Patents for humanity: Special edition of Technology and Innovation

How universities and government are reaching the next billion people

The current special issue of Technology and Innovation, is devoted to patents that benefit people around the world who live with limited resources, in challenging environments, and are in need of better access to basic needs and improved standards of living, health and infrastructure.

The issue includes original articles from winners of the 2013 USPTO Patents for Humanity Awards, aimed at rewarding innovators for deploying patented technologies to address humanitarian needs. Winners featured in the issue include SIGN Fracture Care International, the University of California, Berkeley and Nokero International Ltd.

Other institutions represented include the University of South Florida (USF); University of Toronto; Institute for Regulatory Science; University of Tennessee Chattanooga, and Technopolis Group Austria on behalf of the European Patent Office. Read more

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Elements of a Successful Innovation Roadmap

Countless articles argue: To remain competitive, companies need to consistently build their innovation portfolio. Value-oriented improvement and new developments must permeate the business. This article discusses a structured approach, known as a Rapid Innovation Cycle, which brings a repeatable process to innovation, empowering individuals to contribute more and organizations to look beyond themselves—all leading to a higher success rate.
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Innovating brand strategy development using integration of data mining and the CBBE model

In salon and hairdressing industry, driven by growing awareness to embrace the concept of the ‘Lifestyle of health and sustainability’ (LOHAS) and fiercer competition in its business, innovating brand management strategy is important for sustaining business. The aim of this study was to utilise the integration of brand equity pyramid and data mining toward innovative learning in developing service brand strategy. Association rule of data mining and the results from customers’ survey data are used to develop the integrated model. An example using Taiwanese beauty salon and hairdressing industry is provided to illustrate the utilisation of the model in practice.
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Improving learning competencies in the context of radical innovation: a team perspective

This study widens the current state-of-the-art for improving teamwork in practice by enhancing personal and interpersonal learning competencies. The foundation for the study is obtained by conducting eight months of action research at five Lithuanian SMEs who followed Brix and Jakobsen’s (2013) radical innovation method the ‘Creative Idea Solution (CIS) framework’. As part of the authors’ intervention, Lauridsen’s (2012) updated version of the building excellence (BE) learning styles model (Dunn and Rundle, 2007) was implemented in the five innovation teams. The results represent important implications for organisations and teams in practice as well as they represent new insight to the innovation management literature and organisation science. Here, focus on improving organisational practice is starting to sprout and a scientific contribution is no longer the only imperative (Huber, 2011).
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Fun and Games – Changing the World of Innovation Assessments

Innovation Assessment is one of the pillars of an innovation program. Evaluation should be done as an on-going activity and revised with the most valuable feedback gathered along the entire innovation journey. In the third of a series of articles focused on Innovation Culture, we are going to propose a different approach for Innovation Assessment that by offering a different user experience could increase awareness, engagement and elicit more valuable contributions from key stakeholders.
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Live Web Event: How to Make Innovations Business Relevant

Innovations should clearly contribute to growth, optimization and protection of the business. However, CEOs often challenge innovations already at the beginning of respective discussions and huge amounts of ideas get lost, together with prospective business benefits. Join this live IM Channel One event on December 3rd to learn how to get the attention of the executive management, including investment related issues.
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Inbound and Outbound Open Innovation: Organization and Performances

The aim of the paper is to analyse the relationships between the openness degree of companies and their 1) context features, 2) R&D organization and 3) financial performances. The openness degree is defined after a pecuniary approach, involving all the transactions in the innovation market. Hypotheses are formulated and, then, tested on a sample of 126 world top R&D spending bio-pharmaceutical companies for the period 2008-2012. Open innovation is more pervasive among small and young companies, for most of which it represents the very core business. Inbound and outbound practices have a similar diffusion in terms of number of companies adopting them, but the cumulative values of inbound flows are higher, whereas outbound flows are more relevant when compared to the total business of the firms. Inbound practices are substitutive to internal R&D activities, while outbound ones are complementary to internal development. The performances of companies have an inverted-U shape trend versus inbound practices and a fundamentally decreasing trend versus outbound ones.
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