The Stance Leads the Dance: The Emergence of Role in a Joint Supra-Postural Task

Successfully meeting a shared goal usually requires co-actors to adopt complementary roles. However, in many cases, who adopts what role is not explicitly predetermined, but instead emerges as a consequence of the differences in the individual abilities and constraints imposed upon each actor. Perhaps the most basic of roles are leader and follower. Here, we investigated the emergence of “leader-follower” dynamics in inter-personal coordination using a joint supra-postural task paradigm (Ramenzoni et al., 2011; Athreya et al., 2014). Pairs of actors were tasked with holding two objects in alignment (each actor manually controlled one of the objects) as they faced different demands for stance (stable vs. difficult) and control (which actor controlled the larger or smaller object). Our results indicate that when actors were in identical stances, neither led the inter-personal (between actors) coordination by any systematic fashion. Alternatively, when asymmetries in postural demands were introduced, the actor with the more difficult stance led the coordination (as determined using cross-recurrence quantification analysis). Moreover, changes in individual stance difficulty resulted in similar changes in the structure of both intra-personal (individual) and inter-personal (dyadic) coordination, suggesting a scale invariance of the task dynamics. Implications for the study of interpersonal coordination are discussed

Project management practices for collaborative university-industry R&D: a hybrid approach

This paper aims to help stakeholders involved in collaborative university-industry R&D initiatives by presenting a hybrid project management (PM) approach, with a set of key distinct PM practices for this particular context. Collaborative university-industry R&D initiatives are usually organized as programs with a set of related projects associated. Therefore, a hybrid PM approach was developed based on a case study research strategy. During the large case study analysis two research methods were applied: participant observation and document analysis. The hybrid management approach was developed based on the contingency theory, which identifies a set of 24 Must Have PM practices, and that are transversal to all projects in the program as the program governance must have to be assured. Additionally, it identifies three different sets of Nice to Have PM practices, which are optional and are dependent on the particular project context and PM approach adopted by each project team: waterfall or agile. Overall 32 Nice to Have PM practices were identified, being 15 of them agile, 3 waterfall and the 14 remaining transversal to both agile and waterfall approaches.This research is sponsored by the Portugal Incentive System for Research and Technological Development. Project in co-promotion nº 002814/2015 (iFACTORY 2015-2018) and by the FCT (SFRH/BPD/111033/2015)

Planning benefits realization in a collaborative university-industry R&D funded program

This paper presents a benefits management (BM) approach adopted during the planning of a collaborative university-industry R&D funded program, named IC-HMI Program, in order to pursue benefits realization. The BM approach embraced four main phases: 'Identify expected benefits' 'Plan benefits realization' 'Pursue benefits realization' and 'Transfer and ensure benefits realization' each one comprising key activities that should be performed with a clear set of outputs to be generated. Particular focus is given to the benefits identification, and to the development of a Benefit Breakdown Structure (BBS), assuming the key role of such a formatting technique to target project benefits. It is the first and critical step in the BM process. Based on a review of literature, and the three research methods adopted during the IC-HMI case study analysis: a set of 33 benefits were identified, which can be used by professionals and academics as a checklist for benefits identification of their own initiatives. Additionally, the BBS implemented in IC-HMI program to qualify and better understand each benefit and its intrinsic properties, can be used to facilitate planning and benefits realization.FCT - Fundació Catalana de Trasplantament(SFRH/BPD/111033/2015

An extension of the improving and embedding project management practice framework: Case study analysis

Purpose: The purpose of this paper is to develop and test an extension of a previously conceived framework for improving and embedding project management (PM) practice in organisations. The framework identifies the most useful project management improvement initiatives (PMIIs) and the key factors for embedding PM practice. However, professionals need guidance on how to operationalise such framework in their organisations, therefore a method for applying the framework is developed. Design/methodology/approach: The method being proposed for applying the framework is demonstrated and tested with a large University–Industry consortium case study. During the case study analysis three research methods were applied: participant observation, document analysis and focus groups. Findings: In what concerns both the PMIIs and key embedding factors in the framework, the proposed method comprises their acknowledgement, scoring, relevance analysis, selection and planning. The detailed report on how the framework was applied in the particular case study also sheds light on how University–Industry consortiums can make use of PM to become more successful. Research limitations/implications: The research was performed using only one case study which limits the generalisability of its findings. Practical implications: Detailed guidance is provided for applying the framework’s both constructs, “improving” and “embedding”, through a set of clear steps. Originality/value: The paper shows the explanatory power of the framework for improving and embedding PM practice in a case study, demonstrating that the method for its application is practical and suitable.FCT - Fundació Catalana de Trasplantament(SFRH/BPD/111033/2015

Applying a method for measuring the performance of university-industry R&D collaborations: case study analysis

Collaborations between university and industry are possibly the most important strategic instrument used to increase the efficiency and effectiveness of industrial investments in Research and Development (R&D), and have been increasing, which assigns even more importance to the need for measuring their performance. Therefore, a method to measure university-industry R&D collaborations, named MPUIC, developed based on Design Science Research methodology (DSRM), was applied and validated through a case study. This paper firstly describes some improvements made to the previously developed MPUIC method before its application to a large program between the University of Minho and Bosch Car Multimedia (Portugal). The MPUIC method adopted a weighted scoring approach, and is composed by 31 performance indicators, distributed through the program management life cycle. Secondly, the performance measurement of the case study program is conducted, resulting in a score of 4.4 in a scale of 1 to 5, where 5 indicates "very high" performance. Finally, a questionnaire was administered to evaluate the developed method and, from the 31 performance indicators that compose the method, 29 were evaluated as having a level of relevance above 3 in a scale of 1 to 5 and, from these, 19 were evaluated as having a level of relevance equal to or above 4.This research is sponsored by the Fundação para a Ciência e a Tecnologia FCT (SFRH/BPD/111033/2015), and by the Portugal Incentive System for Research and Technological Development. Project in co-promotion nº 039479/2018 (FoF 2018-2021

Value of project management in university–industry R&D collaborations

Purpose: University–industry projects provide special challenges in understanding and expressing the values required of project management (PM) in delivering stakeholder benefits. This paper presents a framework for understanding, identifying and managing the values of PM in major university–industry R&D projects. Design/methodology/approach: The value framework identifies for each of the key stakeholders, the key PM values that may require to be managed and are largely derived from research literature. Empirical research then explores, prioritises and selects key PM values that need to be managed for a specific project. A large case study is used involving one university and one industry collaborating on a multi-million Euro initiative over six years. Empirical research was conducted by researchers who observed at close quarters, the challenges and successes of managing the competing values of key stakeholders. Findings: The value framework takes a stakeholders' perspective by identifying the respective PM values for each of six stakeholders: university–industry consortium, university, industry, R&D external entities, funding entity and society. Research limitations/implications: The research was performed using only one case study which limits the generalisability of its findings; however, the findings are presented as a decision support aid for project consortia in developing values for their own collaboration. Practical implications: Guidance and decision support are provided to multi-stakeholder research consortia when selecting values that need to be managed for achieving tangible and intangible project benefits. Originality/value: The paper demonstrates a proposed framework for designing and managing the value of PM in large multi-stakeholder university–industry R&D projects.INCT-EN - Instituto Nacional de Ciência e Tecnologia para Excitotoxicidade e Neuroproteção(SFRH/BPD/111033/2015

Critical success factors of University-Industry R&D collaborations

University-industry R&D collaborations (UICs) play a vital role in stimulating open innovation that leads to new products, processes, and services that creates value for customers and broader societal impact. UICs, however, commonly fail to meet these stakeholders’ benefits. This study identifies thirty-four critical success factors (CSFs) for improving UIC success. The study includes a systematic literature review and a longitudinal UIC case study between Bosch Car Multimedia in Portugal and University of Minho, a multi-million Euro R&D collaboration from 2013 to 2021. The importance of the CSFs is discussed in the context of the UIC lifecycle. A survey among researchers and industry practitioners involved in R&D collaborative projects was completed to confirm the analysis of the empirical results. This paper provides UIC managers with CSFs, which, when addressed competently, can provide a basis for successful UIC projects and sustainable university-industry collaborationsThe authors are grateful to the Foundation for Science and Technology (FCT, Portugal) for financial support through national funds FCT/MCTES (PIDDAC) to CIMO (UIDB/00690/2020 and UIDP/00690/2020), SusTEC (LA/P/0007/2021), ALGORITMI60 (UIDB/00319/2020) and CEMMPRE (UIDB/00285/2020).info:eu-repo/semantics/publishedVersio

Graphene Oxide Thin Films with Drug Delivery Function

Funding Information: Funding: Funding was obtained through the Fundação para a Ciência e Tecnologia (FCT) through the projects iNOVA4Health, Translational Medicine program—UIDB/Multi/04462/2020; UIDB/50008/2020 and PTDC/CTM-REF/2679/2020.Graphene oxide has been used in different fields of nanomedicine as a manager of drug delivery due to its inherent physical and chemical properties that allow its use in thin films with biomedical applications. Several studies demonstrated its efficacy in the control of the amount and the timely delivery of drugs when it is incorporated in multilayer films. It has been demonstrated that oxide graphene layers are able to work as drug delivery or just to delay consecutive drug dosage, allowing the operation of time-controlled systems. This review presents the latest research developments of biomedical applications using graphene oxide as the main component of a drug delivery system, with focus on the production and characterization of films, in vitro and in vivo assays, main applications of graphene oxide biomedical devices, and its biocompatibility properties.publishersversionpublishe

Key initiatives to successfully manage collaborative university-industry R&D: IC-HMI case study

This paper describes the results of a qualitative study to identify the key management initiatives in a successful university-industry (UI) collaborative funded program between the University of Minho (UMinho) and Bosch Car Multimedia Portugal (Bosch), named IC-HMI. The IC-HMI program embraced an overall investment of 54.7 M€ and involved around 500 people throughout the Program's duration (2015-2018). While the literature provides some advice on managing programs and projects, the specific context of UI R&D collaboration is being scarcely reported, demanding a strong research effort to produce effective guidelines. The IC-HMI is considered a successful program for several reasons, as evidenced by the decision of UMinho and Bosch partners to develop a subsequent R&D collaborative program from 2018 to 2021, doubling its investment. The success attained with the IC-HMI program could be somehow explained by key management initiatives adopted, such as the: creation of Program and Project Management Office, definition and communication of a Governance Model, creation of Project Charters, promotion of Alignment Stakeholders Workshops, Project Progress Meetings and creation of Project Transition Plans, among other key initiatives reported in this paper.This research is sponsored by the Fundação para a Ciência e a Tecnologia FCT (SFRH/BPD/111033/2015), and by the Portugal Incentive System for R&D. Project in co-promotion nº 039479/2018 (FoF 2018-2021)

From program strategic planning to program initiation: lessons learned from a collaborative university-industry R&D case study

This paper aims to contribute to knowledge by presenting the lessons learned resultant from a large case study composed by three collaborative University-Industry RD funded programs between the University of Minho (UMinho) and Bosch Car Multimedia Portugal (Bosch). The three programs selected amount to a total investment of above €109 million, over the period between 2013 and 2021, involving more than one thousand University researchers and Industry collaborators. The lessons learned are limited to the time span from Program Strategic Planning, where new project ideas/innovation opportunities are identified and developed for the preparation of the 'Funding Application', to Program Initiation, where the program effectively initiates after the negotiation of the 'Funding Contract'. The collection, analysis and implementation of lessons learned allowed the development of a structured process to guide University-Industry partners on the path to transform some newly identified project ideas into the initiation of a large RD funded program. The proposed process is currently adopted by the governance structure of Bosch and UMinho partnership and other UMinho partnerships with Industry.This work has been supported by FCT – Fundação para a Ciência e Tecnologia within the Project Scope: UID/CEC/00319/2019, by the Research Grant: SFRH/BPD/111033/2015, and by the Portugal Incentive System for Research and Technological Development. Project in co-promotion nº 039334/2018