Focusing on market failure and taking a purely economic approach falls short of obligations. 
Case study findings
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In this survey, almost one third of respondents incorrectly defined demand led research as researchers consulting beneficiaries or other stakeholders on researcher-defined problems. The other third of participants generally described demand-led research as a problem-based process without acknowledging the group in need.
Discourse analysis findings
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Different groups express different priorities and language used by researchers tells much about their perspective on problems. Researchers who make generalizations about groups and make infinitive suggestions about who should do what have indicated failure to involve the noun groups in question. 
Discourse analysis findings
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Making marketing managers aware of their implicit bias and instructing them to adopt another identity helps them to empathize with user needs without looking through the lens of their own preferences.
Survey findings
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Adopting new technologies is presumed to be a logical decision; however individual users determine for themselves the costs and benefits of investing in new tech, including their own natural resistance to change. If the return on investment doesn’t support the change, not adopting new tech is the rational choice for the user.
Case study findings
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Experts disagree about the basic origin of opportunities. Some believe opportunities exist “out there” waiting for discovery whereas others believe opportunities are synthesized by formulating an idea and realizing it through action.
Case study findings
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Activities that may complicate team-based knowledge work include: framing the nature of the problem, scoping boundary conditions, identifying current and needed resources, establishing adequate task time frames, and clarifying roles and expected deliverables.
Case study and interviews.
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Inadequate problem (need), solution (goal) and project scope (role) definition at the front end, leads to confusion and changing priorities downstream. This generates conflicts between the internal departments of R&D, marketing and production, which may arise at any point and persist throughout the project.
Three case studies supported by 18 interviews.
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Knowledge translation literacy – Policy gaps – Many researchers do not have the skills to identify gaps in existing policies and how to reframe those gaps as viable research questions.
Literature review and experience.
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One of the factors that can impede knowledge translation is knowledge asymmetry. As one example, the knowledge user (in need) may know more about a particular issue, while the researcher (with interest) may know more about potential solutions. The knowledge user’s limited awareness of potential solutions may make them skeptical about the researcher’s confidence in the proposed solution. The researcher may feel undervalued. One approach the knowledge user and researcher could take to bridge the gap is to invest time in building a professional relationship and establishing mutual trust.
Literature review and conceptual framework development.
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Organizational executives often state that they are exposed to more new ideas (research findings) than they have resources to explore. Researchers need to devise ways of getting their attention, communicating value and sourcing resources.
Lessons from a health research network evaluation.
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Organizational executives often state they do not have the time to consider the applicability of new research findings. Researchers need to devise ways of getting their attention and communicating value.
Lessons from a health research network evaluation.
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When executives deliberate about the value of applying research in their organization, one of the factors they often consider is the “replicability” of the research findings, especially in their setting. Researchers should clearly communicate “replicability.”
Lessons from a health research network evaluation.
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When organizational executives deliberate about the value of applying research in their organization, one of the factors they often consider is the “scalability” of the research findings. Researchers should clearly communicate “scalability.”
Lessons from a health research network evaluation.
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Patients contribute the benefits of first-hand experience, practical knowledge, and individual feelings to the innovation process. 
Case study findings
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Patient involvement increases relevance pragmatism and overall usefulness of research.
Case study findings
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Language reveals a lot about the researchers’ perspective on problems and solutions. Identifying the theme (main subject) and rheme (elaboration) allow you to determine orientation. Certain words or phrases such as if, you should, and for example help to classify statements.
Discourse analysis findings
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Making marketing managers aware of their implicit bias and instructing them to adopt another identity helps them to empathize with user needs without looking through the lens of their own preferences.
Survey findings
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Problem-based innovations are in more in demand than arbitrary extensions of technology because they address a relevant unsolved need.  
Research conclusions from conceptual framework
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Innovations have three components: an innovative opportunity  consists of the following three components:(a)an economic value for someone; (b) mobilization of resources; and (c)the ability to appropriate at least some part of the economic value of the innovation, by the actor pursuing the opportunity.
Case study findings
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Developing a shared project language and culture among researchers and stakeholders can enhance the potential for project success. Early in the project, researchers and stakeholders should take the time to orientate each other regarding their respective environments and operating terminologies. As one example of shared language, it is important that all parties understand what knowledge translation is and how it will be actualized by the project. Be prepared to negotiate a common project language and culture.
Project evaluation findings.
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Knowledge translation literacy — Stakeholder drivers — Awareness of decision-makers’ time frames and a community’s priorities can help researchers to better align their projects and deliverables. Questions researchers might ask themselves include: What are any upcoming stakeholder-driven decision points or events that our research might impact?
Literature review and experience.
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To overcome researchers’ difficulty in identifying gaps in existing policy to get policy-aware brokers to coach researchers in policy issues and related research opportunities.
Literature review and experience.
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Literature review of existing models shows that knowledge is produced from negotiations among people as they go about their everyday practice. It is produced over time as groups solve the problems they encounter in their practice.
Literature review, synthesis and author expertise.
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According to the researcher’s guide to planning for knowledge translation there are five essential elements of knowledge translation, including: the problem (the problem or issue to be addressed by the research/knowledge), context (the circumstances surrounding the user and researcher), knowledge (properties of the pre-existing knowledge/evidence about the problem or the generation of new knowledge/evidence), intervention (specific activities designed to translate knowledge/research into action), and use (ways in which the knowledge/research is or might be used). For each element, a series of questions is provided. Each question encourages the researcher to think broadly and deeply about the knowledge translation implications. Elements and related questions are evidence-based, which adds to their credibility.
Knowledge translation guidance for researchers.
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Ideally, the presentation of a concept should offer a realistic description of the proposed product(s), in order to facilitate specific responses from customers. Stimulus materials, such as paper-and-pencil sketches, models, mock-ups and prototypes of the product-to-be, are recommended, in addition to verbal communication when conducting concept testing.
Literature review.
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Market Predictability as a category had the highest correlation with product success. It was comprised of the following four statements: 1) The customers needs were well defined; 2) The customer's needs could be readily into product performance specifications; 3) We were completely familiar with the market; 4) We could accurately forecast demand for this product.
A balanced sample of 62 success products and 62 failure products drawn from 31 hi-tech firms, were analyzed via questionnaire and case study interviews.
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Marketing Skills and Resources as a category had the second highest correlation with product success. It was comprised of the following six statements: 1) Our market research skills were at ideal level for this product; 2) Our perceived marketing expertise in this project area was very high; 3) Our marketing skills were at ideal level for this project; 4) Our forecast of the market demand for this product was accurate; 5) There was a close fit between our marketing skills and the needs of this project; 6) Our predictions about customer requirements were accurate.
A balanced sample of 62 success products and 62 failure products drawn from 31 hi-tech firms, were analyzed via questionnaire and case study interviews.
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Must be aware that examining product effectiveness as compared to productivity outcomes or marketplace performance will correlate higher with NPD success and cross functional integration
Meta-analysis. β = .185, p < .01
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The aim is not, primarily, to establish requirements, but to elicitate specific 'solution data' from lead users. The method passes through a four-step process: (1) specifying lead user indicators; (2) identifying lead user groups; (3) generating concepts (products) with lead users; (4) testing lead user concepts on ordinary users.
Literature review.
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The user-oriented product development approach is characterized by: a problem analysis of user/use requirements with a starting point in the use situation, leading to the formulation of 'user requirements'; a transformation of these user requirements into measurable engineering requirements;an iterative design where prototypes are tested by users and modified by designers.
Literature review
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Voice of the Customer Information as a Best Practice for the NPD process: 1) Market and buyer behavior studies are a valuable source of information for planning the market launch. 2) Market research as a tool to help define the product. 3) The customer or user ought to be an integral part of the Development process. 4) Identification of customers or users real or un-articulated needs and their problems, is considered fundamental to voice-of-the-customer research, and should be a key input to product design. 5) Working with highly innovative users or customers.
A quantitative survey of 105 business units, supported by team's experience in NPD modeling, consultation, application and analysis.
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When measuring the success of NPD, use objective measures, such as sales or profits, instead of subjective measures
Meta-analysis. β = -.381, p < .01 (see Table 2 –H9)
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When using the Knowledge to Action Process model to effect an evidence-based change (e.g., in a clinical practice), one approach that can be taken to identifying a problem (phase 1 of the model) with a practice is to formally study actual cases (e.g., by conducting chart audits).
Applying the Graham Knowledge to Action Process model in stroke rehabilitation.
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When using the Knowledge to Action Process model to effect an evidence-based change (e.g., in a clinical practice), one approach that can be taken to identifying a problem (phase 1 of the model) with a practice is to formally survey knowledge users (clinicians) about their use of research knowledge in their practice.
Applying the Graham Knowledge to Action Process model in stroke rehabilitation.
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When using the Knowledge to Action Process model to effect an evidence-based change (e.g., in a clinical practice), one approach that can be taken to identifying a problem (phase 1 of the model) with a practice is to conduct focus groups with knowledge producers (researchers) and knowledge users (clinicians) to explore why there are gaps between the availability of research evidence and its application in a clinical setting.
Applying the Graham Knowledge to Action Process model in stroke rehabilitation.
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Work closely with consumers to understand their needs and identify their problems.
Authors' research experience. Approximately 67% of high productivity companies followed these practices, while only 15% of low productivity companies did.
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Use the Delphi method as a tool to identify future consumer needs.
Experiential. Author provides brief example of how the Delphi method was used to develop a new food product.
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Categorizing responses by factualness and attitude towards groups reveals problems, confidence level, hopes, preconceptions, surrounding conditions, etc . Use this insight to identify and resolve any oversights.
Discourse analysis findings
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Adopt a “consumer persona” or reflect on patient’s perspective before judging a product or service, because individual mindset influences anticipated needs and preferences.
Survey findings
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Assemble market structure maps to have visual representation of the competitive environment, including competing companies, products, target market segments, and external forces affecting markets. This can help identify market opportunities.
Experiential
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Consider that service products benefit more strongly from CFI than goods.
Meta-analysis. Significant moderating effect on CFI-product success relationship when Services are produced (vs. for goods)
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Customer interaction enhances the NPD process most at the early and and late stages of product design and development. The middle stage of prototyping and bench testing should be left to the internal project staff, while customers can be kept abreast of this interim progress to keep them current. A deficit in current business practice is particularly evident in the early stages of NPD.
Field interviews and 310 survey responses from R&D managers.
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Do not always assume that embedding external researchers in an operational environment will immediately lead to the adoption of research findings. As one example, the complexities of the environment and/or research findings may require substantial time and resource commitments to achieve organizational buy-in.
Lessons from a health research network evaluation.
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Find your customer, pin them down, get into their head and be them for a while. Only then will you know what they really want. And only then can you begin to be in a position to be the first to provide it.
Experience of author.
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For a new product to succeed its specific consumer must be identified and understood before the first designer so much as lifts his pen.
Experience of author
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Increase the levels of learning orientation and marketing power within your firm while utilizing proactive marketing orientation and the impact on new product program performance will increase.
Survey. The impact of proactive market orientation on new product program performance was significantly increased under conditions of higher marketing power and learning orientation.
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Maintain responsive market orientation when there is a high level of consensus regarding the firms strategy.
Survey. The impact on new product program performance was significantly increased by responsive market orientation under conditions of high strategic consensus.
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Membership in a research network may facilitate unique access to the expertise and research data of other network members. Also keep in mind that you may be expected to reciprocate.
Lessons from a health research network evaluation.
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Researchers should not assume that practitioners will see any direct connection between academic research and the practices of their organization. Researchers should take the time to help practitioners make the connection.
Case study.
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The empirical data gathered during the present study suggests that a user involvement project during NPD should consider the following key strategies (research propositions): (1) users identifying needs in their own setting of use; (2) users identifying needs in their various roles; (3) providing users with analytical tools; (4) motivating users via the apparent benefit to be gained from their involvement; (5) non-reliance on brainstorming when generating ideas; (6) users not having too much knowledge of technology; and (7) the involvement of a heterogeneous group of users to ensure that a diversity of ideas is provided for future services.
Case study findings
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The inherently complex nature of knowledge translation implies that, to be comprehensive, there would need to be an equally complex set of knowledge translation guidelines. This is not practical for design or practice, as it could involve a significant number of permutations and combinations and could easily overwhelm a researcher – especially a novice one. One alternative is to provide a simple template that explains the essential knowledge translation guideline categories (e.g. problem statement, research context, knowledge objectives, possible research interventions, and potential knowledge uses) and associates sample questions and hypothetical examples with each category to reinforce deliberation, understanding and application.
Knowledge translation guidance for researchers.
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There is a huge gap to bridge between the kind of questions that policy makers would like to have answered, and the kind of answers that researchers can typically provide. For example, policy makers rarely transmit clear messages on their knowledge needs to inform a feasible and timely solution to a problem within their context. While researchers produce scientific evidence that is not always tailor-made for applications in specific contexts, while also being careful to qualify their findings and set the limitations of their interpretation.
Comparative analysis of policy-related research results and the expectations of policy-makers regarding information useful for application in their decisions.
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When forming teams, investigators should give consideration to the knowledge base/requirements of individual team members. Heterogeneous team knowledge typically implies a greater need for knowledge sharing between team members. Project practices (e.g., workshopping) and resources should be allocated to account for the increased demand for sharing. Conversely, homogeneous team knowledge suggests a reduced requirement for knowledge sharing. Project practices and resources should focus on optimizing individual team member productivity.
Case study and interviews.
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When operating at higher levels of responsive market orientation, ensure that any proactive market orientation activities are at lower levels to increase new product program performance. When operating at higher levels of proactive market orientation, use lower levels of responsive market orientation.
Survey. There was a significant effect found on new product program performance when both forms of market orientation (responsive and proactive) were simultaneously engaged under varying degrees.
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Documentation of external knowledge may not be in a useful format for finding a solution to the problem at hand.
Source: Argote, 1999. In: Marsh, S. J., & Stock, G. N. (2006)

In many cases, public policy making does not follow a linear process. The process can be unpredictable. Policy issues can languish for years and even decades on the governmental agenda. Only a relatively small number of them may ever make it to the decision agenda.
Source: Kingdon (2003). In: Lavis, John (2006)

In many ways, public policy making can be a challenging process. Often, when a policy issue is placed on the government agenda for a decision, battles can be fought over how the policy is framed. The viability of a policy and its options often hinge on how the underlying issue or problem is framed.
Source: Kingdon (2003). In: Lavis, John (2006)

Obstacles to obtaining external information could stem from a company's inability to recognize, assimilate and apply external knowledge, poor absorptive capacity.
Source: Cohen & Levinthal, 1990; Zahra & George, 2002. In: Marsh, S. J., & Stock, G. N. (2006)

According to policy scientists, involving the target users of research information from the start of the process — such as policymakers and healthcare providers — would favor the eventual uptake and use of research results.
Source: C. Weis (1979). In: van Kammen, J., Jansen, C.W., Bonsel, G.J., Kremer, J.A.M., Evers, J.L.H., & Wladimiroff, J.W. (2006)

Early and ongoing involvement of relevant decision makers (knowledge users) in the conceptualization and conduct of a research study can be a strong predictor of its utilization.
Source: Lomas (2000). In: Ginsburg, L.R., Lewis, S., Zackheim, L. & Casebeer, A. (2207)

Helping research project stakeholders by translating the research into language that is understandable, with results that are relevant and applicable may improve their investment in the research.
Source: Martens ( 2005); Lavis (2005). In: Jansson, S. M., Benoit, C., Casey, L., Phillips, R., & Burns, D. (2010)

Strive to ensure that the research project has direct relevance to the targeted knowledge users. One way to promote relevance is to engage in collaborative research, drawing upon the expertise of researchers and stakeholders.
Source: Lomas (2000); Davis (1996); Mohrman (2004). In: Bowen, S., Martens, P. & The Need to Know Team (2005)

The existence of an overarching relationship (historical or longstanding) between a researcher and relevant decision makers (knowledge users), where research utilization is only one activity in the larger, ongoing relationship, can be important for the utilization of research findings.
Source: Goering (2003); Mohrman (2001); Canadian Health Services Research Foundation (2002); Golden-Biddle (2003). In: Ginsburg, L.R., Lewis, S., Zackheim, L. & Casebeer, A. (2207)

Timing and timeliness can increase (and poor timing or lack of timeliness can decrease) the prospects for research use.
Source: Lavis (2005). In: Lavis, John (2006)

When planning, implementing or evaluating a knowledge translation (innovation) process, diffusion theory suggests that one of the factors that can influence the appeal of new knowledge to a potential knowledge user is the compatibility of the new knowledge with respect to past practices, current values, and existing needs. Generally, adoption strength increases as the fit with the current context increases.
Source: (Rogers, 2003). In: Ashley, S.R. (2009)

When planning, implementing or evaluating a knowledge translation (innovation) process, diffusion theory suggests that one of the factors that can influence the process and outcome is the social system – the contextual space in which the knowledge is expected to be used (e.g., individual, institutional, political, and environmental factors). As one example, one set of factors that can determine how and if new knowledge will reach its intended audience is the past history of potential knowledge users (e.g., previous practices, the felt needs or problems experienced, their innovativeness, and the norms of the social system in which they are embedded).
Source: (Damanpour, 1991); (Kimberly & Evanisko, 1981); (Tornatzy & Fleischer, 1990); (Wolfe, 1994); (Brown, 1981); (Mohr, 1969); (Moch&Morse, 1977); (Abrahamson, 1991). In: Ashley, S.R. (2009)

Knowledge Utilization defined as including research, scholarly, and programmatic intervention activities aimed at increasing the use of knowledge to solve human problems.
Source: Backer, T (1991, p. 226). In: Estabrooks, C.; Thompson, D.S., Lovely, J.J.E., & Hofmeyer, A. (2006)

Participatory Action Research (PAR) has been found to integrate KT with the innovation development and adoption process. Specifically, the PAR process enables participants to take an innovation and adapt it to their context, to engage in critical reflection to achieve this adaptation, and to work behind the scenes to encourage involvement and commitment.
Source: Waterman, et al. (2007). In: McWilliam, C. L., Kothari, A., Ward-Griffin, C., Forbes, D., Leipert, B. & South West Community Care Access Centre Home Care (2009)

"Camp out" in the consumers home or work environment. Non-intrusively observe how the consumer interacts with their current products and take note of any problems or issues that arise.
Source: Cooper, R. G., Edgett, S. J. & Kleinschmidt, E. J., 2003, 2004, 2005. In: Cooper, R. G. & Edgett, S. J. (2008)

Conduct indepth face to face consumer interviews with the entire project team. Create and use a well thought out interview guide which probes for consumer unmet needs and problems which may or not even be realized by the consumers.
Source: Cooper, R. G., Edgett, S. J. & Kleinschmidt, E. J., 2003, 2004, 2005. In: Cooper, R. G. & Edgett, S. J. (2008)

For accuracy while surveying, use key informants (who know more) rather than averaging data from multi-sources.
Source: Huber and Power, 1985. In: Samra, Y.M., Lynn, G.S. & Reilly, R.R. (2008)

Identify and form relationships with lead user consumer groups. Engage them in meetings to discuss any innovative ideas they may have.
Source: Cooper, R. G., Edgett, S. J. & Kleinschmidt, E. J., 2003, 2004, 2005. In: Cooper, R. G. & Edgett, S. J. (2008)

Look for customers latent needs because a proactive market orientation is an important role for NPD performance.
Source: Narver et al., 2004. In: Frishammar, J. & Ylinenpaa, H. (2007)

The sole act of rendering research results understandable by stakeholders may be of limited value. Real benefits are often derived from the application of research results that respond to a specific stakeholder need.
Source: Davis (1996); Golden-Biddle (2003). In: Bowen, S., Martens, P. & The Need to Know Team (2005)

There is universal agreement that there should be a strong market for a new product under consideration or for the outcome of an R&D project.
Source: Rothwell et all, (1974). In: Balachandra, R., Friar, J.H. (1997)

Use focus group sessions to invite consumers to discuss their problems and challenges. Host brainstorming events with consumers and the project team to come up with innovative solutions to their problems. Obtain consumer input online through your company's website.
Source: Cooper, R. G., Edgett, S. J. & Kleinschmidt, E. J., 2003, 2004, 2005. In: Cooper, R. G. & Edgett, S. J. (2008)

Use online idea-generation sessions with target consumers by setting up a private online research site. Ideas produced this way are found to be more unique and of higher quality.
Source: Aiken, M. & Vanjani, M. (1997). In: Ozer, M. (2003)