(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.

(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.

(2020). Innovation and Globalization. Research-Technology Management: Vol. 63, No. 6, pp. 13-14.

(2020). Which AI Future Will We Choose? Research-Technology Management: Vol. 63, No. 6, pp. 15-21.

(2020). The Never-ending Journey Toward Globalization of R&D. Research-Technology Management: Vol. 63, No. 6, pp. 22-30.

(2020). Innovation Management in a Multicultural Context. Research-Technology Management: Vol. 63, No. 6, pp. 31-40.

(2020). Agile Design Hardwired into 150-year-old Food Company. Research-Technology Management: Vol. 63, No. 6, pp. 41-45.

(2020). Jet Fuel Derived from Steel Mill Waste Gasses. Research-Technology Management: Vol. 63, No. 6, pp. 46-51.

(2020). How COVID-19 Will Change Your CRM Platform … For Good. Research-Technology Management: Vol. 63, No. 6, pp. 52-53.

(2020). COVID-19’s Impact on Globalization and Innovation. Research-Technology Management: Vol. 63, No. 6, pp. 54-59.

(2020). Innovation and Sustainability United to Solve Global Problems. Research-Technology Management: Vol. 63, No. 6, pp. 60-60.

(2020). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 63, No. 5, pp. 2-9.

(2020). Innovation and the Coronavirus. Research-Technology Management: Vol. 63, No. 5, pp. 10-11.

(2020). Corporate Operating Models in the Age of AI. Research-Technology Management: Vol. 63, No. 5, pp. 12-19.

Overview: Researchers and practitioners have shown great interest in crowdsourcing for problem solving. Although scholars have developed several conceptual frameworks that outline the fundamentals of crowdsourcing, few studies provide a detailed process to successfully implement it. Our results from a multiple case study comprising four major Spanish organizations that have implemented ideation contests—Madrid

Overview: Cross-functional integration is vital to help new product development initiatives succeed. We conducted a qualitative study of the new product development process for electrified cars with a focus on the interface between design and manufacturing. We considered engineering, business, and sociological perspectives to address cross-functional integration from different viewpoints and identified

Overview: Global scientific collaboration to find a vaccine is not enough to end the pandemic. International cooperation is also necessary to produce a successful vaccine affordably and distribute it equitably worldwide. Commercial and national interests threaten to thwart the universal immunization needed to curtail the pandemic. International institutions such as the World Health Organization are

Overview: Many companies now integrate agile innovation processes, including sprints, Lean startup, scrum, and design thinking, into their traditional structured gating processes. Companies have had promising results, but the popular agile within gating hybrid is not the only way to benefit from the coexistence of agile and structured processes. This article presents a conceptual framework that includes

Overview: Businesses can benefit from university–industry collaborations, yet they rarely take full advantage of them. Scientists who serve as principal investigators (PIs) act as the nucleus of university–industry collaborations and partner with industry to cocreate value. We conducted a case study of PIs at publicly funded research universities, institutes, and organizations in Ireland to explore

(2020). Innovation Signals Hope Amidst the Pandemic. Research-Technology Management: Vol. 63, No. 5, pp. 59-61.

(2020). 3D Printing’s Time to Shine. Research-Technology Management: Vol. 63, No. 5, pp. 62-65.

(2020). Bram de Zwart: Networked Manufacturing. Research-Technology Management: Vol. 63, No. 5, pp. 66-66.

(2020). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 63, No. 4, pp. 2-8.

(2020). What Comes After What Comes Next. Research-Technology Management: Vol. 63, No. 4, pp. 9-10.

(2020). High Velocity Business Experiments. Research-Technology Management: Vol. 63, No. 4, pp. 11-16.

Overview Blockchain combined with 3D printing offers businesses untapped opportunities. Blockchain can help businesses overcome intellectual property and data security barriers, allowing them to take advantage of emerging 3D printing business models. Specifically, blockchain can facilitate local manufacturing and may lay the groundwork for new business models such as secure design marketplaces and

Smart connected products are transforming existing markets and creating new ones. The smart homes market is one popular example. This transformation is particularly challenging for large, traditional industrial manufacturers that often rely on organizational structures that have evolved over decades. To adapt, some companies collaborate with or acquire startups, establish subsidiary firms, or encourage

Our study explores the nature of big data–embedded new product development (NPD) and to what extent big data influences NPD project success. Using data collected from 558 NPD projects, our study shows that embedding big data in NPD processes promotes NPD project success, but the effects vary for the seven different stages of NPD. A data-driven culture—characterized by senior management’s emphasis on