Portfolio Of Innovation Projects Research Articles

Promoters as social controls to facilitate knowledge sharing, conflict management and innovation project portfolio performance

Organizational control theory emphasizes aligning members' actions with organizational goals through formal and social controls. In innovation management, formal controls like project management or stage‐gate processes are limited to measurable and standardized areas. For situations that are complex, unpredictable and highly idiosyncratic, social controls need to be applied for alignment. Knowledge sharing and competitive conflicts are two such innovation‐related phenomena that elude formal control and instead need social controls for alignment. In this research, we propose that promoters—individuals who actively support innovation—serve as social control agents. While previous research has shown the positive effect of single promoters on individual innovation project success, we propose a comprehensive implementation of all four promoter roles, and we test their joint effect on the intermediate outcomes of knowledge sharing and competitive conflict management facilitating innovation project portfolio performance. Drawing on cross‐industry data of 125 firms collected from 986 employees, this article provides empirical evidence that comprehensive implementation of all four promoter roles enhances knowledge sharing and reduces competitive conflicts, thereby improving innovation project portfolio performance. The research reframes promoters as social control agents, emphasizing their collective necessity for managing complex organizational issues and contributing to overall project success.

Mission-oriented innovation for sustainable polymers in liquid formulation.

Industrial chemical producers and formulators are increasingly conscious of their responsibility in stewarding planetary resources and minimizing harm to the environment. In 2019, the Royal Society of Chemistry (RSC) engaged an industry task force from across the value chain to drive technical research to classify a new class of polymer-polymers in liquid formulation (PLFs). Building on this, the task force called for step change in sustainability practices for PLFs and instigated a design and development process to identify research themes and priorities that could accelerate innovation in this area. However, a key challenge was that as a novel classification, PLFs were largely unknown outside the chemistry community and entirely absent from the mainstream research agenda. To establish the demand-pull requirements of the value chain for sustainable PLFs, the RSC used a 'mission-oriented' innovation framework to enable the taskforce to co-design an ideal-type portfolio of research and innovation projects, and to set out a realistic roadmap for transition. This perspective article presents a summary of the activities carried out by the task force in its pursuit of mission-oriented innovation for PLFs and describes the strategic design method used to enable cross-value chain consensus on action for PLF sustainability, build system-wide innovation ecosystems and explore common-good scenarios. This article is part of the discussion meeting issue 'Green carbon for the chemical industry of the future'.

Project portfolio formation as an organizational routine: Patterns of actions in implementing innovation strategy

Implementing strategy through an innovation project portfolio starts with project portfolio formation. The routine of project portfolio formation is especially influential, as it includes identifying, screening, and prioritizing the projects that shape the eventual portfolio. Comprehensive understanding of the project portfolio formation routine is important for addressing the simultaneous pressures for continuity and renewal when implementing innovation strategy. This study explores portfolio actors’ behavioral patterns in the project portfolio formation routine to understand their contextuality and implications on innovation strategy implementation. A multiple-case study with innovative companies reveals a comprehensive framework of governing and empowering actions and organization-specific patterns of actions. Differences between organizations in the combination of governing and empowering actions may be explained by innovation types, and the size and history of the organization. The behavioral patterns of project portfolio formation can provide organizations with a foundation for implementing both continuity- and renewal-oriented innovation strategies.

EFFECTIVENESS OF THE INNOVATION PORTFOLIO IN POLISH ENTERPRISES – RESEARCH RESULTS

A single innovation project has a low probability of success, while the company’s chances of gaining a competitive advantage are low. Only a properly diversified innovation portfolio gives a chance for market success. The aim of the article is to analyze the issue of the effectiveness of innovation portfolio management in Polish enterprises, due to various external and internal factors, and also to identify clues determining the success of the innovation portfolio among enterprises in the future. For this purpose, a literature review in the area of the innovation portfolio was conducted. Also the method of analysis and criticism of the literature was applied. In the research process, empirical articles and Statistics Poland reports were analyzed. As a result of the analyses, effective ways to build innovation portfolio efficiency were identified by pointing out factors that can contribute to key optimization decisions (e.g., proper planning and diversification of the innovation project portfolio). Enterprises, in order to achieve innovation portfolio efficiency in difficult market conditions, should reallocate their resources to less risky innovation projects, and at the same time accepting the risks associated with introducing a transformational innovation.

Alternative Approaches to Innovation Project Portfolio Governance

The governance of projects is often treated operationally, as project portfolio management. Project portfolio governance is more strategic and continuous than project portfolio management, but its various approaches are weakly understood. This study explores project portfolio governance in innovative companies. The resulting framework characterizes governance approaches in terms of the authority given to portfolio actors and the rhythm of using governance practices. Differences among the delegated, regulated, and consultative governance approaches appear to stem from the industry clock speed, innovation portfolio type, and organizational context. This study differentiates project portfolio governance approaches as part of organizational project management governance.

Embracing paradox and contingency: integration mechanisms for ambidextrous innovation portfolio management

PurposeThe purpose of this paper is to explore how organizations manage and integrate exploration and exploitation across the innovation project portfolio. Such ambidextrous capabilities are required for organizations to innovate and succeed in today's rapidly changing competitive environment. Understanding how exploration and exploitation projects are integrated can illustrate ways to enhance ambidexterity and boost learning for the benefit of both approaches.Design/methodology/approachA multiple-case study approach was used to explore innovation portfolio management in six large organizations that emphasize innovation in their strategies.FindingsThe findings draw upon concepts of paradox and contingency to reveal that the inherent tension between formality and flexibility in managing innovation project portfolios is aligned with the need for organizational ambidexterity that maintains effective exploitative innovation while supporting explorative innovation capabilities. Four integration mechanisms are identified that enhance ambidexterity across the innovation portfolio by embedding processes for transition from exploration to exploitation and cross-fertilizing knowledge to build innovation capability across both exploration and exploitation.Practical implicationsManagers may find inspiration on ways to enhance learning by bridging exploration and exploitation projects from the four types of integration mechanisms. Recognizing the paradoxical nature of the tension between formality and flexibility in project and portfolio management may also help guide organizations to effectively develop ambidextrous approaches to enhance overall innovation outcomes.Originality/valueIn contrast to perspectives which suggest that paradox and contingency approaches represent disparate perspectives, the authors demonstrate how they can complement each other and work together through innovation portfolio management to support ambidexterity at the portfolio and project levels.

Project portfolio modeling for theregional dual education development

The aim of the article is to present a method of project portfolio management for the regional development of dual education under conditions of uncertainty using expert methods. In the project portfolio management standard, portfolio formation is represented by a group of alignment processes, but their practical application in a specific subject area remains at the discretion of the developer. For the design and development of software systems, visual process models are developed for a specific subject area. The article presents the development of a complex system of dual education through the formation of a portfolio of projects. The data obtained allowed to determine that the portfolio management methodology can be successfully implemented in Ukrainian dual education. To improve the processes of portfolio management, a practical implementation of the processes of portfolio formation in the IDEF0 notation was carried out. A simplified algorithm for forming a project portfolio has been developed, which allows increasing the speed of response to changes in portfolio managementin educational sphere. The proposed solution of the educational system development through portfolio using expert methods that are distinguished by the application of the Pareto rule forbuilding a scenario for the system development. On the basis of the developed methodology for forming a portfolio of innovative projects, the process of optimizing the efficiency of the portfolio of innovative projects with determining their individual priorities is studied on the example. The application of the developed procedures for planning the portfolio management of the dual education system in the central region of Ukraine is demonstrated. The results obtained have made it possible to make sure that the system development management in conditions of incomplete information covers the areas of process management, and helps to minimize the impact of uncertainty on the efficiency of the portfolio of projectsimplementation.

Selection of portfolio of innovation projects considering sustainable parameters: a systematic literature review

Selection of portfolio of innovation projects considering sustainable parameters: a systematic literature review

Управление портфелем инновационных проектов в условиях ограниченных информационных ресурсов методами нечеткой логики и имитационного моделирования

Managing a portfolio of innovation projects is a complex task that requires special approaches and management methods. According to statistics, only 69% of innovation projects correlate with the strategic goals the company originally set for itself. Innovative projects involve working in an environment of constant variability, inaccessibility of information and high risk. The aim of the work is to propose a tool for managing a portfolio of innovative projects using fuzzy logic methods and simulation modeling to improve the performance of project managers and achieve the strategic objectives of the organization, and as a consequence, create a competitive advantage in the market. Research methodology is based on taking into account the theory of fuzzy logic and the theory of system dynamics to create a simulation model by Bass diffusion. 
 The article proposes a tool for managing a portfolio of innovative projects using fuzzy logic and simulation modeling, and provides recommendations for combining the proposed tool with modern PMIS and analytical systems that allow pre-project and post-project analysis, which allows you to manage and monitor the performance of the portfolio throughout the full cycle of its implementation.

ТЕОРЕТИЧНІ ЗАСАДИ ФОРМУВАННЯ ІННОВАЦІЙНОЇ СТРАТЕГІЇ РОЗВИТКУ ПІДПРИЄМСТВ В ЕПОХУ ЦИФРОВИХ ТЕХНОЛОГІЙ

The article is devoted to the theoretical aspects and provisions of the process of forming an in-novative strategy for the development of enterprises in the era of digital technologies. The following main approaches to understanding the concept of "innovation strategy" have been studied and high-lighted. The classification features of the innovation strategy are systematized, within which their types are singled out and their characteristics are provided. It was found that the innovative strategy of the enterprise's development is shaped by such leading factors as the enterprise's competitive posi-tion, the degree of product uniqueness, the level of innovation potential, etc. The main properties of the innovation strategy are formulated, which include: the formation of a portfolio of innovations that meets the strategic goals of the innovative development of enterprises, taking into account the strate-gic space, the correspondence of the portfolio of innovative projects to market needs, the unification of functional development strategies, as well as permanent cooperation between the employees of the enterprise. The process of forming an innovative strategy for the development of the enterprise has been developed and the consequences of its implementation in the conditions of the spread of digital technologies have been outlined. The authors are convinced that in order to form an innovative strategy for the development of the enterprise, it is necessary to form a unique action plan in terms of managing the innovative activities of the enterprise, take into account the state and regional innovation strategy and coordinate these steps both with the strategies for the development of types of activities and with other business entities.The article examines that the rapid transformation of the economic system and the intensity of changes leads, on the one hand, to the appearance of new threats and challenges, and on the other hand, to the newest opportunities in the business environment, which requires the study of new theoretical foundations and conceptual approaches to the formation of an innovative strategy development of the enterprise.

Разработка подхода к формированию портфеля инновационных проектов промышленного предприятия

The article is devoted to the issues of increasing the efficiency of innovative activity of an industrial enterprise, which ensures the implementation of the formed portfolio of innovative projects. Innovative development of economic entities is possible if new requirements to the content, organization, forms and methods of management activity are met [1], which means that tools for monitoring the innovative development of an industrial enterprise, methods for assessing innovative opportunities and the effectiveness of managerial decision-making in innovation are needed [3]. To solve this problem, it is proposed to use the algorithm presented in the article for the formation of a portfolio of innovative projects of an industrial enterprise, including the developed methodology for their selection according to efficiency and feasibility indicators, the use of which in management practice makes it possible to make a reasonable assessment of the possibility of successful implementation of these projects and ensure an increase in the probability of achieving a positive result. The selection of innovative projects according to efficiency and feasibility indicators for PJSC "CADVI" was carried out and a portfolio of innovative projects for this enterprise was formed.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

VENTURE BUSINESS EFFICIENCY MANAGEMENT

Purpose. Since the venture business is a catalyst for structural adjustment and technological renewal of the country’s economic complex, small firms with the support of venture capital effectively create and sell innovations that become the basis of new economy sectors. Effective organization of venture activity requires analysis of the main trends in developing organizational forms of venture business and the creation of venture funds. This article aims to form a coherent system of indicators for evaluating the effectiveness of venture projects to manage the energy of venture business and the characteristics of these indicators. Scientists and their features present the analysis of available indicators or systems of indicators for evaluating the effectiveness of venture business. Design/methodology/approach. This study used both general scientific methods, empirical and theoretical, in particular, the process of analysis (in the study of indicators for evaluating the effectiveness of venture business), synthesis (in the formation of a coherent system of indicatorsfor assessing the effectiveness of venture business), generalization and explanation, classification, and also system (for coordination of the system of hands). Also, unique research methods were used, in particular, formal-logical and comparative forms ofscientific knowledge. Findings. The article’s indicators of evaluating the effectiveness of venture investments in innovative projects have been investigated and analyzed. A critical analysis of methodological approaches to assessing the effectiveness of venture capital has been done. It is proposed to evaluate the effectiveness of venture projects on such indicators as internal rate of return, modified internal rate of return, net present value, payback period, discounted payback period, the profitability of sales, average rate of return, discounted profitability index, and contribution index-adequate assessment of the balance of indicators for assessing the effectiveness of venture investments. Practical implications. The article proposes to evaluate the effectiveness of venture projects on such indicators as internal rate of return, modified internal rate of return, net present value, payback period, discounted payback period, the profitability of sales, average rate of return, discounted profit index and profit income which will contribute to obtaining a comprehensive and adequate assessment of the balance of indicators for assessing the effectiveness of venture investments. The formation of a coherent system of indicators for evaluating the effectiveness of venture projects will manage venture business efficiency. The intensification of venture activity in Ukraine requires developing an integrated approach, covering institutional development, legislation, and macroeconomic regulation. The story of venture business will contribute to achieving the most critical state goals: the improvement of the innovation sphere and increasing the competitiveness of the domestic economy by entering world markets. The practical application of methods for assessing investment effectiveness is carried out using indicators NPV, IRR, PP, and others. The formation of a portfolio of innovative projects based on linear programming’s classical problem can not be applied in full. That is why today, it is essential to solving issues related to the development and improvement of methods and models of venture risk analysis, assessing the attractiveness of innovative projects, and forming a creative portfolio by a venture company. The participation of venture investors in the capital ofstartups is attractive for several reasons: the presence of venture funds in shareholders tells partners and potential employees that the audit of the company means that the business is transparent and the funds risked their money in terms of growth prospects; venture capitalists help in management. After all, they have experience supporting and developing similar startups; you can use the fund’s companies’ expertise, for example, in organizing sales or preparing for an IPO. Finally, investor connections open up partnerships with other companies, attracting experienced professionals, such as marketing, commercial, financial, executive director. But experts go only to projects with a clear business structure, and venture funds guarantee its presence. Because venture investors, as mentioned above, have a foundational approach to the companies they finance and are initially focused on leaving the company by selling their stake to a strategic investor, company management, or the stock market, the key to success for them, in our view, is a growth company value.

Digital management system for the formation of a portfolio of innovative projects in the agro-industrial complex

The article describes the task of developing a management system for the formation of a portfolio of innovative projects for enterprises of the agro-industrial complex. The work in the field of managing the formation of a portfolio of innovative projects is analyzed and their shortcomings are identified. The essence of the problem is defined, the justification of the use of information technologies for its solution is given. The methodology of creating a digital management system for the formation of a portfolio of innovative projects is proposed. The functional and information model of the management system is presented, which consists of the following blocks: conducting marketing research, creating innovative projects, evaluating innovative potential, forming a portfolio of innovative projects, and evaluating the effectiveness of investments. Design decisions are justified, information support is developed and its software implementation is considered. The proposed management system can be used for any organizational structure of an agricultural enterprise. The system is designed to provide the management of the enterprise with the necessary and sufficient set of indicators for decision-making and is used by employees of advertising, production, marketing and sales departments, development of innovative projects.

ФОРМУВАННЯ ІНСТРУМЕНТАРІЮ РЕАЛІЗАЦІЇ ПРОЕКТІВ ІННОВАЦІЙНОГО РОЗВИТКУ АГРАРНОГО СЕКТОРУ

Introduction. The reflection of the interrelationships and orderliness of the processes during the implementation of projects is a general methodology of project management, which has so far acquired a world-class definition as an acceptable and appropriate management standard. For business entities, the implementation of individual innovation projects or their portfolios is relevant. At the macroeconomic level, it is advisable to consider programs that are a set of interrelated projects by objectives, where the implementation of each of them determines the possibility of implementing the other. In this aspect, programs often acquire a socio-economic character of development, where projects within are aimed at both commercial gain and the solution of social problems. The purpose of the article is to substantiate the process of portfolio management of innovative projects in the agricultural sector of the economy and the characteristics of the main tools within the relevant management mechanism. Results. Special features of portfolio, program and project management are highlighted. A comparison of existing approaches to justifying the choice of project portfolio is made. The key processes to be implemented during the implementation of the portfolio of innovative projects are highlighted. The most common procedures for substantiating the portfolio of innovative projects are summarized. Based on the generalization, taking into account the specifics of agro-innovative projects, a sequence of processes for substantiating the project portfolio is proposed. The peculiarities of this decomposition are the definition of its components: the processes of project identification in the portfolio, categorization of components, component evaluation, selection of components, determination of time characteristics and budget development, as well as portfolio balancing. For each of the outlined processes, the appropriate inputs, outputs and support tools are listed. The principle of effective portfolio management of innovative projects is also highlighted and their content is explained. Keywords: innovations, innovative projects, innovation management, tools of innovation implementation, innovative development of the agricultural sector.

INFORMATION ANALYTICAL PROVISION IN FORMATION OF INNOVATIONAL PROJECTS PORTFOLIO OF ENTERPRISES IN THE CONTEXT OF SAFETY-ORIENTED MANAGEMENT

It is devoted to the research of methodological approaches aimed at the objective assessment of cost aspects, means and results of implementation of management and technological decisions while balancing the portfolio of innovative projects. It is established that the project portfolio management mechanism is aimed at reconciling project implementation goals with the tactical and strategic orientations of the enterprise with parallel balancing of project budgets and determining the mutual impact of each of them. The article deals with the approach of forming a portfolio of industrial enterprises innovation projects in the aspect of strengthening its market positions on the basis of security-oriented management.
 Based on the use of multivariate analysis, a model of influence indicators on the level of economic security of the enterprise has been developed. The using of the hierarchy method algorithm in formulating of recommendations for the selection of innovative projects on the criterion of economic security preserving is justified. The characteristics of the of communication features between economic security and the reputation of the enterprise have been determined and given. The closeness of relationship between the level of economic security and its reputation by using the correlation analysis was assessed. The authors identify the directions of balancing the project portfolio according to the criterion of ensuring a rational level of economic security and in conditions of preventive reputation strengthening. It is proposed to set the priorities of the criteria based on the results of correlation-regression analysis on the impact of factors on the enterprise’s economic security, namely: target efficiency, cost performance, security of financing, investment efficiency, reactive performance. The result of the method application is the formation of strategic recommendations for the selection of innovative projects on the criterion of maintaining economic security.

Uticaj strateškog opredeljenja na odnos između upravljanja inovacionim portfoliom i uspeha

Modern businesses emphasize the significance of intellectual property and knowledge as key factors that contribute to achieving competitive advantage. This requires new approaches in management and there is more talk about knowledge management as a process that will raise business efficiency. In a knowledge-based economy, many companies create, acquire and maintain a competitive advantage in a turbulent market with the help of innovation. Innovation Project Portfolio Management is a powerful tool for achieving innovation strategy and it is extremely important that existing knowledge is used in companies and new ones are created based on them. The paper tests the findings of a reference survey conducted in Germany in 2016, which analyzes the impact of strategic orientation on the relationship between innovation portfolio management and business success. The obtained knowledge from the reference research was tested through a questionnaire answered by companies from the Republic of Serbia in order to see their application in business processes and business success.

Security Management of Innovation Activity of an Enterprise based on a Multiple-Factor Approach

The introduction of innovations is carried out in conditions of uncertainty and is associated with a high degree of risk which affects the economic security of enterprises. The purpose of the research is to develop a methodology for selecting innovative enterprise projects that are optimal for investment. To achieve the goal we proposed to compare project evaluations in the external and internal environment by using a comparative analysis. In this case, the object of research is a portfolio of innovative projects where an indicator of internal competitiveness is calculated by taxonomic assessment for each project. Each project is evaluated to predict its level of market competitiveness by the analytic hierarchy process. The implementation of the proposed methodology will result in the selection of such innovative projects in the capacity of investment objects that simultaneously have a high level of internal and market competitiveness. Thus, the implementation of the proposed methodology will optimize the choice of areas of innovative activity of enterprises, which will significantly reduce the risk of innovation.

Project portfolio as a tool of enterprise’s competitiveness in risk conditions

The purpose of the article is to summarize the theoretical aspects and substantiation of the developed recommendations of application of the project portfolio of the enterprise as a tool to ensure their competitiveness in the conditions of business risks. Methodology of research. The research is based on general scientific and specific methods: monographic, logical generalizations, causative connection, scientific abstraction. Findings. Increasing competitiveness of domestic enterprises is connected with the development of “Industry 4.0” and the desire to ensure sustainable development, therefore accompanied by a high level of risk. Under such conditions, the key instrument that would ensure increased competitive advantage is the formation of a project portfolio with the integration of the tasks of various projects and the mutually beneficial distribution of resources. In order to meet the challenges of increasing competitiveness in the face of risks, it is proposed to include those that are oriented toward external and internal factors of its provision. At the same time, the involvement of projects in the portfolio should be carried out within the framework of the general tree of “goals-results” with their coordination between the multi-directional projects. The key criteria for the analysis of the projects included in the portfolio are determined external / internal orientation on ensuring the competitiveness of the enterprise, the presence of similar projects from competitors, the results of increasing competitiveness, which the enterprise will receive after the integration of projects into the portfolio. Projects should be implemented on the basis of a consolidated letter of objectives and resources of the portfolio. Practical value. The proposed recommendations for the application of the project portfolio in ensuring the competitiveness of enterprises will allow them to be used in an integrated manner in conditions of limited resources, reduce the risks of not carrying out projects in the development of the enterprise. Keywords: project portfolio, innovation, enterprise, risks. REFERENCES 1. Krivorotov, V. V., Kalina, A. V., Tret’yakov, V. D., Erypalov, S. E. (2018). Selecting the optimum portfolio of development projects and enhancing the competitiveness of the industrial complex. Problemy razvitiya territorii – Problems of territory development, 2 (94), 27–46 [in Russian]. 2. Evseeva, M. V. (2019). Projects and Programs Portfolio Management: Modern Requirements. Izv. Saratov Univ. (N. S.), Ser. Economics. Management. Law, 2, 165–171 [in Russian]. 3. Savina, O. Yu. (2017). Features of portfolios projects of science-based enterprises and their management peculiarities. 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Smart specialization for building up a regional innovation agenda: the case of San Luis Potosí, Mexico

The state of San Luis Potosí (SLP) is divided into four regions: “Altiplano, Centro, Huasteca and Media”. A large socioeconomic inequality is perceived among the regions, this is especially observed when comparing Centro with the other regions, mainly because Centro region shows greater economic dynamism and has a great amount of companies, educational institutions and research centers, which contributes to lower its socioeconomic lag. In order to reduce the social inequality and the economic development gap of SLP, a project for the construction of innovation agendas with a regional focus was formulated applying RIS3 methodology.Therefore, this article has as its main objective, to present and analyze the results of this project, through the identification of regional economic potential and their areas of smart specialization, as well as international technological trends in those areas. As an important component, a governance mechanism was organized in the four regions used to build consensus and legitimate the RIS3 process. In the framework of triple- helix participatory workshops, a portfolio of priority innovation projects was defined. This article offers an analysis of favorable factors and obstacles faced during the process; a series of recommendations for the promotion of regional innovation agendas (RIA) plus brief conclusions.