By Hongxun Liu, Zhu Huo, Guozhong Cao (auth.), Denis Cavallucci, Roland de Guio, Gaetano Cascini (eds.)
This quantity constitutes the refereed court cases of the 4th IFIP WG 5.4. operating convention on desktop- Aided Innovation, CAI 2011, held in Strasbourg, France, in June/July 2011. The 14 revised papers provided have been conscientiously reviewed and chosen from a number of submissions. They disguise a large diversity of issues from uncomplicated study to commercial purposes of computer-aided innovation systems.
Read Online or Download Building Innovation Pipelines through Computer-Aided Innovation: 4th IFIP WG 5.4 Working Conference, CAI 2011, Strasbourg, France, June 30 – July 1, 2011. Proceedings PDF
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Extra resources for Building Innovation Pipelines through Computer-Aided Innovation: 4th IFIP WG 5.4 Working Conference, CAI 2011, Strasbourg, France, June 30 – July 1, 2011. Proceedings
Sample text
Companies have already specialized in acting as an intermediary by organizing idea contests for other organizations. Examples include firms like Hyve AG or Idea Crossing. Typically, these intermediaries are called Open Innovation Accelerators (OIA) [17]. However, idea competitions can also take place within a firm following the EDI/Closed Innovation paradigm typically for traditional CAI. Today, many firms have an intranet portal on which employees can submit their ideas and suggestions for improvement like IBM and their “Innovation Jams” [24].
OUTPUT o1 ter, me β a r a le tic p ng ma ning a e n e Ki . g μo1(γ) μx1 INPUT x1 Fig. 4. Dimension extension of the robustness evaluation process in the framework of RKO Early Robust Design Approach for Accelerated Automotive Innovation Processes 23 For instance, let the computed standard deviation 2σ of an arbitrary output parameter oi be considered as good regarding robustness when the kinematic system is closed (β=0). Subsequently, RKO investigates the behavior of 2σ plotted against the opening angle.
External stakeholders of the innovation process such as customers, users or other interaction with people and organizations outside the company has not played a decisive role in the traditional CAI-concepts so far. 0”. However, due to technological as well as strategic changes, new types of CAI systems emerged. e. 0-paradigm, allowed a more interactive and intuitive use of web-based applications and therefore opens the access to CAI to a larger audience of D. Cavallucci, R. De Guio, and G. ): CAI 2011, IFIP AICT 355, pp.