Mind the Gap: Lessons from the UK to Brazil about the Roles of TTOs throughout Collaborative R&amp;D Projects

Thomas, Elisa; Vieira, Luciana Marques; Balestrin, Alsones

doi:10.1590/1807-7692bar2017170048

Cited by 14 publications

(15 citation statements)

References 58 publications

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“…• Intermediation: in contrast to findings in recent literature (De Silva et al, 2017;Thomas et al, 2017), where intermediaries are external agents providing services for inter-organizational R&D projects, our research showed relationships intermediated by other departments of the firms. Relationships with external partners were not directly connected to R&D staff: relationships with suppliers occur through supply/purchasing departments in both firms.…”

Section: Changes Of Internal Practicescontrasting

confidence: 99%

“…Open innovation points to the emergence of intermediaries of relationships that are non-existent in closed innovation or have irrelevant roles (De Silva et al, 2017;Howells, 2006;Thomas et al, 2017). Innovation brokers allow firms to transact, at stages previously conducted within the firm, by connecting those seeking solutions with a rather large number of potential knowledge suppliers (Kock & Gözübüyük, 2011).…”

Section: From Closed To Open Innovation In Emerging Economies: Evidenmentioning

confidence: 99%

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From Closed to Open Innovation in Emerging Economies: Evidence from the Chemical Industry in Brazil

Thomas¹

2018

TIM Review

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Section: Changes Of Internal Practicescontrasting

confidence: 99%

Section: From Closed To Open Innovation In Emerging Economies: Evidenmentioning

confidence: 99%

From Closed to Open Innovation in Emerging Economies: Evidence from the Chemical Industry in Brazil

Thomas¹

2018

TIM Review

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Section: Changes Of Internal Practicescontrasting

confidence: 99%

Section: From Closed To Open Innovation In Emerging Economies: Evidenmentioning

confidence: 99%

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2018

TIM Review

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Except where otherwise noted, all content is licensed under a Creative Commons Attribution 3.0 License. The PDF version is created withScribus, an open source desktop publishing program. OverviewThe Technology Innovation Management Review (TIM Review) provides insights about the issues and emerging trends relevant to launching and growing technology businesses. The TIM Review focuses on the theories, strategies, and tools that help small and large technology companies succeed.Our readers are looking for practical ideas they can apply within their own organizations. The TIM Review brings together diverse viewpoints -from academics, entrepreneurs, companies of all sizes, the public sector, the community sector, and others -to bridge the gap between theory and practice. In particular, we focus on the topics of technology and global entrepreneurship in small and large companies.We welcome input from readers into upcoming themes. Please visit timreview.ca to suggest themes and nominate authors and guest editors. ContributeContribute to the TIM Review in the following ways:• Read and comment on articles.• Review the upcoming themes and tell us what topics you would like to see covered.• Write an article for a future issue; see the author guidelines and editorial process for details.• Recommend colleagues as authors or guest editors.• Give feedback on the website or any other aspect of this publication.• Sponsor or advertise in the TIM Review.• Tell a friend or colleague about the TIM Review.Please contact the Editor if you have any questions or comments: timreview.ca/contact About TIMThe TIM Review has international contributors and readers, and it is published in association with the Technology Innovation Management program (TIM; timprogram.ca), an international graduate program at Carleton University in Ottawa, Canada. Technology Innovation Management ReviewMarch 2018 (Volume 8, Issue 3) 3 timreview.ca tion, even when complete opening is not the main goal. The author highlights the scholarly contribution of the study and provides general recommendations for innovation managers.Finally, Flavia Luciane Scherer, Italo Fernando Minello, Cristiane Krüger, and Andréa Bach Rizzatti from the Federal University of Santa Maria in Brazil describe a technology startup's failed early attempt at internationalization and the lessons its founders are applying as they contemplate a second attempt to grow beyond the Brazilian market. Drawing on the literature on internationalization (especially the Uppsala model), export barriers, and the origin and concept of startups, the authors share insights from the case and derive recommendations to help technology startups in emerging economies successfully internationalize.In April, we will examine the theme of Frugal Innovation with Guest Editors Deepak S. Gupta, Executive Director of Applied Research, Innovation and Entrepreneurship Services (ARIES) at Centennial College in Toronto, Canada, and Mokter Hossain, Assistant Professor in the Center for Industrial Production at Aalborg Univer...

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“…Sustainable human resources development and knowledge sharing as part of relationship capital [83] enables companies to manage their adaptation to Industry 4.0 [84][85][86] and grant them the "how to do" expertise in this process. Openness towards external knowledge sources [87] and partnerships [88] in training enables firms to access the knowledge in developing appropriate procedures and solutions required for Industry 4.0 transition. Also, according to the research by Götz and Jankowska [89], these challenges will drive companies to assure network embeddedness and to collaborate, share risks, and jointly learn.…”

Section: Discussionmentioning

confidence: 99%

External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges

et al. 2019

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The new challenges that will currently affect the existence and sustainability of businesses stem from the dramatic changes that come from the fourth industrial revolution. Based on the concept of intellectual capital management as a resource-based strategic management approach, which leads to the management of structural, human, and relational capital, sustainable human resource management underlines the involvement of partnerships and external relations in learning and personal development processes. Industry 4.0 expects major changes in human resource management and processes such as education. Organizations will benefit from the new knowledge in the near future that will need to be brought into the internal environment of the organization constantly. However, this will require cooperation with the external environment, and the resulting new education opportunities built on cooperation with external partners, organizations, and educational institutions. Innovations as essential factors in adapting to major changes in the environment will be key in all organizational processes, including educational. This paper focuses on comparing highly innovative countries and less innovative countries in Central Europe, analyzing 1482 businesses by looking at differences in attitude towards employee education and individual forms of employee education. The main statistically significant difference is in the strategic approach to employee education and development and the set-up between innovative countries and moderate innovators.

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Mind the Gap: Lessons from the UK to Brazil about the Roles of TTOs throughout Collaborative R&D Projects

Cited by 14 publications

References 58 publications

From Closed to Open Innovation in Emerging Economies: Evidence from the Chemical Industry in Brazil

From Closed to Open Innovation in Emerging Economies: Evidence from the Chemical Industry in Brazil

Untitled

External Partnerships in Employee Education and Development as the Key to Facing Industry 4.0 Challenges

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