Managing collaborative R&D with different types of knowledge sources.

Abstract

Yu inspired my first steps in academia. His skill in helping students develop a critical thinking is inspiring. He had a great influence on my decision to follow the academic path. The course Innovation Management in Products and Processes that he gave together with Prof. Dr. Paulo Tromboni was of great interest and was one of the first influences that helped to define the focus on Innovation Studies in my PhD and my research career. With Prof. Dr. Paulo Feldman, I had the chance to write a paper after a very thoughtprovoking course called Company Economics and Technology. Not only did the course help the progress of my research but his dedication to quality in writing also helped the improvement of my writing skills. Prof. Dr. Roberto Sbragia's course, Technology Innovation Management in Companies, was also very important for my PhD research as it put me in touch with Innovation Management theory development and gave me a broad understanding of the area. I would also like to thank Prof. Dr. Roberto Sbragia for the helpful inputs during the Qualification Exam for my PhD, especially regarding R&D performance measures. To Prof. Dr. Marilson Gonçalves (in Memoriam) I would like give thanks for his being such a great example of an excellent Professor, who greatly helped students' development and left an important footprint in my life. I am also thankful to Prof. Dr. Walter Bataglia for his points during the Qualification Exam. He also provided great support on the understanding of the research on Cooperation and Coordination in Strategic Alliances.

Bidirectional Absolute GRA/GIA Model for Uncertain Systems: Application in Project Management

“…Primary data, collected by Barbosa [22] and available at Barbosa et al [36], was used. Considering the scope of the current study, only the selected data from [36] was adapted while reducing the scope of the framework of Barbosa [22]. The framework, adopted in the current study is shown in the figure 5.…”

“…Collaborative projects face many challenges that a general Project Management approach doesn't support [22, p. 47]. The performance of project in terms of cost (budget), schedule (time) and technical quality are the key attributes of successful project management and thus were the three constructs of the project management performance (PM g ) in the study [22]. The overall performance was considered as ''R&D Output'', discussed in the following section.…”

“…Building upon the previous literature, the current study considers time, cost and quality as three primary constraints within the scope of time, scope of cost and scope of quality, as shown in the fig 2. Input includes resources and efforts by R&D teams and personnel, and Process involves planning and management of internal and external relations [22]. However, R&D Output implies innovations from R&D and other outputs like participation in scientific workshops and meetings, patents & publications, achievement of quality parameters etc.…”

“…However, R&D Output implies innovations from R&D and other outputs like participation in scientific workshops and meetings, patents & publications, achievement of quality parameters etc. [22]. R&D Outcomes are different from R&D Outputs as it is a kind of by-product of R&D Output that results from the R&D Outputs.…”

“…For example, client perception, satisfaction, income, market share, etc. [22]. In the framework of the current study, R&D Output implied the overall performance of an R&D Project, while budget, schedule and technical quality related performances were considered under ''Project Management Performance''.…”