(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

In this article we frame the concept of a hardware-rich open source ecosystem (H-ROSE) that generates software and hardware components. In an H-ROSE, the designs of some components are accessible under open source licenses, while other component designs remain proprietary. We describe seven adoption factors used by the multinational French firm Thales to assess the efficacy of RISC-V to design processors

(2020). Foresight and the COVID-19 Pandemic. Research-Technology Management: Vol. 63, No. 4, pp. 55-57.

(2020). Design Thinking Revisited. Research-Technology Management: Vol. 63, No. 4, pp. 59-63.

(2020). Judith Spitz: Propelling Women into Tech. Research-Technology Management: Vol. 63, No. 4, pp. 64-64.

(2019). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 62, No. 6, pp. 2-10.

(2019). The 2019 Maurice Holland Award. Research-Technology Management: Vol. 62, No. 6, pp. 11-12.

(2019). When Physical Meets Digital. Research-Technology Management: Vol. 62, No. 6, pp. 13-15.

(2019). The New Geography of Innovation. Research-Technology Management: Vol. 62, No. 6, pp. 16-22.

(2019). The 2019 IRI Medal. Research-Technology Management: Vol. 62, No. 6, pp. 23-23.

(2019). How Technology, Big Data, and Systems Approaches Are Transforming Medicine. Research-Technology Management: Vol. 62, No. 6, pp. 24-30.

(2019). Tools for Transformation. Research-Technology Management: Vol. 62, No. 6, pp. 31-35.

(2019). Yes … And. Research-Technology Management: Vol. 62, No. 6, pp. 36-43.

(2019). The Technology Fallacy. Research-Technology Management: Vol. 62, No. 6, pp. 44-49.

(2019). Why Is There Only One “Machine Learning First” Company? Research-Technology Management: Vol. 62, No. 6, pp. 50-52.

(2019). Defining the Tipping Point. Research-Technology Management: Vol. 62, No. 6, pp. 53-56.

(2019). Index. Research-Technology Management: Vol. 62, No. 6, pp. 57-59.

(2019). A Career in Three Acts: Prith Banerjee. Research-Technology Management: Vol. 62, No. 6, pp. 60-60.

(2019). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 62, No. 5, pp. 2-8.

(2019). Dare to Retire the Organizational Bureaucracy. Research-Technology Management: Vol. 62, No. 5, pp. 9-10.

(2019). Distributed Teams—Challenges and Opportunities. Research-Technology Management: Vol. 62, No. 5, pp. 11-13.

(2019). Designing for Behavior Change—New Models and Moral Issues. Research-Technology Management: Vol. 62, No. 5, pp. 14-19.

Overview: LEGO Group launched an Agile transformation of its corporate digital departments in early 2018; this transformation included the introduction of a new digital operating model. One year into the transformation, the impact of the new model is beginning to show in a significant reduction in the time required to respond to change—from months to weeks—in the company’s core functions. This article

Overview: Implementing Agile principles in large organizations is complex. Indeed, such organizations may struggle to prioritize people over processes, work over documentation, and flexibility over planning. Despite these difficulties, the constantly evolving market pushes established firms toward the adoption of more flexible solutions. The case of PricewaterhouseCoopers (PwC), a large organization

Overview: Large corporations often face the challenge of changing themselves for a variety of reasons. The Lean Startup methodology, created to power innovation development in startups, can be applied to minimize the risk and resistance associated with the transformation of large corporations, by scaling up Lean Startup’s iterative experimentation approach from an experimentation organization to the

Overview: In their quest to become more innovative, many firms try out new innovation approaches that are brought in from the outside. Design thinking has been one of these sought-after innovation approaches in recent years. Design thinking has produced remarkable results in creative firms such as design consultancies, but its implementation in large, established firms has proven to be far more challenging

(2019). How Far to Look Ahead? Research-Technology Management: Vol. 62, No. 5, pp. 59-62.

(2019). Agile Management in Product Development. Research-Technology Management: Vol. 62, No. 5, pp. 63-67.

(2019). Making Sustainable Tech Economic: John Novak. Research-Technology Management: Vol. 62, No. 5, pp. 68-68.

(2019). News and Analysis of the Global Innovation Scene. Research-Technology Management: Vol. 62, No. 4, pp. 2-9.

(2019). Innovation and Resilience. Research-Technology Management: Vol. 62, No. 4, pp. 10-11.

(2019). Business Model Innovation. Research-Technology Management: Vol. 62, No. 4, pp. 12-18.

The view of time that dominates conventional management thinking, including the Lean Startup movement’s “fail fast and pivot” approach, often leads to failure in the business model evolution of new ventures spinning off from established firms. Timing is critical for spinoffs because it is a key element of the balance between minimizing risk and maximizing opportunity. In the literature on business