@article {987,
	title = {Open Innovation in Indian Organizations: Types of Collaboration},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {15-23},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In order to succeed, it is important for any organization to leverage the power of the known and unknown networks around it. The organization must collaborate with others, and to do so requires it to open up its boundaries  inside-out, outside-in, or both. However, the type of collaboration required to work with other parties and the respective output is different across different organizations on account of need, R\&D intensity, capability, and risk-taking ability, as well as the nature of the business and industry. The major problem that comes in the way of open innovation in Indian organizations is their risk taking ability; the more an organization collaborates, the more risk it is taking by sharing internal information with the other parties. Through a sample of 31 manufacturing-based firms in India belonging to 12 different industries, the article explores the types of collaborations that they have with various related or unrelated organizations as they engage in open innovation. The article compares the collaborations each industry has entered into to identify the industries that are more open to take risks by collaborating with other parties in multiple ways. },
	keywords = {collaboration, forms, India, manufacturing, Open innovation, risk, types},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/987},
	url = {http://timreview.ca/article/987},
	author = {Shiv S. Tripathi}
}
@article {997,
	title = {Outcomes from Applying Design-Led Innovation in an Australian Manufacturing Firm},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2016},
	pages = {49-58},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Design-led innovation has recently emerged as an approach that assists companies to develop new capabilities to respond to changing markets. Previous research has shown that the application of design-led innovation to manufacturing businesses contributed to innovation across their business model, often repositioning the business and its offerings in the market. This article presents findings from a study where the researcher was embedded in an Australian firm, working four days per week for 11 months and using action research to apply design-led innovation. Deep insights from stakeholders were translated with the company staff into new value propositions for the company. This research demonstrates the largely untapped potential of an experienced designer as an innovation catalyst to help firms develop customer-inspired innovation as they use design-led innovation to overcome barriers and recognize opportunities within a changing market context. This study contributes new knowledge regarding benefits of design-led innovation in dynamic environments.},
	keywords = {customer insights, design-led innovation, innovation catalyst, manufacturing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/997},
	url = {http://timreview.ca/article/997},
	author = {Peter Townson and Judy Matthews and Cara Wrigley}
}
