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For ILD, one of the detector concepts for the proposed International Linear Collider, a time projection chamber (TPC) is foreseen as the central tracking detector. The R&D effort within the LCTPC collaboration has been centred around a common infrastructure setup operated at the DESY II Test Beam Facility. This setup includes a large field cage as test bed for the different readout technologies to be studied under comparable conditions. A second iteration of this field cage has recently been constructed to improve on the shortcomings noticed with its predecessor. The construction was repeatedly delayed and interrupted due to the COVID-19 pandemic but these delays yielded insights that may not otherwise have been observed during an ordinary course of operations. Methods and findings from the build process are reported. [ABSTRACT FROM AUTHOR]

A recent study proposed a categorization of health and well-being living lab services to contribute to ongoing discussions on management approaches for living labs. However, living labs operate in over 20 thematic domains, potentially introducing bias into previous research results. This study extends earlier findings by examining living lab services across a range of domains beyond health including back-office and auxiliary services. A comparison of RDI services between health (N=19) and non-health (N=19) living labs was conducted, revealing that only one out of 18 services showed differences between the two groups. Additionally, an analysis of back-office and auxiliary services in non-health (N=19) living labs indicated high generalizability and robustness of the proposed service categories across different thematic areas. The study's outcomes help living labs explore various service possibilities as they define their unique service approaches. [ABSTRACT FROM AUTHOR]

Once primarily considered an output of R&D laboratories and design offices, innovation has today become a corporate priority that touches every facet of an organization, but the influence of the related topical area of organizational culture is unfortunately still insufficiently addressed in innovation management research. In particular for companies operating in more mature and productionoriented industrial sectors, promoting a more innovative attitude is sometimes considered a demanding mission. In an exploratory multiple case study of corporate innovation culture three leading global Japanese companies from steel, beverage, and chemical (pharmaceutical) industries were inquired about the importance of a corporate innovation culture and its influence on their overall corporate innovation R&D performance. The findings not only indicate a consensus on the importance of fostering a strong corporate innovation culture with a firm linkage to R&D, but to further develop metrics and indicators to be utilized in a corporate innovation culture diagnostic. [ABSTRACT FROM AUTHOR]

Japan's start-up ecosystem is globally recognized but underperforms relative to its economic strength and investment in R&D. This study explores the challenges within Tokyo's ecosystem, focusing on academic-business collaborations in the Hongo-Marunouchi district, home to leading universities and major corporations. Having conducted surveys in Tokyo with the aim of examining the local dynamics, we reflected the outcomes with the data obtained from overseas fieldwork in globally competitive ecosystems. The analysis reveals that three key elements--People, Program, and Place--serve as critical connectors within the ecosystem, essential for accelerating start-up growth. Based on these insights, we recommend the development of an innovation district in Hongo-Marunouchi to stimulate start-up activity and foster a thriving ecosystem. This district would enable anchor institutions to capitalize on a dynamic street culture, promoting start-up growth while generating broader, sustainable benefits. [ABSTRACT FROM AUTHOR]

The Stage-Gate is a popular system for launching new products and it is effective to manage innovations. However, it is difficult to manage this method in Japanese companies. Researching on Japanese companies confirmed that generation and selection of ideas are different from successful companies on the Stage-Gate management. This study conducted a qualitative study of Japanese companies, focusing on middle managers on the reasons why the Stage-Gate method leads to inefficiency. The two main findings are as follows: late judgment of business feasibilities because of pursuit of research results and discontinuing research topics even though they may be inefficient for contributing to the business. To keep independence of Research and Development (R&D) divisions from business divisions for generation of many innovations, early self-judgement of business feasibilities is needed in R&D divisions. [ABSTRACT FROM AUTHOR]

The New Energy and Industrial Technology Development Organization (NEDO), Japan's premier public research and development management agency, aims not only to deliver project outputs but also to maximize their outcomes. To this end, methodologies were developed to "identify" and "analyze and evaluate" risks for achieving outcomes at the project planning stage, and to "review," "reevaluate," and "prepare and implement responses" to risks during project implementation. These were applied to an analysis example targeting the "Project to Research and Develop Recycling Technologies for Establishing a High Efficiency Resource Circulation System," using only publicly available information. Additionally, these were applied to the "Technology Development for the Utilization and Production of Ammonia as Fuel" project. The results of the analysis were presented to the project manager, and the findings from the conducted hearings are reported. The results suggest that these methodologies can contribute significantly to the risk management required to achieve desired outcomes. [ABSTRACT FROM AUTHOR]

ISO 56000 was developed to address the growing need for a standardized approach to innovation management. Its adoption allows organizations to build and maintain effective innovation systems, ensuring they remain competitive and adaptive in today's fast-paced global economy. While enforcement is not mandatory, adopting ISO 56000 has become a valuable strategy for organizations that want to formalize their innovation processes. We defined the R&D project as applying the magnetic model of Physics that was published in the NEDO (National Funding Agency) project report in 2017 and estimated interactions among internal elements within the company. This analysis includes ISO56000 series elements. The analysis shows the visualized status of the project and improvement points. The company has made this sense. We attempt to apply other data in this study. We analysed a company's R&D project and obtained a project-stop result using a magnetic model. Our result shows the practical option of applying the evaluation system of ISO 56008: Innovation Management--Tools and Methods for Innovation Operation measurements. [ABSTRACT FROM AUTHOR]

This study empirically analyzes the impact of university-industry collaboration and job mobility on researchers' performance. It examines the changes in the effect of collaboration over time, compares the impacts of domestic and international collaborations, and assesses how job mobility influences innovation activities. Using Interrupted Time Series (ITS) analysis with panel data, the study finds that collaboration has a significant positive effect on researchers' performance, especially immediately after the collaboration, though this effect diminishes over time. International collaboration shows a stronger effect than domestic collaboration, as crosscultural cooperation enhances performance through knowledge spillovers. Researchers with job mobility show higher increases in patent filings, and their collaboration with industry further amplifies performance improvements. These findings highlight the importance of promoting both domestic and international collaborations and supporting career mobility in researchers' development. [ABSTRACT FROM AUTHOR]