02147nas a2200325   4500008004100000022001400041245010100055210006900156260004200225300001000267490000600277520115600283653002001439653001101459653002601470653002501496653002701521653001601548653002301564653002001587653001901607653002401626653002701650653002201677653002401699653002301723100001801746700001901764856003801783       2019                        eng d  a1927-032100aEmbedded Master’s Students Conduct Highly Relevant Research Using Industry as Their Laboratory0 aEmbedded Master s Students Conduct Highly Relevant Research Usin  aOttawabTalent First Networkc05/2019  a54-730 v93 aThis article analyzes participatory action research conducted by Systems Engineering master’s students embedded fifty percent in industrial companies for three years. The resulting papers authored by these students identify challenges and effective practices suitable for knowledge transfer between industry and academia. The analysis covers 181 completed master’s projects, with a detailed analysis of 40 papers that have been published in international conferences and journals. The publication rate of about 23% shows that these students contribute actively to the body of Systems Engineering knowledge. This study analyzes master’s projects at three levels – industrial problem and drivers; Systems Engineering methods; and research method feasibility – and provides valuable lessons learned by applying the industry-as-laboratory approach. Embedding students in industry has resulted in publications that do not suffer from the main challenges of participatory research such as delays, repeatability, and only action and not research. These insights are valuable both for industry and for academia in future work to enhance innovations.10aaction research10aenergy10aexperimental learning10aindustrial knowledge10aindustry as laboratory10ainnovations10aknowledge transfer10alessons learned10amaster project10amaster’s students10aparticipatory research10asituated learning10asystems engineering10asystems of systems1 aFalk, Kristin1 aMuller, Gerrit  uhttps://timreview.ca/article/124101702nas a2200229   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520099500268653001601263653003201279653002301311653001901334100001701353700001901370700002401389700002201413856003701435       2016                        eng d  a1927-032100aValue Network Design for Innovations: Developing Alternative Value Network Drafts0 aValue Network Design for Innovations Developing Alternative Valu  aOttawabTalent First Networkc07/2016  a21-330 v63 aInformation technology increasingly permeates established products and services, thereby making them "smart". For companies, this trend necessitates new know-how in unknown fields. Hence, traditional manufacturing companies are increasingly forced to cooperate with new players within new value networks. In contradiction to value chains, value networks oftentimes exhibit no clear hierarchies and are characterized by rather weak ties between the participating players. For a company that wants to create smart products or services, the key challenge is arranging the value network such that the customer obtains a unique value while all participants profit from their engagement. In doing so, companies have to find new partners (companies, research institutes, etc.). In this article, we present a methodology to design value networks for innovations, including approaches to identify necessary competences, find suitable partners, and bundle them to powerful alternative value networks.10ainnovations10ainter-company collaboration10aInternet of Things10avalue networks1 aKage, Martin1 aDrewel, Marvin1 aGausemeier, Jürgen1 aSchneider, Marcel  uhttp://timreview.ca/article/1002