Abstract
This study reviewed the literature to understand how does research produce impact?. Despite all discussion threads in the literature, it was clear that management of the Front-end of Innovation (FEI) of non-profit research centers has received little attention. As a result, this study was a first step toward proposing a model that describes the Front-End of R&D at non-profit Research Centers. This paper is an Integrative Literature Review that follows the PRISMA statement methodology. Building on FEI2O's High-Level Ontology, this paper's contribution elicited relevant constructs from the literature and took the first steps to extend it to the Front-End of R&D. New research-related concepts such as the RESEARCH CONCEPT, the INFLUENCING FACTORS, and the RESEARCH PROJECT were introduced. The RESEARCH PROJECT produces RESULTS that may have an IMPACT ON SOCIETY. All these concepts are interconnected through a feedback loop that feeds the FEI2O: STRATEGIC PURPOSE of the non-profit research center, contributing to the advancement of its research strategy, objectives, and goals. The current work contributed to understanding a domain of knowledge that is of interest to researchers, research managers, and those interested in bringing new scientific research results to society.

Abstract
Intrapreneurship is becoming a key factor in the growth of a company in a highly dynamic and progressively more competitive business environment. The idea of intrapreneurship is to encourage greater employee involvement within the organisation in which they work, giving them the freedom to innovate and experiment in a proactive, creative, and innovative way. In the startups, the role of intrapreneurship is of great relevance knowing that startups are designed to scale and grow exponentially in a short time and with few resources. Innovation is at the core of a startup and intrapreneurship initiatives allow leveraging this capacity in startups. Accordingly, this study seeks to explore the phenomenon of intrapreneurship in startups, seeking to understand how formal and informal intrapreneurship initiatives are taken on by startups, and also exploring the role played by existing resources to support these initiatives. The results of the study allow us to conclude that startups value intrapreneurship initiatives despite financial constraints that overlap with time constraints that affect what can be allocated to these activities. Finally, medium-sized startups and those with more qualified human capital tend to value and support intrapreneur initiatives more intensely. In contrast, startups with less academically qualified human capital offer worse conditions and support to intrapreneur activities.

Abstract
There is a huge proliferation of digital products on the market today for both large enterprises and small businesses. Most of these companies have experienced the development of software products for the mobile market and have been faced with the major challenge of capturing the customer's attention. There is a great focus on making a great first impact and providing the audience with the best possible digital experience. Accordingly, issues related to usability, accessibility, and user experience are extremely relevant. This chapter addresses how these practices can be used in practice by building an app that offers car cleaning services. Several approaches based on building app interfaces that increase user engagement and retention levels are explored and discussed.

Abstract
The implementation of urban gardens, which are increasingly appearing in cities, aims to respond actively to the growing demand for urban spaces for the installation of urban gardens, creating conditions for the practice of sustainable agriculture in an urban context. Through these initiatives, it is intended to ensure that the needs of the population are met and to maximize the benefits arising from the practice of urban agriculture, both for the environment and for people's quality of life. Technology is a facilitating element in the process of acquiring and maintaining these urban gardens. This chapter presents an app that can be used by farmers to manage the production of consumer goods in this space, providing information about the status of crops, products to be grown, and types of required maintenance. This app simplifies the production process and also increases the sustainability of agriculture activities considering the economic, social, and logistical dimensions.

Abstract
The combined adoption of Agile and DevOps enables organizations to cope with the increasing complexity of managing customer requirements and requests. It fosters the emergence of a more collaborative and Agile framework to replace the waterfall models applied to software development flow and the separation of development teams from operations. This study aims to explore the benefits of the combined adoption of both models. A qualitative methodology is adopted by including twelve case studies from international software engineering companies. Thematic analysis is employed in identifying the benefits of the combined adoption of both paradigms. The findings reveal the existence of twelve benefits, highlighting the automation of processes, improved communication between teams, and reduction in time to market through process integration and shorter software delivery cycles. Although they address different goals and challenges, the Agile and DevOps paradigms when properly combined and aligned can offer relevant benefits to organizations. The novelty of this study lies in the systematization of the benefits of the combined adoption of Agile and DevOps considering multiple perspectives of the software engineering business environment.

Abstract
Software engineering companies have progressively incorporated agile project management methodologies. Initially, this migration occurred mostly in the context of startups, but in recent years it has also sparked interest from other companies with larger and more geographically dispersed teams. One of the frameworks used for large-scale agile implementation is the LeSS framework. This study seeks to explore how Management 3.0 principles can be applied in the context of the ten practices proposed in the LeSS framework. To this end, a qualitative research methodology based on four case studies is used to identify and explore the role of Management 3.0 in software management and development processes that adopt this agile paradigm. The findings show that the principles of Management 3.0 are relevant to the implementation of the LeSS framework practices, especially in fostering team values and personal values; however, distinct principles between the two paradigms are also identified, namely the greater rigidity of processes advocated in the LeSS framework and a greater focus on process automation.