialization of research and technologies requires efficient partnership processes. Yet research transactions commonly drag on. Speed is particularly important for biomedical technologies given their historically long developmental timelines; until now, there has been no systematic analysis of factors influencing innovation-focused partnership transaction timelines. Here we

Overview: While customer-centered innovation has thus far focused on best practices for user-producer collaboration and organizing users to obtain relevant inputs, the internal organization that enables firms to integrate user knowledge into product innovation outputs is less well understood. We analyzed five case studies to derive the innovation routines from firms in traditional industries that employ

Overview: Although storytelling is widely understood as critical to business operations and leadership more broadly, little research exists on storytelling specifically within innovation contexts. Innovators need practical strategies to communicate discoveries, failures, progress, and opportunities effectively. Organizations must empower their innovation teams to practice the art and science of innovation

Overview: When designed and driven efficiently, crowdsourcing can leverage the power of collective intelligence and yield innovative solutions. To date, the crowdsourcing literature has focused on exemplary corporate initiatives and less on crowdsourcing contests in public service organizations (PSOs), which have a diverse ecosystem. Existing literature has only sparsely studied the design aspect of

Overview: Many organizations use technology roadmaps for strategic planning, and they often use workshop-based approaches to create the roadmaps. Customizing the workshop process and the artifacts used is necessary to tailor the approach to each organization’s context. We describe a hierarchical architecture and software-supported workshop approach that we deployed within the UK’s High Value Manufacturing

(2021). The Four Mistaken Beliefs That Blindside Strategy Development. Research-Technology Management: Vol. 64, No. 3, pp. 68-71.

(2021). Innovation in the Circular Economy. Research-Technology Management: Vol. 64, No. 3, pp. 72-75.

(2021). Michael Reynolds: Innovation Everywhere. Research-Technology Management: Vol. 64, No. 3, pp. 76-76.

(2021). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 64, No. 2, pp. 2-8.

(2021). Failure. Research-Technology Management: Vol. 64, No. 2, pp. 9-10.

(2021). Scientific Design of Tools for Amplifying Intelligence. Research-Technology Management: Vol. 64, No. 2, pp. 11-17.

(2021). The IRI Medal. Research-Technology Management: Vol. 64, No. 2, pp. 18-19.

Overview: Traditional manufacturing techniques, new trends in global consumer behavior, and agile competition necessitate change in the fashion footwear industry, one of the world’s oldest and most prestigious sectors. 3D printing may be precisely what the fashion footwear industry needs. By 2029, 3D printing in the fashion footwear industry is forecast to grow into a USD $6 billion revenue opportunity

Overview: Failure is integral to growth and progress, yet companies and individuals struggle to accept it. A company’s culture is one of the most important influences for accepting and learning from failures. We define brilliant failure and distinguish brilliant failures from mistakes, avoidable failures, and epic failures. We identify best practices so companies can understand the value of failure

Overview: The project team has become the preferred way to conduct R&D. Our study suggests psychological safety among team members can improve team performance and functioning. Using data collected from 320 employees and 80 team leaders on R&D teams in Taiwan, we tested four hypotheses with structural equation modeling to examine how psychological safety impacts R&D employees in four areas. We found

Overview: Big Science Organizations (BSOs) increasingly influence innovation and business creation, yet limited knowledge exists currently about how they innovate collaboratively with industrial suppliers. We present five innovation modes in the BSO-supplier relationship; identify pre- and post-contracting challenges for BSOs and suppliers; identify the primary solvers; and highlight the best practices

(2021). What We Can Learn from The Problem with Horses. Research-Technology Management: Vol. 64, No. 2, pp. 57-58.

(2021). Why Innovation Needs More Diversity. Research-Technology Management: Vol. 64, No. 2, pp. 59-63.

(2021). Moisés Noreña: An Unexpected Career in Innovation. Research-Technology Management: Vol. 64, No. 2, pp. 64-64.

(2021). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 64, No. 1, pp. 2-10.

(2021). Far from Equilibrium. Research-Technology Management: Vol. 64, No. 1, pp. 11-12.

(2021). Creating Human-Centered Organizations. Research-Technology Management: Vol. 64, No. 1, pp. 13-19.

(2021). 2021 R&D Trends Forecast. Research-Technology Management: Vol. 64, No. 1, pp. 20-32.

Abstract Overview: Since the dot-com revolution in the early 2000s, traditional, vertically integrated firms have attempted to innovate using multi-sided digital platforms, matching customer and supplier groups to resolve the needs of both. These firms’ underlying logic has disrupted traditional business models, enabling them to introduce new and counterintuitive value creation, delivery, and capture

Abstract Overview: In the era of digitalization, manufacturing firms find it difficult to assess what is “the right” digital business model. To avoid common digitalization traps, company leaders and managers need to carefully assess each business model opportunity before committing to implementation and commercialization. We present insights from our case study about the diverse and complex issues

Abstract Overview: Agile project management aims to increase the flexibility of product development processes through increased interaction among project stakeholders. Since its introduction in the software industry 20 years ago, Agile project management has progressively spread to other contexts, even though large-scale organizations seem to struggle to switch toward Agile-only practices. In these

(2021). What’s After What’s Next? Research-Technology Management: Vol. 64, No. 1, pp. 65-67.

(2021). The Bad Data Problem. Research-Technology Management: Vol. 64, No. 1, pp. 68-71.

(2021). Sam West: The Museum of Failure. Research-Technology Management: Vol. 64, No. 1, pp. 72-72.

Abstract Overview: In the era of digitalization, manufacturing firms find it difficult to assess what is “the right” digital business model. To avoid common digitalization traps, company leaders and managers need to carefully assess each business model opportunity before committing to implementation and commercialization. We present insights from our case study about the diverse and complex issues

Abstract Overview: Since the dot-com revolution in the early 2000s, traditional, vertically integrated firms have attempted to innovate using multi-sided digital platforms, matching customer and supplier groups to resolve the needs of both. These firms’ underlying logic has disrupted traditional business models, enabling them to introduce new and counterintuitive value creation, delivery, and capture

Abstract Overview: Agile project management aims to increase the flexibility of product development processes through increased interaction among project stakeholders. Since its introduction in the software industry 20 years ago, Agile project management has progressively spread to other contexts, even though large-scale organizations seem to struggle to switch toward Agile-only practices. In these

(2020). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 63, No. 6, pp. 2-10.

(2020). The 2020 Maurice Holland Award. Research-Technology Management: Vol. 63, No. 6, pp. 11-12.

“Globalization is a fact of life. But I believe we have underestimated its fragility.”— Kofi AnnanGlobalization has been a dominant driver of change in business and society for decades. It was acce...

Amy Webb is a quantitative futurist and author of The Big Nine: How the Tech Titans and Their Thinking Machines Could Warp Humanity.Jim Euchner [JE]:You characterize yourself as a quantitative futu...

Ted Farrington is an expert on globalization of R&D. He spent 35 years working in R&D with global corporations.My career spanned 40 years, all in R&D. I spent time with several companies, a small r...

Kerry Slade is an assistant professor at Temple University’s Fox School of Business.For many practitioners, innovation is about ideas, inventing, and improvements. The societal and organizational c...