Abstract
Innovation is one of the key aspects that drive economic growth and social welfare, one of the ways that it occurs is through technology transfer. However, using a patent to innovate through technology transfer is a complex process, full of uncertainties, and there is not a well-defined process available that enables entrepreneurs to develop business models based on patents. Therefore, this study aims to develop a methodology to support entrepreneurs in the development of businesses from patents available in technology transfer programs. The P2B methodology was developed within two research steps. Firstly, based on a structured literature review and on the case study analysis of the European Space Agency Business Incubation Center (ESA BIC), an initial conceptualization of the methodology was developed. Secondly, data was collected throughout thirteen semi-structured interviews with experts in technology transfer and management, innovation, and business model development to create the final proposed P2B methodology. The P2B methodology addresses the inherent challenges of the innovative business development process, specific to the technology transfer context, by providing a set of twenty-three activities, supported by sixteen tools, divided into four major phases: technology analysis, value analysis, business model, and business plan.

Abstract
The need of lockdown, due to COVID-19, led many manufacturing companies to accelerate the adoption of digital technologies. Manufacturing companies were strongly affected by workforce shortages associated with the spread of COVID-19 and the lockdown, as well by connectivity losses among business partners. Therefore, these companies are reviewing their strategies to increase productivity, mainly embracing digital manufacturing technologies. Here the adoption of digital technologies aims to improve efficiency and flexibility in their processes, also improving connectivity among business partners. This study investigates how collaborative academia-industry R&D cases accelerated the adoption of digital technologies by manufacturing companies, given the current COVID-19 pandemic situation. Based on multiple case studies, this article reports the challenges and the strategies of three ongoing collaborative industry-academia R&D projects developed during the COVID pandemic situation. The results are presented in four different perspectives derived from industry 4.0 readiness maturity models: interpersonal communication, personal competencies and skills, systems integration, and technological strategy. It highlights the importance of manufacturing companies to have a well-designed digitalization strategy, need of continuous training and development of their workforce, and the support of Research & Technology Organizations (RTO) to bring more maturity to the efforts required during a turbulent situation. The results of this paper can provide relevant decision support for manufacturing companies, and its stakeholders, in face of challenges of the actual pandemic and post-pandemic scenario.

Abstract
Digital transformation is critical for the competitiveness of SMEs. Digital Innovation Hubs (DIHs) aim to regionally support companies in the development of new products, processes, or services, providing access to advanced technologies. Since DIHs have to be financially sustainable, it is important to discuss which business models are put forward in such complex arrangements. Our main goal is to analyse how DIHs, specialized in Industry 4.0 technologies and services, create, offer, and capture value. The research was conducted through a documentary analysis of reports about DIHs' Business Models, generated by three European initiatives (encompassing more than 300 DIHs). Results demonstrate that one Business Model does not fit all, since regional characteristics, which vary among differentDIH's, are themain drivers to define value creation, offer and capture. This work aims to provide DIH managers insights to help them develop sustainability strategies.

Abstract

Abstract
Governmental investments on the development of high-tech clusters are among the main policies for socioeconomic development, enabling countries to be part of global value networks. Our objective is to identify which are the strategies of countries that want to join global aerospace value networks, by means of an abductive case research. Countries were divided in 3 groups (A; B: C) according to their global aerospace exports share. The analytical framework used to identify the strategies has 3 dimensions: network structure, network governance, and network dynamics. Results show different strategies according to the country's global exports share. While for countries in group A (exports above 1%), a strategy focused on the dimension network structure indicated a sustained high-tech sector. Countries in group C tend to focus on specialization, taking advantage of shifts in technological paradigms to upgrade their development level. The dimension network governance is mainly related to governmental efforts toward the creation of clusters and associations, promoting specialization and collaborative work. Finally, the dimension network dynamics describes the attraction of foreign companies to qualify the clusters at countries who belong to group C, while countries at group A reinforce their research and development activities. The comparison between countries is helpful for governmental representatives who want to develop strategies toward increasing participation in an industrial global value network and for supply chain managers to help selecting the locations for their operations.