Cloud computing technologies are becoming increasingly important to provide a variety of services able to serve different communities needs. This is the case of the DigitAl Lifelong pRevEntion (DARE) project that aims to develop prevention and digital health in Italy through the complete valorization of the health data chain. Within DARE, the Italian National Institute for Nuclear Physics (INFN) is leading the technology scouting and integration. The current study outlines the activities focused on employing ANSYS software, transitioning from a local batch solution to a cloud-based environment. As a result, we move from a classical approach to a micreoservcie-based architecture adopting solutions made available within INFN Cloud, the private and federated Cloud infrastructure of INFN. Consolidated technologies like Kubernetes has been adopted and integrated with Nextflow, a workflow manager, to improve the interoperability of the presented solution. The objective is to identify benefits and explore potential enhancements through the use of a cloud-based approach. Additionally, due to the handling of patient information being subject to General Data Protection Regulation (GDPR), the activity has been designed to run on the Enhanced PrIvacy and Compliance Cloud (EPIC), the infrastructure available within INFN where the Information Security Management System (ISMS) is applied.

The fields of innovation systems and technology transfer (TT) have seen growing interest in recent years, especially in the context of open innovation. Private consultants, play a vital role in mediating and facilitating interactions among various stakeholders in the innovation process. However, the specific roles of private consultants as innovation intermediaries have received limited attention in the literature. This study presents a case analysis of a Portuguese consultancy firm involved in 219 TT projects between 2015 and 2021. The research identifies six key intermediary roles consistently played by the consultancy: funding and finance, project management, technology scouting, design and ideation, feasibility assessment, and marketing/business development. The study further reveals that the type of entity initiating the TT project may influence the roles performed by private consultants. This research contributes to a deeper understanding of the evolving nature and significance of private consultants as intermediaries in technology transfer.

The fields of innovation systems and technology transfer (TT) have seen growing interest in recent years, especially in the context of open innovation. Private consultants, play a vital role in mediating and facilitating interactions among various stakeholders in the innovation process. However, the specific roles of private consultants as innovation intermediaries have received limited attention in the literature. This study presents a case analysis of a Portuguese consultancy firm involved in 219 TT projects between 2015 and 2021. The research identifies six key intermediary roles consistently played by the consultancy: funding and finance, project management, technology scouting, design and ideation, feasibility assessment, and marketing/business development. The study further reveals that the type of entity initiating the TT project may influence the roles performed by private consultants. This research contributes to a deeper understanding of the evolving nature and significance of private consultants as intermediaries in technology transfer.

As the technological landscape rapidly evolves, the convergence of innovation and artificial intelligence (AI) presents unprecedented opportunities and challenges for project management. This paper introduces a comprehensive mathematical model for the syncretic management of innovative projects in the age of the AI explosion. Syncretism in this context refers to the seamless integration of diverse elements, including interdisciplinary collaboration, AI technologies, and adaptive methodologies, to optimize project outcomes. The proposed model encompasses various facets of project management, innovation, and AI integration. It delineates stages of project lifecycle management, emphasizing resource allocation, risk assessment, and adaptive strategies. In the innovation management domain, the model incorporates methodologies for idea generation, technology scouting, and open innovation, recognizing AI's role in shaping the innovative landscape. A crucial aspect of the model lies in the integration of AI technologies throughout the project. This includes identifying relevant use cases, managing data effectively, selecting appropriate AI models, and establishing decision support systems. The syncretic approach emphasizes cross-functional collaboration, fostering an environment where different disciplines seamlessly contribute to project success. Resource optimization is a key focus, leveraging AI to allocate resources efficiently, predict maintenance needs, and enhance overall project performance. Ethical and legal considerations are embedded within the model to ensure responsible AI usage, and the paper outlines mechanisms for ongoing training and development to equip teams with the necessary skills. The model's effectiveness is evaluated through the lens of monitoring and evaluation, with defined key performance indicators, continuous monitoring, and feedback loops for iterative improvements. Communication and collaboration are underscored, utilizing modern tools to facilitate stakeholder engagement and effective teamwork. This paper contributes to the evolving discourse on project management by providing a robust framework that adapts to the dynamic nature of AI and innovation. It serves as a guide for project managers, interdisciplinary teams, and decision-makers navigating the challenges and opportunities presented by the syncretic management of innovative projects in the era of the AI explosion.

As the technological landscape rapidly evolves, the convergence of innovation and artificial intelligence (AI) presents unprecedented opportunities and challenges for project management. This paper introduces a comprehensive mathematical model for the syncretic management of innovative projects in the age of the AI explosion. Syncretism in this context refers to the seamless integration of diverse elements, including interdisciplinary collaboration, AI technologies, and adaptive methodologies, to optimize project outcomes. The proposed model encompasses various facets of project management, innovation, and AI integration. It delineates stages of project lifecycle management, emphasizing resource allocation, risk assessment, and adaptive strategies. In the innovation management domain, the model incorporates methodologies for idea generation, technology scouting, and open innovation, recognizing AI's role in shaping the innovative landscape. A crucial aspect of the model lies in the integration of AI technologies throughout the project. This includes identifying relevant use cases, managing data effectively, selecting appropriate AI models, and establishing decision support systems. The syncretic approach emphasizes cross-functional collaboration, fostering an environment where different disciplines seamlessly contribute to project success. Resource optimization is a key focus, leveraging AI to allocate resources efficiently, predict maintenance needs, and enhance overall project performance. Ethical and legal considerations are embedded within the model to ensure responsible AI usage, and the paper outlines mechanisms for ongoing training and development to equip teams with the necessary skills. The model's effectiveness is evaluated through the lens of monitoring and evaluation, with defined key performance indicators, continuous monitoring, and feedback loops for iterative improvements. Communication and collaboration are underscored, utilizing modern tools to facilitate stakeholder engagement and effective teamwork. This paper contributes to the evolving discourse on project management by providing a robust framework that adapts to the dynamic nature of AI and innovation. It serves as a guide for project managers, interdisciplinary teams, and decision-makers navigating the challenges and opportunities presented by the syncretic management of innovative projects in the era of the AI explosion.

Monitoring the development trend and competition status of high technologies using patent analysis and bibliographic coupling: The case of electronic design automation technology

Innovation is increasingly entering our lives, and its development rate is forcing innovation communities to appear and implement innovation faster. The article is aimed at studying the innovation communities concept, identifying their objectives and emphasizing the importance of their development. The scientific and methodological approaches to defining the essence of the innovation community have been analyzed. An innovation community is defined as a group of people united by a common goal to achieve their aims, and addressing pressing issues. The general features and components of innovation communities are considered, and the need for their creation is substantiated. It is determined that innovative communities help to solve problems by involving the opinion of the socially active population, thus making it possible to approach topical issues in more detail and make correct and agreed decisions. The principles of developing innovation communities are considered. Stages of developing innovation communities are defined as following: working groups, communities of practice, innovation communities. Emphasis is placed on the strengths and benefits of innovative communities (creating open communication; promoting learning; reducing risks when dealing with large or risky projects; increasing trust by taking into account every opinion, which, in turn, creates a comfortable atmosphere; creating open communication by organizing discussions and generating common and agreed ideas). An example of an innovation community is given, and the responsibilities of each participant are considered (trend scouts, technology scouts, competition scouts, content researchers, industry experts, clients, leading users, idea generators, analysts). A brief description of each participant and their tasks is given

Far from the Siberian gas fields that it is best known for producing, Gazprom Neft—the oil-focused subsidiary of Gazprom—is taking steps toward a larger footprint in the Middle East. The Russian oil company said it wants to open doors in the region by opening up its portfolio of advanced technologies to national oil companies (NOCs) there. To that end, Gazprom Neft chose this year’s SPE Annual Technical Conference and Exhibition (ATCE) held in Dubai to showcase half a dozen proprietary developments, some of which remain in the R&D phase while others are being used companywide. They included an in-house-developed hydraulic fracturing simulator, drilling advisory and automation software, a new material for drill bits, and digital twins for its facilities. Each represents a major investment of time and resources, but the majority state-owned Gazprom Neft said it doesn’t necessarily want cash from those who might use the fruits of its labor; it wants relationships. “We are not a sales company, we are an oil and gas company,” said Roman Sokolov, the manager of international technology scouting and commercialization at Gazprom Neft. Speaking from the company’s booth at the industry conference, he explained that Gazprom Neft is looking to exchange experiences with other operators “rather than commercializing in the traditional sense. “Essentially, we are open to partnerships and that’s why we are here—to show [what] we have in our portfolios and see what people are offering,” he added. Unlike several of the largest US and European oil companies, Gazprom Neft’s Middle East exposure today is relatively modest. It operates a single development, the Sarqala field in the Kurdistan region of Iraq, where production is reported to be about 33,000 B/D. In 2019, however, Gazprom Neft began its quest to enter the growing UAE market by inking a wide-ranging collaboration agreement with the Abu Dhabi National Oil Company (ADNOC) spanning everything from joint assessments of concession blocks to sharing digital technologies. At ATCE, the Gazprom Neft delegation made clear it wants to build stronger ties with other NOCs too, including Dubai’s Dragon Oil and Abu Dhabi’s Mubadala Petroleum. Gazprom Neft’s new friendship campaign comes against the backdrop of economic sanctions that the US and members of the European Union imposed on Russia following its military actions against Ukraine in 2014. As a result, Russian energy companies have been forced to rely more on domestic innovation to keep pace with international rivals on things such as the digital revolution and shale production. This is of course a position that is somewhat familiar to the Russian oil and gas story. As many remember, it was Russian engineers working inside the then Soviet Union who are credited with making key advances in horizontal drilling during the Cold War in the 1960s.

PurposeThe provision of Industry 4.0 solutions demands a vast range of technology domains. To provide these solutions, small and medium-sized enterprises (SMEs) may need the support of different supply chain actors through an inbound open innovation strategy. The authors study the contribution of four types of supply chain actors for inbound open innovation: suppliers, competitors with complementary technologies, R&D centers and customers. The authors analyze how these four actors moderate the effect of integrated Industry 4.0 solutions on three main competitive strategies: cost, focalization and differentiation.Design/methodology/approachThe authors conducted a survey on 77 SMEs from the automation sector, using OLS regression with moderating effects. They considered the integration of 15 technologies and 7 classic automation activities in the provision of Industry 4.0 solutions. The authors also studied three competitive outputs – technology cost reduction (cost), customer loyalty (focalization) and technology innovation (differentiation) – as well as four supply chain actors (moderators).FindingsExpanding the provision of Industry 4.0 technologies increases customer loyalty and technology innovation. Collaboration with competitors (complementary technologies) leverage these results and reduce technology costs. Integration between customers and R&D centers elevates costs but R&D centers can foster long-run innovation.Originality/valueThis study is the first to empirically investigate inbound open innovation in the supply chain for technology development in the context of Industry 4.0. The authors discuss how these actors contribute to four inbound open innovation activities: technology scouting; horizontal technology collaboration; vertical technology collaboration; and technology sourcing.

PurposeThis study aims to evaluate the effectiveness of national and international R&D support programmes on firms’ technology scouting, defined as firms’ use of external knowledge sources.Design/methodology/approachDrawing on a unique data set on R&D support programmes for small and medium-sized enterprises (SMEs) operating in both manufacturing and service sectors across 28 European countries, this study reports treatment effects estimated by the copula-based endogenous switching model, which takes into account unobserved firm heterogeneity.FindingsEmpirical results indicate that R&D support programmes have heterogeneous effects on technology scouting. In particular, a crowding-out effect arises in the case of informal sources of external knowledge, whereas additional effects are reported for formal, strategic sources.Practical implicationsFor informal sources of external knowledge, a random distribution of R&D measures would have a substantially larger effect rather than using current selection criteria.Originality/valueTo the best of the authors’ knowledge, this is the first study to explore the policy effects on technology scouting applying a copula-based endogenous switching model. Most cross-sectional empirical studies use matching estimators, although their main disadvantage is the selection on observables.

An external technology scouting is a commonly used open search method used by the firms to facilitate innovation. Drawing on a knowledge-based perspective and evolutionary theory on open innovation, this article proposes that the firms generate more innovations and capture better external technology if they possess well-developed absorptive capacity, that provides access to the innovative developments in an uncertain technological environment. We introduce our <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">external technology scouting model</i> of innovation outputs to explain how technology scouting and absorptive capacity predict firms’ inbound open innovation generation in a turbulent environment. Using a sample of 236 high-technology firms, we examine main, two-way, and three-way interaction effects for measures of inbound open innovation generation. The results indicate both main and moderating effects for both measures of performance, which are critical for innovation generations. A significant three-way interaction shows the joint effect of the technology turbulence, absorptive capacity, and external technology scouting on inbound open innovation generation. Our findings have notable managerial and research implications.

To sustain in today’s ever-changing and competitive landscape, firms must work within and outside of their organizations’ boundaries. Open innovation (OI) strategies such as external technology acquisition (ETA), and external technology exploitation (ETE), can effectively improve the innovation performance of the organizations. Technologies like social media can help organizations to scout for appropriate technology, and source for ideas and knowledge from external sources to support their innovations. Moreover, digitalization can hasten business operations and enhance the innovation process of the firm. Focusing on open innovation (OI), this study takes an integrated approach towards investigating the impact of OI strategies, technology scouting through social media, and digitalization vision on innovation and firm performance. Data were drawn from 153 organizations in Malaysia, and the partial least squares (PLS) method was used to analyze data. The findings revealed that ETE, technology scouting through social media, and digitalization vision have a significant relationship with innovation performance. This, in turn, shows a positive relationship with firm performance. However, ETA does not have a significant relationship with innovation performance in the Malaysia context. This study extends the current literature on OI through the use of specific technology variables, such as technology scouting through social media and digitalization vision to support organizations’ innovation.

PurposeOpen innovation is important for technology firms as they can use freely available resources to source creative and innovative ideas. Despite the usefulness of open innovation for technological advancements, few studies have focused on the role of cybercrime in affecting an organizations strategic direction. The purpose of this paper is to examine the effect of open innovation on cybercrime in technology firms.Design/methodology/approachSemi-structured in-depth interviews were conducted on technology firms to understand the role of open innovation in terms of technology scouting, horizontal collaboration and vertical collaboration on cybercrime activity.FindingsThe study found that there is a dilemma most technology firm’s face in having an open innovation strategy and how to manage cybercrime. This means that a coopetition strategy is utilized that helps to not only balance the need to have open innovation but also protect intellectual property.Research limitations/implicationsThe study has implications for emerging technology innovations that not only need to have cyber security but also harness the use of Big Data.Practical implicationsManagers of technology firms need to encourage open innovation as a strategy but manage the cybercrime that comes from sharing too much information in an online context.Originality/valueThis paper is one of the first to link open innovation strategy to cybercrime activity in technology firms. Thus, it contributes to the literature on open innovation and cyber theft and security.

Abstract This paper provides a preliminary assessment of the literature available in the field of External Technology Searching. Many methods exist to enable companies to take advantage of new technologies and apply them to achieve a competitive advantage. This literature review focuses on reducing complexity and providing clarity related to the numerous different terms and methodologies used throughout the literature. The main methods found in the literature include: Technology Foresight, Technology Forecasting, Technology Intelligence, and Technology Scouting. However, many additional terms have also been used to describe similar strategies, leading to inconsistency in the use of the terms, resulting in confusion and missed opportunities to innovate for those trying to navigate the field. Synthesis of the results assists in clarifying the differences and conflicts in the literature between the numerous terms. The results serve to display the state of the art on the field and present a basis for further research.

The main goal of this paper is to demonstrate the impacts of speed dating on the enhancement of university-business collaboration. With the example of the metropolitan region of Prague and its largest university (Charles University), the case study on a speed dating event was organized by this University in the field of life science and medical devices. The results show, that speed dating itself has limited direct impact on real technology transfer. Only 1 of the 44 newly gained contacts was transformed into real cooperation in the form of consultancy. On the other hand, speed dating has several indirect impacts, which can moderate fragmentation of the regional innovation system, i.e. community and trust building, learning of common “language” and exchange of information. Direct impact can be enhanced by the follow-up activities of dedicated people (e.g. technology scouts or business development managers), who can encourage and support creation of more new technology partnerships.

Background: This article contributes to existing literature by examining the relationship between inbound open innovation and firms’ financial performance in the Nigerian oil and gas industry. Aim: This article seeks to identify the factors of inbound open innovation and whether these factors influence the financial performance of small and medium-sized enterprises (SMEs) in the Nigerian oil and gas industry. Setting: This article examines 150 indigenous oil and gas SMEs in the upstream subsector of the Nigerian petroleum sector through a survey, using a questionnaire, conducted in 2015. Methods: The study applied the structural equation modelling (SEM) method. This method is used to test the relationships between the factors and to calculate the measurement errors in the hypotheses formulated. Results: The results show that technology scouting, vertical technology collaboration (VTC) and horizontal technology collaboration (HTC) positively and significantly contribute to inbound open innovation, which are thus significant in influencing the financial performance of SMEs. The size of technical staff and research and development (R&amp;D) fund allocations also have a positive and significant correlation with the SMEs’ financial performance. Meanwhile, the age of SMEs is negative and not significant in influencing financial performance. Conclusion: The results suggest that inbound open innovation through scouting, HTC and VTC should therefore be encouraged among SMEs to boost their internal capabilities, which have hitherto enhanced their financial performance. The management members of each SME should continually consider collaboration with the external actors because they cannot singularly possess all the innovative skills required in the industry. Also, each firm should commit itself to allocate more funds to R&amp;D and at the same time should hire those who have relevant production skills and train the existing ones in their firms.

OVERVIEW:Lockheed Martin is fostering a resilient innovation culture that embraces and addresses the wide range of relevant technologies available in the broader science and technology universe. The company’s adaptive innovation model includes practices that incorporate a range of inputs to build future aerospace capabilities. These include focused customer partnering, transformational R&D, global technology scouting, corporate venturing, and open challenges.

Abstract As much as prior research has shed light on the boundary‐spanning processes of global organizations and their (positive) impact on an MNC's performance, whether, when and how past performance ultimately shapes an MNC's boundary‐spanning activities remains an open question in management research. To tackle these questions, we examine the behaviour of technology scouts in global organizations who span organizational and national boundaries to tap into novel knowledge and span internal boundaries to present this knowledge to constituents inside the MNC. Drawing on the behavioural theory of the firm, we propose that the intensity of organizational boundary spanning, the likelihood of spanning national boundaries and the way technology scouts span internal boundaries to engage with members inside the organization are sensitive to how the MNC has performed relative to its aspirations. We support our theoretical expositions with insights gained from interviewing senior industry professionals with direct experience in technology scouting in MNCs.

Developing a Project Delivery System for Construction Project – A Case Study

Abstract. Because of concern about possible impacts of hydrocarbon production activities on coastal-area environments and infrastructures, new hydrocarbon offshore development projects in Italy must submit a monitoring plan to Italian authorities to measure and analyse real-time subsidence evolution. The general geological context, where the main offshore Adriatic fields are located, is represented by young unconsolidated terrigenous sediments. In such geological environments, sea floor subsidence, caused by hydrocarbon extraction, is quite probable. Though many tools are available for subsidence monitoring onshore, few are available for offshore monitoring. To fill the gap ENI (Ente Nazionale Idrocarburi) started a research program, principally in collaboration with three companies, to generate a monitoring system tool to measure seafloor subsidence. The tool, according to ENI design technical-specification, would be a robust long pipeline or cable, with a variable or constant outside diameter (less than or equal to 100 mm) and interval spaced measuring points. The design specifications for the first prototype were: to detect 1 mm altitude variation, to work up to 100 m water depth and investigation length of 3 km. Advanced feasibility studies have been carried out with: Fugro Geoservices B.V. (Netherlands), D'Appolonia (Italy), Agisco (Italy). Five design (using three fundamental measurements concepts and five measurement tools) were explored: cable shape changes measured by cable strain using fiber optics (Fugro); cable inclination measured using tiltmeters (D'Appolonia) and measured using fiber optics (Fugro); and internal cable altitude-dependent pressure changes measured using fiber optics (Fugro) and measured using pressure transducers at discrete intervals along the hydraulic system (Agisco). Each design tool was analysed and a rank ordering of preferences was performed. The third method (measurement of pressure changes), with the solution proposed by Agisco, was deemed most feasible. Agisco is building the first prototype of the tool to be installed in an offshore field in the next few years. This paper describes design of instruments from the three companies to satisfy the design specification.