@article {1016,
	title = {Implementing Knowledge Translation Strategies in Funded Research in Canada and Australia: A Case Study},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {09/2016},
	pages = {16-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {There is an emerging literature describing the use of knowledge translation strategies to increase the relevance and usability of research, yet there are few real-world examples of how this works in practice. This case study reports on the steps taken to embed knowledge translation strategies in the Movember Foundation{\textquoteright}s Men{\textquoteright}s Mental Health Grant Rounds in 2013{\textendash}14, which were implemented in Australia and Canada, and on the support provided to the applicants in developing their knowledge translation plans. It identifies the challenges faced by the Men{\textquoteright}s Mental Health Program Team and how these were resolved. The strategies explored include articulating knowledge translation requirements, ensuring a common understanding of knowledge translation, assessing knowledge translation plans, methods of engaging end users, and building capacity with applicants. An iterative approach to facilitating knowledge translation planning within project development was rolled out in Australia just prior to Canada so that lessons learned were immediately available to refine the second roll out. Implementation included the use of external knowledge translation expertise, the development of knowledge translation plans, and the need for internal infrastructure to support monitoring and reporting. Differences in the Australian and Canadian contexts may point to differential exposure to the concepts and practices of knowledge translation. This case study details an example of designing and implementing an integrated knowledge translation strategy that moves beyond traditional dissemination models. Lessons learned point to the importance of a long lead-up time, the use of knowledge translation expertise for capacity building, the need for flexible implementation, and the need for efficiencies in supporting applicants.},
	keywords = {funded research, implementation, knowledge mobilization, knowledge translation, organizational learning},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1016},
	url = {http://timreview.ca/article/1016},
	author = {Gabriel Moore and Therese Fitzpatrick and Ivy Lim-Carter and Abby Haynes and Anna Flego and Barbara Snelgrove}
}
@article {802,
	title = {Using a Capability Perspective to Sustain IT Improvement},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {28-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A firm{\textquoteright}s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm{\textquoteright}s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function{\textquoteright}s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.},
	keywords = {capability improvement, capability maturity model, change management, competency capability, enterprise architecture, IT function, organizational culture, organizational learning, process capability, shadow IT, technology capability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/802},
	url = {http://timreview.ca/article/802},
	author = {Paul E. Renaud and Sheppard D. Narkier and Sonia D. Bot}
}
