Abstract
Industry 4.0 is a result of technological evolution and is intended to promote technological transformations in industry at different levels. The impact in human employment has been perceived as a major threat and is a matter of concern. Some authors argue that automation will bring unimaginable changes as soon as computers get more intelligence and as machines become able to perform complex tasks more efficiently than humans. However, technological progress is also pointed out as a stimulus for human-beings to develop the competencies that differentiate them from the machines. In this context, this study aims to explore the impacts of adopting Industry 4.0 technologies on work. The results of a comprehensive literature review provide an integrated perspective to identify and understand such impacts, analysing them in four categories: evolution of employment and creation of new jobs, human-machine interaction, new competencies creation/ development, and, organizational and professional changes. © 2020 IEEE.

Abstract
Similar to the case of biotechnology industry, companies providing devices in the biomedicine industry face several challenges, and to stand out from competitors need to know how to get to the right customer. Potential customers (i.e., individuals and organizations) may choose to adopt or reject an innovative product and will later confirm that decision or not. Such decision is of utmost importance to the success of innovative products and, therefore, of the company that provides them. The aim of this study is to understand how perceptions formed about a biomedical product can influence its adoption intention and behavior and, hereafter, influence the decision of other potential adopters. Findings from a multiple case study provide a clear definition of the adoption process of a specific biomedical product, combining two existing theories - the Diffusion of Innovations Theory and the Technology Acceptance Model - and including the feedback created by interactions between current users of the product and potential users, to understand what influences potential adopters' decisions. © 2020 IEEE.

Abstract
Project management is a critical success factor for any kind of project. When projects involve complex multi-organisational structures, requiring demanding collaborative processes, project management is a complex system in itself. Although this topic has been studied for decades, the ever-changing morphology of projects induced by the increasingly intricate financing schemes, call for a frequent and updated understanding of how the projects initiate, run, and close. Large-scale integrated collaborative projects are a recent example of complex collaborative projects that were not studied yet but can provide important insights for the project and innovation management fields. These projects are carried out typically by a large consortium including research organisations, sectorial technological centres, technology providers and end-user companies, having a significant impact on the technological innovation produced for a specific sector. This chapter reports a multiple case study of four large-scale integrated projects, in Portugal, following an inductive research design. The results showed that collaboration creation and collaboration management are crucial processes for such projects, with challenges intensified by the differences in goals and expectations of researchers and practitioners. The chapter will hopefully contribute to the future development of new models, tools and techniques that will improve the efficiency and effectiveness of this type of projects, by providing a systematisation of the challenges faced and how they were overcome during the cases analysed. © 2021, Springer Nature Switzerland AG.

Abstract
The development of the Internet created new technologies that are changing the way of doing business, particularly Industry 4.0 in current days. One challenge of the implementation of new technologies is the change required from companies' business models. However, the literature concerning Industry 4.0 is mainly focused on technological innovations and less in their impact on business models. This paper aims to understand the impacts of the digitalization process inherent to Industry 4.0 on business models. To achieve this purpose, an exploratory multiple-case study based on semi-structured interviews was conducted in two Portuguese medium companies from two different sectors. Findings show that besides companies being able to change to a customer-oriented approach, individualized mass production may not be the only purpose of this transformation. Networking is particularly appealing for small and medium enterprises, once they usually have fewer resources to dedicate to innovation projects. Additionally, in the era of globalization, logistic costs are still an obstacle for serving international markets. Finally, social media are seen as an internal tool of communication for business-to-business companies. Being one of the first empirical studies of the Portuguese context, it aims to diminish the lack of literature concerning this particular topic and enable future researches on the use of business models as a management tool. Secondly, it intends to help managers develop or redesign business models adjusted to a more dynamic and competitive environment. © 2021 IEEE.

Abstract
Technological breakthroughs, such as the Internet of Things, Big Data repositories, artificial intelligence or additive manufacturing, are triggering a Fourth Industrial Revolution. This new revolution, also known as Industry 4.0, is characterized by the combination of physical and digital worlds in digital ecosystems that connect the different members in the value chain from clients to suppliers and distributors. Companies are redefining their strategies based on this new paradigm to obtain a competitive advantage. They aim to achieve more efficient and flexible productive processes that can produce high-quality products at low costs, investing on mass customization to satisfy their clients. Accordingly, governments are implementing support programs that create a suitable environment for the adoption of technological innovation strategies by the companies. Although some programs may diverge in some objectives, they all aim to promote workers' skills adaptation, technological supply development, and business modernization. The Portuguese Government also released its program for Industry 4.0 support, known as Portugal i4.0, which is intended to stimulate Portuguese economy digitalization. Furthermore, in latest years, it has been supporting projects through European funds mobilizations from Portugal 2020 program. The present study analyses whether companies that received financial support from Portuguese government to implement innovative projects, within the Industry 4.0 paradigm, were able to improve economic and financial performance and competitivity gains. For such purpose, it was applied an inference statistical method to analyse the differences verified in economics and financial indicators between the periods before and after projects implementation in a selected group of companies.

Abstract
The increasing need to innovate to keep or create competitive advantage and the difficulty in retaining resources that enable innovation, force companies to look for partnerships. Partnering with the appropriate and leading R&D (Research and Development) institutions is critical to be able to innovate. One of the first challenges that emerges when building a collaboration is the selection of organizations to form the consortium. Technology foresight might be an interesting process to start building such partnership, as it helps identify technology opportunities and the entities that lead technology development. This paper uses case research to study the creation and use of a technology foresight process to build new R&D collaborations, while identifying of technology development opportunities. Findings from the case study led to the identification of how the technology foresight process was used to create a new R&D collaboration in the company under study, while identifying what motivated such collaboration and how it was managed. Furthermore, important characteristics of the team responsible for that process and of the process management are highlighted.