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other provinces and regions in Vietnam and other country.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Address\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Headquarters of Can Tho Journal of Medicine and Pharmacy, located Scientific Research and International Cooperation Office: 179 Nguyen Van Cu Street, An Khanh Ward, Ninh Kieu District, Can Tho City, Vietnam.\u003C\u002Fspan>\u003C\u002Fp>","\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Ngày 16\u002F7\u002F2015, Tạp chí Y Dược học Cần Thơ được cấp chỉ số quốc tế: ISSN 2354-1210.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Từ tháng 4\u002F2016, Tạp chí đã được Hội đồng Giáo sư ngành Y đưa vào danh sách các tạp chí khoa học Y học được tính điểm công trình 0-0,5 điểm cho một bài báo đăng.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Năm 2020 Tạp chí Y Dược học Cần Thơ đã được phê duyệt vào danh mục của các Hội đồng Giáo sư ngành Dược học được tính điểm công trình 0-0,5 điểm cho một bài báo đăng.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tạp chí Y Dược học Cần Thơ ra 12 số\u002Fnăm, 180-200 trang\u002Fsố.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Từ tháng 12\u002F2022 Tạp chí Y Dược học Cần Thơ là thành viên của hệ thống Crossref và từ tháng 01\u002F2023 tạp chí thực hiện bình duyệt online kín 2 chiều nhằm tăng tính minh bạch, tin cậy của các công trình nghiên cứu khoa học và đảm bảo tốt nhất chất lượng khoa học của bài viết.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tôn chỉ, mục đích và phạm vi của tạp chí\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tôn chỉ và mục đích hoạt động của tạp chí: xuất bản nhằm mục đích phổ biến kết quả từ các đề tài nghiên cứu khoa học; giao lưu trao đổi khoa học, chia sẻ kinh nghiệm, học tập, đồng thời cập nhật thông tin khoa học mới trong các lĩnh vực y, sinh, dược học trong và ngoài nước.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Phạm vi của tạp chí: Tạp chí xuất bản được chia thành 3 chuyên mục: (i) Bài báo nghiên cứu khoa học là kết quả công trình nghiên cứu khoa học có giá trị đã được triển khai nghiên cứu, (ii) Bài tổng quan y, sinh, dược học: phục vụ mục tiêu đào tạo liên tục trong lĩnh vực y, sinh, dược học; nhằm hệ thống hóa những kiến thức kinh điển và hiện đại; (iii) Thông tin cập nhật kiến thức mới về y, sinh, dược học trong nước và trên thế giới.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Chính sách truy cập mở\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tạp chí Y Dược học Cần Thơ áp dụng chính sách truy cập mở đối với các bài báo đã xuất bản đến với độc giả, nhằm mở rộng cơ hội tiếp cận các kết quả nghiên cứu chất lượng cao và tăng cường trao đổi kiến thức. Tạp chí đăng tải trực tuyến (miễn phí) toàn văn các bài báo được công bố trên website của Tạp chí (https:\u002F\u002Ftapchi.ctump.edu.vn).\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Đạo đức xuất bản\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tạp chí Y Dược học Cần Thơ cam kết tuân thủ đạo đức xuất bản phù hợp với các hướng dẫn và tiêu chuẩn của the Committee on Publication Ethics (COPE), tuân thủ các nguyên tắc của COPE’s Core Practices, Best Practices Guidelines for Journal Editors và Guidelines on Good Publication Practices.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Bản thảo bài báo chỉ được chấp nhận khi được tác giả chịu trách nhiệm chính cam kết các nội dung sau: Các nội dung của bản thảo chưa được đăng tải toàn bộ hoặc một phần ở các tạp chí khác; Tất cả các tác giả đều có đóng góp một cách đáng kể vào quá trình nghiên cứu hoặc chuẩn bị bản thảo và cùng chịu trách nhiệm về các nội dung của bản thảo; Tuân thủ các biện pháp đảm bảo đạo đức nghiên cứu (ví dụ thỏa thuận đồng ý tham gia nghiên cứu).\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Cam kết bảo mật\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tạp chí cam kết thực hiện và tuân thủ các quy định của luật và các văn bản hướng dẫn liên quan đến bảo mật thông tin cá nhân trên không gian mạng. Các thông tin mà người dùng (tác giả, độc giả, biên tập viên, người phản biện) nhập vào các biểu mẫu trên Hệ thống Quản lý xuất bản trực tuyến của tạp chí chỉ được sử dụng vào các mục đích đã được tuyên bố rõ ràng và sẽ không được cung cấp cho bất kỳ bên thứ ba nào khác, hay dùng vào bất kỳ mục đích nào khác.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Phí gửi bài\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Lệ phí gửi đăng bài: 1.000.000đ\u002Fbài báo\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Lệ phí gửi đăng nhanh: 1.500.000đ\u002Fbài báo\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Đối với tác giả là cán bộ viên chức thuộc Trường Đại học Y Dược Cần Thơ thì được hỗ trợ 50% lệ phí gửi đăng bài.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Đối với sinh viên thực hiện đề tài nghiên cứu khoa học cấp trường được hỗ trợ 100% lệ phí đăng bài ( Tác giả gửi đính kèm “ Quyết định về việc giao tổ chức thực hiện đề tài nghiên cứu khoa học cấp Trường của sinh viên”).\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Hình thức nộp lệ phí:\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">1. Tiền mặt:\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Nộp trực tiếp tại Phòng Tài chính - Kế toán, Trường Đại học Y Dược Cần Thơ, số 179 Nguyễn Văn Cừ, P. An Khánh, Q. Ninh Kiều, thành phố Cần Thơ.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">2. Chuyển khoản:\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tên Tài khoản: Trường ĐHYD Cần Thơ, Số TK: 0111000115668, tại ngân hàng Vietcombank chi nhánh Cần Thơ.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Thời gian: Áp dụng từ ngày 01\u002F02\u002F2023.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">* Phí gửi bài không được hoàn trả khi bài viết bị từ chối hoặc tác giả xin rút bài viết.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Quy trình phản biện bài báo\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tạp chí Y Dược học Cần Thơ thực hiện quy trình phản biện kín hai chiều nghiêm ngặt. Danh tính của những người phản biện không được tiết lộ cho các tác giả và ngược lại. Quy trình thẩm định bài báo đăng gồm các bước sau:\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tiếp nhận bản thảo\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Tác giả liên hệ gửi bản thảo đến Tạp chí qua hệ thống trực tuyến tại website: https:\u002F\u002Ftapchi.ctump.edu.vn. Hướng dẫn về cách đăng ký, gửi bài và chuẩn bị bản thảo được cung cấp trên website của Tạp chí.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Sàng lọc sơ bộ\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Sau khi Tòa soạn nhận được bài báo của tác giả, Ban Thư ký sẽ tiến hành kiểm tra sơ bộ bài báo (các yêu cầu về nội dung và hình thức). Những bài báo không đúng quy cách hoặc có nội dung không phù hợp hoặc vi phạm bản quyền sẽ bị từ chối (Ban Thư ký thông báo phản hồi đến tác giả trong vòng 1 tuần). Những bài báo đủ điều kiện, được Ban Thư ký tòa soạn chuyển đến Ban Biên tập có cùng chuyên môn với nội dung bài báo để đề xuất người phản biện. Thời gian kể từ khi Ban Biên tập nhận bài báo đến khi đề xuất người phản biện bài báo chậm nhất là 5 ngày.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Vòng phản biện\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">1. Ban Thư ký gửi bài và yêu cầu phản biện đến 02 phản biện độc lập.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">2. Các phản biện gởi nhận xét cho Ban Thư ký. Thời gian từ khi gửi bài cho phản biện đến khi nhận ý kiến của phản biện tối đa là 20 ngày.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Xử ký kết quả phản biện\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">1. Nếu ý kiến đồng ý cho đăng và không cần chỉnh sửa, Ban Thư ký tiếp tục đăng bài theo qui trình.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">2. Nếu ý kiến đồng ý đăng và cần chỉnh sửa, Ban Thư ký sẽ thông tin đến tác giả chỉnh sửa theo yêu cầu của người phản biện. Thời gian chỉnh sửa và gửi lại kéo dài không quá 2 tuần, từ khi tác giả bài báo nhận được thông tin (Quá trình này có thể lặp lại tối đa 2 lần\u002F1 bài báo). Khi có sự thống nhất, đồng ý của người phản biện; bài báo được tiếp tục đăng theo qui trình.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">3. Những bài báo có chất lượng không đạt yêu cầu, cả 2 phản biện không đồng ý cho đăng sẽ bị Tòa soạn từ chối đăng.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">Xuất bản\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">1. Ban Thư ký tổng hợp các bản thảo đã được tác giả hoàn thiện sau thẩm định trình Ban Biên tập xem xét, Tổng Biên tập phê duyệt, quyết định bài đăng theo các tiêu chí: sự phù hợp nội dung với tôn chỉ và mục đích, thể loại bài viết (ưu tiên các bài có bài có nghiên cứu chuyên sâu, hàm lượng khoa học cao), đóng góp mới bài báo, bài báo được ưu tiên đăng trong số gần nhất của Tạp chí theo thứ tự: tính thời sự, chất lượng bài báo và thời gian gửi bài.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">2. Ban Biên tập và Ban Thư ký biên tập bản thảo, chế bản, đọc rà soát lỗi. Thời gian hoàn thành từ 10-15 ngày.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">3. Ban Thư ký có trách nhiệm thông báo cho tác giả bài báo (bằng e-mail) về tình hình phê duyệt bài báo, thời gian, số kỳ, tập xuất bản bài báo theo qui định.\u003C\u002Fspan>\u003C\u002Fp>\u003Cp>\u003Cbr>\u003C\u002Fp>\u003Cp>\u003Cspan style=\"color: rgb(0, 0, 0);\">4. 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And the first issue was published in January 1998 with ISSN 1859-0128. Since then, STDJ has become the most important scientific forum of scientists from VNU-HCM as well as other universities. The magazine has undergone 20 years of development and has become a bridge for scientific exchanges, as well as enriching reference materials for the faculty, doctoral students, students of VNU-HCM in particular and other universities, institutes...\"},{\"attributes\":{\"align\":\"justify\"},\"insert\":\"\\n\"},{\"insert\":\"Science and Technology Development Journal - Health Sciences (STDJ-HS) is a subjournal of Science and Technology Development Journal since 2020.\"},{\"attributes\":{\"align\":\"justify\"},\"insert\":\"\\n\"},{\"insert\":\" \"},{\"attributes\":{\"align\":\"justify\"},\"insert\":\"\\n\"},{\"attributes\":{\"bold\":true},\"insert\":\"2. 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It examines both the “outside‐in” and “coupled” modes of open innovation. From an analysis of prior research on how firms leverage external sources of innovation, it suggests a four‐phase model in which a linear process—(1) obtaining, (2) integrating, and (3) commercializing external innovations—is combined with (4) interaction between the firm and its collaborators. This model is used to classify papers taken from the top 25 innovation journals, complemented by highly cited work beyond those journals. A review of 291 open innovation‐related publications from these sources shows that the majority of these articles indeed address elements of this inbound open innovation process model. Specifically, it finds that researchers have front‐loaded their examination of the leveraging process, with an emphasis on obtaining innovations from external sources. However, there is a relative dearth of research related to integrating and commercializing these innovations.\u003C\u002Fjats:p>\u003Cjats:p>Research on obtaining innovations includes searching, enabling, filtering, and acquiring—each category with its own specific set of mechanisms and conditions. Integrating innovations has been mostly studied from an absorptive capacity perspective, with less attention given to the impact of competencies and culture (including “not invented here”). Commercializing innovations puts the most emphasis on how external innovations create value rather than how firms capture value from those innovations. Finally, the interaction phase considers both feedback for the linear process and reciprocal innovation processes such as cocreation, network collaboration, and community innovation.\u003C\u002Fjats:p>\u003Cjats:p>This review and synthesis suggests several gaps in prior research. One is a tendency to ignore the importance of business models, despite their central role in distinguishing open innovation from earlier research on interorganizational collaboration in innovation. Another gap is a tendency in open innovation to use “innovation” in a way inconsistent with earlier definitions in innovation management. The paper concludes with recommendations for future research that include examining the end‐to‐end innovation commercialization process, and studying the moderators and limits of leveraging external sources of innovation.\u003C\u002Fjats:p>","\u003Cjats:p>Bài báo này tổng hợp các nghiên cứu về đổi mới mở mà xem xét cách thức và lý do vì sao các doanh nghiệp thương mại hóa nguồn đổi mới từ bên ngoài. Nó phân tích cả hai chế độ 'từ bên ngoài vào' và 'kết hợp' của đổi mới mở. Qua việc phân tích các nghiên cứu trước đây về cách mà các doanh nghiệp tận dụng nguồn đổi mới bên ngoài, bài báo đề xuất một mô hình bốn giai đoạn trong đó một quá trình tuần tự—(1) thu nhận, (2) tích hợp, và (3) thương mại hóa các đổi mới bên ngoài—được kết hợp với (4) tương tác giữa doanh nghiệp và các cộng sự của mình. Mô hình này được sử dụng để phân loại các bài báo từ 25 tạp chí đổi mới hàng đầu, được bổ sung bởi các công trình có số trích dẫn cao bên ngoài các tạp chí này. Một cuộc tổng quan 291 ấn phẩm liên quan đến đổi mới mở từ các nguồn này cho thấy rằng phần lớn các bài báo này thực sự đề cập đến các yếu tố của mô hình quá trình đổi mới mở từ bên ngoài này. Cụ thể, nó nhận thấy rằng các nhà nghiên cứu đã tập trung vào việc kiểm tra quá trình tận dụng, với sự nhấn mạnh vào việc thu nhận các đổi mới từ các nguồn bên ngoài. Tuy nhiên, có một sự thiếu hụt tương đối trong nghiên cứu liên quan đến tích hợp và thương mại hóa những đổi mới này.\u003C\u002Fjats:p>\u003Cjats:p>Nghiên cứu về việc thu nhận đổi mới bao gồm tìm kiếm, tạo điều kiện, lọc và thu mua—mỗi danh mục có bộ cơ chế và điều kiện riêng. Việc tích hợp đổi mới chủ yếu được nghiên cứu từ quan điểm khả năng hấp thụ, với ít sự chú ý hơn đến tác động của năng lực và văn hóa (bao gồm cả 'không sáng tạo ở đây'). Thương mại hóa đổi mới nhấn mạnh nhiều nhất vào cách các đổi mới bên ngoài tạo ra giá trị hơn là cách các doanh nghiệp thu được giá trị từ những đổi mới đó. Cuối cùng, giai đoạn tương tác xem xét cả phản hồi cho quá trình tuân thủ và các quy trình đổi mới đối ứng như đồng sáng tạo, hợp tác mạng và đổi mới cộng đồng.\u003C\u002Fjats:p>\u003Cjats:p>Bài tổng quan và biên soạn này gợi ý một số khoảng trống trong nghiên cứu trước đó. Một là xu hướng bỏ qua tầm quan trọng của các mô hình kinh doanh, mặc dù vai trò trung tâm của chúng trong việc phân biệt đổi mới mở với các nghiên cứu trước về sự hợp tác liên tổ chức trong đổi mới. Một khoảng trống khác là xu hướng trong đổi mới mở sử dụng 'đổi mới' một cách không nhất quán với các định nghĩa trước đó trong quản lý đổi mới. Bài báo kết thúc với những khuyến nghị cho nghiên cứu trong tương lai bao gồm việc nghiên cứu toàn bộ quy trình thương mại hóa đổi mới, và nghiên cứu các yếu tố điều chỉnh và giới hạn của việc khai thác các nguồn đổi mới bên ngoài.\u003C\u002Fjats:p>",{"EN":807,"VI":808},"Leveraging External Sources of Innovation: A Review of Research on Open Innovation","Khai thác Nguồn Cung cấp Đổi mới từ bên ngoài: Một bài tổng hợp nghiên cứu về Đổi mới Mở",{"VOID":810},"10.1111\u002Fjpim.12125","PUBLICATION","2024-11-25T07:53:46.576+00:00","Author affiliation is blank",[102],[101],"https:\u002F\u002Fonlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fjpim.12125",[818,829],{"id":819,"sortIndex":36,"researcher":26,"roles":820,"affiliations":821,"properties":822},"e8f0d40e-acbb-464e-8fee-984e38dd63e9",[],[],{"openalex":823,"orcid":825,"title":827},{"VOID":824},"A5025895653",{"VOID":826},"https:\u002F\u002Forcid.org\u002F0000-0002-7958-5229",{"EN":828},"Joel 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L. A. M. P.Knudsen andH. A.Søndergaard.2012.Profiting from openness? The importance of intra‐organizational activities and partnering experience. Open innovation: New insights and evidence conference London June 25.",{},{"id":26,"text":957,"url":26,"identifiers":958},"10.1016\u002Fj.respol.2010.04.009",{"doi":957},{"id":26,"text":960,"url":26,"identifiers":961},"10.1093\u002Ficc\u002Fdtq033",{"doi":960},{"id":26,"text":963,"url":26,"identifiers":964},"Chandler A. D., 1977, The visible hand: The managerial revolution in American business",{},{"id":26,"text":966,"url":26,"identifiers":967},"Chesbrough H., 2003, Open innovation: The new imperative for creating and profiting from technology",{},{"id":26,"text":969,"url":26,"identifiers":970},"Chesbrough H., 2003, The era of open innovation, MIT Sloan Management Review, 44, 35",{},{"id":26,"text":972,"url":26,"identifiers":973},"Chesbrough H., 2006, Open innovation: Researching a new paradigm, 1, 10.1093\u002Foso\u002F9780199290727.001.0001",{"doi":974},"10.1093\u002Foso\u002F9780199290727.001.0001",{"id":26,"text":976,"url":26,"identifiers":977},"Chesbrough H., 2006, Open business models: How to thrive in the new innovation landscape",{},{"id":26,"text":979,"url":26,"identifiers":980},"10.1007\u002F978-88-470-1980-5",{"doi":979},{"id":26,"text":982,"url":26,"identifiers":983},"10.1111\u002Fj.1467-9310.2006.00428.x",{"doi":982},{"id":26,"text":985,"url":26,"identifiers":986},"10.1093\u002Ficc\u002F11.3.529",{"doi":985},{"id":26,"text":988,"url":26,"identifiers":989},"Chesbrough H., 2006, Open innovation: Researching a new paradigm, 10.1093\u002Foso\u002F9780199290727.001.0001",{"doi":974},{"id":26,"text":991,"url":26,"identifiers":992},"10.1111\u002Fj.1467-9310.2010.00589.x",{"doi":991},{"id":26,"text":994,"url":26,"identifiers":995},"Christensen J. 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A., 1942, Capitalism, socialism and democracy",{},{"id":26,"text":1277,"url":26,"identifiers":1278},"10.1016\u002FB978-075066140-9\u002F50004-7",{"doi":1277},{"id":26,"text":1280,"url":26,"identifiers":1281},"10.1111\u002Fj.1467-9310.2010.00596.x",{"doi":1280},{"id":26,"text":1283,"url":26,"identifiers":1284},"10.1080\u002F08956308.2010.11657649",{"doi":1283},{"id":26,"text":1286,"url":26,"identifiers":1287},"10.1111\u002F1540-5885.1410035",{"doi":1286},{"id":26,"text":1289,"url":26,"identifiers":1290},"10.1504\u002FIJTM.2010.035983",{"doi":1289},{"id":26,"text":1292,"url":26,"identifiers":1293},"10.1016\u002Fj.technovation.2009.08.004",{"doi":1292},{"id":26,"text":1295,"url":26,"identifiers":1296},"10.1016\u002Fj.respol.2009.06.004",{"doi":1295},{"id":26,"text":1298,"url":26,"identifiers":1299},"10.1111\u002Fj.1467-9310.2009.00548.x",{"doi":1298},{"id":26,"text":1301,"url":26,"identifiers":1302},"10.1016\u002F0048-7333(86)90027-2",{"doi":1301},{"id":26,"text":1304,"url":26,"identifiers":1305},"10.1093\u002Ficc\u002Fdtq038",{"doi":1304},{"id":26,"text":1307,"url":26,"identifiers":1308},"10.1287\u002Fmnsc.1080.0884",{"doi":1307},{"id":26,"text":1310,"url":26,"identifiers":1311},"10.1016\u002Fj.respol.2008.04.003",{"doi":1310},{"id":26,"text":1313,"url":26,"identifiers":1314},"10.1016\u002Fj.jbusvent.2005.06.001",{"doi":1313},{"id":26,"text":1316,"url":26,"identifiers":1317},"10.1111\u002Fj.1540-5885.2010.00744.x",{"doi":1316},{"id":26,"text":1319,"url":26,"identifiers":1320},"10.1016\u002Fj.technovation.2008.10.001",{"doi":1319},{"id":26,"text":1322,"url":26,"identifiers":1323},"Vanhaverbeke W., 2006, Open innovation: Researching a new paradigm, 205, 10.1093\u002Foso\u002F9780199290727.003.0010",{"doi":1324},"10.1093\u002Foso\u002F9780199290727.003.0010",{"id":26,"text":1326,"url":26,"identifiers":1327},"10.1287\u002Forsc.13.6.714.496",{"doi":1326},{"id":26,"text":1329,"url":26,"identifiers":1330},"10.1016\u002FS0048-7333(97)00019-X",{"doi":1329},{"id":26,"text":1332,"url":26,"identifiers":1333},"10.1016\u002Fj.techfore.2009.09.003",{"doi":1332},{"id":26,"text":1335,"url":26,"identifiers":1336},"10.1093\u002Ficc\u002Fdtm005",{"doi":1335},{"id":26,"text":1338,"url":26,"identifiers":1339},"10.1016\u002FS0048-7333(03)00052-0",{"doi":1338},{"id":26,"text":1341,"url":26,"identifiers":1342},"10.1111\u002Fj.1467-9310.2006.00436.x",{"doi":1341},{"id":26,"text":1344,"url":26,"identifiers":1345},"10.1080\u002F13662710802033734",{"doi":1344},{"id":26,"text":1347,"url":26,"identifiers":1348},"West J., 2006, Open innovation: Researching a new paradigm, 285, 10.1093\u002Foso\u002F9780199290727.003.0014",{"doi":1349},"10.1093\u002Foso\u002F9780199290727.003.0014",{"id":26,"text":1351,"url":26,"identifiers":1352},"10.1111\u002Fj.1467-9310.2010.00610.x",{"doi":1351},{"id":26,"text":1354,"url":26,"identifiers":1355},"10.1111\u002Fj.1467-9310.2008.00539.x",{"doi":1354},{"id":26,"text":1357,"url":26,"identifiers":1358},"Witzeman S., 2006, Harnessing external technology for innovation, Research‐Technology Management, 49, 19",{},{"id":26,"text":1360,"url":26,"identifiers":1361},"10.2307\u002F4134351",{"doi":1360},{"id":26,"text":1363,"url":26,"identifiers":1364},"10.1016\u002Fj.technovation.2009.08.003",{"doi":1363},{"id":26,"text":1366,"url":26,"identifiers":1367},"10.1287\u002Fmnsc.1090.1018",{"doi":1366},{"id":26,"text":1369,"url":26,"identifiers":1370},"10.1177\u002F0149206311406265",{"doi":1369},false,{"id":1373,"createTime":1374,"updateTime":1375,"relativeEntities":1376,"slug":1377,"properties":1378,"entityType":811,"verifyStatus":25,"verifyTime":1392,"verifyNote":1393,"syncStatus":28,"languages":1394,"translateLanguages":1395,"viewCount":36,"primaryUrl":1396,"fullTextUrl":26,"authors":1397,"publicationType":840,"publisherRelationship":1520,"citationCount":1564,"citationInfo":1565,"publishDate":1571,"publishYear":894,"citationAnalyzeStatus":28,"lastCitationAnalyze":26,"indexDatabases":26,"openAccess":26,"references":1572,"isForceReanalyzing":1371},"92b70242-ec74-4f4d-a7b0-4bf4dbe52f8d","2024-09-03T19:27:11.078+00:00","2025-02-26T11:42:27.049+00:00",[],"Industry-Platforms-and-Ecosystem-Innovation",{"mag":1379,"keywords":1381,"openalex":1382,"abstract":1384,"title":1387,"doi":1390},{"VOID":1380},"2103650480",{"VI":800},{"VOID":1383},"W2103650480",{"EN":1385,"VI":1386},"\u003Cjats:p>This paper brings together the recent literature on industry platforms and shows how it relates to managing innovation within and outside the firm as well as to dealing with technological and market disruptions and change over time. First, we identify distinct types of platforms. Our analysis of a wide range of industry examples suggests that there are two predominant types of platforms: internal or company‐specific platforms, and external or industry‐wide platforms. We define internal (company or product) platforms as a set of assets organized in a common structure from which a company can efficiently develop and produce a stream of derivative products. We define external (industry) platforms as products, services, or technologies that act as a foundation upon which external innovators, organized as an innovative business ecosystem, can develop their own complementary products, technologies, or services. Second, we summarize from the literature general propositions on the design, economics, and strategic management of platforms. Third, we review the case of Intel and other examples to illustrate the range of technological, strategic, and business challenges that platform leaders and their competitors face as markets and technologies evolve. Finally, we identify practices associated with effective platform leadership and avenues for future research to deepen our understanding of this important phenomenon and what firms can do to manage platform‐related competition and innovation.\u003C\u002Fjats:p>","\u003Cjats:p>Bài báo này tổng hợp các tài liệu gần đây về nền tảng ngành và cách nó liên quan đến việc quản lý đổi mới cả trong và ngoài doanh nghiệp, cũng như đối phó với sự gián đoạn và thay đổi công nghệ và thị trường theo thời gian. Trước tiên, chúng tôi xác định các loại nền tảng khác nhau. Phân tích của chúng tôi về một loạt ví dụ trong ngành gợi ý rằng có hai loại nền tảng chủ yếu: nền tảng nội bộ hoặc cụ thể của công ty, và nền tảng bên ngoài hoặc toàn ngành. Chúng tôi định nghĩa nền tảng nội bộ (của công ty hoặc sản phẩm) là một tập hợp các tài sản được tổ chức theo một cấu trúc chung từ đó một công ty có thể phát triển và sản xuất hiệu quả một dòng sản phẩm phát sinh. Chúng tôi định nghĩa nền tảng bên ngoài (ngành) là các sản phẩm, dịch vụ, hoặc công nghệ đóng vai trò như một nền tảng trên đó các nhà đổi mới bên ngoài, được tổ chức như một hệ sinh thái kinh doanh sáng tạo, có thể phát triển các sản phẩm, công nghệ, hoặc dịch vụ bổ sung của riêng họ. Thứ hai, chúng tôi tóm tắt từ tài liệu những giả thuyết chung về thiết kế, kinh tế và quản lý chiến lược của các nền tảng. Thứ ba, chúng tôi xem xét trường hợp của Intel và các ví dụ khác để minh họa cho phạm vi của những thách thức công nghệ, chiến lược và kinh doanh mà các nhà lãnh đạo nền tảng và đối thủ của họ phải đối mặt khi thị trường và công nghệ phát triển. 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However, there are many misconceptions and challenges in using Stage‐Gate. First, Stage‐Gate is briefly outlined, noting how the system should work and the structure of both stages and gates. Next, some of the misconceptions about Stage‐Gate—it is not a linear process, nor is it a rigid system—are debunked, and explanations of what Stage‐Gate is and is not are provided. The challenges faced in employing Stage‐Gate are identified, including governance issues, overbureaucratizing the process, and misapplying cost‐cutting systems such as Six Sigma and Lean Manufacturing to product innovation. Solutions are offered, including better governance methods such as “gates with teeth,” clearly defined gatekeepers, and gatekeeper rules of engagement, as well as ways to deal with bureaucracy, including leaner gates. Next‐generation versions of Stage‐Gate are introduced, notably a scalable system (to handle many different types and sizes of projects), as well as even more flexible and adaptable versions of Stage‐Gate achieved via spiral development and simultaneous execution. Additionally, Stage‐Gate now incorporates better decision‐making practices including scorecards, success criteria, self‐managed gates, electronic and virtual gates, and integration with portfolio management. Improved accountability and continuous improvement are now built into Stage‐Gate via a rigorous postlaunch review. Finally, progressive companies are reinventing Stage‐Gate for use with “open innovation,” whereas others are applying the principles of value stream analysis to yield a leaner version of Stage‐Gate.\u003C\u002Fjats:p>","\u003Cjats:p>Hệ thống Stage‐Gate đã trở thành một phương pháp phổ biến để đưa sản phẩm mới ra thị trường, và những lợi ích của việc sử dụng một hệ thống mạnh mẽ từ ý tưởng đến ra mắt đã được ghi nhận rõ ràng. Tuy nhiên, còn nhiều sự hiểu lầm và thách thức khi sử dụng Stage‐Gate. Đầu tiên, bài viết sẽ tóm tắt ngắn gọn về Stage‐Gate, nêu ra cách hệ thống này hoạt động và cấu trúc của cả giai đoạn và cổng. Tiếp theo, một số hiểu lầm về Stage‐Gate—nó không phải là một quy trình tuyến tính, cũng như không phải là một hệ thống cứng nhắc—đã bị bác bỏ, và các giải thích về những gì Stage‐Gate là và không phải cũng được cung cấp. Các thách thức gặp phải trong việc áp dụng Stage‐Gate được xác định, bao gồm các vấn đề quản trị, tình trạng quá quan liêu của quy trình, và việc áp dụng sai các hệ thống cắt giảm chi phí như Six Sigma và Lean Manufacturing cho đổi mới sản phẩm. Các giải pháp được đề xuất bao gồm phương pháp quản trị tốt hơn như “cổng có răng,” các quản lý cổng được xác định rõ ràng, và quy tắc tham gia của người quản lý cổng, cũng như các cách để đối phó với quan liêu, bao gồm các cổng nhẹ hơn. Các phiên bản thế hệ tiếp theo của Stage‐Gate được giới thiệu, đặc biệt là một hệ thống có khả năng mở rộng (để xử lý nhiều loại và quy mô dự án khác nhau), cũng như các phiên bản Stage‐Gate linh hoạt và có thể thích ứng hơn đạt được thông qua phát triển xoắn ốc và thực hiện đồng thời. Ngoài ra, Stage‐Gate bây giờ đã tích hợp các thực hành ra quyết định tốt hơn bao gồm thẻ điểm, tiêu chí thành công, các cổng tự quản, cổng điện tử và ảo, cũng như tích hợp với quản lý danh mục đầu tư. Trách nhiệm được cải thiện và việc cải tiến liên tục hiện đã được tích hợp vào Stage‐Gate thông qua việc xem xét hậu ra mắt nghiêm ngặt. Cuối cùng, các công ty tiên tiến đang tái phát minh Stage‐Gate để sử dụng với “đổi mới mở,” trong khi những công ty khác đang áp dụng các nguyên tắc phân tích dòng giá trị để tạo ra một phiên bản Stage‐Gate nhẹ hơn.\u003C\u002Fjats:p>",{"EN":1960,"VI":1961},"Perspective: The Stage‐Gate\u003Csup>®\u003C\u002Fsup> Idea‐to‐Launch Process—Update, What's New, and NexGen Systems\u003Csup>*\u003C\u002Fsup>","Góc nhìn: Quy trình Ý tưởng đến Ra mắt Stage‐Gate\u003Csup>®\u003C\u002Fsup>—Cập nhật, Điều gì mới và Hệ thống Thế hệ Kế tiếp\u003Csup>*\u003C\u002Fsup>",{"VOID":1963},"10.1111\u002Fj.1540-5885.2008.00296.x",[102],[101],"https:\u002F\u002Fonlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fj.1540-5885.2008.00296.x",[1968],{"id":1969,"sortIndex":36,"researcher":26,"roles":1970,"affiliations":1971,"properties":1983},"0a3a6d28-b1f3-4cc3-aefc-3acc995246aa",[],[1972],{"id":1973,"sortIndex":36,"affiliation":1974,"properties":26},"5d0cd1ab-bd53-4b20-a88f-f98fc3aa6ce6",{"id":1975,"createTime":1976,"updateTime":1977,"relativeEntities":1978,"slug":1979,"properties":1980,"entityType":98,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36},"e2859bd2-622c-4da4-b983-881897386503","2024-01-15T15:21:02.231+00:00","2024-09-19T05:05:26.935+00:00",[],"McMaster-University-in-Hamilton-Ontario-Canada",{"title":1981},{"VI":1982},"McMaster University in Hamilton, Ontario, Canada",{"openalex":1984,"orcid":1986,"title":1988},{"VOID":1985},"A5012584139",{"VOID":1987},"https:\u002F\u002Forcid.org\u002F0000-0001-8951-1541",{"EN":1989},"Robert G. 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Paper presented at the First International Stage‐Gate Conference February 20–21 St. Petersburg FL.",{},{"id":26,"text":2046,"url":26,"identifiers":2047},"Belair G.(2007). Beyond Gates: Building the Right NPD Organization. Paper presented at the First International Stage‐Gate Conference February 20–21 St. Petersburg FL.",{},{"id":26,"text":2049,"url":26,"identifiers":2050},"Bull S.(2007). Innovating for Success: How EXFO's NPDS Delivers Winning New Products. Paper presented at the First International Stage‐Gate Conference February 20–21 St. Petersburg FL.",{},{"id":26,"text":2052,"url":26,"identifiers":2053},"Business WeekEditorial Staff(2007). Six Sigma: So Yesterday? In an Innovation Economy It's No Longer a Cure‐All.Business Week Inside Innovation p. 11 (June 11).",{},{"id":26,"text":2055,"url":26,"identifiers":2056},"Chesbrough H., 2003, Open Innovation: The New Imperative for Creating and Profiting from Technology",{},{"id":26,"text":2058,"url":26,"identifiers":2059},"Cohen L.Y., 1998, Gate System Focuses Industrial Basic Research, Research-Technology Management, 41, 34, 10.1080\u002F08956308.1998.11671220",{"doi":2060},"10.1080\u002F08956308.1998.11671220",{"id":26,"text":2062,"url":26,"identifiers":2063},"Cooper R.G., 2001, Winning at New Products: Accelerating the Process from Idea to Launch",{},{"id":26,"text":2065,"url":26,"identifiers":2066},"10.1002\u002F9780470172483.ch1",{"doi":2065},{"id":26,"text":2068,"url":26,"identifiers":2069},"Cooper R.G.(2006a). Formula for Success.Marketing Management Magazine(American Marketing Association) March–April pp. 21–24.",{},{"id":26,"text":2071,"url":26,"identifiers":2072},"Cooper R.G., 2006, Managing Technology Development Projects—Different Than Traditional Development Projects, Research-Technology Management, 49, 23, 10.1080\u002F08956308.2006.11657405",{"doi":2073},"10.1080\u002F08956308.2006.11657405",{"id":26,"text":2075,"url":26,"identifiers":2076},"Cooper R.G., 2005, Lean, Rapid and Profitable New Product Development",{},{"id":26,"text":2078,"url":26,"identifiers":2079},"Cooper R.G., 2006, Ten Ways to Make Better Portfolio and Project Selection Decisions, Visions Magazine, 30, 11",{},{"id":26,"text":2081,"url":26,"identifiers":2082},"Cooper R.G., 2007, Generating Breakthrough New Product Ideas: Feeding the Innovation Funnel",{},{"id":26,"text":2084,"url":26,"identifiers":2085},"Cooper R.G., 1998, Best Practices for Managing R&D Portfolios, Research-Technology Management, 41, 20, 10.1080\u002F08956308.1998.11671219",{"doi":2086},"10.1080\u002F08956308.1998.11671219",{"id":26,"text":2088,"url":26,"identifiers":2089},"10.1111\u002F1540-5885.1640333",{"doi":2088},{"id":26,"text":2091,"url":26,"identifiers":2092},"Cooper R.G., 2002, New Product Development Best Practices Study: What Distinguishes the Top Performers",{},{"id":26,"text":2094,"url":26,"identifiers":2095},"Cooper R.G., 2002, Portfolio Management for New Products",{},{"id":26,"text":2097,"url":26,"identifiers":2098},"Cooper R.G., 2005, Benchmarking Best NPD Practices‐3, Research-Technology Management, 47, 43, 10.1080\u002F08956308.2004.11671662",{"doi":2099},"10.1080\u002F08956308.2004.11671662",{"id":26,"text":2101,"url":26,"identifiers":2102},"10.1016\u002F0024-6301(93)90208-W",{"doi":2101},{"id":26,"text":2104,"url":26,"identifiers":2105},"Cooper R.G., 2005, Succeeding at New Products the P&G Way, Visions, 29, 9",{},{"id":26,"text":2107,"url":26,"identifiers":2108},"Docherty M., 2006, Primer on “Open Innovation”, Visions, 30, 13",{},{"id":26,"text":2110,"url":26,"identifiers":2111},"Edgett S., 2007, Portfolio Management: Optimizing for Success",{},{"id":26,"text":2113,"url":26,"identifiers":2114},"Fiore C., 2005, Accelerated Product Development",{},{"id":26,"text":2116,"url":26,"identifiers":2117},"Griffin A., 1997, Drivers of NPD Success: The 1997 PDMA Report",{},{"id":26,"text":2119,"url":26,"identifiers":2120},"Jenner S.(2007). Gates with Teeth: Implementing a Centre of Excellence for Investment Decisions. Paper presented at the First International Stage‐Gate Conference February 20–21 St. Petersburg FL.",{},{"id":26,"text":2122,"url":26,"identifiers":2123},"Leavitt T., 1960, Marketing Myopia, Harvard Business Review, 0, 45",{},{"id":26,"text":2125,"url":26,"identifiers":2126},"Ledford R.D., 2006, Innovations, 4",{},{"id":26,"text":2128,"url":26,"identifiers":2129},"Mills M.(2004). Implementing a Stage‐Gate Process at Procter & Gamble. Paper presented at the Focus on Global Excellence Conference of the Association for Manufacturing Excellence October 18–22 Cincinnati OH.",{},{"id":26,"text":2131,"url":26,"identifiers":2132},"Morgan J.(2005). Applying Lean Principles to Product Development. Report from International Society of Mechanical Engineers. Available online at:http:\u002F\u002Fwww.shop.sae.org.",{},{"id":26,"text":2134,"url":26,"identifiers":2135},"Wood B.(2007). At 3M A Struggle between Efficiency And Creativity.Business Week Inside Innovation pp. 8–10 (June 11).",{},{"id":2137,"createTime":2138,"updateTime":2139,"relativeEntities":2140,"slug":2141,"properties":2142,"entityType":811,"verifyStatus":25,"verifyTime":2138,"verifyNote":1393,"syncStatus":28,"languages":2156,"translateLanguages":2157,"viewCount":36,"primaryUrl":2158,"fullTextUrl":26,"authors":2159,"publicationType":840,"publisherRelationship":2197,"citationCount":2241,"citationInfo":2242,"publishDate":2244,"publishYear":2245,"citationAnalyzeStatus":28,"lastCitationAnalyze":26,"indexDatabases":26,"openAccess":26,"references":2246,"isForceReanalyzing":1371},"1a3fdc63-7597-4696-93ff-cd52107c7908","2024-08-30T11:13:50.037+00:00","2025-02-26T11:44:22.084+00:00",[],"Change-by-Design",{"mag":2143,"keywords":2145,"openalex":2146,"abstract":2148,"title":2151,"doi":2154},{"VOID":2144},"1589454789",{"VI":800},{"VOID":2147},"W1589454789",{"EN":2149,"VI":2150},"\u003Cjats:p>Over the course of a century of professional practice, designers have mastered a set of skills that can be productively applied to a wider range of problems than has commonly been supposed. These include complex social problems, issues of organizational management, and strategic innovation. Conversely, non‐designers—those in leadership positions in companies, governmental and non‐governmental organizations, professionals in a broad range of services and industries—can benefit from learning how to think like designers. We offer some large‐scale and more finely grained ideas about how this might happen.\u003C\u002Fjats:p>","\u003Cjats:p>Trong suốt một thế kỷ thực hành chuyên nghiệp, các nhà thiết kế đã nắm vững một tập hợp các kỹ năng có thể được áp dụng một cách hiệu quả cho một loạt các vấn đề rộng hơn so với những gì thường được cho là như vậy. Những vấn đề này bao gồm các vấn đề xã hội phức tạp, các nội dung quản lý tổ chức và đổi mới chiến lược. Ngược lại, những người không phải là nhà thiết kế – những người giữ vị trí lãnh đạo trong các công ty, tổ chức chính phủ và phi chính phủ, cũng như các chuyên gia trong nhiều lĩnh vực dịch vụ và ngành công nghiệp rộng lớn – có thể hưởng lợi từ việc học cách tư duy như những nhà thiết kế. Chúng tôi đưa ra một số ý tưởng quy mô lớn và chi tiết hơn về cách điều này có thể xảy ra.\u003C\u002Fjats:p>",{"EN":2152,"VI":2153},"Change by Design","Thay đổi thông qua Thiết kế",{"VOID":2155},"10.1111\u002Fj.1540-5885.2011.00806.x",[102],[101],"https:\u002F\u002Fonlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fj.1540-5885.2011.00806.x",[2160,2182],{"id":2161,"sortIndex":36,"researcher":26,"roles":2162,"affiliations":2163,"properties":2175},"12beb3cd-cf91-4329-893a-3890a284abf7",[],[2164],{"id":2165,"sortIndex":36,"affiliation":2166,"properties":26},"e935cc79-2578-44e1-a172-3e1cd63a53bd",{"id":2167,"createTime":2168,"updateTime":2169,"relativeEntities":2170,"slug":2171,"properties":2172,"entityType":98,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36},"0842c7ee-4c2e-450c-a8f8-356505b58eaa","2024-08-30T11:13:50.061+00:00","2025-06-11T21:15:48.779+00:00",[],"global-consultancy-IDEO",{"title":2173},{"EN":2174},"global consultancy IDEO",{"openalex":2176,"orcid":2178,"title":2180},{"VOID":2177},"A5074665997",{"VOID":2179},"https:\u002F\u002Forcid.org\u002F0000-0002-8654-8952",{"EN":2181},"Tim Brown",{"id":2183,"sortIndex":115,"researcher":26,"roles":2184,"affiliations":2185,"properties":2192},"948600a6-fc50-47ed-9f07-ae77ab5c1353",[],[2186],{"id":2187,"sortIndex":36,"affiliation":2188,"properties":26},"89b6d53f-5864-4ed2-be2f-998c62d59e38",{"id":2167,"createTime":2168,"updateTime":2169,"relativeEntities":2189,"slug":2171,"properties":2190,"entityType":98,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36},[],{"title":2191},{"EN":2174},{"openalex":2193,"title":2195},{"VOID":2194},"A5041921603",{"EN":2196},"Barry M. Kātz",{"url":26,"publisher":2198,"properties":2235},{"id":659,"createTime":660,"updateTime":661,"relativeEntities":2199,"slug":663,"properties":2200,"entityType":24,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36,"subjectFields":2206,"manageAffiliations":2207,"indexDatabases":2208,"url":779,"thumbnailPath":26,"statistic":2230,"gsStatistic":26,"type":26,"analyzePriority":26},[],{"country":2201,"issn":2202,"introduce":2203,"eissn":2204,"title":2205},{"VOID":666},{"VOID":668},{"EN":670},{"VOID":672},{"EN":674},[],[],[2209,2216,2223],{"id":741,"indexDatabase":2210,"url":737,"indexYears":26,"academicFieldIds":2215,"indexDatabaseRanking":26},{"id":743,"createTime":744,"updateTime":745,"relativeEntities":2211,"label":2212,"description":2213,"key":752,"publicationTags":2214,"standard":26},[],{"EN":748,"VI":748},{"VI":750,"EN":751},[754,736],[756,757],{"id":759,"indexDatabase":2217,"url":772,"indexYears":773,"academicFieldIds":2222,"indexDatabaseRanking":778},{"id":761,"createTime":762,"updateTime":763,"relativeEntities":2218,"label":2219,"description":2220,"key":769,"publicationTags":2221,"standard":26},[],{"EN":766,"VI":766},{"EN":766,"VI":768},[771],[775,776,777],{"id":722,"indexDatabase":2224,"url":737,"indexYears":26,"academicFieldIds":2229,"indexDatabaseRanking":26},{"id":724,"createTime":725,"updateTime":726,"relativeEntities":2225,"label":2226,"description":2227,"key":733,"publicationTags":2228,"standard":26},[],{"EN":729,"VI":729},{"VI":731,"EN":732},[735,736],[739],{"impactFactor":36,"impactFactorByYear":2231,"i10Index":36,"i10IndexLast5Year":36,"totalPublication":782,"totalPublicationByYear":2232,"totalCitation":36,"totalCitationByYear":2233,"totalCitationPerPublication":36,"totalCitationPerPublicationByYear":2234,"hindexLast5Year":36,"hindex":36},{},{"1984":103,"1985":52,"1986":356,"1987":298,"1988":158,"1989":50,"1990":53,"1991":298,"1992":51,"1993":336,"1994":53,"1995":53,"1996":336,"1997":298,"1998":103,"1999":298,"2000":103,"2001":52,"2002":336},{},{},{"volume":2236,"pages":2238,"issue":2240},{"VOID":2237},"28",{"VOID":2239},"381-383",{"VOID":1563},820,{"total":2241,"publishYear":26,"statisticByYear":2243},{"2012":173,"2013":240,"2014":396,"2015":396,"2016":244,"2017":244,"2018":255,"2019":44,"2020":568,"2021":568,"2022":517,"2023":44,"2024":260},"2011-05-01",2011,[],{"id":2248,"createTime":2249,"updateTime":2249,"relativeEntities":2250,"slug":2251,"properties":2252,"entityType":811,"verifyStatus":28,"verifyTime":2249,"verifyNote":813,"syncStatus":28,"languages":2263,"translateLanguages":26,"viewCount":36,"primaryUrl":2264,"fullTextUrl":26,"authors":2265,"publicationType":840,"publisherRelationship":2275,"citationCount":2319,"citationInfo":2320,"publishDate":2323,"publishYear":2324,"citationAnalyzeStatus":28,"lastCitationAnalyze":26,"indexDatabases":26,"openAccess":26,"references":2325,"isForceReanalyzing":1371},"548fb108-174c-4994-84d0-0ac236ca6620","2024-12-10T16:39:29.716+00:00",[],"The-impact-of-product-innovativeness-on-performance",{"mag":2253,"keywords":2255,"openalex":2256,"abstract":2258,"title":2259,"doi":2261},{"VOID":2254},"2042899233",{},{"VOID":2257},"W2042899233",{},{"EN":2260},"The impact of product innovativeness on performance",{"VOID":2262},"10.1016\u002F0737-6782(91)90046-2",[102],"http:\u002F\u002Fdoi.wiley.com\u002F10.1016\u002F0737-6782(91)90046-2",[2266],{"id":2267,"sortIndex":36,"researcher":26,"roles":2268,"affiliations":2269,"properties":2270},"f2b3a865-2646-4629-92db-1b9c58163b6c",[],[],{"openalex":2271,"title":2273},{"VOID":2272},"A5109906653",{"EN":2274},"Elko J. Kleinschmidt",{"url":26,"publisher":2276,"properties":2313},{"id":659,"createTime":660,"updateTime":661,"relativeEntities":2277,"slug":663,"properties":2278,"entityType":24,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36,"subjectFields":2284,"manageAffiliations":2285,"indexDatabases":2286,"url":779,"thumbnailPath":26,"statistic":2308,"gsStatistic":26,"type":26,"analyzePriority":26},[],{"country":2279,"issn":2280,"introduce":2281,"eissn":2282,"title":2283},{"VOID":666},{"VOID":668},{"EN":670},{"VOID":672},{"EN":674},[],[],[2287,2294,2301],{"id":741,"indexDatabase":2288,"url":737,"indexYears":26,"academicFieldIds":2293,"indexDatabaseRanking":26},{"id":743,"createTime":744,"updateTime":745,"relativeEntities":2289,"label":2290,"description":2291,"key":752,"publicationTags":2292,"standard":26},[],{"EN":748,"VI":748},{"VI":750,"EN":751},[754,736],[756,757],{"id":759,"indexDatabase":2295,"url":772,"indexYears":773,"academicFieldIds":2300,"indexDatabaseRanking":778},{"id":761,"createTime":762,"updateTime":763,"relativeEntities":2296,"label":2297,"description":2298,"key":769,"publicationTags":2299,"standard":26},[],{"EN":766,"VI":766},{"EN":766,"VI":768},[771],[775,776,777],{"id":722,"indexDatabase":2302,"url":737,"indexYears":26,"academicFieldIds":2307,"indexDatabaseRanking":26},{"id":724,"createTime":725,"updateTime":726,"relativeEntities":2303,"label":2304,"description":2305,"key":733,"publicationTags":2306,"standard":26},[],{"EN":729,"VI":729},{"VI":731,"EN":732},[735,736],[739],{"impactFactor":36,"impactFactorByYear":2309,"i10Index":36,"i10IndexLast5Year":36,"totalPublication":782,"totalPublicationByYear":2310,"totalCitation":36,"totalCitationByYear":2311,"totalCitationPerPublication":36,"totalCitationPerPublicationByYear":2312,"hindexLast5Year":36,"hindex":36},{},{"1984":103,"1985":52,"1986":356,"1987":298,"1988":158,"1989":50,"1990":53,"1991":298,"1992":51,"1993":336,"1994":53,"1995":53,"1996":336,"1997":298,"1998":103,"1999":298,"2000":103,"2001":52,"2002":336},{},{},{"volume":2314,"pages":2316,"issue":2318},{"VOID":2315},"8",{"VOID":2317},"240-251",{"VOID":885},693,{"total":2319,"publishYear":26,"statisticByYear":2321},{"2012":259,"2013":402,"2014":2322,"2015":125,"2016":168,"2017":222,"2018":260,"2019":241,"2020":336,"2021":298,"2022":59,"2023":59,"2024":114},55,"1991-12-01",1991,[],{"id":2327,"createTime":2328,"updateTime":2329,"relativeEntities":2330,"slug":2331,"properties":2332,"entityType":811,"verifyStatus":25,"verifyTime":2328,"verifyNote":1393,"syncStatus":28,"languages":2346,"translateLanguages":2347,"viewCount":36,"primaryUrl":2348,"fullTextUrl":26,"authors":2349,"publicationType":840,"publisherRelationship":2413,"citationCount":2458,"citationInfo":2459,"publishDate":2462,"publishYear":2463,"citationAnalyzeStatus":28,"lastCitationAnalyze":26,"indexDatabases":26,"openAccess":26,"references":2464,"isForceReanalyzing":1371},"eecc1908-7d24-4867-b326-df3f468de865","2024-09-29T10:05:37.159+00:00","2025-02-26T11:45:20.945+00:00",[],"PERSPECTIVE-Trends-and-Drivers-of-Success-in-NPD-Practices-Results-of-the-2003-PDMA-Best-Practices-Study-sup-sup-",{"mag":2333,"keywords":2335,"openalex":2336,"abstract":2338,"title":2341,"doi":2344},{"VOID":2334},"2151152804",{"VI":800},{"VOID":2337},"W2151152804",{"EN":2339,"VI":2340},"\u003Cjats:p>Since 1990, the Product Development & Management Association (PDMA) has sponsored best practice research projects to identify trends in new product development (NPD) management practices and to discern which practices are associated with higher degrees of success. The objective of this ongoing research is to assist managers in determining how to improve their own product development methods and practices. This paper presents results, recommendations, and implications for NPD practice stemming from PDMA's third best practices study, which was conducted in 2003. In the eight years since the previous best practices study was conducted, firms have become slightly more conservative in the portfolio of projects, with lower percentages of the total number of projects in the new‐to‐the‐world and new‐to‐the‐firm categories. Although success rates and development efficiencies have remained stable, this more conservative approach to NPD seems to have negatively impacted the sales and profits impact of the new products that have been commercialized. As formal processes for NPD are now the norm, attention is moving to managing the multiple projects across the portfolio in a more orchestrated manner. Finally, firms are implementing a wide variety of software support tools for various aspects of NPD. NPD areas still seriously in need of improved management include idea management, project leadership and training, cross‐functional training and team communication support, and innovation support and leadership by management. In terms of aspects of NPD management that differentiate the “best from the rest,” the findings indicate that the best firms emphasize and integrate their innovation strategy across all the levels of the firm, better support their people and team communications, conduct extensive experimentation, and use numerous kinds of new methods and techniques to support NPD. All companies appear to continue to struggle with the recording of ideas and making them readily available to others in the organization, even the best. What remains unclear is whether there is a preferable approach for organizing the NPD endeavor, as no one organizational approach distinguished top NPD performers.\u003C\u002Fjats:p>","\u003Cjats:p>Kể từ năm 1990, Hiệp hội Phát triển và Quản lý Sản phẩm (PDMA) đã tài trợ cho các dự án nghiên cứu thực tiễn tốt nhất để xác định các xu hướng trong việc quản lý phát triển sản phẩm mới (NPD) và phân biệt những thực tiễn nào liên quan đến mức độ thành công cao hơn. Mục tiêu của nghiên cứu đang diễn ra này là giúp các nhà quản lý xác định cách cải thiện các phương pháp và quy trình phát triển sản phẩm của chính họ. Bài báo này trình bày kết quả, khuyến nghị và những tác động đối với thực hành NPD xuất phát từ nghiên cứu thực tiễn tốt nhất lần thứ ba của PDMA, được thực hiện vào năm 2003. Trong tám năm kể từ khi nghiên cứu thực tiễn tốt nhất trước đó được tiến hành, các công ty đã trở nên bảo thủ hơn một chút trong danh mục các dự án, với tỷ lệ phần trăm thấp hơn của tổng số dự án trong các danh mục sản phẩm mới cho thế giới và mới cho công ty. Mặc dù tỷ lệ thành công và hiệu quả phát triển vẫn ổn định, nhưng một cách tiếp cận bảo thủ hơn này đối với NPD dường như đã ảnh hưởng tiêu cực đến doanh thu và lợi nhuận từ các sản phẩm mới đã được thương mại hóa. Khi các quy trình chính thức cho NPD giờ đây trở thành chuẩn mực, sự chú ý đang chuyển sang việc quản lý nhiều dự án trong danh mục theo cách phối hợp hơn. Cuối cùng, các công ty đang triển khai nhiều công cụ hỗ trợ phần mềm cho các khía cạnh khác nhau của NPD. Các lĩnh vực NPD vẫn cần quản lý cải thiện nghiêm trọng bao gồm quản lý ý tưởng, lãnh đạo dự án và đào tạo, đào tạo đa chức năng và hỗ trợ giao tiếp trong đội nhóm, cũng như hỗ trợ và lãnh đạo đổi mới từ quản lý. Về các khía cạnh của quản lý NPD phân biệt “những người tốt nhất với những người còn lại”, các phát hiện cho thấy những công ty hàng đầu nhấn mạnh và tích hợp chiến lược đổi mới của họ ở tất cả các cấp của công ty, hỗ trợ tốt hơn cho nhân viên và giao tiếp trong đội nhóm, tiến hành thử nghiệm rộng rãi, và sử dụng nhiều loại phương pháp và kỹ thuật mới để hỗ trợ NPD. Tất cả các công ty có vẻ như vẫn gặp khó khăn trong việc ghi lại ý tưởng và làm cho chúng có sẵn dễ dàng cho những người khác trong tổ chức, kể cả những công ty tốt nhất. Điều chưa rõ ràng là liệu có một cách tiếp cận ưa thích nào để tổ chức nỗ lực NPD hay không, khi không có một cách tổ chức nào phân biệt những người thực hiện NPD hàng đầu.\u003C\u002Fjats:p>",{"EN":2342,"VI":2343},"PERSPECTIVE: Trends and Drivers of Success in NPD Practices: Results of the 2003 PDMA Best Practices Study\u003Csup>*\u003C\u002Fsup>","Góc nhìn: Xu hướng và yếu tố thúc đẩy thành công trong thực hành phát triển sản phẩm mới: Kết quả của Nghiên cứu Thực tiễn Tốt nhất PDMA năm 2003",{"VOID":2345},"10.1111\u002Fj.1540-5885.2009.00331.x",[102],[101],"https:\u002F\u002Fonlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fj.1540-5885.2009.00331.x",[2350,2370,2392],{"id":2351,"sortIndex":115,"researcher":26,"roles":2352,"affiliations":2353,"properties":2365},"72a20cf5-160c-4fe0-8641-88cd2ed2a60c",[],[2354],{"id":2355,"sortIndex":36,"affiliation":2356,"properties":26},"7c6c339b-8293-48db-b67b-df2ce24b9c39",{"id":2357,"createTime":2358,"updateTime":2359,"relativeEntities":2360,"slug":2361,"properties":2362,"entityType":98,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36},"08c9ab02-79f6-4375-966e-8c26b9af99f7","2024-01-10T18:39:52.373+00:00","2025-11-21T09:54:45.620+00:00",[],"University-of-Utah",{"title":2363},{"VI":2364},"University of Utah",{"openalex":2366,"title":2368},{"VOID":2367},"A5084932488",{"EN":2369},"Abbie Griffin",{"id":2371,"sortIndex":114,"researcher":26,"roles":2372,"affiliations":2373,"properties":2385},"1c43879d-cbc5-463e-b430-79bc628910fc",[],[2374],{"id":2375,"sortIndex":36,"affiliation":2376,"properties":26},"857813d7-b827-45ef-9fda-bfed392f908c",{"id":2377,"createTime":2378,"updateTime":2379,"relativeEntities":2380,"slug":2381,"properties":2382,"entityType":98,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36},"19cbf4dd-6a2d-474b-867e-ad56038a9593","2024-02-11T18:55:10.365+00:00","2025-02-08T22:21:25.447+00:00",[],"Purdue-University",{"title":2383},{"VI":2384},"Purdue University",{"openalex":2386,"orcid":2388,"title":2390},{"VOID":2387},"A5075048328",{"VOID":2389},"https:\u002F\u002Forcid.org\u002F0000-0001-8245-9541",{"EN":2391},"Kenneth B. Kahn",{"id":2393,"sortIndex":36,"researcher":26,"roles":2394,"affiliations":2395,"properties":2406},"a70a4ba3-14ba-47bf-9a1e-2807ff281d1b",[],[2396],{"id":2397,"sortIndex":36,"affiliation":2398,"properties":26},"55982db3-b3ad-4765-8182-d38f62fc5c17",{"id":2399,"createTime":2400,"updateTime":2400,"relativeEntities":2401,"slug":2402,"properties":2403,"entityType":98,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36},"d63ffa41-e33a-42da-a584-dcdaa13f7c30","2024-09-29T10:05:37.174+00:00",[],"Northeastern-University-in-Boston",{"title":2404},{"EN":2405},"Northeastern University in Boston",{"openalex":2407,"orcid":2409,"title":2411},{"VOID":2408},"A5073457989",{"VOID":2410},"https:\u002F\u002Forcid.org\u002F0000-0002-8894-7957",{"EN":2412},"Gloria 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R.G., 1994, Third‐Generation New Product Processes, Journal of Product Innovation Management, 11, 3, 10.1111\u002F1540-5885.1110003",{"doi":2468},"10.1111\u002F1540-5885.1110003",{"id":26,"text":2470,"url":26,"identifiers":2471},"Cooper R.G., 1998, Portfolio Management for New Products",{},{"id":26,"text":2473,"url":26,"identifiers":2474},"Griffin A., 1997, PDMA Research on New Product Development Practices, Journal of Product Innovation Management, 14, 429, 10.1111\u002F1540-5885.1460429",{"doi":2475},"10.1111\u002F1540-5885.1460429",{"id":26,"text":2477,"url":26,"identifiers":2478},"10.1016\u002FS0019-8501(01)00162-6",{"doi":2477},{"id":26,"text":2480,"url":26,"identifiers":2481},"10.1111\u002F1540-5885.510020",{"doi":2480},{"id":26,"text":2483,"url":26,"identifiers":2484},"10.1111\u002F1540-5885.540257",{"doi":2483},{"id":26,"text":2486,"url":26,"identifiers":2487},"10.1111\u002F1540-5885.1550436",{"doi":2486},{"id":26,"text":2489,"url":26,"identifiers":2490},"10.2307\u002F257544",{"doi":2489},{"id":26,"text":2492,"url":26,"identifiers":2493},"10.1111\u002F1540-5885.1040273",{"doi":2492},{"id":26,"text":2495,"url":26,"identifiers":2496},"10.1111\u002F1540-5885.730200",{"doi":2495},{"id":26,"text":2498,"url":26,"identifiers":2499},"10.1111\u002F1540-5885.510006",{"doi":2498},{"id":2501,"createTime":2502,"updateTime":2503,"relativeEntities":2504,"slug":2505,"properties":2506,"entityType":811,"verifyStatus":28,"verifyTime":2502,"verifyNote":813,"syncStatus":28,"languages":2520,"translateLanguages":2521,"viewCount":36,"primaryUrl":2522,"fullTextUrl":26,"authors":2523,"publicationType":840,"publisherRelationship":2556,"citationCount":2600,"citationInfo":2601,"publishDate":2604,"publishYear":2605,"citationAnalyzeStatus":28,"lastCitationAnalyze":26,"indexDatabases":26,"openAccess":26,"references":2606,"isForceReanalyzing":1371},"e6684152-b69b-48f8-ac06-eb424da4d216","2024-09-01T11:15:14.187+00:00","2025-02-26T11:46:18.865+00:00",[],"PERSPECTIVE-Older-Adults-Adoption-of-Technology-An-Integrated-Approach-to-Identifying-Determinants-and-Barriers",{"mag":2507,"keywords":2509,"openalex":2510,"abstract":2512,"title":2515,"doi":2518},{"VOID":2508},"2146543912",{"VI":800},{"VOID":2511},"W2146543912",{"EN":2513,"VI":2514},"\u003Cjats:p>Technology has recently begun to be explored as a way to cope with the challenges related to the aging of the population. However, while many technological systems for older adults have entered the market, the rate of adoption is low despite the potential benefits they intend to provide. The market response suggests that older adults' adoption of technology is not simply a matter of performance and price, but a complex issue that is affected by multiple factors. To address the issue in a more comprehensive way, this review study identifies factors that influence older adults' perceptions and decisions around adoption and use of technology‐enabled products and services with an integration of related findings from various fields. Based on a survey of related studies, 10 factors—value, usability, affordability, accessibility, technical support, social support, emotion, independence, experience, and confidence—are identified as the facilitators or determinants of older adults' adoption of technology. While previous studies have focused on detailed design and physical ease‐of‐use, the 10 factors provide a holistic framework that covers social contexts of use and delivery and communication channels as well as individual characteristics and technical features. This paper describes the factors with empirical evidence and design implications. The goal of this paper is to provide a base for a more comprehensive understanding of older adults as users and consumers of technology; to inform designers, developers, and managers about practical implications; and to set a research agenda for future studies in related fields.\u003C\u002Fjats:p>","\u003Cjats:p>Công nghệ gần đây đã bắt đầu được khám phá như một cách để đối phó với những thách thức liên quan đến sự già hóa của dân số. Tuy nhiên, trong khi nhiều hệ thống công nghệ cho người cao tuổi đã xuất hiện trên thị trường, tỷ lệ chấp nhận vẫn thấp mặc dù có nhiều lợi ích tiềm năng mà chúng muốn mang lại. Phản ứng của thị trường cho thấy việc người cao tuổi chấp nhận công nghệ không chỉ đơn thuần là một vấn đề về hiệu suất và giá cả, mà là một vấn đề phức tạp bị ảnh hưởng bởi nhiều yếu tố. Để giải quyết vấn đề một cách toàn diện hơn, nghiên cứu tổng quan này xác định các yếu tố ảnh hưởng đến nhận thức và quyết định của người cao tuổi về việc chấp nhận và sử dụng các sản phẩm và dịch vụ được công nghệ hỗ trợ, kết hợp các phát hiện liên quan từ nhiều lĩnh vực khác nhau. Dựa trên khảo sát các nghiên cứu liên quan, 10 yếu tố - giá trị, khả năng sử dụng, khả năng chi trả, tính khả dụng, hỗ trợ kỹ thuật, hỗ trợ xã hội, cảm xúc, sự độc lập, kinh nghiệm và sự tự tin - được xác định như những yếu tố thúc đẩy hoặc quyết định sự chấp nhận công nghệ của người cao tuổi. Trong khi các nghiên cứu trước đây chủ yếu tập trung vào thiết kế chi tiết và sự dễ sử dụng về mặt vật lý, 10 yếu tố này cung cấp một khuôn khổ toàn diện bao gồm các bối cảnh xã hội của việc sử dụng và các kênh giao nhận và truyền thông cũng như các đặc điểm cá nhân và tính năng kỹ thuật. Bài báo này miêu tả các yếu tố với bằng chứng thực nghiệm và các ý nghĩa thiết kế. Mục tiêu của bài báo này là cung cấp một nền tảng cho việc hiểu biết toàn diện hơn về người cao tuổi như là người dùng và người tiêu dùng công nghệ; thông báo cho các nhà thiết kế, phát triển và quản lý về những tác động thực tiễn; và thiết lập một chương trình nghiên cứu cho các nghiên cứu tương lai trong các lĩnh vực liên quan.\u003C\u002Fjats:p>",{"EN":2516,"VI":2517},"PERSPECTIVE: Older Adults' Adoption of Technology: An Integrated Approach to Identifying Determinants and Barriers","GÓC NHÌN: Sự Chấp Nhận Công Nghệ của Người Cao Tuổi: Một Cách Tiếp Cận Tích Hợp Để Xác Định Các Yếu Tố Quyết Định và Rào Cản",{"VOID":2519},"10.1111\u002Fjpim.12176",[102],[101],"https:\u002F\u002Fonlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fjpim.12176",[2524,2535],{"id":2525,"sortIndex":115,"researcher":26,"roles":2526,"affiliations":2527,"properties":2528},"d2f764c1-51cb-41a1-9b37-863216800e6e",[],[],{"openalex":2529,"orcid":2531,"title":2533},{"VOID":2530},"A5007175977",{"VOID":2532},"https:\u002F\u002Forcid.org\u002F0000-0001-5288-2218",{"EN":2534},"Joseph F. Coughlin",{"id":2536,"sortIndex":36,"researcher":26,"roles":2537,"affiliations":2538,"properties":2549},"a0a8b67a-65c2-4dbd-8d9e-64c01078106c",[],[2539],{"id":2540,"sortIndex":36,"affiliation":2541,"properties":26},"81f98cf6-da8e-4af2-a54d-f56b30656479",{"id":2542,"createTime":2543,"updateTime":2543,"relativeEntities":2544,"slug":2545,"properties":2546,"entityType":98,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36},"d77e3e6c-1968-44ab-b84a-28cd281287e7","2024-09-01T11:15:14.226+00:00",[],"Address-correspondence-to-Chaiwoo-Lee-Engineering-Systems-Division-Massachusetts-Institute-of-Technology-77-Massachusetts-Avenue-E40-291-Cambridge-MA-02139-E-mail-chaiwoo-mit-edu-Tel-617-253-1894-",{"title":2547},{"EN":2548},"Address correspondence to: Chaiwoo Lee, Engineering Systems Division, Massachusetts Institute of Technology, 77 Massachusetts Avenue E40-291, Cambridge, MA 02139. E-mail: chaiwoo@mit.edu. 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Whereas on the general level, collaborative innovation has been studied widely, and firm‐specific success factors in collaboration between competitors (i.e., coopetition) have not been exhaustively addressed. Earlier literature describes coopetition as a risky but potentially rewarding relationship in which sharing, learning, and protection of knowledge are recognized as the key issues determining the possible benefits and hazards. This study provides evidence of factors related to this, suggesting that the firm's ability to acquire knowledge from external sources (potential absorptive capacity) and to protect its innovations and core knowledge against imitation (appropriability regime) are relevant in increasing the innovation outcomes of collaborating with its competitors. This study also distinguishes between incremental and radical innovations as an outcome of coopetition, and provides differing implications for the two innovation types. The empirical evidence for the study was gathered from a cross‐industry survey conducted on Finnish markets. The data are analyzed with multivariate multiple regression analysis. The results of the analysis suggest that (1) potential absorptive capacity and appropriability regime of the firm both have a positive effect in the pursuit of incremental innovations in coopetition, and (2) in the case of radical innovations, appropriability regime has a positive effect, while the effect of absorptive capacity is not statistically significant. However, the results also indicate that there is a moderating relationship between these variables, in that the potential absorptive capacity is positively associated with creation of radical innovations within high levels of appropriability regime. These results yield important theoretical and managerial implications. As a whole, the results presented in this study provide new evidence on which types of firms can reap success in the challenging task of collaborative innovation with rivals. In the case of incremental innovation, a firm‐level emphasis on knowledge sharing and learning will positively affect the results of coopetition, as will an emphasis on knowledge protection. Thus, when incremental developments are pursued in coopetition, firms should not only seek to exchange knowledge to create value but also remember to secure the firm‐specific core knowledge within the firm's borders to stay competitive. On the other hand, when the firm is pursuing radical innovation with its rivals, the heaviest emphasis should be on protecting its existing core knowledge and also emerging novel innovations and market opportunities. Capabilities in knowledge acquisition are also beneficial in these cases, but the full benefits of knowledge exchange realize only when the firm's knowledge protection mechanisms are sufficiently strong, allowing for safe knowledge exchange between rivals.\u003C\u002Fjats:p>","\u003Cjats:p>Nghiên cứu này xem xét lý do tại sao một số công ty có khả năng thu được lợi ích tốt hơn so với những công ty khác khi hợp tác với các đối thủ trong đổi mới. Trong khi đổi mới hợp tác đã được nghiên cứu rộng rãi ở cấp độ tổng quát, các yếu tố thành công cụ thể của công ty trong sự hợp tác giữa các đối thủ (tức là coopetition) chưa được đề cập một cách thấu đáo. Tài liệu trước đó mô tả coopetition như một mối quan hệ mạo hiểm nhưng có thể mang lại phần thưởng, trong đó việc chia sẻ, học hỏi và bảo vệ tri thức được coi là các vấn đề chính quyết định những lợi ích và nguy cơ của khả năng có thể có. Nghiên cứu này đưa ra bằng chứng về các yếu tố liên quan đến vấn đề này, gợi ý rằng khả năng tiếp thu tri thức từ các nguồn bên ngoài (khả năng tiếp thu tiềm năng) và khả năng bảo vệ các đổi mới và tri thức cốt lõi của mình khỏi sự bắt chước (chế độ bảo vệ) có liên quan trong việc tăng cường kết quả đổi mới từ việc hợp tác với các đối thủ. Nghiên cứu này cũng phân biệt giữa đổi mới gia tăng và đổi mới radical như một kết quả của coopetition, và cung cấp các hệ quả khác nhau cho hai loại đổi mới này. Bằng chứng thực nghiệm cho nghiên cứu được thu thập từ một cuộc khảo sát xuyên ngành được thực hiện trên các thị trường Phần Lan. Dữ liệu được phân tích bằng phân tích hồi quy đa biến. Kết quả phân tích cho thấy rằng (1) khả năng tiếp thu tiềm năng và chế độ bảo vệ của công ty đều có tác động tích cực trong việc theo đuổi các đổi mới gia tăng trong coopetition, và (2) trong trường hợp đổi mới radical, chế độ bảo vệ có tác động tích cực, trong khi tác động của khả năng tiếp thu không có ý nghĩa thống kê. Tuy nhiên, các kết quả cũng chỉ ra rằng có một mối quan hệ điều chỉnh giữa các biến này, ở chỗ khả năng tiếp thu tiềm năng có liên quan tích cực đến việc tạo ra các đổi mới radical trong bối cảnh chế độ bảo vệ ở mức cao. Những kết quả này mang lại các hàm ý lý thuyết và quản lý quan trọng. Nhìn chung, các kết quả được trình bày trong nghiên cứu này cung cấp bằng chứng mới về các loại công ty nào có thể đạt được thành công trong nhiệm vụ khó khăn của đổi mới hợp tác với đối thủ. Trong trường hợp đổi mới gia tăng, sự nhấn mạnh ở cấp độ công ty vào việc chia sẻ tri thức và học hỏi sẽ ảnh hưởng tích cực đến kết quả của coopetition, cũng như sự nhấn mạnh vào việc bảo vệ tri thức. Do đó, khi theo đuổi các phát triển gia tăng trong coopetition, các công ty không chỉ nên tìm cách trao đổi tri thức để tạo ra giá trị mà cũng cần nhớ bảo vệ tri thức cốt lõi cụ thể của công ty trong phạm vi công ty để duy trì tính cạnh tranh. Ngược lại, khi công ty theo đuổi đổi mới radical với các đối thủ, sự nhấn mạnh nặng nề nhất nên được đặt vào việc bảo vệ tri thức cốt lõi hiện có cũng như những đổi mới và cơ hội thị trường mới nổi. Các khả năng trong việc tiếp thu tri thức cũng có lợi trong những trường hợp này, nhưng những lợi ích đầy đủ của việc trao đổi tri thức chỉ phát huy khi các cơ chế bảo vệ tri thức của công ty đủ mạnh, cho phép trao đổi tri thức an toàn giữa các đối thủ.\u003C\u002Fjats:p>",{"EN":3032,"VI":3033},"Incremental and Radical Innovation in Coopetition—The Role of Absorptive Capacity and Appropriability","Đổi mới gia tăng và đổi mới radical trong coopetition - Vai trò của khả năng tiếp thu và chế độ bảo vệ",{"VOID":3035},"10.1111\u002Fj.1540-5885.2012.00956.x","2024-09-12T21:11:06.828+00:00",[102],[101],"https:\u002F\u002Fonlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fj.1540-5885.2012.00956.x",[3041,3052],{"id":3042,"sortIndex":115,"researcher":26,"roles":3043,"affiliations":3044,"properties":3045},"8d0d05fb-288b-4cb9-8107-7815b6a902bd",[],[],{"openalex":3046,"orcid":3048,"title":3050},{"VOID":3047},"A5073438034",{"VOID":3049},"https:\u002F\u002Forcid.org\u002F0000-0002-9306-6417",{"EN":3051},"Pia Hurmelinna‐Laukkanen",{"id":3053,"sortIndex":36,"researcher":26,"roles":3054,"affiliations":3055,"properties":3056},"e9a1f2a7-157d-433f-8eb9-7ec950ce3a87",[],[],{"openalex":3057,"orcid":3059,"title":3061},{"VOID":3058},"A5047360486",{"VOID":3060},"https:\u002F\u002Forcid.org\u002F0000-0002-8525-4610",{"EN":3062},"Paavo Ritala",{"url":26,"publisher":3064,"properties":3101},{"id":659,"createTime":660,"updateTime":661,"relativeEntities":3065,"slug":663,"properties":3066,"entityType":24,"verifyStatus":28,"verifyTime":26,"verifyNote":26,"syncStatus":28,"languages":26,"translateLanguages":26,"viewCount":36,"subjectFields":3072,"manageAffiliations":3073,"indexDatabases":3074,"url":779,"thumbnailPath":26,"statistic":3096,"gsStatistic":26,"type":26,"analyzePriority":26},[],{"country":3067,"issn":3068,"introduce":3069,"eissn":3070,"title":3071},{"VOID":666},{"VOID":668},{"EN":670},{"VOID":672},{"EN":674},[],[],[3075,3082,3089],{"id":741,"indexDatabase":3076,"url":737,"indexYears":26,"academicFieldIds":3081,"indexDatabaseRanking":26},{"id":743,"createTime":744,"updateTime":745,"relativeEntities":3077,"label":3078,"description":3079,"key":752,"publicationTags":3080,"standard":26},[],{"EN":748,"VI":748},{"VI":750,"EN":751},[754,736],[756,757],{"id":759,"indexDatabase":3083,"url":772,"indexYears":773,"academicFieldIds":3088,"indexDatabaseRanking":778},{"id":761,"createTime":762,"updateTime":763,"relativeEntities":3084,"label":3085,"description":3086,"key":769,"publicationTags":3087,"standard":26},[],{"EN":766,"VI":766},{"EN":766,"VI":768},[771],[775,776,777],{"id":722,"indexDatabase":3090,"url":737,"indexYears":26,"academicFieldIds":3095,"indexDatabaseRanking":26},{"id":724,"createTime":725,"updateTime":726,"relativeEntities":3091,"label":3092,"description":3093,"key":733,"publicationTags":3094,"standard":26},[],{"EN":729,"VI":729},{"VI":731,"EN":732},[735,736],[739],{"impactFactor":36,"impactFactorByYear":3097,"i10Index":36,"i10IndexLast5Year":36,"totalPublication":782,"totalPublicationByYear":3098,"totalCitation":36,"totalCitationByYear":3099,"totalCitationPerPublication":36,"totalCitationPerPublicationByYear":3100,"hindexLast5Year":36,"hindex":36},{},{"1984":103,"1985":52,"1986":356,"1987":298,"1988":158,"1989":50,"1990":53,"1991":298,"1992":51,"1993":336,"1994":53,"1995":53,"1996":336,"1997":298,"1998":103,"1999":298,"2000":103,"2001":52,"2002":336},{},{},{"volume":3102,"pages":3104,"issue":3106},{"VOID":3103},"30",{"VOID":3105},"154-169",{"VOID":2457},497,{"total":3107,"publishYear":26,"statisticByYear":3109},{"2012":111,"2013":135,"2014":336,"2015":516,"2016":517,"2017":285,"2018":402,"2019":254,"2020":250,"2021":3110,"2022":358,"2023":259,"2024":159},61,"2013-01-01",2013,[3114,3117,3120,3123,3126,3129,3132,3135,3138,3141,3144,3147,3150,3154,3157,3160,3162,3166,3169,3172,3175,3178,3180,3183,3186,3189,3191,3194,3197,3199,3202,3205,3208,3211,3214,3217,3220,3223,3226,3229,3233,3236,3239,3242,3245,3248,3252,3254,3257,3260,3263,3266,3269,3272,3275,3278,3281,3284,3287,3289,3292,3295,3298,3301,3304,3307,3310,3313,3316,3319,3322,3325,3327,3330,3333,3336,3339,3342,3345,3348,3351,3354,3356],{"id":26,"text":3115,"url":26,"identifiers":3116},"Abernathy W. 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