The current open innovation literature needs to be complemented with work on the managerial challenges faced by companies working with an innovation intermediary to solve research and development (R&D) problems. Based on an exploratory case study design, we investigate these managerial challenges in seven chemical companies working with the same innovation intermediary. Three recurring challenges were identified in all companies: (1) enlisting internal scientists to work with the innovation intermediary; (2) selecting the right problems; and (3) formulating problems so as to enable novel solutions. Based on the knowledge management literature, we explain how these challenges arise out of scientists' different work practices in internal vs. external R&D problem solving and we identify and discuss a number of remedies to these challenges.

Roadmapping has gained acceptance by technology management practitioners as a key tool in planning and strategy development. Technology roadmapping workshops are essentially a socially facilitated mechanism that solicits a diverse group of participants for their pool of experience and expertise in order to explore the opportunities and challenges facing an organisation. The group collaboration is captured through the generation of a roadmap which provides a visual representation of their collective cognitive efforts. It must therefore be acknowledged that the actual practice of roadmapping involves numerous complex underlying cognitive factors and social interactions. In this regard, an initial framework for the exploration of the psychological and sociological aspects involved in technology roadmapping and roadmaps is presented. The postulation is that roadmapping/roadmaps provide a mechanism/vehicle to cogitate, articulate and communicate.

This research investigates the moderating role of organizations’ structural context on the performance outcomes of the firm's alignment and adaptability pursuits. It focuses in particular on the role of decision autonomy and shared responsibility, and posits that these structural features exert opposing influences on the effect of alignment and adaptability on performance. Using a sample of more than 200 Canadian-based firms, this study finds that at higher levels of decision autonomy, the positive relationship between alignment and performance becomes weaker, and the positive relationship between adaptability and performance becomes stronger. Furthermore, at higher levels of shared responsibility, the positive relationship between adaptability and performance strengthens. Thus, the study offers structure-based explanations for the challenge that organizations face when they attempt to reap the benefits of alignment and adaptability simultaneously.

Interpersonal trust refers to the willingness to make oneself vulnerable to the actions of another party. Trust is generally acknowledged as fostering knowledge exchange and thus contributing to new product development (NPD) team effectiveness. However, the conditions under which NPD teams come to rely more heavily on trust to facilitate effectiveness remain unclear. With burgeoning global collaboration on new product development, we analyze how the characteristics of global NPD teams, i.e., geographic dispersion, computer-mediated communication (e.g., e-mail, video-conferencing), team membership flexibility, and national diversity moderate the trust–effectiveness relationship. Our results show that trust is more important under the condition of geographic dispersion, computer-mediated communication, and national diversity. By specifying when trust influences NPD team effectiveness in globally dispersed teams, we discuss the theoretical implications and provide recommendations for management.

Drawing on Holland's vocational theory, Schneider's Attraction-Selection-Attrition model, and the Big Five/narrow traits model of personality, the present study identified key Big Five and narrow personality traits that both distinguish scientists from members of other occupations and related these to their career satisfaction. A sample of 2,015 scientists had significantly higher levels of openness, intrinsic motivation, and tough-mindedness, and significantly lower levels of assertiveness, conscientiousness, emotional stability, extraversion, optimism, and visionary style than a sample of nonscientists (n = 78,753). Seven traits were significantly correlated with the career satisfaction of scientists: agreeableness/teamwork, assertiveness, emotional stability, extraversion, openness, optimism, and work drive. Based on these results, a psychological profile of scientists was presented. Findings were discussed in terms of the functional value and person–occupation fit of these traits for the work of scientists. Implications were described for the recruitment, selection, management, and promotion of scientists, as well as their training, development, coaching, counseling, and mentoring.

Service markets are becoming global, open and competitive. Knowledge is more available, technology more complex and service life-cycles are shortening. In order to satisfy this challenge, more innovation management tools are required to get better and more successful new or improved products and services. This paper analyzes the relationship between the use of innovation management tools (IMT) and the degree of development of innovation process through the application of a five phase innovation model (TEMAGUIDE). This is undertaken in a group of service organizations from three sectors: trade, healthcare and education. The sequence of the innovation process development is defined between activities and use of innovation tools. Results show that activities and practices are more developed than use of innovation management tools, and also show that leading innovation organizations have a higher use of IMT.

Researchers agree that alliance networks can be an important instrument in a firm's innovation process, but there is limited empirical evidence on actually how they facilitate the creation of new knowledge for exploratory innovation. The research question is what alliance network configuration is optimal for exploratory innovation. The present study investigated the interaction between a firm's alliance portfolio structure (the micro-level) and the industry alliance network structure (the macro-level), and it empirically tested how their interaction may be affecting the exploratory innovation outcome of network participating firms in the biotechnology industry. The paper uses data from exploratory patents filed by 455 dedicated biotechnology firms in 1986–1999 and an overall network comprising 2,933 technological alliances over the same period. The results indicate that, in the case of biotechnology, firms with high exploratory innovation output have short path indirect access to many other firms (micro-level), and operate in dense industry alliance networks centralized around a few key firms (macro-level), and that these effects are curvilinear.

Previous research has predominantly conceptualized absorptive capacity as an intraorganizational phenomenon, primarily by means of quantitative methods. In contrast, this research develops a practice-based understanding of how an interorganizational network can engage in network absorptive and desorptive capacity-related (NAC and NDC respectively) activities. SEMiconductor MAnufacturing TECHnologies(SEMATECH) is an interorganizational network to develop innovative semiconductor manufacturing solutions globally. Based upon an in-depth case study of SEMATECH we add to the literature as follows: first, we introduce NAC and NDC, venturing beyond the organization or dyad as the unit of analysis. Second, we adopt a practice perspective in order to illustrate how SEMATECH is able to engage in NAC- and NDC-related activities, primarily by means of three practices, that is, congregating, roadmapping and offering access. These practices re-inform each other, allowing SEMATECH, in effect, to coordinate the network's knowledge-related activities with regard to knowledge outside of the network.