Browsing by Author "O'Sullivan, David"
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- Critical success factors of University-Industry R&D collaborationsPublication . Fernandes, Gabriela; Santos, José M.R.C.A.; Ribeiro, Pedro; Ferreira, Luís Miguel D.F.; O'Sullivan, David; Barroso, Daniela; Pinto, Eduardo B.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 collaborations
- Overcoming the ‘use misfit’ of project management practices in collaborative research, development and innovationPublication . Fernandes, Gabriela; Tassari, Guilherme; Rocha, Lucas; Santos, José M.R.C.A.; Ferreira, Luís Miguel D.F.; Ribeiro, Pedro; O'Sullivan, DavidThis paper aims to enhance our understanding of project management (PM) in collaborative Research & Development & Innovation (R&D&I) projects by analysing the fit between the use and usefulness of 35 PM practices. Research results include quantitative data analysis of 465 responses to an online survey questionnaire, complemented by a qualitative data analysis of 12 semi-structured interviews. The study identifies the top-10 ‘most used’ and ‘most useful’ PM practices in collaborative R&D&I, covering the complete PM lifecycle while emphasising the importance of the project ‘Initiation' phase. Furthermore, it identifies a set of ‘must have’ PM practices that exhibit a perfect fit, suggesting that consistent implementation impacts successful project outcomes. The remaining 26 PM practices surveyed present a ‘use misfit’, meaning they are deemed useful but are not frequently used. The paper delves into the causes behind this and explores potential strategies to address it, with leadership emerging as a significant strategy to overcome practice misfits.