Implementing University-Industry Joint Product Innovation Projects

1997 ◽  
Author(s):  
Ganesh Prabhu
Keyword(s):  
Product Innovation ◽  
Joint Product ◽  
Innovation Projects ◽  
University Industry

The ‘Perfect Technology Syndrome’

2010 ◽  
pp. 159-170
Author(s):  
Seppo J. Hänninen
Keyword(s):  
Knowledge Base ◽  
Product Innovation ◽  
Technology Development ◽  
Research Literature ◽  
Common Interest ◽  
Complementary Resources ◽  
Innovation Projects ◽  
Publicly Supported ◽  
Intensive Development ◽  
Proper Balance

Recent research literature in product innovation has paid attention to the fact that technological discipline can lead to dominance by a knowledge base. Technology-intensive development is often partially and publicly supported and problems in finding a proper balance in technology development are in common interest. The objective of this study is to deepen the understanding of the dominance by technological knowledge base with reference to the sources, consequences and solutions of this overemphasis. Finnish publicly supported technology-intensive product innovation projects are studied. In the case studies, examples of the ‘perfect technology syndrome’ are identified and their sources are analyzed. This syndrome describes the intention to achieve the ultimate level in the technology development. Solutions proposed to the unfavorable consequences included alliances with organizations having complementary resources, careful pretesting of products with key partners and developing the technological products to specific target groups.

Implementation of Multi-Year Product Innovation Projects

2014 ◽  
Author(s):  
Glenn E. Vallee
Keyword(s):  
Water Purification ◽  
Product Innovation ◽  
Mechanical Engineering ◽  
Engineering Students ◽  
World Health ◽  
Distribution Costs ◽  
Purification System ◽  
Innovation Projects ◽  
Entrepreneurial Team ◽  
Functional Prototype

A methodology and case study detailing the implementation of multi-year product innovation projects is presented. A product called the Waterboy, an inexpensive water purification system designed for under developed countries, was developed by three different groups of students over a span of two years. The initial concept was first developed by a six member entrepreneurial team composed of senior level business and engineering students enrolled in a one semester Product Innovation and Development course. This team was responsible assessing the market need, determining product requirements and developing a limited functionality prototype capable of demonstrating the intended product function. A second team consisting of two Mechanical Engineering students continued the project as their one semester Senior Capstone Design project and was charged with the task of developing a fully functional prototype capable of purifying contaminated water. A third student completed the project as a one semester senior level Design Projects course and was charged with the task of modifying the previous design to minimize cost, facilitate ease manufacture and reduced assembly and distribution costs. In the Fall of 2010, the entrepreneurial team conducted interviews with health professionals and performed research involving a number of world health and philanthropic organizations. They identified the need for an improved water purification device which could purify enough water for a family of four in a reasonable amount of time and at a cost which would make it accessible to people in underdeveloped countries who are at risk of dying from the consumption of contaminated drinking water. They developed a bicycle driven system which used an ultraviolet germicidal bulb to purify water. The team developed a prototype which demonstrated the basic function of the device which was estimated to cost about $80. The project was continued in the Fall of 2011 by the second team of Mechanical Engineering seniors who refined the purification system and function of the device while simplifying the design, resulting in an estimated cost of $49 per unit. The team built and tested a fully functional prototype which confirmed it was capable of reducing water borne bacteria by a factor of 1000. The project was then completed in the Fall of 2012 by a Senior Mechanical Engineering Student who further reduced the cost of the design and improved its portability in order to reduce distribution costs. A partnership with Goodwill Industries was formed to utilize their recycled materials and inexpensive labor force, which reduced the product cost about $24.

Top managers’ formal and informal control practices in product innovation processes

2020 ◽  
Vol 17 (4) ◽  
pp. 497-524
Author(s):  
Wen Pan Fagerlin ◽  
Eva Lövstål
Keyword(s):  
Product Innovation ◽  
Management Control ◽  
Control Mechanisms ◽  
Structured Interviews ◽  
Holistic View ◽  
Content Type ◽  
Informal Controls ◽  
Top Managers ◽  
Innovation Projects ◽  
Innovation Processes

Purpose This study aims to understand the formal and informal practices of top managers as they seek to control product innovation processes and how the style of control used differs during development stages and gates. Design/methodology/approach A qualitative in-depth case study was conducted at a multinational corporation (pseudonym: MEC). The authors examined 12 product innovation projects and carried out semi-structured interviews to understand the experiences, perceptions and challenges of the people involved in product development projects with a focus on the interactions between top managers and the project teams. Findings The authors found that MEC uses formal control mechanisms such as a stage-gate model and a project management and reporting system to keep track of the progress of innovation projects. In addition, top managers use informal controls through involvement in innovation activities and interaction with the team members during the stages and gates of the development process. To carry out their control practices top managers use four distinct styles of control as follows: participative, facilitative, empowering and authoritative. Practical implications Suggestions are provided for managers on how formal and informal management control tools can be used in innovation processes. The authors show how top managers can broaden their range of interventions by involving themselves in product innovation projects in different ways. Originality/value This paper shows how the combination of formal and informal controls can generate a more holistic view of management control in innovation. It also adds to previous conceptualizations of control use by suggesting four distinct styles, which top managers can use to involve themselves in product innovation processes.

Practising Gender When Networking: The Case of University-Industry Innovation Projects

2015 ◽  
Vol 22 (6) ◽  
pp. 556-578 ◽  
Author(s):  
Laura Berger ◽  
Yvonne Benschop ◽  
Marieke van den Brink
Keyword(s):  
Innovation Projects ◽  
University Industry

scholarly journals University industry links and product innovation: cooperate or contract?

2017 ◽  
Vol 12 (3) ◽  
pp. 1-8 ◽  
Author(s):  
Jaider Vega-Jurado ◽  
Sean Kask ◽  
Liney Manjarrés-Henriquez
Keyword(s):  
Product Innovation ◽  
University Industry
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