nep-ppm New Economics Papers
on Project, Program and Portfolio Management
Issue of 2020‒02‒10
four papers chosen by
Arvi Kuura
Tartu Ülikool

  1. Managing Open-Innovation between Competitors: A Project-Level Approach By Thuy Seran; Sea Matilda Bez
  2. Knowledge Graphs for Innovation Ecosystems By Alberto Tejero; Victor Rodriguez-Doncel; Ivan Pau
  3. Public-Private Partnerships for Transportation and Water Infrastructure By Congressional Budget Office
  4. Planning transport for social inclusion: An accessibility-activity participation approach By Allen, Jeff; Farber, Steven

  1. By: Thuy Seran (MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UM3 - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier); Sea Matilda Bez (MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UM3 - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier, Labex Entreprendre - UM - Université de Montpellier)
    Abstract: Past research on Business-to-Business (B2B) Open innovation is mainly on firm decisions to open their boundaries to allow knowledge to flow in and out at the firm level. An emerging group of studies seeks to switch the unit of analysis from the firm level to the project level, stressing a deeper understanding of how knowledge is purposely managed. This paper contributes to this latter group by investigating how knowledge is purposely managed in one of the most "high-risk" B2B open-innovation projects: Open Innovation between competitors. Our analysis reveals that (1) knowledge flow is a dynamic process that can gradually involve additional stakeholders; (2) knowledge flow is not purposely managed only outside and inside external boundaries to create value through a project; it must also continue to be managed outside and inside internal boundaries to capture value from the project; and (3) there are two types of knowledge flow that enable middle managers to ensure that their business units capture value from Open Innovation projects (i.e., a shopping list that brings the new innovation from the project to the business unit and a wish list that influences the direction of the innovation toward a firm's business unit needs).
    Keywords: Open innovation,Knowledge flows,Coopetition,Managing Open Innovation,Middle Managers
    Date: 2019–12–13
  2. By: Alberto Tejero; Victor Rodriguez-Doncel; Ivan Pau
    Abstract: Innovation ecosystems can be naturally described as a collection of networked entities, such as experts, institutions, projects, technologies and products. Representing in a machine-readable form these entities and their relations is not entirely attainable, due to the existence of abstract concepts such as knowledge and due to the confidential, non-public nature of this information, but even its partial depiction is of strong interest. The representation of innovation ecosystems incarnated as knowledge graphs would enable the generation of reports with new insights, the execution of advanced data analysis tasks. An ontology to capture the essential entities and relations is presented, as well as the description of data sources, which can be used to populate innovation knowledge graphs. Finally, the application case of the Universidad Politecnica de Madrid is presented, as well as an insight of future applications.
    Date: 2020–01
  3. By: Congressional Budget Office
    Abstract: In a public-private partnership, the private partner is responsible for multiple stages of an infrastructure project in a way that transfers risks to it and creates incentives for that partner to be efficient. Such partnerships that provide transportation and water infrastructure are uncommon in the United States.
    JEL: H54 H74 H81 H77 R51
    Date: 2020–01–21
  4. By: Allen, Jeff (University of Toronto); Farber, Steven
    Abstract: Social equity is increasingly becoming an important objective in transport planning and project evaluation. This paper provides a framework and an empirical investigation in the Greater Toronto and Hamilton Area (GTHA) examining the links between public transit accessibility and the risks of social exclusion, simply understood as the suppressed ability to conduct daily activities at normal levels. Specifically, we use a large-sample travel survey to present a new transport-geography concept termed participation deserts, neighbourhood-level clusters of lower than expected activity participation. We then use multivariate models to estimate where, and for whom, improvements in transit accessibility will effectively increase activity participation and reduce risks of transport-related social exclusion. Our results show that neighbourhoods with high concentrations of low-income and zero-car households located outside of major transit corridors are the most sensitive to having improvements in accessibility increase daily activity participation rates. We contend that transit investments providing better connections to these neighbourhoods would have the greatest benefit in terms of alleviating existing inequalities and reducing the risks of social exclusion. The ability for transport investments to liberate suppressed activity participation is not currently being predicted or valued in existing transport evaluation methodologies, but there is great potential in doing so in order to capture the social equity benefits associated with increasing transit accessibility.
    Date: 2020–01–03

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NEP’s infrastructure is sponsored by the School of Economics and Finance of Massey University in New Zealand.