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4. What a bi<strong>of</strong>eedback is Manel González-Piñero et al Bi<strong>of</strong>eedback, is in simple terms, a means <strong>of</strong> attaching a device whe<strong>the</strong>r it have sound, lights or a picture, to show <strong>the</strong> patient how <strong>the</strong>y are performing. It can be as simple as touching a muscle with ones fingers to feel when it contracts. It has been defined as: '… <strong>the</strong> detection <strong>of</strong> a physiological process (ei<strong>the</strong>r directly or indirectly) and <strong>the</strong> presentation <strong>of</strong> this information to a patient who is <strong>the</strong>n able, with training, to use <strong>the</strong> information to gain control over <strong>the</strong> process.' It is a technique developed over <strong>the</strong> last 3 decades, which is intended to teach subjects to bring certain physiologic processes under voluntary control. Application <strong>of</strong> this technique to medical conditions was popularized during <strong>the</strong> 1970s, along with a variety <strong>of</strong> o<strong>the</strong>r behavioural <strong>the</strong>rapies (Subcommittee on Nonpharmacologic Therapy Report, 1986). These <strong>the</strong>rapies were primarily directed toward disorders that were thought to include a component <strong>of</strong> stress, psychosomatic, or psychophysiologic features. 5. Benefits <strong>of</strong> bi<strong>of</strong>eedback vs. medication There are multiple behavioural techniques and protocols, but <strong>the</strong>ir comparative efficacy is unknown. Because technical aspects cannot be detailed sufficiently in reports <strong>of</strong> clinical trials, behavioural interventions also are difficult to replicate in practice. One behavioural technique, bi<strong>of</strong>eedback, has been even less widely used for urge incontinence because it <strong>of</strong>ten has required repeated instrumentation <strong>of</strong> <strong>the</strong> bladder and urinary sphincter (Resnick, 1998). Moreover, despite <strong>the</strong> expertise and time entailed, behavioural techniques are poorly reimbursed. By contrast, pharmaco<strong>the</strong>rapy works more quickly and also requires no behavioural expertise, less physician time, and less patient participation. None<strong>the</strong>less, although drugs help most patients, non drug restores continence to <strong>the</strong> majority. Fur<strong>the</strong>rmore, all <strong>of</strong> <strong>the</strong> agents currently used engender adverse effects, expense, and inconvenience (Fantl et al., 1996), and most must be taken several times daily and indefinitely. Thus, an equally or more effective one-time intervention would be welcome. The study by Burgio (Burgio et al., 1998) demonstrates that a less-invasive bi<strong>of</strong>eedback approach can achieve <strong>the</strong>se goals. The study also serves as a rich source <strong>of</strong> information and provides valuable lessons for clinicians. The investigators’ decision to begin <strong>the</strong>rapy with oxybutynin at 2.5mg3 times daily was wise. The effect <strong>of</strong> oxybutynin was equivalent to that achieved in trials using higher dosages, but it caused far fewer adverse effects and a lower rate <strong>of</strong> subject attrition (Fantl et al. 1996). Equally important, efficacy continued to increase beyond 2 weeks, longer than previously reported, but consistent with o<strong>the</strong>r recent data (Appell, 1997) (Abrams et al., 1998). Thus, clinicians should avoid escalating dosages <strong>of</strong> oxybutynin too quickly or abandoning pharmaco<strong>the</strong>rapy too soon. 6. The open innovation process followed in <strong>the</strong> R&D process <strong>of</strong> a Bi<strong>of</strong>eedback for urinary incontinence Technology Detection Selection Evaluation Protection Exploitation License Transfer Spin‐<strong>of</strong>f Agreement Figure 4: Technical University <strong>of</strong> Catalonia’s Value Chain “Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as <strong>the</strong> firms look to advance <strong>the</strong>ir technology” , as Chesbrough (2003: Introduction), defined in his work. The boundaries between a firm and its environment have become more permeable; innovations can easily transfer inward and outward. The central idea behind open innovation is that in a world <strong>of</strong> widely distributed knowledge, companies cannot afford to rely entirely on <strong>the</strong>ir own research but should instead buy or license processes or inventions (i.e. patents) from o<strong>the</strong>r companies. 336
6.1 A) Detection Manel González-Piñero et al In a first phase, we would need to know which technologies are mostly thought out, or in a developed state <strong>of</strong> research. Those developed technology would be in optimal conditions to be transfer to <strong>the</strong> market, because <strong>the</strong>y have been got over <strong>the</strong> <strong>the</strong>oretical phase to arrive to <strong>the</strong> industrial implementation. University has a huge technology stock most <strong>of</strong> <strong>the</strong> time not pr<strong>of</strong>itable for <strong>the</strong> market. Traditionally, <strong>the</strong> technology transfer <strong>of</strong> <strong>the</strong> university to <strong>the</strong> market has been concentrated basically in collaborative agreements with industries to solve ad hoc necessities. Nowadays in our universities remain a lot <strong>of</strong> developed technologies ready to be exploited commercially. Our university has lately detected a large number <strong>of</strong> technologies thanks to <strong>the</strong> new grants <strong>of</strong>fered by our regional Government <strong>of</strong> Catalonia, which goal is <strong>the</strong> valorization <strong>of</strong> technologies created in <strong>the</strong> core <strong>of</strong> research centres, like universities, hospitals or technology centres in order to transfer <strong>the</strong>m to <strong>the</strong> Catalan industry to make <strong>the</strong>m internationally more competitive (González- Piñero, 2009). A first development <strong>of</strong> <strong>the</strong> bi<strong>of</strong>eedback was developed under <strong>the</strong> petition <strong>of</strong> a Catalan SME that detected <strong>the</strong> market opportunities <strong>of</strong> this new medical device. Two divisions <strong>of</strong> <strong>the</strong> Biomedical Engineering Research Centre (CREB) <strong>of</strong> <strong>the</strong> Technical University <strong>of</strong> Catalonia (<strong>the</strong> Biomedical Signals and Systems Division and <strong>the</strong> Instrumentation and Bioengineering Division) are <strong>the</strong> leaders <strong>of</strong> this project in which also <strong>the</strong> Hospital Clínic de Barcelona would be part <strong>of</strong> <strong>the</strong> project as a responsible <strong>of</strong> <strong>the</strong> validation process at <strong>the</strong> hospital. 6.2 B) Selection We must consider that not all <strong>the</strong> technologies satisfy <strong>the</strong> optimal commercial parameters to be exploited. That is <strong>the</strong> reason to evaluate <strong>the</strong> technology detected and to do a “Pro<strong>of</strong> <strong>of</strong> concept” if we want to continue in <strong>the</strong> value chain. This evaluation consist in two aspects: one related with marketing and science-business, and ano<strong>the</strong>r that evaluate <strong>the</strong> technology quality. The first evaluation is done for experts in marketing and business in <strong>the</strong> university, and <strong>the</strong> second evaluation for a Scientific Committee. In our case, we have studied all <strong>the</strong> possibilities that currently are implanted in <strong>the</strong> market. It will be helpful to define our strategy to achieve an innovative methodology and final prototype. There are lot devices in <strong>the</strong> market for bi<strong>of</strong>eedback treatment, <strong>the</strong> most part <strong>of</strong> <strong>the</strong>m are from USA, where exist a great demand. We have included <strong>the</strong> devices than can be applied, as specified by <strong>the</strong> manufacturer, in <strong>the</strong> treatment <strong>of</strong> urinary incontinence. The instruments have been divided into three categories according to <strong>the</strong>ir use: Computer based: They are not intended for home use. Its use is restricted to practitioner consult. Normally <strong>the</strong>y are bulk devices. They can record different signals (EMG, pressure, temperature, skin conductivity, etc.) and <strong>the</strong> user interface is build around a PC. Table 17 summarizes <strong>the</strong> main characteristics for several manufacturers. Prices range from 3000 $ to 8000 $ and <strong>the</strong>ir use is not oriented specifically for urinary incontinence treatment. Portable: They are intended for home use and <strong>the</strong>ir main characteristics are easy operation, simple user interface (normally a bar led and 1 or 2 buttons) 1 or 2 EMG channels. Table 18 summarizes <strong>the</strong> main characteristics for several manufacturers. Due to <strong>the</strong> differences in specifications between manufacturers prices range from 300 $ to 1300 $. Portable with computer interface: They are intended for home and ambulatory use and <strong>the</strong>ir main characteristics are easy operation, user graphical interface (normally a bar led and a LCD display) 2 EMG channels and an interface link to connect to a PC where a specific s<strong>of</strong>tware can be used for monitoring online, download recorded data or program different protocols. Table 19 summarizes <strong>the</strong> main characteristics for several manufacturers. After this process, <strong>the</strong> final specifications <strong>of</strong> a bi<strong>of</strong>eedback system for urinary incontinence have been defined and we have started <strong>the</strong> R&D process under this assumption. The validation stage has been developed at <strong>the</strong> Hospital Clinic, under <strong>the</strong> supervision <strong>of</strong> doctors and <strong>the</strong> researchers <strong>of</strong> <strong>the</strong> CREB. 337
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Abdallah Al-Shawabkeh, Alexander K<
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Table 1: Inn-KM approach contents 2
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Knowledge Dynamics and Organisation
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Eckhard Ammann We distinguish three
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Eckhard Ammann quality dimension ar
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Eckhard Ammann The second cycle, Cy
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Figure 7: Supervised learning-by-do
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Identifying and Ranking the
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Manouchehr Ansari et al users <stro
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2.5 leadership and strategy Manouch
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Manouchehr Ansari et al conducted s
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Serious Games in the</stron
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Albena Antonova and Anandasivakumar
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Albena Antonova and Aniko Csepregi
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Seyed Esmaeil Asgharpour and Gholam
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Attitude of Senior
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4.5 Comparative Advantage Seyed Esm
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Contextual Adaptive Visualization E
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2.4 Rights transfer Simona-Clara B
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A Framework for the</strong
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Leila Beig et al Additionally, Wei
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Leila Beig et al The proposed KM au
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Leila Beig et al source context Ele
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Leila Beig et al Figure 1: Learning
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Leila Beig et al Figure 3 visually
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Leila Beig et al based on collectiv
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Experiential Knowledge Creation Pro
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Didiosky Benítez et al Figure 1: E
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Didiosky Benítez et al meanings ac
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Didiosky Benítez et al In previous
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Pavel Bogolyubov Figure 1: number <
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4. Results and discussion Pavel Bog
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Pavel Bogolyubov Knowledge Manageme
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Pavel Bogolyubov Table 3: Countries
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Pavel Bogolyubov McNamee, R. C., N.
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Ettore Bolisani, Francesca Gambarot
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Table 2: Synthesis
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Ettore Bolisani, Marco Paiola and E
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Strategies for Increasing Knowledge
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Constantin Bratianu, Adriana Agapie
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Klaus Bredl, Amrei Groß and Jane F
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Camelia Burja and Vasile Burja Appr
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∀ , i ≥ 0 v u i where: ui repre
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Camelia Burja and Vasile Burja Tabl
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Camelia Burja and Vasile Burja info
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Camelia Burja and Vasile Burja Jack
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Adriana Schiopoiu Burlea With respe
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Adriana Schiopoiu Burlea 3. ESF rol
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Adriana Schiopoiu Burlea In <strong
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3.2 Discussions Adriana Schiopoiu B
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Adriana Schiopoiu Burlea Nonaka, I.
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Simon Cadez and Vlado Dimovski with
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Simon Cadez and Vlado Dimovski scho
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Simon Cadez and Vlado Dimovski It i
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Why Should I Share my new ideas? Cu
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Francesco Calza, Rossella Canestrin
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José Manuel Cardenas and Mauro Spi
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Vincenzo Cavaliere and Daria Sarti
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National Knowledge Management Strat
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Behiye Çavuşoğlu and Mustafa Sag
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Implementing a work-life balance cu
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Juan-Gabriel Cegarra-Navarro, Mª E
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The Influence of R
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Huei-Fang Chen and Yi-Wen Lin outco
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3.2.4 Knowledge-sharing Huei-Fang C
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Huei-Fang Chen and Yi-Wen Lin that
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Huei-Fang Chen and Yi-Wen Lin Hair,
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2.1.2 Social capital Marguerite Cro
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Marguerite Cronk 2.3 Social capital
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Marguerite Cronk Figure 4: The rela
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An Exploratory Study of</st
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Françoise de Viron, Thomas Lederer
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4.1.2 The researchers Françoise de
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The Application of
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Nasser Easa and Robin Fincham 3. Th
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Nasser Easa and Robin Fincham knowl
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Network Management as a way to Mana
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Eva Eckenhofer An
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Eva Eckenhofer par
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Initiation Configuration Interessem
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Eva Eckenhofer Eve
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The Essence of Kno
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Emmanuel Innocents Edoun and Valden
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4. Case study and analysis Emmanuel
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2. The PUS-project Anandasivakumar
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Jamal El-Den and Xin Zhou This rese
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Jamal El-Den and Xin Zhou Boyce, C.
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Tiit Elenurm development visions. C
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References Tiit Elenurm Accorsi, F.
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Isaac Enakimio and Abdallah Al-Shaw
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Page 368 and 369: Nebojsa Graca and Ana Lucija Gojako
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Why does knowledge transfer process
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3.7 Monitoring and control Oscar Gu
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Understanding Personal Knowledge De
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Markus Haag and Yanqing Duan In ord
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Markus Haag and Yanqing Duan 4.2 In
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Chaordic Knowledge Management - Shi
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Intellectual Capital in Universitie
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Developing a Knowledge Strategy Usi
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3.1 TKI Regression results Harold H
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Understanding the
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3.1 Acquire Ciara Heavin and Freder
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Table 3: Distribution of</s
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Ciara Heavin and Frederic Adam Trav
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Ciara Heavin and Frederic Adam Tabl
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Key Knowledge Sharing Points: Explo
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Tore Hoel and Jan Pawlowski The arc
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4.2.1 Discussion - Case 2 Tore Hoel
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Using Web 2.0 Technologies to Suppo
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Marta Infante Abreu, Florian Mat<st
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Pamela Chidiogo Izunwanne 2. Knowle
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Thomas Janke room for communication
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Thomas Janke 4. Reference implement
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Thomas Janke The rule states that w
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Thomas Janke Softw
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Claudia Jooß et al learning (cf. B
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Expert Knowledge: Does it Help or H
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Selvi Kannan are people who have ex
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Integration of Kno
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Knowledge Management Across <strong
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Facilitating Knowledge Sharing in V
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Andrea Kő, Péter Fehér and Krisz
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Monique Lortie and Lise Desmarais e
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Anca Mândruleanu teams, networks a
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Modelling Knowledge Sharing Into a
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2 masseurs ; Virginia Maracine et a
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Virginia Maracine et al mapping <st
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Virginia Maracine et al Which are
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Objective 1 - Mapping of</s
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From Knowledge Acquisition to Knowl
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Peter Marshall and Damian Gordon el
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Peter Marshall and Damian Gordon Ma
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