Communities of Practice in the Public-Private-Partnership Sector for Neglected Diseases Drug Development: the Importance of Mindset Mapping

This research article explores the mindsets of Public-Private Partnerships and Clinical Trials Organizations (CTOs) and the potential conflicts when working on drug discovery and development in the Third World global infectious diseases sector. A Communities-of-Practice (CoP) approach has been adopted to more fully explore the underlying values, attitudes and practices of these two future partners. This exploratory study suggests that future collaboration will be dependent on the two communities understanding and interpretation of each others‟ sustainability drug development drivers. The authors present secondary research findings that suggest the positive contribution that cognitive mapping of a community‟s sense-making can have in understanding the community‟s likely engagement in any future joint enterprise. Proposed future research will explore the underlying sustainability drivers that may both push and pull CTOs to engage in future global infectious diseases discovery and development projects. The article concludes by discussing the implications for future sustainable drug development projects involving PPPs and potential new strategic partners

Seeding Knowledge Solutions Before, During, and After

{Excerpt} In the age of competence, one must learn before, during, and after the event. Knowledge solutions lie in the areas of strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage. Competence is the state or quality of being adequately or well qualified to deliver a specific task, action, or function successfully. It is also a specific range of knowledge, skills, or behaviors utilized to improve performance. Today, sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploitan organization’s core competencies, the tangible fruits of which are composite packages of products and services that anticipate and meet demand. (Yesteryear, instead of strengthening the roots of competitiveness, the accent was placed on business units. Innately, given their defining characteristics, business units under-invest in core competencies, incarcerate resources, and bind innovation—when they do not stifle it.) Core competencies are integrated and harmonized abilities that provide potential access to markets; create and deliver value to audiences, clients, and partners there; and are difficult for competitors to imitate. They depend on relentless design of strategic architecture, deployment of competence carriers, and commitment to collaborate across silos. They are the product of collective learning

How to promote knowledge sharing in cross-functional NPD teams

This paper investigates the common issues that may arise in cross-functional new product development (NPD) teams from a Knowledge Management perspective. The study has been built around a contextualized trigger, where several factors were preventing a new-born NPD team from performing effectively. The purpose of this paper is to give insights of the main dynamics involved in the knowledge sharing process throughout the application of a systematic problem-solving approach to the case investigated by the authors. Due to the impossibility of building a universal recipe suitable for every team in every situation, this work represents a compromise trying to exemplify how to prioritise interventions in a given context, in order to provide a benchmark for similar circumstances. This paper, using an action research method within a single case context, takes shape around the advises and suggestions made by authors to Electronic Connected Ltd (disguised name), a small-medium enterprise (SME) in a situation of NPD paralysis. In particular, the paper emphasizes the importance of effective leadership and supporting environment in facilitating communication, enhancing cohesiveness, fostering joint commitment and giving direction in order to enable knowledge sharing and to leverage capabilities to conclusively deliver new products

Social Media and the Public Sector

{Excerpt} Social media is revolutionizing the way we live, learn, work, and play. Elements of the private sector have begun to thrive on opportunities to forge, build, and deepen relationships. Some are transforming their organizational structures and opening their corporate ecosystems in consequence. The public sector is a relative newcomer. It too can drive stakeholder involvement and satisfaction. Global conversations, especially among Generation Y, were born circa 2004. Beginning 1995 until then, the internet had hosted static, one-way websites. These were places to visit passively, retrieve information from, and perhaps post comments about by electronic mail. Sixteen years later, Web 2.0 enables many-to-many connections in numerous domains of interest and practice, powered by the increasing use of blogs, image and video sharing, mashups, podcasts, ratings, Really Simple Syndication, social bookmarking, tweets, widgets, and wikis, among others. Today, people expect the internet to be user-centric

Managing Knowledge in Project Environments

Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult

The Role of Technology Support Centres in stimulating Entrepreneurship and Innovation in SME Clusters

The Innovative Product Development Centre (IPDC) was established at the University of Wolverhampton in the West Midlands region of the UK with a mission “to help small and medium sized companies improve their business, secure jobs and contribute to the economic regeneration of the West Midlands Region”. Since 2000, the IPDC has helped several hundred enterprises to develop their businesses through innovation and new product development. Demand for help is high, which reflects a healthy desire by the SMEs to innovate. The assistance given is time limited, but its impact on the business is extremely varied. This paper will discuss the role that a university based product development and technology centre can play in supporting a regional agenda for developing entrepreneurship and innovation in SMEs. Using case studies drawn from the experiences of working with SMEs from the West Midlands region, the paper will consider key issues such as: • Entrepreneurial leadership in SMEs • Formalised approaches for managing NPD • Technology support for innovation • Product innovation • Business networks and entrepreneurial clusters The paper will conclude that university based centres like IPDC can play a vital role in regional development programmes by helping minimise the risks for entrepreneurs to develop new products or adopt new process technologies. Importantly, investments in such centres by regional development agencies can be pivotal for stimulating access to new technology for the exploitation of entrepreneurial clusters and creating attractive inward investment opportunities

Information technology as boundary object for transformational learning

Collaborative work is considered as a way to improve productivity and value generation in construction. However, recent research demonstrates that socio-cognitive factors related to fragmentation of specialized knowledge may hinder team performance. New methods based on theories of practice are emerging in Computer Supported Collaborative Work and organisational learning to break these knowledge boundaries, facilitating knowledge sharing and the generation of new knowledge through transformational learning. According to these theories, objects used in professional practice play a key role in mediating interactions. Rules and methods related to these practices are also embedded in these objects. Therefore changing collaborative patterns demand reconfiguring objects that are at the boundary between specialized practices, namely boundary objects. This research is unique in presenting an IT strategy in which technology is used as a boundary object to facilitate transformational learning in collaborative design work

How collaborative innovation and co-creation can deliver value: a stakeholder approach

This project explores how collaborative innovation and co-creation between stakeholders can deliver value for firms. In today’s increasingly competitive and fast-changing global marketplace, firms must seek to develop more frequent and higher quality innovations (Ngugi et al, 2010). In addition, customers, employees and other stakeholders are demanding opportunities to co-create and collaborate with businesses more and more. As Ramaswamy (2010) comments: “Providers of products and services are challenged by customers who are increasingly informed, connected, networked and empowered. Customers, employees and stakeholders are demanding higher quality interactions and experiences from businesses and a deeper engagement in the value-creation and service delivery processes” (Ramaswamy, 2010, pp. 22). Given this increasing need to collaborate, innovate and co-create, firms need a better understanding of how they can engage in these activities in a way that maximises the value created for all stakeholders; this project, through exploratory, qualitative research interviews and a wide-ranging literature review, seeks to make a contribution in this area

Product Service Systems and Sustainability: Opportunities for Sustainable Solutions

Given that the concept of PSS is beginning to 'catch on' and gain attention, it is time for UNEP to contribute to, and influence the progress of PSS, to ensure that in concept and application it incorporates the idea of sustainability. In this context its potential is not generally understood by the public and private sectors or civil society. This booklet is intended to contribute to the dissemination and the discussion of the PSS concept as a promising approach to sustainability. The ultimate goal must be to achieve Sustainable Product-Service Systems. This UNEP publication is targeted at industry and government, academia and civil society to explain PSS – their potential benefits and limitations – in the sustainability context – using real company examples. To prepare this booklet, UNEP has drawn on the knowledge and experience of PSS experts to flesh out the concept of a sustainable PSS, to collect case studies of PSS in practice, to begin to document both its benefits and the hurdles which need to be overcome in its application, and to suggest ways forward in its development