A select group of the world’s 1,000 largest corporate R&D spenders perform significantly better than their competitors over a sustained period while spending less on R&D than their industry rivals, according to management consulting firm Booz Allen Hamilton’s second annual global innovation study.  The study found that although R&D spending of these 1,000 companies rose last year by more than $20 billion, money simply can’t buy effective innovation.  However, a

In the article by Sari Viskari and Marko Torkelli of Lappeenranta University of Technology, titled “Managing technologies in Research Organization: Framework for Research Surplus Portfolio”, the concept of Research Surplus Portfolio (RSP) is constructed based on literature with regards to intellectual capital management and portfolio management. In addition, tools and techniques for the evaluation of surplus technologies are identified. This paper is part of a project to find innovation practices

In this article, published in the Inside Knowledge magazine of March 2008 (http://www.ikmagazine.com/), Milton Correia de Sousa introduces de concept of knowledge brokers and how these can increase the effectiveness of open innovation processes. The article starts by explaining how the movement from internal R&D to external connect and develop opens the door to companies – large and small – to reach beyond their core competencies to remain competitive in

This report aims at giving an overview of the emerging research field of open innovation in a phase that is still very fluid. The purpose of this report is to depict the major tendencies of publications through identifying the main themes in literature and investigating the research frontier. It also aims at discussing potentially important fields of investigation that are still left rather unexplored. This report builds on two main

The Internet and new social-networking technologies are allowing companies and their customers to interact with unprecedented levels of richness. Cocreating products and services with customers, however, is uncertain territory fraught with challenges and questions-for instance, who owns the resulting intellectual property? Read this article from the Mckinsey Quarterly