Living labs in architecture : open innovation and co-creation towards a more sustainable architecture and lifestyle

Living Labs in Architecture can be tools towards a holistic knowledge generation and transmission, using real built environments for user-centred research and innovation as well as collaborative learning at a university campus and beyond. The present article describes existing living lab concepts and definitions, focusing on co-creation processes, methodologies for open innovation, and participatory learning approaches, with the LOW3 solar house living lab at UPC-Barcelona Tech as case study. Outcomes and lessons learned can serve as example for similar initiatives, establishing Architecture Living Labs as open, collaborative learning environments, innovation arenas, and places of social interchange, empowering communities in their learning and progress towards a more sustainable lifestyle.Postprint (published version

Multiplex boundary work in innovation projects: the role of collaborative spaces for cross-functional and open innovation

Purpose This study investigates the role of collaborative spaces as organizational support for internal innovation through cross-functional teams and for open innovation with external stakeholders. In particular, the study focuses on collaborative spaces as tools for multiplex (i.e., simultaneous internal and external boundary management in innovation projects). Design/methodology/approach The authors conducted a qualitative study in a multi-divisional organization that set up in its headquarters a collaborative space for collaborative product development. Data were collected through semi-structured interviews and participant observations. Findings Findings highlight that the relation between expectations and experiences about the collaborative space impact on employees\u27 ability to perform boundary work inside and outside the organization. In addition to the collaborative space\u27s affording role for expectations about hands-on collaborative innovation (space as laboratory), the study also highlights a set of collaboration constraints. These latter are generated by perceived boundary configurations (i.e. degree of boundary permeability and infrastructure in internal and external collaborations) and by discrepancies between expectations (space as laboratory) and actual collaboration experiences in the space (i.e. space as maze, cloister, showcase and silo). We show that space-generated constraints slow down internal and external boundary work for innovation and generate a trade-off between them. Originality/value Using the process-based perspective of boundary work, the paper connects studies on cross-functional teaming and open innovation through the concept of “multiplex boundary work.” It also contributes to the literature on boundary work by showing the challenges of using collaborative spaces as organizational support tools for multiplex boundary spanning

Impacts of e-collaboration tools for development of rural areas

Information and communication technologies (ICT) are a powerful driver for economy-wide productivity, growth and jobs – and are arguably Europe’s best-bet investment for the future. The ICT in innovation processes and acts play more and more important role in rural areas. The regional innovation performance is different in regions and lower in rural areas.The regional innovation performance is different in regions and lower in rural areas. The ICT acts play more and more important role in innovation processes in rural areas. The new requirements for developing new application and services is to increase the wireless and broadband services. Some EU supported RTD project served to develop the agri-food sector and rural areas. The National Development Strategies and Rural Development Strategies may help to grow the broadband penetration in rural areas. Collaborative Working Environment can be perceived as the tools, technologies, services and environments supporting individual persons in their working tasks to become more creative, innovative and productive involving the direct or indirect interaction (collaboration) with other individuals, groups or organizations. Collaborative platforms providing sophisticated upper middleware services required for environment and person-aware distributed collaboration. There were more EU projects focusing to collaborative tools and systems. The objective of the AMI@netfood project was to support the implementation of the IST Research Priority and Framework Programme, providing a long-term vision on future trends on Scientific and Technology Research oriented to the development and application of Ambient Intelligence technologies to the agri-food domain. The e-Learning and e-Training are more and more important domain where we can use collaborative tools, collaborative working environment. The European NODES project had a target group who are liniving in rural areas. For agriculture and rural areas the C@R project may contribute to design the European standard. C@R will design software tools to help people in rural areas to collaborate despite of the separation in space and in time. The Digital Business Ecosystem platform and tools may help for co-operation of SMS in rural areas

Sharing Leadership through Digital Collaborative Objects

This paper contributes to the understanding of the role of collaborative tools and objects in the emergence and support of shared leadership, which has been associated with positive team dy-namics and innovative outcomes. We draw on ideas from the recent discourse on viewing lead-ership as a practice that involves human actors and material or technological tools to provide the first analysis of the features of collaborative tools that can support shared leadership. We present our early findings and insights from a multiple case study of ten innovation teams in their interaction with a collaborative tool that is particularly designed for coordination. We suggest that collaborative tools can contribute to shared leadership through two facilitating fea-tures: shared problem space and shared visualisation. Through our findings, we highlight the role of collaborative tools in supporting teams in sharing leadership for the purpose of joint in-novation

Team equilibrium and innovation performance

2013 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other worksToday competition has increased between organizations and they are urged to improve constantly their performance throughout innovation if they want to survive and be profitable. However, an organization can't be innovative if it doesn't counts with creative people and build teams to strength its creative and innovative capabilities. Besides, the impact of technology in innovation has been widely studied but there are others major aspects that need more exploration to understand their influence in it. For example, collaborative work, multicultural teamwork, creative teamwork, entrepreneurial behavior, etc. Some authors suggest more research is needed regarding organization capabilities that promote effective relationships for innovation. According to West (2002), three issues dominated research about creativity and innovation among teams: the characteristics of group tasks and their impact in the creative-innovative process; the role of diversity in knowledge and skills between team members; and team integration. If these issues are relevant for team creativity and innovation, then frameworks and tools to configure teams are necessary. It may be taken by granted that there must be an equilibrium of roles within teams to foster creativity focused on innovation. So, in this paper several approaches of creativity are reviewed. Then a conceptual model to foster Team Equilibrium and strength innovation performance is proposed and applied through a web-based tool. A first empiric exploration is presented. The proposed model can be used as a basis to develop tools that helps teams for self-analysis.Peer ReviewedPostprint (published version

Media Management Trends and Tools 2012

Businesses increasingly find themselves competing in highly dynamic markets, making visibility of the future limited and the strategic way forward ambiguous. This report presents the findings from a survey of UK media executives and identifies their outlook for the industry, and an evaluation of their usage and satisfaction with the tools that they use to manage their businesses. The survey found four strong themes amongst media executives. These were related to the launch of new products and services, seeking innovation through collaborative partnerships, leveraging their brand and content through new platforms, and uncertainty regarding the future direction of the industry

Collaboration and motivation in an online learning environment: students’ perceptions of collaborative activities and attitudes towards online learning

The report about distance learning in higher education in Portugal (2009) states that only a small percentage of HE enrolments are in DL courses, that the demand for the modality is growing, and that the Portuguese research in DL needs development, to support innovation in the modality. This study aimed to identify the collaborative activities that the 122 students enrolled in Masters’ courses between 2009-2012, in two Portuguese Universities, considered more motivating, their preferred type of assignment, the tools’ perceived ease of use, the social and cognitive aspects of teamwork, the tutor’s influence on teamwork and preferred team organization. The results indicate that the students feel comfortable participating, interacting and debating and that some collaborative activities such as designing projects, simulations, problem-based activities, discussions and written reports are more motivating than others. The results also show that the students have positive attitudes towards online learning, that online trust takes time to develop, that both face-to-face meetings and videoconference increase trust, though time flexibility is a practical advantage of online collaboration and that the way that collaborative assignments are designed can facilitate or hinder adequate collaboration