Abstract
What causes ineffective external idea evaluation in open innovation (OI) still remains an unsolved puzzle, with most such studies focused on creative idea generation or using samples of untrained evaluators. To help better understand the microfoundations of OI, this article examines the effects of mood on external idea evaluation using a practitioner sample. Drawing on "mood-as-an-input" theory, in two behavioral experiments using music induction, cognitive tasks, and idea framing, we test how one's mood affects the innovativeness rating of an externally developed idea, and examine whether this effect is stable within a mood state regardless of the level of creativity (high and low) of an idea. We found that people in happy and sad mood conditions differ in their evaluation of the same external idea, which is explained by differences in assessment of creativity of an idea and not the perceived certainty of its success. Moreover, a given mood state does not affect how ideas low in creativity are rated in their innovativeness, compared to ideas high in creativity. This article by investigating effects of mood within an OI process augments individual level OI literature, while informing the ways external idea evaluation can be managed toward enhancing OI potential.

Abstract
The initial phase of the innovation process is widely accepted as an important driver of positive results for new products and for the success of businesses. The Front End of Innovation (FEI) is a multidisciplinary area that includes a variety of activities, such as ideation, opportunity identification and analysis, feasibility analysis, global trends analysis, concept definition, customer and competitor analysis, and even business model development. Due to the number and variety of FEI responsibilities, this phase entails a considerable level of complexity and decision making. This fact is reflected in the literature, where one finds a variety of FEI approaches and proposals, seldom overlapping and offering no clear consensual guidance. This work aimed at overcoming this gap by proposing an Ontology for the Front End of Innovation as a comprehensive knowledge representation of the FEI, the so-called Front End of Innovation Integrative Ontology (FEI2O). The ontology balanced the differences and addressed the shortcomings of the main FEI Reference Models and included contributions from the field. This research builds on a combination of qualitative and quantitative methodologies. It combines the qualitative methods of interviewing and focus group discussion to collect the views of domain experts, used to refine the artefact and later to evaluate the final ontology. Quantitative analysis of data was carried out using the Attribute Agreement approach. The FEI2O explicitly provides a description of a domain regarding concepts, properties and relations of concepts. The main benefit of the FEI2O is to provide a comprehensive formal reference model and a common vocabulary.

Abstract
The key contribution of this paper is the proposal of a novel conceptual model for the social business value proposition. This research was about making sense out of the body of knowledge underlying social business concepts and perspectives, stemming from the social entrepreneurship literature, and building on the so-called business model ontology that underlies the widely used business model canvas. The developed constructs were built in the scope of a design science approach to research, supported by an assessment process that involved several steps comprising the interaction with well-known academicians and practitioners in the area of social business, culminating with a case-study for final validation and assessment. Interviews with the experts from the field helped in the iterative development process of the ontology and its assessment, further supported by informed arguments and a continuous review of the literature.

Abstract
The beginning of an innovation process, also known as "front-end of innovation" (FEI), counts as an essential contributor to the successful development of new products and for their market appeal. Nevertheless, while helpful procedures and techniques for developing new products are well-known and widely applied, FEI is still an understudied area, and models for managing it are not yet commonly used in technology-oriented companies. FEI, also known as "fuzzy front end", can even be "fuzzier" in not-for-profit research centers. That is because the focus of these centers is advancing of scientific knowledge, rather than commercializing the results of those activities. This study summarizes the insights from a literature review on the topic of "project portfolio management" (PPM) in relation to innovation and, more specifically, with FEI and its components of ideation, innovation management, innovation strategy, foresight, and incremental or radical innovation. The authors selected and reviewed content from 170 papers published in SCOPUS prior to February 2019. The discussion uses a theoretical framework called "Front-End of Innovation Integrative Ontology (FEI2O)" to assist in framing the discussion. © 2020, SPb RAACI.

Abstract
Literature is the noblest of all the arts. Music dies on the air, or at best exists only in memory; oratory ceases with the effort; the painter's colors fade and the canvas rots; the marble is dragged from its pedestal and is broken into fragments.

Abstract
As we write this editorial, people around the world are apprehensive about their future; some are at home; some are thinking about the loved ones they cannot visit; some, unfortunately, are dying. We watch the graphs and listen to the daily news of new coronavirus cases, but be it just one or one thousand, for the those close of the ones affected, the impact is catastrophic. (...)