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Purpose Despite growth in use of inter-organisational relationships for knowledge co-creation, many collaborations struggle to realise the synergistic benefits of these networks. This paper aims to explore the evolving dialectic tensions evident within an inter-organisational relationship and the governance consideration to optimise the knowledge process. Design/methodology/approach A longitudinal case of a university-industry knowledge network is selected for study. The single case analysis aligns with the dialectical epistemology, which dismisses the expectation of homogeny or constancy across network cases. Findings The research highlights the circular condition between dialectic tensions evident within inter-organisational relations and the governance mechanisms developed to synthesis the network knowledge discovery capability. The research shows that these tensions are a natural part of the network existence and often advantageous to knowledge creation. The research also highlights that governance is required at multiple levels within the network entity to optimise knowledge exchange and discovery. Originality/value The research adds to the limited application of dialectical thinking to inter-organisational networks. It highlights the structural and relational governance mechanisms that interplay to optimise their knowledge process capability. The research also highlights the multiple levels within networks at which tensions can originate, requiring knowledge governance at the micro, meso and macro level to address the complexity of the inter-organisational relationship. This research provides a better understanding of how knowledge within inter-organisational relations can be managed for mutual benefit and value creation.

Purpose - The paper aims to identify the requisite attributes and organisation to be displayed by a research university in order to engage successfully in collaborative research with industry partners. Design/methodology/approach - The conceptual framework contrasts the traditional public funding model against the requirements of the 'triple helix' model of government-university-industry research funding. The framework supports the exploration of a case study of a long-standing and successful joint research partnership, the Dundee-Kinases Consortium, which links a world-class life sciences research centre and a group of global pharmaceutical companies. Research limitations/implications - The case study provides a starting point, and additional case examinations will confirm the role of resource competences and organisational capabilities in facilitating performance by way of knowledge generation and transfer between partners. Findings - The design and leadership of the consortium achieves vital performance outcomes, namely: accelerating the production of new knowledge about cell signalling processes relating to serious diseases; and faster transfer of new knowledge into drug development processes of pharmaceutical companies. The development of key enabling capabilities by the university, allied with routines for academic-industry researcher interface, are essential elements of the partnering design. Originality/value - The paper demonstrates that university-industry partnerships build on government-university funding, that university-industry relationships foster new university capabilities, and moreover, that academic publication is not displaced by the requirements of industry partners.

A step-by-step approach to applying high-impact innovation principles in any organization Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service--and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees. Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity, project portfolio management, performance appraisal, knowledge management, and teams to offer an easily applied recipe for enterprise growth. Authors David O′Sullivan and Lawrence Dooley map out the main concepts of the innovation process into a clear, understandable framework--the innovation funnel. Unlike other texts for this course, Applying Innovation goes beyond methodologies and checklists to offer an invaluable step-by-step approach to actually applying high-impact innovation in any organization using a knowledge management systems, whether for a boutique firm or one comprised of thousands of individuals. Key Features: Adopts a practical approach to overseeing innovation that focuses on useful tools and techniques rather than on theory and methodologies Offers student activities within the text for immediate application of key concepts, reinforcing retention and comprehension Teaches students to build and apply effective innovation management systems for any organization successfully, regardless of the firm′s size or structure Intended Audience: Applying Innovation is designed for undergraduate and graduate courses such as Innovation Management, Project Management, Strategic Planning, and Performance Management in fields of business, science, and engineering. This book appeals to instructors who want to reduce the \"chalk and talk\" and increase the hands-on practicality of their courses in innovation management.

All organisations are now facing one of the largest upheavals in business practice since the ‘great depression’. Information technology organisations, who frequently lead the development of change based around ICT, are being asked to develop new products and services that add significant value for customers and to radically change their internal processes so that they are more cost effective. Innovation is process of creating positive change to any organisation and that adds value to customers—internal and external. Innovation is now widely accepted at the only sustainable engine of renewed growth for organisations. Organisations that do not embrace innovation and learn to apply its principles will simply stagnate or be obliterated by competition. ICT organisations that can learn to apply innovation effectively will become key strategic assets in driving costs down and also in adding new dimensions to product and service development. This article presents an approach to applying innovation in any ICT based organisation, be it a service department within a larger organisation or a commercial business that generates ICT solutions for clients. The process of innovation in ICT based organisations is similar to innovation in any organisation and requires an in-depth understanding and practice of developing innovation goals, the management of innovative actions or projects, the empowerment of human capital or teams and the continuous monitoring of innovation performance. This article presents a methodology for applying innovation and a case study of how innovation related knowledge can be managed in any ICT organisation.

A step-by-step approach to applying high-impact innovation principles in any organizationInnovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service-and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees.Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity, project portfolio management, performance appraisal, knowledge management, and teams to offer an easily applied recipe for enterprise growth. Authors David O'Sullivan and Lawrence Dooley map out the main concepts of the innovation process into a clear, understandable framework-the innovation funnel. Unlike other texts for this course, Applying Innovation goes beyond methodologies and checklists to offer an invaluable step-by-step approach to actually applying high-impact innovation in any organization using a knowledge management systems, whether for a boutique firm or one comprised of thousands of individuals. Key Features:Adopts a practical approach to overseeing innovation that focuses on useful tools and techniques rather than on theory and methodologiesOffers student activities within the text for immediate application of key concepts, reinforcing retention and comprehensionTeaches students to build and apply effective innovation management systems for any organization successfully, regardless of the firm's size or structure Intended Audience:Applying Innovation is designed for undergraduate and graduate courses such as Innovation Management, Project Management, Strategic Planning, and Performance Management in fields of business, science, and engineering. This book appeals to instructors who want to reduce the \"chalk and talk\" and increase the hands-on practicality of their courses in innovation management.

Competitiveness in lower tech, small-to-medium sized enterprises (LMT-SMEs) depends as much on innovation as it does in high tech, larger counterparts. For many decades, innovation studies have focused on the latter sector that is differentiated from the former in one key respect - business investment in research and development (BERD). LMT-SMEs have low reported BERD and according to the OECD spend less than 3% of turnover on R&D. This figure masks hidden investments in non-traditional innovation that often goes unreported by managers. Adopting a case study approach, this research seeks to address two questions: 'what innovation is occurring within LMT-SME' and 'what are the capabilities developed that support innovation activity', allowing such firms to dynamically adapt to external environment turbulence. In exploring these issues, this study goes some way towards bridging the gap in the understanding of innovation in this often 'forgotten sector' [Hirsch-Kreinsen, H., & Jacobson, D. (Eds.). (2008). Innovation in low-tech firms and industries. Cheltenham: Edward Elgar].

Purpose The paper aims to identify the requisite attributes and organisation to be displayed by a research university in order to engage successfully in collaborative research with industry partners. Designmethodologyapproach The conceptual framework contrasts the traditional public funding model against the requirements of the triple helix model of governmentuniversityindustry research funding. The framework supports the exploration of a case study of a longstanding and successful joint research partnership, the DundeeKinases Consortium, which links a worldclass life sciences research centre and a group of global pharmaceutical companies. Research limitationsimplications The case study provides a starting point, and additional case examinations will confirm the role of resource competences and organisational capabilities in facilitating performance by way of knowledge generation and transfer between partners. Findings The design and leadership of the consortium achieves vital performance outcomes, namely accelerating the production of new knowledge about cell signalling processes relating to serious diseases and faster transfer of new knowledge into drug development processes of pharmaceutical companies. The development of key enabling capabilities by the university, allied with routines for academicindustry researcher interface, are essential elements of the partnering design. Originalityvalue The paper demonstrates that universityindustry partnerships build on governmentuniversity funding, that universityindustry relationships foster new university capabilities, and moreover, that academic publication is not displaced by the requirements of industry partners.

Purpose - The paper aims to identify the requisite attributes and organisation to be displayed by a research university in order to engage successfully in collaborative research with industry partners.Design methodology approach - The conceptual framework contrasts the traditional public funding model against the requirements of the \"triple helix\" model of government-university-industry research funding. The framework supports the exploration of a case study of a long-standing and successful joint research partnership, the Dundee-Kinases Consortium, which links a world-class life sciences research centre and a group of global pharmaceutical companies.Research limitations implications - The case study provides a starting point, and additional case examinations will confirm the role of resource competences and organisational capabilities in facilitating performance by way of knowledge generation and transfer between partners.Findings - The design and leadership of the consortium achieves vital performance outcomes, namely: accelerating the production of new knowledge about cell signalling processes relating to serious diseases; and faster transfer of new knowledge into drug development processes of pharmaceutical companies. The development of key enabling capabilities by the university, allied with routines for academic-industry researcher interface, are essential elements of the partnering design.Originality value - The paper demonstrates that university-industry partnerships build on government-university funding, that university-industry relationships foster new university capabilities, and moreover, that academic publication is not displaced by the requirements of industry partners.

A step-by-step approach to applying high-impact innovation principles in any organization Innovation is an important force in creating and sustaining organizational growth. Effective innovation can mean the difference between leading with a particular product, process, or service-and simply following the pack. Innovation transforms mediocre companies into world leaders and ordinary organizations into stimulating environments for employees. Applying Innovation combines the key ingredients from areas including innovation management, strategic planning, performance measurement, creativity

Low and medium-low tech (LMT) industries still remain an important part of modern economies and account for significant economic wealth creation through their innovation efforts. However the legacy of innovation research has largely concentrated on industries and firms engaged in 'more traditional' R&D intensive activity, resulting in claims that the LMT is a forgotten sector and calls for better understanding of innovation management within the sector. Modern innovation management not only harnesses internal capabilities but also complementary capabilities of other organizations to nurture innovation activity and given that LMT industries are dominated by SME's, then such practice is of particular relevance. Thus, this research explores the nature of innovation within four LMT cases and the extent to which open innovation modes are leveraged to support their innovation activity.