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The purpose of this paper is to provide a concrete integrated roadmap structure and a supporting tool for efficient roadmapping, to enhance interdisciplinary research on product‐service.

The paper first clarifies definitions based on literature review. Next, the integrated roadmap structure is designed by overcoming limitations of the existing product‐service roadmaps. Lastly, a modified quality function deployment technique is developed to be used as a means for the integration process and applied to the mobile communications industry for the case study.

The suggested roadmap and roadmapping process have potential advantages that can help strategic planning and management of product‐service.

There are issues related to complexity of the suggested technique and completeness of the case study.

The suggested approach stimulates communication and knowledge sharing between manufacturers and service providers, providing a useful guidance to picture the long‐term future from the same perspective.

The paper provides a holistic approach on the development of the product‐service sets, which is characterized by many challenges and uncertainties.

Health and social care facilities are usually complex buildings that require continuous effort to provide resilient and sustainable responses to changes in demographics, technologies, diseases and models of care. Despite resilience and sustainability concepts being frequently used by practitioners and researchers, ambiguities in their definitions often result in a lack of operational solutions to record, monitor and improve the resilience and sustainability of health and social care facilities. Although the importance and complexity of the issues are widely acknowledged, there is little strategic guidance as to how they should be achieved. The purpose of this paper is to assess the suitability of developing a roadmap for improving the resilience and sustainability of UK health and social care facilities, and to identify the layers and processes needed to construct such a roadmap.

A qualitative approach was adopted, starting with a literature review of different types of roadmaps and their suitability to support the desired improvement objectives. Layers and processes were thus developed using the key issues identified in three recent research streams, and the roadmap was structured.

The major findings have been captured within a three-layer, four-step process generic roadmap for improving the resilience and sustainability of health and social care facilities that can be used to monitor performance, plans future actions and implement response to change.

This paper targets decision makers, especially estate managers, but the proposed layers and processes can be modified for other stakeholders.

This paper suggests an original approach for the development of a roadmap for resilience and sustainability of health and social care facilities, and specifically of how to structure layers and processes, envisioning a more integrated development of service provision and infrastructure asset management.

The aim of this paper is to develop a specific strategic foresight methodology and integrate this into roadmapping which is suitable for corporations. To date, reasonable practical experience has been accumulated, but there is a lack of a comprehensive conceptual approach for using strategic foresight and roadmapping to solve management problems.

This approach integrates corporate strategic foresight and roadmapping in several stages. During the foresight phase, the authors create scenarios of long-term development determined by long-term macro trends and challenges to identify “points of growth” and system of priorities for company growth. A strategic roadmap enables the company to form a “corridor” for specific projects and create a long-term action plan to implement the priorities identified in the first phase. Using a project roadmap makes it possible to ensure the implementation of a specific project, defining a system of goals, the necessary measures, their timing and financing, as well as indicators to assess their effectiveness.

The core result of the suggested methodology is a set of possible trajectories of innovation development, reflecting the whole technological chain involving R & D – technology – product – market. Each path involves a sequence of organizational actions and key decision-making points that are necessary to be taken to introduce new technological solutions and develop innovation products with new features to the customer/user. These routes support decision-making in such fields as the choice of the product line, establishment of new partnerships with developers of innovation technologies, decisions regarding “insourcing-outsourcing” and the requirements for relevant scientific and technological breakthroughs. It allows corporations to create strategies for commercializing innovation products.

The methodology proposes to integrate the results of foresight studies and in roadmaps and finally in business planning, adopting innovative strategies and management decisions. It contributes to the development of common principles and approaches to the subject, while taking account of company-specific features that can significantly affect the decision-making mechanism. The methodology is applicable to foreign and Russian companies when creating innovative strategies and management decisions based on the results of foresight.

Roadmapping has been used as an approach to support market, product and technology-integrated planning, resulting in a document commonly known as a roadmap. Despite the gains made in relation to the technique, recent studies indicate that most users leave or have difficulties in sustaining the process (i.e. maintaining the updated roadmaps). This paper aims to present a framework for continuous roadmap updating that incorporates principles from agile management fields.

The framework was developed through action research in a manufacturing firm in the construction industry.

The results demonstrate a positive impact on the degree of continuous information monitoring, roadmap credibility and use of the roadmap during innovation strategy decisions.

The key contribution of this framework is the demonstration of a new strategy for carrying out the maps in which information is internalized by the organization itself, using agile teams, without commissioned specialists and as part of the work standards.

The purpose of this paper to address the challenges on “what should the management plan for organization development (OD) toward becoming an innovative organization?”

This study applies the concept of innovation management, maturity model and roadmapping. The confirmatory factor analysis and the multi-criteria decision analysis are applied as the methodologies to evaluate the relative importance of each influencing factor and to assess the areas needed for improvement, respectively. A case example is also included to demonstrate how the proposed approach can be applied.

Comparing the assessment result and the strategic target defined by the management, the gaps can be diagnosed and then a roadmap guiding OD can be proposed based on a firm’s strategy for improvement.

This study proposes the approach and assessment model. Different companies always have their unique focus, so the management team have to modify the assessment model by following the proposed approach. Future research should be conducted to assess the effectiveness of each activity in increasing the level of innovativeness.

Ineffective development could result from setting a strategic direction and resource allocation based on the intuitive decisions of the management team. Therefore, it would be much better if the management team can systematically assess the current status and diagnose the areas needed for improvement to set an appropriate strategic direction.

The analytical approach to develop a strategic roadmap guiding a firm to become an innovative organization has not been presented in the existing literature.

The advent of new technologies and change of patients’ behavioral patterns have triggered the provision of medical services through social media. Although the intersection between social media and health has received considerable research attention, there is little research on how health institutions implement social media strategy; thus a roadmap is required to navigate these technological initiatives. So, the purpose of this paper is to overcome this challenge by developing the Health 2.0 maturity model in the healthcare field.

To obtain this aim, the mixed method was applied in this research. In the first step, qualitative research method was used. In this step, along with comprehensive literature review, semi-structured interviews were conducted with the healthcare professionals to find the practices and capabilities of Health 2.0. In the second step, the proposed key dimensions (KD) were assessed and prioritized based on the views of the healthcare professionals using the quantitative survey method. Finally, by considering the architecture of Health 2.0 maturity model, the KDs were assigned to maturity levels based on their priority of implementation using a focus group.

The proposed maturity model is composed of six KDs and five maturity levels based on the Capability Maturity Model Integration architecture. The KDs, as well as their implementation order and weights in the proposed maturity model are presented as a roadmap for applying Health 2.0 effectively.

Employing the Health 2.0 maturity model enables health institutions to assess the current social media capabilities and guide them to select appropriate strategies for progress. Due to the descriptive nature of the proposed model, it allows managers to conduct process-based assessments regarding health 2.0 implementation.

Health 2.0 has been a recurring theme on the agenda of healthcare institutions, but no sensitive tool is available to measure its growth processes. This paper explores the much ignored but critically important subject of Health 2.0 maturity model and its implementation roadmap. The main contribution of this paper is to introduce an integrated roadmap containing the most important capabilities of Health 2.0. The proposed model is both descriptive and prescriptive in nature, and has a significant theoretical contribution to healthcare studies. This paper provides a mechanism to benchmark Health 2.0 efforts and to develop a progressive strategy that would improve its activities.

This chapter presents a case study on integrating sustainable development (SD) into the Industrial Design Bachelor’s course at Tecnologico de Monterrey (TEC) in Mexico. The research is being conducted at TEC, where the lead author is a Professor of Architecture. Mexico has a five-year national development plan: the “Plan Nacional de Desarrollo 2013–2018” (PND). This provides a basis for guiding the policies and programs of the Government of Mexico. The focus of this study is on the PND’s “quality education goal to make scientific, technological, and innovation development pillars for sustainable economic and social progress.” This case study investigates a curriculum intervention, utilizing interviews with students to gather and analyze their responses to the university’s development of sustainability competencies. Their responses are explored through comparing a traditional semester with a semester in which sustainability contents and assessment criteria were added to the curriculum of the Industrial Design Workshop courses. The results reveal that the students recognized a significant advance in their development of sustainability competencies and that this had resulted from this curriculum intervention. This chapter proposes that the findings of the study indicate that a holistic approach has the potential to contribute significantly to SD education in Mexico.

Focuses on the integrated use of simulation tools, particularly discrete‐event simulation, in the design and development of manufacturing systems in Japanese industry. The results are based on questionnaires and visits to seven large Japanese manufacturers and show that most of the visited companies do not use simulation to any large extent, particularly not discrete‐event simulation. Some of the reasons for this are general, while others are specific for Japan. However, the use of simulation is believed to increase in Japanese industry. Furthermore, argues that there is a large potential for increased use of advanced simulation techniques in Japanese manufacturing companies, mainly for two reasons. This would result in improved communication, reduced time‐to‐market and higher flexibility in volume and product‐mix.

The purpose of this paper is to explore the composition of skillsets in biotechnology from the perspective of employers and its relation to open innovation processes in the sector. It provides conclusions for HR management practice.

The study is based on job advertisements content analysis and in-depth interviews with chiefs of research and development companies. It uses biotechnology as an example of industry where open innovation practice implementation is expanding. The authors have used data from American, British and Russian job search engines.

It is demonstrated that skills composition required in biotechnology does not vary significantly among selected countries as the market becomes increasingly globalized in terms of not only technology used but also personnel hired. Companies stress more on hard and digital skills, while soft skills appear to be a “must have without saying,” The mismatch between skills presented in the advertisements and articulated in the interviews has been found as employers tend to demonstrate innovation friendly company culture for possible applicants.

The present paper enriches literature on employee skills for open innovation. It gives comprehensive lists of biotech skills in-demand divided into hard, digital and soft categories and interprets them within the context of employee cognition and behavior. The new insight into employee skills articulated by the companies as a strong element of organizational culture is presented.