IntechOpen Book Series will also publish a program of research-driven Thematic Edited Volumes that focus on specific areas and allow for a more in-depth overview of a particular subject.
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IntechOpen Book Series will be launching regularly to offer our authors and editors exciting opportunities to publish their research Open Access. We will begin by relaunching some of our existing Book Series in this innovative book format, and will expand in 2022 into rapidly growing research fields that are driving and advancing society.
With the desire to make book publishing more relevant for the digital age and offer innovative Open Access publishing options, we are thrilled to announce the launch of our new publishing format: IntechOpen Book Series.
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Designed to cover fast-moving research fields in rapidly expanding areas, our Book Series feature a Topic structure allowing us to present the most relevant sub-disciplines. Book Series are headed by Series Editors, and a team of Topic Editors supported by international Editorial Board members. Topics are always open for submissions, with an Annual Volume published each calendar year.
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After a robust peer-review process, accepted works are published quickly, thanks to Online First, ensuring research is made available to the scientific community without delay.
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Our innovative Book Series format brings you:
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Topic Focused Publications - Each topic showcases high impact subject areas
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Renowned Editorial Expertise - Series Editors, Topic Editors, and a team of international Board Members that permanently support each Book Series
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Fast Publishing - quick turnaround which is unique for book publishing
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The benefit of ISSN and ISBN for increased citation and indexing possibilities
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IntechOpen Book Series will also publish a program of research-driven Thematic Edited Volumes that focus on specific areas and allow for a more in-depth overview of a particular subject.
\n\n
IntechOpen Book Series will be launching regularly to offer our authors and editors exciting opportunities to publish their research Open Access. We will begin by relaunching some of our existing Book Series in this innovative book format, and will expand in 2022 into rapidly growing research fields that are driving and advancing society.
\r\n\tWith this rapid transformation of the computing and communication world, information-system security has moved from a largely self-contained bounded environment interacting with a generally known and disciplined user community to a worldwide scope with a body of users that may not be known and are not necessarily trusted. Importantly, security control now must deal with circumstances over which there is largely no control or expectation of avoiding their impact. Computer security, as it has evolved, shares a similarity with liability assurance: they each face a threat environment that is known in a very general way and can face attacks over a broad spectrum of sources. However, the exact details or even time or certainty of an attack are unknown until an incident occurs. \r\n\tThe purpose of this book is to discuss some of the critical security challenges in today’s computing world and to discuss mechanisms for defending against those attacks by using classical and modern approaches to cryptography and other security solutions. With this objective, the book invites contributions from researchers in the field of cryptography and its applications in network security. Some illustrative topics of interest (but not limited to) are cryptography algorithms, authentication, authorization, integrity, confidentiality, privacy, security in wireless networks, security in wireless local area networks, wireless sensor networks, wireless ad hoc networks, vehicular ad hoc networks, security and privacy in the Internet of Things. Privacy of information, Blockchains, and Machine Learning in Security are three additional topics that the book will also deal with.
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1. Introduction
Not many words are needed to explain the importance of innovation and, consequently, innovation projects in today’s rapidly changing economic environment, where competitive pressures impose companies to continually innovate to sustain profitable growth and business success. In other words, innovation becomes a necessity, not only through new product or service development but also through finding new business models which often implies changing the rules of the game, organizational innovation, through finding a new way to improve the efficiency of production and overall business, process innovation, as well as through implementation of new marketing methods [1].
Studies have shown that those companies who prioritize innovation are also those with the highest increase in turnover. In this regard, the research conducted by European Commission revealed that some 79% of companies that introduced at least one innovation since 2011 experienced increase of their turnover by more than 25% by 2014 [2]. Therefore, innovation gained a status of a key driver and precondition for competitiveness [3, 4], moreover, a key element of modern management and everyday culture.
Having in mind that a huge number of various factors, which potentially influence the innovation project excellence, can be identified in different environments (above all, organizational context and level), this study will be related to those that appear to be the most frequent and the most important. Achieving the project success is always a big challenge, which is even greater in the case of innovation, so the aim will be to overcome the perils and make the success possible. In this paper, we chose some basic elements that have to be included in the innovation process if a company wants to achieve excellence, and that, also, can be recognized in project excellence model presented in Ref. [5]. Those elements are innovation strategy, idea management, innovation portfolio, innovation model, and risk management. Different project excellence models can be found in the literature and practice, and all of them evolve regarding continuous learning and adaptation.
2. The concept of innovation and innovation project
Today, it is commonly accepted concept with a large number of definitions. One of the most cited, giving the widely accepted innovation framework, is presented in Oslo Manual Guidelines [1], explaining innovation as an implementation of a new or significantly improved product (good or service), or process, or a new marketing or organizational method. Having this in mind, there are four (conditionally) types of innovation and therefore innovation projects:
Product/service innovations.
Process innovations.
Organizational innovations.
Marketing innovations.
Innovation as specific form of change can be defined with respect to various aspects, and the following stand out:
Drucker defines innovation as the specific tool of entrepreneurship, the means by which they exploit change as an opportunity for different business or a different service.
Porter observes innovation as a possibility of the company to gain competitive advantage based on innovativeness and ability to realize innovation projects.
According to Freeman industrial innovation includes technical design, production, management, and commercial activities involved in the marketing of a new (or improved) product or the first commercial use of a new (or improved) process or equipment.
Rothwell used nature of innovation to define innovation, separating two forms of innovation: radical innovations and incremental innovation. Incremental innovation can be described as series of small improvement to an existing product that usually helps maintain or improve its competitive position over time. On the other side, the result of radical innovation is completely new products/services/processes, and it can be presented as a process in which the direction of the research is known, but the ultimate goal is not.
One innovation is successful if it produces the ability of the company to constantly contribute to the growth, through continuity and adaptation. The essential question is that of the approach to innovation that should be implemented in the firm; organization and its smaller units should be guided through the complex innovation process—from ideas created to sales, revenues, and profits achieved. For instance, a very useful concept is introduced (developed, recognized) by InnovationLabs consultants, called Innovation Master Plan, presented in the book with the same name. The plan follows the simple structure based on five critically important questions about innovation in the organization [6]:
Why innovate—a question about strategic nature of innovation, which explains the linkage between innovation process and intended results based on the innovation.
What to innovate—a question about designing and developing innovation portfolio, to prepare many innovation options for a wide range of possible futures.
How to innovate—a question about designing the innovation process that is going to identify, create, and develop ideas which are going to become innovations.
Who innovates—identifying who is going to participate. It is necessary to identify three roles for achieving broad and consistent innovation results. These roles are (1) innovation leaders, who set policies, expectations, goals, and the tone for the innovation culture; (2) innovation geniuses, who come up with great ideas and insights; and (3) innovation champions, who organize the pursuit of innovation and support those who develop great ideas and turn them into business value.
Where to innovate—a question about constitution of infrastructure, support systems, and tools that will be used to enable everyone inside and outside the organization, to participate effectively in the innovation process.
Since innovation means a process from idea to realization, in theory and practice, a growing consensus can be witnessed on innovation being looked at as a project. From the theoretical point of view, both innovation management and project management have evolved over time as two independent disciplines. On the other hand, practice showed just the opposite, namely, the most effective way to manage the lifecycle of innovation process is by using project management. Etymologically, the term project originates from Latin word projicere which means to throw something forward. Taking all this into account, the fact that innovations are mainly developed by applying the concept of project management is not surprising at all. Moreover, different authors from the field pointed out that overcoming the difficulties of moving from ideas to value creating can be achieved by using the principles, methods, and techniques of project management. One of the definitions explicating the connection between innovation and project management identifies innovation projects as the management of a system that transforms inputs into outputs and has a feedback mechanism to ensure that the project output is consistent with its objectives [7].
Therefore, some specific features that distinguish innovation projects compared to conventional ones can be recognized as [8]:
Conventional projects should have clearly defined objectives. Innovation projects, usually, starts with weakly defined, sometimes ambiguous objectives, which become clearer in the following phases of project. Procedures used are, mostly, experimental or research nature.
Project teams are comprised of people of different professions (knowledge and skills, etc.), among whom should exist high level of trust.
Considering the failure as a possible outcome, innovation project teams should with great concern take into consideration risk management.
The ideas presented in innovation projects should be “sold” to “sponsors.”
Bearing in mind the classification of innovation projects based on criteria of nature (intensity), we can talk about incremental and radical ones, as mentioned earlier. Incremental innovations are the most common forms of innovation in many companies, and on average approximately 80% of all investments in innovation in companies refer to them. This classification can be further developed connecting this types (incremental and radical) to key characteristics, such as project goals and objectives, uncertainties, and industrial sector. Additionally, in this classification imitation is also included, representing a creative effort for development of a product or service. Imitation is positioned before the incremental innovation, since it has the lowest innovative intensity. Innovation projects are executed in various industrial sectors (ranging from low- to high-tech). Speaking of high-tech sectors, the imitation projects involve reverse engineering of advanced technological products. Generally, that was a key element of industrialization strategy of many Southeast Asian economies [9].
High performance in projects and excellent project management has become imperative in today’s business environment. Hence, resources engaged to projects have to be utilized in an effective and efficient manner with the intention of achieving maximum benefit to the stakeholders involved. Therefore, some authors define project success as the satisfaction of all stakeholders. There are a lot of factors and issues that can influence innovation project success. Some of them are mentioned as features of innovation projects. There cannot be generated a universal checklist suitable for any project, and this, also, works out for innovation. They will differ from project to project depending on a number of issues, for example, size, uniqueness, and complexity. At the company level, successful management of innovation project should include some basic elements [8]:
Innovation strategy and organization.
Creativity and idea management.
Innovation portfolio.
Innovation models.
Risk management.
3. Creativity in innovation projects
The most successful companies today are those who are the most creative and innovative. Accordingly, innovation and creativity have become critical skills for achieving success in developed economies. To reach this position, leading companies often tend to distance themselves from the competition rather than compete with them (Apple as an example of the blue ocean strategy). In other words, they are able to leverage their own creativity and their innovation capabilities to attain long-term success. The need for creative problem solving becomes a necessity since more and more management problems require creative insights in order to find suitable solutions. Many examples in the practice have shown that companies increase their productivity by stimulating creativity and exploring completely new and unknown territories (3M Company gives to its researchers time to work on projects that they consider important for the company, and 15% of the weekly working time they can devote to such activities [8]). Encouraging the employees’ creative thinking and giving them time and resources to explore new areas for innovative ideas are the key to cost-effective business solutions.
One of the definitions that may be considered as the most comprehensive, designates creativity as the production of novel and useful ideas (some would say ideas that have value). An idea is still novel even if someone else already invented it without your knowing or in a different context. And an idea is still useful for your company even if another company has already applied it [10].
Creativity goes hand in hand with innovation. It can be said that there is no innovation without creativity. While creativity is the ability to produce new and useful ideas, innovation is the implementation of that creativity, in the form of new product, service, process, and business model. In other words, every innovation starts with a creative idea and all together represents a part of fuzzy front end of innovation process [10].
Creativity and innovation are used interchangeably. This is reflected in the commonly accepted definition of innovation equaling creativity plus (successful) implementation. Creativity by itself—coming up with new ideas—is not enough. von Stamm [11] in her work gave some examples of great inventors, who were not able to gain the benefits to their effort—X-ray scanner, invented by Electric and Musical Industries (EMI) but General Electric made a commercial success; VCRs which had been invented by Ampex/Sony but were successfully commercialized by Matsushita; or the vacuum cleaner invented by Mr. Spengler but commercialized by Hoover.
In order to be successful and to achieve implementation, companies need processes, procedures, and structures that allow the timely and effective execution of the projects and that allow for good ideas to come to right place.
Idea management systems offer people a perfect outlet to which they can submit their ideas and, therefore, enable for good ideas to come to right place. For companies, it can be a perfect way to capture and further develop ideas. They should no longer remain in the drawer. These systems can help to recognize the need for ideas and to generate and evaluate them. Ideas could come from different sources—employees, customers, or suppliers. According to the research conducted by Erasmus University Rotterdam, there are three different types of idea management systems (programs): HR idea management systems, R&D idea management systems, and marketing idea management systems. HR idea management systems are used to collect ideas that improve processes and save money for the company. These systems focus on the employees of the company. The ideas that employees submit are often quite small incremental. One such system engages company DHL. The focus is different concerning R&D idea management systems. These systems care very much about the ideas that people submit. The ideas can come from their own staff or from outside people and organizations. Shell uses one of these systems, named “GameChanger.” R&D systems are managed by R&D department and ideas generated are radical. Finally, the focus of marketing idea management systems is on customer. In that way, companies try to engage with customer. Starbucks is using this system. Marketing systems represent very effective marketing and communication tools and result in incremental ideas.
4. The role of innovation strategy
One of the critical points of innovation management excellence refers to the strategic decision-making in the field. These strategic decisions should make balance between companies’ ability and opportunities that exist in the environment so as to achieve long-term business objectives. Innovation strategy should support business strategy, acting as a mediator between the company and its environment in the innovation domain. It should be synchronized with other strategies in the organization, such as technological, marketing, manufacturing, and strategy of intellectual property [8].
Innovation strategy is often a crucial step for new company to join the existing market. As well, the existing organizations are using this strategy as an advantage if they have the ability to recognize this advantage. Innovation strategy is grounded on the business model and technology of the companies. Various companies have confirmed in practice that successful implementation of innovation requests a combination of technological change with the change of business model [12].
Generally, there are three key areas in which innovation strategy is associated with the change of business model (Figure 1) [12, 13]:
Value proposition—What is going to be sold and delivered to the market.
Supply chain—How is it going to be created and delivered to the market.
Target customer—Who is going to use it.
Figure 1.
Strategic positioning map [13].
The process of developing an innovation strategy, similar to the creation of any good strategy, should start with a clear understanding and articulation of specific objectives related to achieving a sustainable competitive advantage. It should answer the following questions [14]:
How will innovation create value for potential customers?
Innovation can create value in many ways. After choosing what kind of value the innovation will create, it is important to stick to that, because the capabilities required for each are quite different and take time to accumulate. Apple consistently chose to make its products easier to use than competitors’ and to provide a seamless experience across its expanding family of products and services.
How will the company capture a share of the value its innovations generate?
The big problem for innovations is that they attract imitators as quickly as customers. The intellectual property alone is not enough to block these rivals. It is essential for companies to think of complementary assets, capabilities, products, or services that could prevent customers from deserting to rivals and keep their own position in the ecosystem strong. One of the best ways to preserve the position is to continue to invest in innovation.
What types of innovations will allow the company to create and capture value, and what resources should each type receive?
Undoubtedly, technological innovation is a huge creator of economic value and a driver of competitive advantage, but in the past couple of decades, we have witnessed companies like Netflix, Amazon, LinkedIn, and Uber, which power relies on business model innovation. So innovation strategy should specify how the different types of innovation fit into the business strategy and, also, to allocate the resources to each innovation [14].
As already stated, innovation becomes necessity, not only through new product or service development but also through finding new business models which often implies changing the rules of the game [15]. To be successful, a company has to be skillful to break those rules, moreover, to have the ability to strategically redefine its business and play an altogether different game in order to succeed on the long term. Having in mind aforesaid, Markides suggests strategic innovation as a solution for breaking the rules of the game [13]. These new game activities can be performed all over a value chain in one business system [15, 16].
As it can be seen from Figure 2, dramatic redesign of the end-to-end value chain architecture can be accomplished improving the efficiency of the end-to-end value chain. For example, IKEA uses standardization by making one type of a product that enables efficient transportation. Dramatic reinvention of the concept of customer value is related to changing the value that customers receive. For example, in addition to selling hardware, IBM moved into supplying total business solutions. Dramatic redefinition of the customer base is related to expanding the size of the market. For example, at a time when computers were used only in corporations and other institutions, Apple made personal computers for individuals.
Figure 2.
Areas for changing the rules of the game (adapted from Refs. [15, 16]).
Kaplan in his book [17] named the process of changing the game as leapfrogging. In fact, leapfrogging is about creating something completely new or doing something radically different that empowers company to significantly leap forward. If individuals, groups, or organizations prefer to become the new leaders of the future, they have to leapfrog old ways of doing things [17].
Very important factor for defining the innovation strategy for the company is its competence, regarding existing structure and knowledge. Some authors indicate strategy as the architecture that builds competence. The results of empirical research in this area confirmed that the degree and nature of innovativeness are in close relation to the choice of strategy of innovation leader or follower. Companies that choose first strategy mostly develop product innovation, whereas others mostly initiate process innovation [8].
According to innovation matrix presented in Ref. [12], companies focus their resources in selected segments and thus create a portfolio of investments. Depending on the position of investment in the matrix, two types of innovation strategy can be recognized [12]:
Playing to win (PTW)—strategy of innovation leader. Company invests in new technology or business model in order to be ahead of competitors. The leadership position is achieved on the basis of different types of innovation: incremental, semi-radical, and radical (e.g., Amazon.com, Apple).
Playing not to lose (PNTL)—strategy typically involves more incremental innovations, aiming to maintain the position of the company in the existing environment by moving slowly and with lower risk (e.g., Johnson & Johnson, Hyundai).
Furthermore, strategy of innovation leader and follower can be perceived as proactive and reactive [18]. Proactive is a strategy of innovation leader. Companies seek to predict and anticipate changes in the environment and, thus, to seize the opportunities. Reactive is a strategy of innovation follower. Companies respond to the customers’ demand and needs and to competitors’ activity. As a result of previous typologies of innovation strategies, it can be concluded that it is inherent to innovation leaders to engage PTW strategy and proactive strategy while innovation followers engage PNTL strategy and reactive strategy.
5. Innovation project models
Even though the importance of innovation is recognized by most companies and they spend a lot of money on innovation, many of these initiatives do not generate reasonable profit or competitive advantage. Plenty of research on this topic reveals that the main problem does not lie in the invention part or the generation of innovative ideas, but more in the successful management of the innovation process [19]. Successful innovation demands a rigorous and disciplined stage-by-stage approval process combined with regular measurement of every critical factor, ranging from time and money spent to the success of new products in the market.
Speaking of innovation processes from idea to commercialization, literature proposes a lot of different models. Basically, six generations of models can be found, from simple linear to increasingly complex interactive and network ones [20] up to new concept of open innovation (Table 1).
Previous table suggests a chronological review of model development, where shifting of models from conventional and unilateral to interactive combination of push and pull models, and contemporary, network models based on knowledge can be clearly noticed.
5.1. Stage-Gate as a linear model
Earlier domination of the linear models is evident, together with evolving of much sophisticated and more realistic models that overcome common weaknesses and limitations of the conventional approach. This can be perceived in development and alignment of the well-known Stage-Gate® model, which, basically, followed a linear template. Stage-Gate models stand for industry standard for excellence in new product/service development. According to several independent research studies, about 80% of leading US companies now use Stage-Gate to drive new products to market. The model enables efficiency improvement and reduction of failure in any case, whether it is launching of new product or technology that could change the competitive image in the market, introduction of new products that could generate additional income for the company, or defense of company’s market share by introduction of significantly improved product (Table 2). When embraced by organizations, this model generates an organizational culture that includes existence of the new product development process leader, strategic responsibilities definition, high-performance teams, focus on customers and markets, excellent solutions, compliance, discipline, speed, and quality [22].
Generation
Model
Characteristics
First
Technology push
Simple linear sequential process, emphasis on R&D; market is the recipient of the R&D results
Second
Market pull
Simple linear sequential process, emphasis on marketing; the market is the source of new ideas for R&D; R&D has a reactive role
Third
Coupling model
Recognizing interaction between different elements and feedback loops between them, emphasis on integrating R&D and marketing Stage-Gate process
Fourth
Interactive model
Combinations of push and pull models, integration within firm emphasis on external linkages
Fifth
Network model
Emphasis on knowledge accumulation and external linkages, systems integration, and extensive networking
Sixth
Open innovation
Internal and external ideas as well as internal and external paths to market can be combined to advance the development of new technologies
Increased organizational discipline and focus on the right projects
Gatekeepers behaving badly
Fewer errors, waste, and rework within projects
Too much bureaucracy in the idea-to-launch process
Improved alignment across business leaders
Too much reliance on software as a solution
Efficient and effective allocation of scarce resources
Expecting the impossible from a process
Improved visibility of all projects in the pipeline
Improved cross functional engagement and collaboration
Improved communication and coordination with external stakeholders
Table 2.
Advantages and disadvantages of Stage-Gate model [21].
The model provides a conceptual and operational roadmap for guiding new product development, from idea to launch. Stage-Gate approach in its core represents a simple model that divides innovation process into distinct stages separated by management decision gates (Table 3) [24].
Stage
Preliminary investigation
Build business case
Development
Testing and validation
Full production and market launch
Gate
Initial screen
Preliminary approval
Decision on business case (project approval)
Post-development review
Pre-commercialization business analysis
Table 3.
Stage-Gate model.
Stages are activities assumed by members of the team in order to collect the information needed for project progress. The stages are cross functional (there is no research and development or marketing stage), and activities are undertaken in parallel to speed up the time to market [24].
The model is organized so as in front of each stage is a gate. Gates are points where decision is made about whether or not to continue investing in an innovation project. This decision is made by both internal managers and external experts, so-called gatekeepers. The role of the gates is to check whether the project met all the criteria identified in previous gate and to check whether the project meets the criteria for the current phase.
The main elements of every gate are the following [24]:
Deliverables—results of actions from the previous phase
Criteria—predefined criteria on which the decision on project are made (what the project is judged against)
Outputs—results of the decision (go/kill/hold/recycle)
The predefined criteria can be different from qualitative to quantitative, and some of them must meet, while some should meet. Specific criteria are different from gate to gate and become more rigorous with the progress of the project, and some of them can be judged in every gate.
High-level risk taking is one of the innovation project characteristics that have big influence on the innovation process stability. Thus, in order to respond in the right time and manner, it is necessary to carry out risk assessment. So, to achieve stabile innovation process of big importance is to carefully choose the right gatekeepers and criteria within the gates.
5.2. The triple A system: adaptive, agile, and accelerated
The original Stage-Gate model was created in the 1980s, based on a thorough study of successful corporations that successfully launched new products to market. This study primarily, practices and lessons learned, provided the foundation for that early stage and gate model. Since then, Stage-Gate is being evolved and incorporated with many new practices. Some companies have also developed their own versions, adjusting it to their need [25]. Stage-Gate process, generally, has a positive impact on the conception, development, and launch of new products [24, 26, 27], but there are also criticisms; it is accused of being too linear, too rigid, and too planned to handle more dynamic projects [28, 29]. The world has changed a lot since the first Stage-Gate system was implemented; the environment in which the companies are doing their job is now different.
Concerning previous, Cooper suggested next generation of idea to launch system, recognized as “Triple A system.” It seems a lot like the traditional process of Stage-Gate, but the details of the process and its function are quite different. There are still stages where work gets done and gates where decisions are made. Newness is more adaptive and flexible, agile, and accelerated [25].
5.2.1. Adaptive and flexible
For the next-generation model, being adaptive means that it incorporates spiral or iterative development to bring something early to the market through a series of build-test-revise iterations with customers. This upgrading is very good for the process since through these iterations the product evolves by adapting to new information gathered from customers. The system is also flexible to the extent that actions for each stage and the deliverables to each gate are unique to each development project, based on the context of the market and the needs of the development process. Gates are flexible, meaning that there are no standard sets or universal criteria for each gate [25].
5.2.2. Agile
The next-generation system as well incorporates elements of agile development, the rapid development system firstly introduced by the software industry. Introduction of agile development enables usage of short time-boxed increments, in form of sprints and scrums, in which the deliverable is something that can be demonstrated to stakeholders. This is in direct contrast to non-agile approaches, which led to the extensive delays, cost overruns, and sometimes brutally terminal failure [30]. Equally, the agile systems emphasize moving quickly and nimbly from milestone to milestone and rely on a much leaner system with all waste removed; there are no bureaucracy and no unnecessary activities anywhere in the system [25].
5.2.3. Accelerated
The next-generation idea-to-launch system is focused on accelerating the development process. This imposes overlapping of the activities within stages and even stages. The idea of a “stage” is less relevant in this new system. This feature enforces projects in the system to be properly resourced, fully staffed by a dedicated cross functional team for maximum speed to market. Also, fuzzy front end is brought to the forefront, in order to make less fuzzy, so that the project is clearly scoped and key unknowns, risks, and uncertainties identified as early as possible. Here, robust IT support is provided to reduce work, provide better communication, and accelerate the process [25].
5.3. Connecting the open innovation to Stage-Gate
The main question in today’s business environment is no longer why innovate, but how to innovate. Consequently, theory and practice recognized that not all good ideas come from inside the firm; neither all good ideas emerged within the particular firm should be commercialized by that same firm [31]. To bridge this gap, open innovation has emerged. Chesbrough coined the term “open innovation” to describe 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 they look to advance their technology [32]. While some think that “open innovation paradigm” is a new concept, there are some authors such as Trott and Hartmann [33] who claim that this paradigm represents just an old wine in new bottles. They think that this model has been used over the past 40 years within the theory and practice on innovation management.
For the successful implementation of this model, the organization should define the business in a way to use advantage of both internal and external ideas and to build an adequate business model, which will provide greater value for the organization. Since it is easy to access to a lot of external knowledge, companies which have been using Stage-Gate model for their new product/service development make a great effort to empower their model connecting it with open innovation features [34]. Using the open innovation in new product/service development implies its involvement in all of the stages of innovation process.
5.3.1. Ideation or discovery stage
The first stage of the innovation process/project is always generating ideas—ideation—representing the part of fuzzy front end. In this stage, companies go across of their borders looking for external information (ideas for new product/service development) that could be helpful in satisfying customer’s needs [35]. A lot of companies such as Starbucks, P&G, and BMW use open ideation through engagement of co-creation, crowdsourcing, and gamification.
5.3.2. Building the business case
This stage implies detailed business case, that is, defined product, business justification, and a detailed action plan for the next stage [24, 26, 36]. By opening up, this stage considers actions such as identification of missing internal capabilities by seeking for potential partners who will provide technological or marketing capabilities to develop and commercialize new product/service [35].
5.3.3. Development stage
The main purpose of this stage is implementation of the business case and development of the first prototype [24, 36]. As to the open Stage-Gate, companies cooperate with suppliers or partners in order to solve the technology and development problems. Moreover, here companies can out-license or sell their internally developed technologies and intellectual property [35].
5.3.4. Launch or commercialization stage
This stage starts with full production and commercial launching of the product and sales. Monitoring of the innovation project and detecting and correcting mistakes are specific actions of the stage [24, 36]. Opening up this stage, the company can out-license already commercialized products if there is a possibility to gain more value elsewhere or to in-license, purchase, an already commercialized product for achieving new growth for the company [35].
Gates and therefore criteria within the gates must also be modified. If some company does not have all the capabilities needed to develop or execute a project, it does not lead to a “kill,” but leads to looking for a partner to handle the missing elements [35].
P&G made an effort to develop and introduce the new version of SIMPL™ [37], the one enforced with open innovation, frequently cited as SIMPL 3.0 [35]. General Electric also engages the open Stage-Gate named “Toll-Gate” for handling an open innovation, both outbound and inbound [35].
6. Risk assessment in innovation projects
Considering the fact that innovation ventures carry considerable risk that cause more than one half of the individual innovation undertakings to fail, companies have to find the way to succeed in commercial success. By itself, risk can appear in any aspect of innovation project and consequently can result in cost overruns, schedule delays, and even poor quality [38]. Therefore, risk management in innovation projects is an important topic for practitioners and academic scholars, and therefore today it is being increasingly incorporated into business models. According to survey conducted by Murray et al. [38], the majority of participants—managers with extensive project management experience—confirmed that they have used some kind of risk management techniques.
The main purpose of risk management is to improve project performance through systematic identification, appraisal, and management of project-related risk [39]. The risk management process can be considered as a very useful to decision-making regarding the possibility of future events and their impact on established objectives. It includes the application of logical and systematic methods for [40]:
Communicating and consulting throughout this process.
Establishing the context for identifying, analyzing, evaluating, and treating risk associated with any activity, process, function, or product.
Monitoring and reviewing risks.
Reporting and recording the results appropriately.
Risk assessment is a part of risk management which provides a structured process of risk identification, risk analysis, and risk evaluation. The way in which this process is applied depends not only on the context of the risk management process but also on the methods and techniques used to carry out the risk assessment [40]. Various supporting techniques can be used to improve accuracy and completeness in risk identification, risk analysis, and risk evaluation. Numerous techniques and methods for risk assessment divided by the phases of risk assessment are presented in International Standard 31010 [40].
In literature and practice, it can be found a lot of different risk categories that can affect project objectives and that can be observed for various projects. In this paper we presented one risk categorization proposed by Keizer et al. [41], which is very important since it is related to new product development. These categories of risk are recognized as critical success factors in product innovation projects. Three main risk categories, technology risks, organizational risks, and business risks, and 12 subcategories are identified (Table 4). Technology risks refer to product design, manufacturing technology, and intellectual property. Organizational risks refer to internal project management and external organizational influences. Business risks refer to issues such as the impact of a new product on the company’s brand positioning, consumer and trade acceptance, commercial viability, and the potential actions of competitors [41].
Level 1
Level 2
New product development project risk categories
Technology risks
Product technology risks
Manufacturing technology risks
Intellectual property risks
Organizational risks
Supply chain and sourcing risks
Screening & appraisal
Organizational and project management risks
Business risks
Product family and brand positioning risks
Consumer acceptance risks
Trade customer risks
Competitor risks
Commercial viability risks
Public acceptance risks
Table 4.
NPD risk categories (adapted from Refs. [41, 42]).
This categorization of new product development risk can be found further decomposed on 142 more project issues, which are, also, recognized as critical factors for successful NPD.
7. Conclusion
Generating a continuous stream of innovation successes is an elusive goal. But the quest goes on, because the goal is so important to business success and excellence. This paper has provided an overview of some of the key factors for achieving innovation project excellence and hence insights into how to win in developing and launching new products. The recognized critical elements are innovation strategy, creativity and idea management, innovation portfolio, innovation model, and risk management.
Innovation strategy is very important for the innovation process and it represents a starting point. The role of the innovation strategy is to make balance between companies’ ability and opportunities that exist in the environment so as to achieve long-term business objectives. There are four essential tasks in creating and implementing an innovation strategy. The first is to answer the question “How are we expecting innovation to create value for customers and for our company?” The second is to create a high-level plan for allocating resources to the different kinds of innovation; the third is to manage trade-offs, because every function will naturally want to serve its own interests; only senior leaders can make the choices that are best for the whole company. The final challenge facing senior leadership is recognizing that innovation strategies must evolve. Like the process of innovation itself, an innovation strategy involves continual experimentation, learning, and adaptation. Without an innovation strategy, different parts of an organization can easily wind up pursuing conflicting priorities—even if there is a clear business strategy [14].
Creativity is also one of the critical factors for companies in achieving long-term success. The need for creative problem solving becomes a necessity since more and more management problems require creative insights in order to find suitable solutions. Stimulating creativity and exploring completely new and unknown territories lead to increasing the productivity of the company. Introduction of idea management systems is closely connected to creativity and consequently ideation. These systems enable an outline for ideas to come to the right place and to be implemented.
One of the most significant factors in achieving innovation project excellence represents implementation of adequate innovation model. Successful innovation project requires a rigorous stage-by-stage process. There are six generations of models that evolve in line with new practices. Today, they are adaptive and flexible, agile, and accelerated and, also, enable the involvement of external knowledge through application of open innovation.
Considering the fact that innovation ventures carry significant risk that causes more than one half of the individual innovation undertakings to fail, companies have to find the way to succeed in commercial success. In order to minimize the risk in innovation projects, companies have to take into account the risk management as one of the most important factors for innovation project success.
\n',keywords:"innovation, innovation project, innovation strategy, risk management",chapterPDFUrl:"https://cdn.intechopen.com/pdfs/54343.pdf",chapterXML:"https://mts.intechopen.com/source/xml/54343.xml",downloadPdfUrl:"/chapter/pdf-download/54343",previewPdfUrl:"/chapter/pdf-preview/54343",totalDownloads:1835,totalViews:966,totalCrossrefCites:1,totalDimensionsCites:3,totalAltmetricsMentions:0,introChapter:null,impactScore:3,impactScorePercentile:83,impactScoreQuartile:4,hasAltmetrics:0,dateSubmitted:"September 19th 2016",dateReviewed:"January 17th 2017",datePrePublished:null,datePublished:"August 30th 2017",dateFinished:"March 8th 2017",readingETA:"0",abstract:"Nowadays innovation becomes a focal point for corporate success and survival. Thus, in order to be more concurrent and to realize innovation that meets required goals and performance expectations, companies have to achieve excellence in managing the innovation process. Delivering innovations with unique benefits and real value to customers separates winners from losers more often than any other single factor. Therefore, the excellence in innovation projects becomes a necessity, and it implies recognition of all critical success elements that can affect and, in some way, do the harm to the process. There are a lot of factors and issues that can influence innovation project success and excellence. In this paper, we chose some of the critical elements, such as innovation strategy, idea management, innovation portfolio, innovation model, and risk management.",reviewType:"peer-reviewed",bibtexUrl:"/chapter/bibtex/54343",risUrl:"/chapter/ris/54343",book:{id:"5697",slug:"key-issues-for-management-of-innovative-projects"},signatures:"Biiljana Stošić and Radul Milutinović",authors:[{id:"196041",title:"M.Sc.",name:"Radul",middleName:null,surname:"Milutinović",fullName:"Radul Milutinović",slug:"radul-milutinovic",email:"radul.milutinovic@fon.bg.ac.rs",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",institution:{name:"University of Belgrade",institutionURL:null,country:{name:"Serbia"}}},{id:"204847",title:"Dr.",name:"Biljana",middleName:null,surname:"Stošić",fullName:"Biljana Stošić",slug:"biljana-stosic",email:"biljst@fon.bg.ac.rs",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",institution:{name:"University of Belgrade",institutionURL:null,country:{name:"Serbia"}}}],sections:[{id:"sec_1",title:"1. Introduction",level:"1"},{id:"sec_2",title:"2. The concept of innovation and innovation project",level:"1"},{id:"sec_3",title:"3. Creativity in innovation projects",level:"1"},{id:"sec_4",title:"4. The role of innovation strategy",level:"1"},{id:"sec_5",title:"5. Innovation project models",level:"1"},{id:"sec_5_2",title:"5.1. Stage-Gate as a linear model",level:"2"},{id:"sec_6_2",title:"5.2. The triple A system: adaptive, agile, and accelerated",level:"2"},{id:"sec_6_3",title:"5.2.1. Adaptive and flexible",level:"3"},{id:"sec_7_3",title:"5.2.2. Agile",level:"3"},{id:"sec_8_3",title:"5.2.3. Accelerated",level:"3"},{id:"sec_10_2",title:"5.3. Connecting the open innovation to Stage-Gate",level:"2"},{id:"sec_10_3",title:"5.3.1. Ideation or discovery stage",level:"3"},{id:"sec_11_3",title:"5.3.2. Building the business case",level:"3"},{id:"sec_12_3",title:"5.3.3. Development stage",level:"3"},{id:"sec_13_3",title:"5.3.4. Launch or commercialization stage",level:"3"},{id:"sec_16",title:"6. Risk assessment in innovation projects",level:"1"},{id:"sec_17",title:"7. Conclusion",level:"1"}],chapterReferences:[{id:"B1",body:'OECD & Eurostat. Oslo Manual—Guidelines for Collecting and Interpreting Innovation Data. 3rd ed. Joint Publication, Paris; 2005.'},{id:"B2",body:'European Commission. Internal Market, Industry, Entrepreneurship and SMEs [Internet]. Available from: http://ec.europa.eu/growth/industry/innovation_en [Accessed: 26/12/2016].'},{id:"B3",body:'Petrovic, D., Mihic, M., & Stosic, B. Strategic IT portfolio management for development of innovative. In: Handbook on Strategic Information Technology and Portfolio Management. IGI Publishing, Hershey, PA 17033, USA; 2009. pp. 150–169. DOI: 10.4018/978-1-59904-687-7.'},{id:"B4",body:'Stosic, B., Milutinovic, R., Zakic, N., & Zivkovic, N. Selected indicators for evaluation of eco-innovation projects. Innovation: The European Journal of Social Science Research. 2016;29(2):177–191. 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International Standard: Risk management—Risk Assessment Techniques. Geneva, Switzerland: International Electrotechnical Commission; 2009.'},{id:"B40",body:'Keizer, J.A., Halman, J.I., & Song, M. From experience: applying the risk diagnosing methodology. Journal of Product Innovation Management. 2002;19(3):213–232.'},{id:"B41",body:'Keizer, J.A., & Halman, J.I. Diagnosing risk in radical innovation projects. Research-Technology Management. 2007;50(5):30–36.'}],footnotes:[],contributors:[{corresp:null,contributorFullName:"Biiljana Stošić",address:null,affiliation:'
Faculty of Organizational Sciences, University of Belgrade, Belgrade, Serbia
Faculty of Organizational Sciences, University of Belgrade, Belgrade, Serbia
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1. Introduction
Edentulism is defined as an irreversible condition in the patient’s mouth and the “final marker of disease burden for oral health” [1, 2]. It is still one of the major problems among older adults globally, regardless of its declining incidence. The prevalence of complete edentulism varies among different countries all around the world since it depends on numerous factors such as education, economic and social situations, lifestyle, oral and general health knowledge and views, and attitudes to dental care [3, 4]. The rate of edentulism tends to vary not only among different countries but among different regions within a country too, with wealthier, more industrialized provinces tending to have lower rates than others [5]. A large number of studies confirm the close relationship between edentulism and age and gender of the patients, their educational and income level, activities of daily living, social isolation and poor self-experienced health [6, 7]. These findings should be recognized at the national level of each country and used to create preventive measures identifying older people who are in need of oral care.
2. Aging - tooth loss - bone loss
Edentulous patients are in need of wearing some kind of prosthodontic replacement to establish lost oral function caused by tooth loss. It occurs because of biologic disease processes and age-related changes, such as dental caries, trauma, periodontal conditions and diseases, as well as poor oral hygiene and oral cancer [8, 9]. Total tooth loss is not only reflected in patients’ inability to chew and speak but to their social behavior and self-image and it has a complex and multidimensional impact on oral health related and general quality of life [10, 11].
A large number of studies have already proven that bone loss represents an ongoing process following tooth loss [12, 13], affecting the mandible four times more than the maxilla [14]. This particularly affects the patients who become completely edentulous and creates a large problem for their future maintenance (Figure 1).
Figure 1.
Current condition of the edentulous maxilla and mandible caused by years of toothlessness. The height of the frontal mandibular bone has been measured to evaluate the possibility of implant placement.
For the purpose of better understanding of the existing conditions, analysis of the edentulous jaws, easier diagnosis and therapy determination the American College of Prosthodontists (ACP) has developed a classification system for complete edentulism helping prosthodontists determine appropriate treatments for their edentulous patients [15]. This classification consists of four categories, the first representing an uncomplicated clinical situation with ideal or minimally compromised bone height, inter-jaw relationship, residual ridge morphology and muscle attachments and the fourth, representing the most complex and severely compromised oral conditions significantly negatively affecting the prosthodontic outcome [16].
3. Prosthodontic solutions in completely edentulous patients
Toothless residual alveolar ridges in edentulous patients imply the construction of retentive and stable conventional complete dentures [17]. Unfortunately, this can only be achieved in favorable oral conditions that mostly apply to the satisfactory edentulous ridge form and height affecting stability and retention of the dentures in function [18, 19]. It has already been proved that ill-fitting conventional complete dentures can compromise patient’s oral function and therefore cause psychosocial problems and decrease his/her oral health-related quality of life (OHRQoL) [20, 21]. The most often recorded complains among conventional complete denture wearers are pure or fair chewing ability, mostly within the subjects who had lost more than 50% of their estimated original ridge height, correlating the residual ridge resorption with worsening of the complete denture stability during mastication [22, 23].
4. Implant prosthodontics
In the last few decades, implants have been increasingly introduced in prosthodontics to replace patient’s tooth/teeth lost for several reasons including trauma, caries, and periodontal disease as one of the main causes of edentulism occurring in the elderly population [24]. The loss of single, several or even all the teeth in the jaws can be compensated by placing one or more implants and constructing fixed or removable prosthodontic restorations on them [25, 26, 27, 28, 29, 30].
A large number of risk factors related to the implant-prosthodontic therapy are listed in the literature, both at the level of implants as well as of implant prosthodontic restorations [31, 32, 33, 34]. It has already been proved in many studies that poorer bone quality and lack of bone volume may be the one of the main reasons of implant failure [35]. Therefore, numerous classifications assisting the therapist in determination of the proper implant-prosthodontic therapy have been suggested for assessment of the degree of atrophy of edentulous jaws, among which the classification system for jaw bone shape and quality proposed by Lekholm and Zarb in 1985 is very often used [36]. One of the major problems in elderly population certainly is the lack and poorer quality of bone structure (Lekholm and Zarb quality 3 or 4 and quantity C, D, or E), especially in the distal part of the alveolar ridges, offering a great challenge for the placement of multiple implants or immediate implant loading and fixed implant prosthodontic constructions [37, 38]. Therefore, in these patients, having compromised bone conditions, implant-retained overdentures may be the best solution [39].
5. McGill consensus statement on overdentures
With an increase of the life expectancy in the following years an increased number of completely edentulous patients will visit dental offices [40]. With a higher standards of their life quality they will expect the same level of standards in prosthodontic treatments demanding improvement in the oral health quality of life, too [40]. With conventional complete dentures relying upon resorbed residual bone ridges of maxilla and mandible and overlying mucosal soft tissues satisfactory retention and stability of the dentures is usually not possible to achieve. Therefore, it is up to the prosthodontics to find new solutions to this issue.
In May 2002, at McGill University in Montreal, Canada, prosthodontic symposium was held where numerous relevant experts who worked in the field of removable prosthodontics stated that the current available evidence suggested the restoration of the completely edentulous mandible using conventional complete denture is no longer the first choice in prosthodontic treatments and instead it should be a two-implant overdenture, regardless of the type of attachment system used (bar, ball or magnet) [41, 42]. According to the available literature patients find mandibular implant-retained overdentures to be superior over conventional ones in retention, ability to chew and speak, comfort, and satisfaction and in oral health related quality of life [43, 44, 45, 46]. In April 2009. In York, UK a further consensus statement created by members of British Society for the Study of Prosthetic dentistry Council was released highlighting that uptake by dentists of implants for completely edentulous patients has still been rather slow [47].
As it is stated in the Consensus Statement, the solution in completely edentulous patient should be maxillary conventional complete denture and mandibular two implant-retained overdenture and this therapy presents a minimum standard that should be sufficient for the most patients, taking into account patient comfort and satisfaction, costs and both clinical and dental laboratory time [41, 47]. According to the Statement, placement of only two implants increases the total cost of the treatment, but it is still low enough (in comparison to the multiple implant-prosthodontic restorations) to be affordable to most edentulous patients [41].
6. Prosthodontic indications and advantages for implant supported overdenture in completely edentulous patients
A large number of completely edentulous patients wearing conventional complete dentures are dissatisfied with their prosthodontic restorations [48]. Therefore, implant-retained overdentures were introduced to fulfill a need for maximum support in edentulous dental arches together with the desire to improve esthetic appearance [49]. Consequently, they are indicated in patients suffering from severe morphological destruction of denture supporting regions with significant loss of denture retention and stability (Figures 2 and 3), those with poor oral muscular coordination and low tolerance of soft underlying tissues, having parafunctional habits increasing soreness and instability of the conventional restorations or severe gag reflexes [50].
Figure 2.
Three-dimensional measurement of maxillary bone in completely edentulous patient. Notice the extreme resorption of the whole maxillary residual arch.
Figure 3.
Three-dimensional measurement of mandibular bone in completely edentulous patient. The resorption of the mandibular residual arch is not so progressive, therefore the placement of 4 implants in the frontal region is indicated.
This type of removable prosthodontic rehabilitation is also strongly recommended in patients with unrealistic conventional prosthodontic expectations and those having psychological problems in wearing removable dentures, even when adequate retention and stability are present in the function [50].
This type of implant-prosthodontic rehabilitation offers several advantages such as need for less implants resulting in lower component costs and less expensive treatments for the patient, easy handling and home care maintenance, achieving extremely high level of facial esthetics by labial acrylic flanges and denture teeth replacing missing bone structure and avoiding parafunctions by removing dentures at night (Figures 4 and 5).
Figure 4.
Vestibular view of 2 implant-retained mandibular overdenture.
Figure 5.
Oral view of 2 implant-retained mandibular overdenture.
The results of the trial reported in Feine et al. and Grandmont et al. suggested that many patients having the chance to compare both fixed and removable implant-supported mandibular prostheses considered removable types to be a first class treatment [51, 52]. Half of the primarily older individuals monitored in this trial preferred removable over fixed prostheses for easier cleaning and ability to take them out during the night, but reported to be less efficient for chewing [51, 52]. Therefore, this finding should be used by clinicians when choosing the most appropriate type of dentures in completely edentulous patients, too.
It is also important to mention that both clinical and dental laboratory procedures when fabricating implant-retained maxillary and mandibular overdentures do not differ significantly from the conventional on, with the exception of the use of implant transfers, laboratory analogs and individually adjusted trays (Figures 6–8).
Figure 6.
Individual tray, functional imporession and laboratory analogs for 4 implant-retained mandibular overdenture.
Figure 7.
Open acrylic individual tray and implant transfers ready for impression.
Figure 8.
Both vertical and horizontal dimension registration of the future maxillary conventional and 4 implant-retained mandibular overdenture using wax rims.
7. Number of implants in implant-retained overdentures
Implant-retained overdentures are usually indicated in completely edentulous cases with mild to severe bone resorption in certain regions and therefore go with reduced number of implants. The minimum number of implants needed for an over denture is still in debate.
According to the literature in case of maxillary overdenture with both implant and soft tissue support four to six implants are needed for retention and stability [53, 54, 55]. In case of four implants reduction in palatal plate of the denture is reported and recommended (Figures 9 and 10) [56, 57].
Figure 9.
Four dental implants in maxilla. Clinical procedure of adjusting locators in 4 implant-retained maxillary overdenture.
Figure 10.
Distal reduction of the 4 implant-retained maxillary overdenture palatal plate.
There are many reports in literature on two implant-retained overdentures in maxilla, too, but it is still the subject of debates (Figure 11).
Figure 11.
Clinical check-up of the patient five years following the placement of two implants in maxilla and delivery of the 2 implant-retained maxillary overdenture.
Klemetti et al. concluded that using only two implants in the maxilla did not compromise the dentures longevity or patient satisfaction when compared with four implant overdentures on one hand, but many authors claim that this design of implant-retained overdenture may result in a hinging movement and cause discomfort [58, 59, 60].
In mandible, in case of overdenture with both implant and soft tissue support, two implants supported overdenture or single implant retained overdenture is also advisable [61, 62, 63, 64].
8. Types of attachment systems on implant-retained overdentures
According to The McGill Consensus Statement on overdentures mandibular two-implant overdentures (Figure 12) are considered to be the first choice standard of care for edentulous patients regardless of the type of attachment system used [41].
Figure 12.
Standard implant-prosthodontic procedure in completely edentulous patient according to the McGilly consensus.
Numerous types of attachment systems supporting implant overdentures have been developed over years, such as bars, balls, magnets, different cylindrical attachments etc., made of different materials, according to different concepts and designs [65, 66, 67, 68, 69, 70, 71].
Of the previously listed systems, only bars require mechanically constructed splinting of the implants and the need to connect them via rigid construction or not is still being discussed.
Both splinted and unsplinted overdenture implant attachment systems have unique advantages and disadvantages. Although different in construction, it seems that both systems achieve similar results with regard to marginal bone loss, prosthetic complications and implant survival rate [72]. A systematic research, carried out from 2000. to 2018., investigated the influence of splinted vs. unsplinted designs for 4 implants retained maxillary overdentures in terms of the outcome assessed in implant survival, prosthodontic longevity and patients’ satisfaction. The results revealed no influence of the overdenture design on survival rates of both implants and dentures, as well as on patients’ satisfaction with implant survival rate higher than 97%, overdenture survival rate of 100% and patients’ satisfaction scores higher than 4.5 (on a 1 to 5 Likert scale) for general satisfaction, chewing ability, denture stabilization, esthetic results and speech [73].
Location of the implants in the edentulous jaw serving for the retention and stability of the overdenture as well as each edentulous arch shape highly influence the stress concentration and distribution around the implants and denture bearing area [74, 75].
If it is about splinted overdenture implant attachment systems using bars made from different materials polyetheretherketone (PEEK), titanium and Co-Cr alloys) the question of designing additional distal cantilever arises. Numerous authors confirmed that, if used, the length of the cantilevel should not exceed the anteroposterior span length, with most commonly mentioned length from 7 to 12 mm (Figure 13) [76, 77].
Figure 13.
Splinted 4 implant-retained maxillary overdenture with short distal cantilevers.
Although it has already been proven that cantilevering of the bars in this type of implant prosthodontic restoration may increase bone loss around supporting implants, especially around the implant adjacent to cantilever, without cantilevers there is less retention and stability of the dentures in the function [78, 79, 80]. However, not only does the cantilever and its length cause the problems with loss of bone structure around the implants, but increase in bar height can increase stress levels on the peri-implant crestal bone, too [81].
From the technical point of view, unsplinted overdenture implant attachment systems such as Locators, balls or magnets are much easier to construct, provide more prosthodontic space and require up to 1 cm vertical space for the attachments (Figures 14–16) [82, 83].
Figure 14.
Radiological assessment of implant osseointegration prior to the delivery of 4 implant-retained mandibular overdenture.
Figure 15.
Stone casts with laboratory analogs indicating the position of the locators in the edenetulous mandible.
Figure 16.
Titanium housings on the laboratory analogs.
9. Prosthodontic maintenance of different implant-retained overdentures
Prosthetic complications with implant-retained overdentures are unavoidable and are mostly mechanical [84]. Compared with conventional complete dentures there is a higher rate of repair and replacement of this type of dentures, mostly regarding their design and type of the attachment system [84].
In cases where implant retained overdenture is not reinforced by the metal framework higher rate of acrylic fractures must be expected, especially in the cases where the patrix size of the attachment system is relatively too large [85].
Different attachment systems require different care. It has been proven that rigid bars connecting 4 implants show lower incidence rate of maintenance such as clip activation or resolving the fracture, than resilient system such as round bars most likely because of its inability to rotate around the fulcrum line during the function [86]. The data also demonstrates an increase in prosthodontic maintenance for ball attachments related to the wear or fracture of the ball head or need for activation of the ball matrix or relining of the denture [87, 88].
Numerous authors reported different types of matrix repairs, too, such as clip fractures or clip activation in the period of 5 years, most commonly in the first year [89, 90].
Furthermore, the longevity of the implant retained overdenture depends on maintaining oral and denture hygiene, as well as frequency of use. It is clear that simpler constructions, away from mucosa, are easier to maintain and clean, such as balls and locators in comparison to the bars, especially if they are in the close relationship with the mucosa [91]. Nocturnal use of this type of dentures has also showed higher incidence of stomatitis due to the excellent retention, less saliva produced and more bacteria to develop in that environment [92].
It is necessary to emphasize that the prosthodontic complications can be reduced to an expected level if a close follow-up protocol is applied (Figures 17 and 18).
We must also not forget that ultimate goal of producing implant-retained overdentures is patient’s satisfaction not only with the esthetics but also with the long-term function of the removable prosthodontic restoration (Figures 19 and 20).
Figure 19.
Appearance of 4 implant-retained maxillary and mandibular overdentures - frontal and both lateral views.
Figure 20.
Portrait view of the patient with 4 implant-retained maxillary and mandibular overdentures in occlusion and in smile.
10. Conclusion
Implant-retained overdentures are very attractive implant-prosthodontic treatment because of its relative simplicity in construction and design, easy handling, minimal invasiveness and lower costs. They are particularly suitable to maintain facial support and achieve higher level of esthetics with denture acrylic material when moderate to extreme alveolar ridge resorption is present in patient’s mouth, mainly in the older population. It is very important to emphasize that the implant-retained overdentures are supported by both implants and denture underlying soft tissue and therefore fewer implants are requested compared to the prosthodontic restorations supported only by implants.
This type of overdenture is usually connected with two or four implants, depending on which jaw is involved and on quality and quantity of the residual bone structure. These implants are mainly placed within the alveolar bone on the opposite sides of the completely edentulous arch and connected to the complete denture using different correspondent coupling units placed on the tissue surface of the prosthodontic restoration. When implant and denture attachments are appropriately connected, the complete denture is held in position over the denture bearing area and both implants and mucosa provide support, retention and stability in function. The main advantage of this type of implant-prosthodontic solution over fixed one is that the implant-retained overdenture can be easily removed and cleaned (easy access to both the denture and the implants’ abutments) and therefore provides better oral hygiene and may affect greater longevity of the restoration itself.
The results of this systematic review indicate the superiority of implant-retained overdentures when compared to conventional complete dentures in fully edentulous patients suffering from moderate to severe alveolar bone resorption with regards to efficacy, patients’ satisfaction and quality of their life.
Notes
All the cases presented in this chapter were patients from Dental Polyclinic Ars Salutaris, Zagreb, Croatia, and the laboratory work was done in Naturaldent dental laboratory, Zagreb, Croatia.
\n',keywords:"edentulous patient, implant-retained overdenture, bar shape attachment, ball type attachment, telescopic coping attachment, retention, stability",chapterPDFUrl:"https://cdn.intechopen.com/pdfs/78320.pdf",chapterXML:"https://mts.intechopen.com/source/xml/78320.xml",downloadPdfUrl:"/chapter/pdf-download/78320",previewPdfUrl:"/chapter/pdf-preview/78320",totalDownloads:70,totalViews:0,totalCrossrefCites:0,dateSubmitted:"June 29th 2021",dateReviewed:"August 15th 2021",datePrePublished:"February 22nd 2022",datePublished:null,dateFinished:"August 30th 2021",readingETA:"0",abstract:"The main goal of modern removable prosthodontics is to restore the normal appearance, function, esthetics and speech in each completely edentulous patient. However, if all teeth are missing in a patient, it becomes very complicated to achieve it using traditional protocols. Therefore, implants were introduced into removable prosthodontics to ensure better retention and stability of the conventional dentures. In case of a large amount of bone missing in the jaw it is necessary to ensure the functioning of the dentures constructing various additional stabilizing and retentive prosthodontic solutions on the osseointegrated implants. Numerous types of attachment systems have been used recently for relating implant-retained overdentures to underlying implants: basically splinting (various bar shape designs) and non-splinting attachments (various ball type attachment, magnet attachment, telescopic coping systems). Indications for their use depend on the surgical and prosthodontic factors such as the number and position of the implants, the amount of free intermaxillary space and the type and size of the overdentures. Different indications, types of the overdentures and the attachment systems will be discussed in this chapter.",reviewType:"peer-reviewed",bibtexUrl:"/chapter/bibtex/78320",risUrl:"/chapter/ris/78320",signatures:"Dubravka Knezović Zlatarić, Robert Ćelić and Hrvoje Pezo",book:{id:"10808",type:"book",title:"Current Concepts in Dental Implantology",subtitle:"From Science to Clinical Research",fullTitle:"Current Concepts in Dental Implantology - From Science to Clinical Research",slug:"current-concepts-in-dental-implantology-from-science-to-clinical-research",publishedDate:"July 27th 2022",bookSignature:"Dragana Gabrić and Marko Vuletić",coverURL:"https://cdn.intechopen.com/books/images_new/10808.jpg",licenceType:"CC BY 3.0",editedByType:"Edited by",isbn:"978-1-83969-864-4",printIsbn:"978-1-83969-863-7",pdfIsbn:"978-1-83969-865-1",isAvailableForWebshopOrdering:!0,editors:[{id:"26946",title:"Prof.",name:"Dragana",middleName:null,surname:"Gabrić",slug:"dragana-gabric",fullName:"Dragana Gabrić"}],productType:{id:"1",title:"Edited Volume",chapterContentType:"chapter",authoredCaption:"Edited by"}},authors:null,sections:[{id:"sec_1",title:"1. Introduction",level:"1"},{id:"sec_2",title:"2. Aging - tooth loss - bone loss",level:"1"},{id:"sec_3",title:"3. Prosthodontic solutions in completely edentulous patients",level:"1"},{id:"sec_4",title:"4. Implant prosthodontics",level:"1"},{id:"sec_5",title:"5. McGill consensus statement on overdentures",level:"1"},{id:"sec_6",title:"6. Prosthodontic indications and advantages for implant supported overdenture in completely edentulous patients",level:"1"},{id:"sec_7",title:"7. Number of implants in implant-retained overdentures",level:"1"},{id:"sec_8",title:"8. Types of attachment systems on implant-retained overdentures",level:"1"},{id:"sec_9",title:"9. Prosthodontic maintenance of different implant-retained overdentures",level:"1"},{id:"sec_10",title:"10. Conclusion",level:"1"},{id:"sec_11",title:"Notes",level:"1"}],chapterReferences:[{id:"B1",body:'Cunha-Cruz J, Hujoel PP, Nadanovsky P. Secular trends in socio-economic disparities in edentulism: USA, 1972-2001. 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Clin Oral Implants Res. 2000;11 Suppl 1:108-25.'},{id:"B60",body:'Kiener P, Oetterli M, Mericske E, Mericske-Stern R. Effectiveness of maxillary overdentures supported by implants: maintenance and prosthetic complications. Int J Prosthodont. 2001;14(2):133-40.'},{id:"B61",body:'Shah K, Yilmaz B, McGlumphy E. Fabrication of a Mandibular Implant-Supported Overdenture with a New Attachment System: A Review of Current Attachment Systems. Int J Prosthodont. 2017;30(3):245-7. DOI: 10.11607/ijp.5068.'},{id:"B62",body:'Liu W, Zhang X, Qing H, Wang J. Effect of LOCATOR attachments with different retentive forces on the stability of 2-implant-retained mandibular overdenture. J Prosthet Dent. 2020;124(2):224-9. DOI: 10.1016/j.prosdent.2019.09.005.'},{id:"B63",body:'Nogueira TE, Dias DR, Leles CR. Mandibular complete denture versus single-implant overdenture: a systematic review of patient-reported outcomes. J Oral Rehabil. 2017;44(12):1004-6. DOI: 10.1111/joor.12550.'},{id:"B64",body:'Mahoorkar S, Bhat S, Kant R. Single implant supported mandibular overdenture: A literature review. J Indian Prosthodont Soc. 2016;16(1):75-82. DOI: 10.4103/0972-4052.164881.'},{id:"B65",body:'Kern JS, Kern T, Wolfart S, Heussen N. A systematic review and meta-analysis of removable and fixed implant-supported prostheses in edentulous jaws: post-loading implant loss. Clin Oral Implants Res. 2016;27(2):174-95. DOI: 10.1111/clr.12531.'},{id:"B66",body:'Payne AG, Alsabeeha NH, Atieh MA, Esposito M, Ma S, Anas El-Wegoud M. Interventions for replacing missing teeth: attachment systems for implant overdentures in edentulous jaws. Cochrane Database Syst Rev 2018;10(10):CD008001. DOI: 10.1002/14651858.CD008001.pub2.'},{id:"B67",body:'Matthys C, Vervaeke S, Besseler J, Doornewaard R, Dierens M, De Bruyn H. 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DOI: 10.1016/j.jpor.2019.04.013.'},{id:"B71",body:'Pisani M, Bedos C, da Silva CHL, Fromentin O, de Albuquerque RF Jr. A Qualitative Study on Patients’ Perceptions of Two Types of Attachments for Implant Overdentures. J Oral Implantol. 2017;43(6):476-81. DOI: 10.1563/aaid-joi-D-17-00166.'},{id:"B72",body:'Leão RS, Moraes SLD, Vasconcelos BCE, Lemos CAA, Pellizzer EP. Splinted and unsplinted overdenture attachment systems: A systematic review and meta-analysis. J Oral Rehabil. 2018;45(8):647-56. doi: 10.1111/joor.12651.'},{id:"B73",body:'Di Francesco F, De Marco G, Sommella A, Lanza A. Splinting vs Not Splinting Four Implants Supporting a Maxillary Overdenture: A Systematic Review. Int J Prosthodont. 2019;32(6):509-18. DOI: 10.11607/ijp.6333.'},{id:"B74",body:'de Almeida EO, Rocha EP, Freitas AC Jr, Freitas MM Jr. Finite element stress analysis of edentulous mandibles with different bone types supporting multiple-implant superstructures. Int J Oral Maxillofac Implants. 2010;25(6):1108-14.'},{id:"B75",body:'de Almeida EO, Rocha EP, Assunção WG, Júnior AC, Anchieta RB. Cortical bone stress distribution in mandibles with different configurations restored with prefabricated bar-prosthesis protocol: a three-dimensional finite-element analysis. J Prosthodont. 2011;20(1):29-34. DOI: 10.1111/j.1532-849X.2010.00656.x.'},{id:"B76",body:'Semper W, Heberer S, Nelson K. Retrospective analysis of bar-retained dentures with cantilever extension: marginal bone level changes around dental implants over time. Int J Oral Maxillofac Implants. 2010; 25(2):385-93.'},{id:"B77",body:'Elsyad MA, Al-Mahdy YF, Salloum MG, Elsaih EA. The effect of cantilevered bar length on strain around two implants supporting a mandibular overdenture. Int J Oral Maxillofac Implants. 2013; 28(3):e143-50.DOI: 10.11607/jomi.2467.'},{id:"B78",body:'Bilhan H, Mumcu E, Arat S. The comparison of marginal bone loss around mandibular overdenture-supporting implants with two different attachment types in a loading period of 36 months. Gerodontology. 2011;28(1):49-57. DOI: 10.1111/j.1741-2358.2009.00334.x.'},{id:"B79",body:'Sadowsky SJ, Caputo AA. Effect of anchorage systems and extension base contact on load transfer with mandibular implant-retained overdentures. J Prosthet Dent. 2000;84(3):327-34.'},{id:"B80",body:'Ebadian B, Mosharraf R , Khodaeian N. Effect of cantilever length on stress distribution around implants in mandibular overdentures supported by two and three implants. Eur J Dent. 2016;10(3):333-40. DOI: 10.4103/1305-7456.184152.'},{id:"B81",body:'Joshi S, Kumar S, Jain S, Aggarwal R, Choudhary S, Reddy NK. 3D Finite Element Analysis to Assess the Stress Distribution Pattern in Mandibular Implant-supported Overdenture with Different Bar Heights. J Contemp Dent Pract. 2019;20(7):794-800.'},{id:"B82",body:'Ionescu C, Gălbinaşu BM, Manolea H, Pătraşcu I. Implant overdenture and Locator system in edentulous patient with severely resorbed mandible - a case report. Rom J Morphol Embryol. 2014;55 Suppl 2:693-6.'},{id:"B83",body:'Assaf A, Daas M, Boittin A, Eid N, Postaire M. Prosthetic maintenance of different mandibular implant overdentures: A systematic review. J Prosthet Dent. 2017;118(2):144-52.e5. DOI: 10.1016/j.prosdent.2016.10.037.'},{id:"B84",body:'Osman RB, Payne AG, Ma S. Prosthodontic maintenance of maxillary implant overdentures: a systematic literature review. Int J Prosthodont. 2012;25(4):381-91.'},{id:"B85",body:'Osman RB, Ma S. Prosthodontic maintenance of overdentures on zirconia implants: 1-year results of a randomized controlled trial. Int J Prosthodont. 2014;27(5):461-8. DOI: 10.11607/ijp.3626.'},{id:"B86",body:'Krennmair G, Krainhöfner M, Piehslinger E. The influence of bar design (round versus milled bar) on prosthodontic maintenance of mandibular overdentures supported by 4 implants: a 5-year prospective study. Int J Prosthodont. 2008;21(6):514-20.'},{id:"B87",body:'Cakarer S, Can T, Yaltirik M, Keskin C. Complications associated with the ball, bar and Locator attachments for implant-supported overdentures. Med Oral Patol Oral Cir Bucal. 2011;16(7):e953-9. DOI: 10.4317/medoral.17312.'},{id:"B88",body:'ELsyad MA, Errabti HM, Mustafa AZ. Mandibular Denture Base Deformation with Locator and Ball Attachments of Implant-Retained Overdentures. J Prosthodont. 2016;25(8):656-64. DOI: 10.1111/jopr.12356.'},{id:"B89",body:'Payne AG, Solomons YF. Mandibular implant-supported overdentures: a prospective evaluation of the burden of prosthodontic maintenance with 3 different attachment systems. Int J Prosthodont. 2000;13(3):246-53.'},{id:"B90",body:'Watson RM, Jemt T, Chai J, Harnett J, Heath MR, Hutton JE, Johns RB, Lithner B, McKenna S, McNamara DC, Naert I, Taylor R. Prosthodontic treatment, patient response, and the need for maintenance of complete implant-supported overdentures: an appraisal of 5 years of prospective study. Int J Prosthodont. 1997;10(4):345-54.'},{id:"B91",body:'Park JH, Shin SW, Lee JY. Bar versus ball attachments for maxillary four-implant retained overdentures: A randomized controlled trial. Clin Oral Implants Res. 2019;30(11):1076-84. DOI: 10.1111/clr.13521.'},{id:"B92",body:'Naert I, Gizani S, van Steenberghe D. Rigidly splinted implants in the resorbed maxilla to retain a hinging overdenture: a series of clinical reports for up to 4 years. J Prosthet Dent. 1998;79(2):156-64. DOI: 10.1016/s0022-3913(98)70210-0.'}],footnotes:[],contributors:[{corresp:"yes",contributorFullName:"Dubravka Knezović Zlatarić",address:"knezovic@sfzg.hr",affiliation:'
Department of Removable Prosthodontics, School of Dental Medicine, University of Zagreb, Croatia
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The studied rocks include most biotite and biotite hornblende tonalite and granodiorite and minor granite showing similar signatures to magnesian, calc-alkalic, metaluminous to peraluminous magmas. As a representative of continental or oceanic magmatic arcs, these granitoids are composed of plagioclase, K-feldspar, quartz, biotite, hornblende, garnet, muscovite, and sillimanite as major phases and pyroxene, apatite, epidote, allanite, titanite, zircon, monazite, rutile, magnetite, ilmenite, hematite, Fe-Ti oxides, pyrite, chalcopyrite, pyrrhotite, and graphite as accessory minerals. Typical magmatic textures include concentric and oscillatory zoning and exsolution, while isolated deformation microstructures and biotite replacing hornblende represent late-magmatic features. On the other hand, widespread undulose extinction, mechanical twinning, deformation bands, and recrystallized grains register crystal-plastic deformation under a variable temperature condition. Pyroxene and garnet fish and quartz ribbons are microstructures that record the temperature peak, under granulite facies in mylonites. Indeed, unshaped quartz grains and extremely lobated phase boundaries indicate the partial melting process.",signatures:"Leonardo Gonçalves and Cristiane Castro Gonçalves",authors:[{id:"279207",title:"Dr.",name:"Leonardo",surname:"Gonçalves",fullName:"Leonardo Gonçalves",slug:"leonardo-goncalves",email:"leonardogeologo@hotmail.com"},{id:"317986",title:"Prof.",name:"Cristiane",surname:"Gonçalves",fullName:"Cristiane Gonçalves",slug:"cristiane-goncalves",email:"cristianepcgoncalves@gmail.com"}],book:{id:"9879",title:"Geochemistry",slug:"geochemistry",productType:{id:"1",title:"Edited Volume"}}}],collaborators:[{id:"227722",title:"Dr.",name:"Petr",surname:"Sulovsky",slug:"petr-sulovsky",fullName:"Petr Sulovsky",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:null},{id:"292960",title:"Prof.",name:"Salih Muhammad",surname:"Awadh",slug:"salih-muhammad-awadh",fullName:"Salih Muhammad Awadh",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:null},{id:"314179",title:"Dr.",name:"Victor Gdalievich",surname:"Ganelin",slug:"victor-gdalievich-ganelin",fullName:"Victor Gdalievich Ganelin",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:null},{id:"314806",title:"Dr.",name:"Olufemi S.",surname:"Bamigboye",slug:"olufemi-s.-bamigboye",fullName:"Olufemi S. Bamigboye",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Kwara State University",institutionURL:null,country:{name:"Nigeria"}}},{id:"314871",title:"Dr.",name:"Václav",surname:"Procházka",slug:"vaclav-prochazka",fullName:"Václav Procházka",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:null},{id:"315975",title:"Prof.",name:"Dmitry",surname:"Vlasov",slug:"dmitry-vlasov",fullName:"Dmitry Vlasov",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:null},{id:"317593",title:"Dr.",name:"Miroslav",surname:"Žáček",slug:"miroslav-zacek",fullName:"Miroslav Žáček",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Geomin (Czechia)",institutionURL:null,country:{name:"Czech Republic"}}},{id:"317594",title:"Dr.",name:"Tomáš",surname:"Vaculovič",slug:"tomas-vaculovic",fullName:"Tomáš Vaculovič",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Masaryk University",institutionURL:null,country:{name:"Czech Republic"}}},{id:"317595",title:"Dr.",name:"Lenka",surname:"Rukavičková",slug:"lenka-rukavickova",fullName:"Lenka Rukavičková",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Czech Geological Survey",institutionURL:null,country:{name:"Czech Republic"}}},{id:"317596",title:"Dr.",name:"Dobroslav",surname:"Matějka",slug:"dobroslav-matejka",fullName:"Dobroslav Matějka",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Charles University",institutionURL:null,country:{name:"Czech Republic"}}}]},generic:{page:{slug:"open-access-funding-funders-list",title:"List of Funders by Country",intro:"
If your research is financed through any of the below-mentioned funders, please consult their Open Access policies or grant ‘terms and conditions’ to explore ways to cover your publication costs (also accessible by clicking on the link in their title).
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IMPORTANT: You must be a member or grantee of the listed funders in order to apply for their Open Access publication funds. Do not attempt to contact the funders if this is not the case.
",metaTitle:"List of Funders by Country",metaDescription:"If your research is financed through any of the below-mentioned funders, please consult their Open Access policies or grant ‘terms and conditions’ to explore ways to cover your publication costs (also accessible by clicking on the link in their title).",metaKeywords:null,canonicalURL:"/page/open-access-funding-funders-list",contentRaw:'[{"type":"htmlEditorComponent","content":"
UK Research and Innovation (former Research Councils UK (RCUK) - including AHRC, BBSRC, ESRC, EPSRC, MRC, NERC, STFC.) Processing charges for books/book chapters can be covered through RCUK block grants which are allocated to most universities in the UK, which then handle the OA publication funding requests. It is at the discretion of the university whether it will approve the request.)
UK Research and Innovation (former Research Councils UK (RCUK) - including AHRC, BBSRC, ESRC, EPSRC, MRC, NERC, STFC.) Processing charges for books/book chapters can be covered through RCUK block grants which are allocated to most universities in the UK, which then handle the OA publication funding requests. It is at the discretion of the university whether it will approve the request.)
Wellcome Trust (Funding available only to Wellcome-funded researchers/grantees)
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His studies in robotics lead him not only to a PhD degree but also inspired him to co-found and build the International Journal of Advanced Robotic Systems - world's first Open Access journal in the field of robotics.",institutionString:null,institution:{name:"TU Wien",country:{name:"Austria"}}},{id:"441",title:"Ph.D.",name:"Jaekyu",middleName:null,surname:"Park",slug:"jaekyu-park",fullName:"Jaekyu Park",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/441/images/1881_n.jpg",biography:null,institutionString:null,institution:{name:"LG Corporation (South Korea)",country:{name:"Korea, South"}}},{id:"465",title:"Dr.",name:"Christian",middleName:null,surname:"Martens",slug:"christian-martens",fullName:"Christian Martens",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Rheinmetall (Germany)",country:{name:"Germany"}}},{id:"479",title:"Dr.",name:"Valentina",middleName:null,surname:"Colla",slug:"valentina-colla",fullName:"Valentina Colla",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/479/images/358_n.jpg",biography:null,institutionString:null,institution:{name:"Sant'Anna School of Advanced Studies",country:{name:"Italy"}}},{id:"494",title:"PhD",name:"Loris",middleName:null,surname:"Nanni",slug:"loris-nanni",fullName:"Loris Nanni",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/494/images/system/494.jpg",biography:"Loris Nanni received his Master Degree cum laude on June-2002 from the University of Bologna, and the April 26th 2006 he received his Ph.D. in Computer Engineering at DEIS, University of Bologna. On September, 29th 2006 he has won a post PhD fellowship from the university of Bologna (from October 2006 to October 2008), at the competitive examination he was ranked first in the industrial engineering area. He extensively served as referee for several international journals. He is author/coauthor of more than 100 research papers. He has been involved in some projects supported by MURST and European Community. 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Delac received his B.Sc.E.E. degree in 2003 and is currentlypursuing a Ph.D. degree at the University of Zagreb, Faculty of Electrical Engineering andComputing. His current research interests are digital image analysis, pattern recognition andbiometrics.",institutionString:null,institution:{name:"University of Zagreb",country:{name:"Croatia"}}},{id:"557",title:"Dr.",name:"Andon",middleName:"Venelinov",surname:"Topalov",slug:"andon-topalov",fullName:"Andon Topalov",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/557/images/1927_n.jpg",biography:"Dr. Andon V. Topalov received the MSc degree in Control Engineering from the Faculty of Information Systems, Technologies, and Automation at Moscow State University of Civil Engineering (MGGU) in 1979. He then received his PhD degree in Control Engineering from the Department of Automation and Remote Control at Moscow State Mining University (MGSU), Moscow, in 1984. From 1985 to 1986, he was a Research Fellow in the Research Institute for Electronic Equipment, ZZU AD, Plovdiv, Bulgaria. In 1986, he joined the Department of Control Systems, Technical University of Sofia at the Plovdiv campus, where he is presently a Full Professor. He has held long-term visiting Professor/Scholar positions at various institutions in South Korea, Turkey, Mexico, Greece, Belgium, UK, and Germany. And he has coauthored one book and authored or coauthored more than 80 research papers in conference proceedings and journals. His current research interests are in the fields of intelligent control and robotics.",institutionString:null,institution:{name:"Technical University of Sofia",country:{name:"Bulgaria"}}},{id:"585",title:"Prof.",name:"Munir",middleName:null,surname:"Merdan",slug:"munir-merdan",fullName:"Munir Merdan",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/585/images/system/585.jpg",biography:"Munir Merdan received the M.Sc. degree in mechanical engineering from the Technical University of Sarajevo, Bosnia and Herzegovina, in 2001, and the Ph.D. degree in electrical engineering from the Vienna University of Technology, Vienna, Austria, in 2009.Since 2005, he has been at the Automation and Control Institute, Vienna University of Technology, where he is currently a Senior Researcher. His research interests include the application of agent technology for achieving agile control in the manufacturing environment.",institutionString:null,institution:null},{id:"605",title:"Prof",name:"Dil",middleName:null,surname:"Hussain",slug:"dil-hussain",fullName:"Dil Hussain",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/605/images/system/605.jpg",biography:"Dr. Dil Muhammad Akbar Hussain is a professor of Electronics Engineering & Computer Science at the Department of Energy Technology, Aalborg University Denmark. Professor Akbar has a Master degree in Digital Electronics from Govt. College University, Lahore Pakistan and a P-hD degree in Control Engineering from the School of Engineering and Applied Sciences, University of Sussex United Kingdom. Aalborg University has Two Satellite Campuses, one in Copenhagen (Aalborg University Copenhagen) and the other in Esbjerg (Aalborg University Esbjerg).\n· He is a member of prestigious IEEE (Institute of Electrical and Electronics Engineers), and IAENG (International Association of Engineers) organizations. \n· He is the chief Editor of the Journal of Software Engineering.\n· He is the member of the Editorial Board of International Journal of Computer Science and Software Technology (IJCSST) and International Journal of Computer Engineering and Information Technology. \n· He is also the Editor of Communication in Computer and Information Science CCIS-20 by Springer.\n· Reviewer For Many Conferences\nHe is the lead person in making collaboration agreements between Aalborg University and many universities of Pakistan, for which the MOU’s (Memorandum of Understanding) have been signed.\nProfessor Akbar is working in Academia since 1990, he started his career as a Lab demonstrator/TA at the University of Sussex. After finishing his P. hD degree in 1992, he served in the Industry as a Scientific Officer and continued his academic career as a visiting scholar for a number of educational institutions. In 1996 he joined National University of Science & Technology Pakistan (NUST) as an Associate Professor; NUST is one of the top few universities in Pakistan. In 1999 he joined an International Company Lineo Inc, Canada as Manager Compiler Group, where he headed the group for developing Compiler Tool Chain and Porting of Operating Systems for the BLACKfin processor. The processor development was a joint venture by Intel and Analog Devices. In 2002 Lineo Inc., was taken over by another company, so he joined Aalborg University Denmark as an Assistant Professor.\nProfessor Akbar has truly a multi-disciplined career and he continued his legacy and making progress in many areas of his interests both in teaching and research. 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He has both an MS and Ph.D. in Biomedical Engineering. He was previously a research scientist at the University of California Los Angeles (UCLA) and visiting professor and researcher at the University of North Dakota. He is currently working in artificial intelligence and its applications in medical signal processing. In addition, he is using digital signal processing in medical imaging and speech processing. Dr. Asadpour has developed brain-computer interfacing algorithms and has published books, book chapters, and several journal and conference papers in this field and other areas of intelligent signal processing. 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Dr. Gaiceanu is a member of the National Council for Attesting Titles, Diplomas and Certificates, an expert of the Executive Agency for Higher Education, Research Funding, and a member of the Senate of the Dunarea de Jos University of Galati. He has been the head of the Integrated Energy Conversion Systems and Advanced Control of Complex Processes Research Center, Romania, since 2016. He has conducted several projects in power converter systems for electrical drives, power quality, PEM and SOFC fuel cell power converters for utilities, electric vehicles, and marine applications with the Department of Regulation and Control, SIEI S.pA. (2002–2004) and the Polytechnic University of Turin, Italy (2002–2004, 2006–2007). He is a member of the Institute of Electrical and Electronics Engineers (IEEE) and cofounder-member of the IEEE Power Electronics Romanian Chapter. He is a guest editor at Energies and an academic book editor for IntechOpen. He is also a member of the editorial boards of the Journal of Electrical Engineering, Electronics, Control and Computer Science and Sustainability. Dr. Gaiceanu has been General Chairman of the IEEE International Symposium on Electrical and Electronics Engineering in the last six editions.",institutionString:'"Dunarea de Jos" University of Galati',institution:{name:'"Dunarea de Jos" University of Galati',country:{name:"Romania"}}},{id:"4519",title:"Prof.",name:"Jaydip",middleName:null,surname:"Sen",slug:"jaydip-sen",fullName:"Jaydip Sen",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/4519/images/system/4519.jpeg",biography:"Jaydip Sen is associated with Praxis Business School, Kolkata, India, as a professor in the Department of Data Science. His research areas include security and privacy issues in computing and communication, intrusion detection systems, machine learning, deep learning, and artificial intelligence in the financial domain. 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He has been listed among the top 2% of scientists in the world for the last three consecutive years, 2019 to 2021 as per studies conducted by the Stanford University, USA.",institutionString:"Praxis Business School",institution:null},{id:"320071",title:"Dr.",name:"Sidra",middleName:null,surname:"Mehtab",slug:"sidra-mehtab",fullName:"Sidra Mehtab",position:null,profilePictureURL:"https://s3.us-east-1.amazonaws.com/intech-files/0033Y00002v6KHoQAM/Profile_Picture_1584512086360",biography:"Sidra Mehtab has completed her BS with honors in Physics from Calcutta University, India in 2018. She has done MS in Data Science and Analytics from Maulana Abul Kalam Azad University of Technology (MAKAUT), Kolkata, India in 2020. Her research areas include Econometrics, Time Series Analysis, Machine Learning, Deep Learning, Artificial Intelligence, and Computer and Network Security with a particular focus on Cyber Security Analytics. Ms. Mehtab has published seven papers in international conferences and one of her papers has been accepted for publication in a reputable international journal. She has won the best paper awards in two prestigious international conferences – BAICONF 2019, and ICADCML 2021, organized in the Indian Institute of Management, Bangalore, India in December 2019, and SOA University, Bhubaneswar, India in January 2021. Besides, Ms. Mehtab has also published two book chapters in two books. Seven of her book chapters will be published in a volume shortly in 2021 by Cambridge Scholars’ Press, UK. Currently, she is working as the joint editor of two edited volumes on Time Series Analysis and Forecasting to be published in the first half of 2021 by an international house. Currently, she is working as a Data Scientist with an MNC in Delhi, India.",institutionString:"NSHM College of Management and Technology",institution:{name:"Association for Computing Machinery",country:{name:"United States of America"}}},{id:"226240",title:"Dr.",name:"Andri Irfan",middleName:null,surname:"Rifai",slug:"andri-irfan-rifai",fullName:"Andri Irfan Rifai",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/226240/images/7412_n.jpg",biography:"Andri IRFAN is a Senior Lecturer of Civil Engineering and Planning. He completed the PhD at the Universitas Indonesia & Universidade do Minho with Sandwich Program Scholarship from the Directorate General of Higher Education and LPDP scholarship. He has been teaching for more than 19 years and much active to applied his knowledge in the project construction in Indonesia. His research interest ranges from pavement management system to advanced data mining techniques for transportation engineering. He has published more than 50 papers in journals and 2 books.",institutionString:null,institution:{name:"Universitas Internasional Batam",country:{name:"Indonesia"}}},{id:"314576",title:"Dr.",name:"Ibai",middleName:null,surname:"Laña",slug:"ibai-lana",fullName:"Ibai Laña",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/314576/images/system/314576.jpg",biography:"Dr. Ibai Laña works at TECNALIA as a data analyst. He received his Ph.D. in Artificial Intelligence from the University of the Basque Country (UPV/EHU), Spain, in 2018. He is currently a senior researcher at TECNALIA. His research interests fall within the intersection of intelligent transportation systems, machine learning, traffic data analysis, and data science. He has dealt with urban traffic forecasting problems, applying machine learning models and evolutionary algorithms. He has experience in origin-destination matrix estimation or point of interest and trajectory detection. Working with large volumes of data has given him a good command of big data processing tools and NoSQL databases. He has also been a visiting scholar at the Knowledge Engineering and Discovery Research Institute, Auckland University of Technology.",institutionString:"TECNALIA Research & Innovation",institution:{name:"Tecnalia",country:{name:"Spain"}}},{id:"314575",title:"Dr.",name:"Jesus",middleName:null,surname:"L. Lobo",slug:"jesus-l.-lobo",fullName:"Jesus L. Lobo",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/314575/images/system/314575.png",biography:"Dr. Jesús López is currently based in Bilbao (Spain) working at TECNALIA as Artificial Intelligence Research Scientist. In most cases, a project idea or a new research line needs to be investigated to see if it is good enough to take into production or to focus on it. That is exactly what he does, diving into Machine Learning algorithms and technologies to help TECNALIA to decide whether something is great in theory or will actually impact on the product or processes of its projects. So, he is expert at framing experiments, developing hypotheses, and proving whether they’re true or not, in order to investigate fundamental problems with a longer time horizon. He is also able to design and develop PoCs and system prototypes in simulation. He has participated in several national and internacional R&D projects.\n\nAs another relevant part of his everyday research work, he usually publishes his findings in reputed scientific refereed journals and international conferences, occasionally acting as reviewer and Programme Commitee member. Concretely, since 2018 he has published 9 JCR (8 Q1) journal papers, 9 conference papers (e.g. ECML PKDD 2021), and he has co-edited a book. He is also active in popular science writing data science stories for reputed blogs (KDNuggets, TowardsDataScience, Naukas). Besides, he has recently embarked on mentoring programmes as mentor, and has also worked as data science trainer.",institutionString:"TECNALIA Research & Innovation",institution:{name:"Tecnalia",country:{name:"Spain"}}},{id:"103779",title:"Prof.",name:"Yalcin",middleName:null,surname:"Isler",slug:"yalcin-isler",fullName:"Yalcin Isler",position:null,profilePictureURL:"https://s3.us-east-1.amazonaws.com/intech-files/0030O00002bRyQ8QAK/Profile_Picture_1628834958734",biography:"Yalcin Isler (1971 - Burdur / Turkey) received the B.Sc. degree in the Department of Electrical and Electronics Engineering from Anadolu University, Eskisehir, Turkey, in 1993, the M.Sc. degree from the Department of Electronics and Communication Engineering, Suleyman Demirel University, Isparta, Turkey, in 1996, the Ph.D. degree from the Department of Electrical and Electronics Engineering, Dokuz Eylul University, Izmir, Turkey, in 2009, and the Competence of Associate Professorship from the Turkish Interuniversity Council in 2019.\n\nHe was Lecturer at Burdur Vocational School in Suleyman Demirel University (1993-2000, Burdur / Turkey), Software Engineer (2000-2002, Izmir / Turkey), Research Assistant in Bulent Ecevit University (2002-2003, Zonguldak / Turkey), Research Assistant in Dokuz Eylul University (2003-2010, Izmir / Turkey), Assistant Professor at the Department of Electrical and Electronics Engineering in Bulent Ecevit University (2010-2012, Zonguldak / Turkey), Assistant Professor at the Department of Biomedical Engineering in Izmir Katip Celebi University (2012-2019, Izmir / Turkey). He is an Associate Professor at the Department of Biomedical Engineering at Izmir Katip Celebi University, Izmir / Turkey, since 2019. In addition to academics, he has also founded Islerya Medical and Information Technologies Company, Izmir / Turkey, since 2017.\n\nHis main research interests cover biomedical signal processing, pattern recognition, medical device design, programming, and embedded systems. He has many scientific papers and participated in several projects in these study fields. He was an IEEE Student Member (2009-2011) and IEEE Member (2011-2014) and has been IEEE Senior Member since 2014.",institutionString:null,institution:{name:"Izmir Kâtip Çelebi University",country:{name:"Turkey"}}},{id:"339677",title:"Dr.",name:"Mrinmoy",middleName:null,surname:"Roy",slug:"mrinmoy-roy",fullName:"Mrinmoy Roy",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/339677/images/16768_n.jpg",biography:"An accomplished Sales & Marketing professional with 12 years of cross-functional experience in well-known organisations such as CIPLA, LUPIN, GLENMARK, ASTRAZENECA across different segment of Sales & Marketing, International Business, Institutional Business, Product Management, Strategic Marketing of HIV, Oncology, Derma, Respiratory, Anti-Diabetic, Nutraceutical & Stomatological Product Portfolio and Generic as well as Chronic Critical Care Portfolio. A First Class MBA in International Business & Strategic Marketing, B.Pharm, D.Pharm, Google Certified Digital Marketing Professional. Qualified PhD Candidate in Operations and Management with special focus on Artificial Intelligence and Machine Learning adoption, analysis and use in Healthcare, Hospital & Pharma Domain. Seasoned with diverse therapy area of Pharmaceutical Sales & Marketing ranging from generating revenue through generating prescriptions, launching new products, and making them big brands with continuous strategy execution at the Physician and Patients level. Moved from Sales to Marketing and Business Development for 3.5 years in South East Asian Market operating from Manila, Philippines. Came back to India and handled and developed Brands such as Gluconorm, Lupisulin, Supracal, Absolut Woman, Hemozink, Fabiflu (For COVID 19), and many more. In my previous assignment I used to develop and execute strategies on Sales & Marketing, Commercialization & Business Development for Institution and Corporate Hospital Business portfolio of Oncology Therapy Area for AstraZeneca Pharma India Ltd. Being a Research Scholar and Student of ‘Operations Research & Management: Artificial Intelligence’ I published several pioneer research papers and book chapters on the same in Internationally reputed journals and Books indexed in Scopus, Springer and Ei Compendex, Google Scholar etc. Currently, I am launching PGDM Pharmaceutical Management Program in IIHMR Bangalore and spearheading the course curriculum and structure of the same. I am interested in Collaboration for Healthcare Innovation, Pharma AI Innovation, Future trend in Marketing and Management with incubation on Healthcare, Healthcare IT startups, AI-ML Modelling and Healthcare Algorithm based training module development. I am also an affiliated member of the Institute of Management Consultant of India, looking forward to Healthcare, Healthcare IT and Innovation, Pharma and Hospital Management Consulting works.",institutionString:null,institution:{name:"Lovely Professional University",country:{name:"India"}}},{id:"310576",title:"Prof.",name:"Erick Giovani",middleName:null,surname:"Sperandio Nascimento",slug:"erick-giovani-sperandio-nascimento",fullName:"Erick Giovani Sperandio Nascimento",position:null,profilePictureURL:"https://intech-files.s3.amazonaws.com/0033Y00002pDKxDQAW/ProfilePicture%202022-06-20%2019%3A57%3A24.788",biography:"Prof. Erick Sperandio is the Lead Researcher and professor of Artificial Intelligence (AI) at SENAI CIMATEC, Bahia, Brazil, also working with Computational Modeling (CM) and HPC. He holds a PhD in Environmental Engineering in the area of Atmospheric Computational Modeling, a Master in Informatics in the field of Computational Intelligence and Graduated in Computer Science from UFES. He currently coordinates, leads and participates in R&D projects in the areas of AI, computational modeling and supercomputing applied to different areas such as Oil and Gas, Health, Advanced Manufacturing, Renewable Energies and Atmospheric Sciences, advising undergraduate, master's and doctoral students. He is the Lead Researcher at SENAI CIMATEC's Reference Center on Artificial Intelligence. In addition, he is a Certified Instructor and University Ambassador of the NVIDIA Deep Learning Institute (DLI) in the areas of Deep Learning, Computer Vision, Natural Language Processing and Recommender Systems, and Principal Investigator of the NVIDIA/CIMATEC AI Joint Lab, the first in Latin America within the NVIDIA AI Technology Center (NVAITC) worldwide program. He also works as a researcher at the Supercomputing Center for Industrial Innovation (CS2i) and at the SENAI Institute of Innovation for Automation (ISI Automação), both from SENAI CIMATEC. He is a member and vice-coordinator of the Basic Board of Scientific-Technological Advice and Evaluation, in the area of Innovation, of the Foundation for Research Support of the State of Bahia (FAPESB). He serves as Technology Transfer Coordinator and one of the Principal Investigators at the National Applied Research Center in Artificial Intelligence (CPA-IA) of SENAI CIMATEC, focusing on Industry, being one of the six CPA-IA in Brazil approved by MCTI / FAPESP / CGI.br. He also participates as one of the representatives of Brazil in the BRICS Innovation Collaboration Working Group on HPC, ICT and AI. He is the coordinator of the Work Group of the Axis 5 - Workforce and Training - of the Brazilian Strategy for Artificial Intelligence (EBIA), and member of the MCTI/EMBRAPII AI Innovation Network Training Committee. He is the coordinator, by SENAI CIMATEC, of the Artificial Intelligence Reference Network of the State of Bahia (REDE BAH.IA). He leads the working group of experts representing Brazil in the Global Partnership on Artificial Intelligence (GPAI), on the theme \"AI and the Pandemic Response\".",institutionString:"Manufacturing and Technology Integrated Campus – SENAI CIMATEC",institution:null},{id:"1063",title:"Prof.",name:"Constantin",middleName:null,surname:"Volosencu",slug:"constantin-volosencu",fullName:"Constantin Volosencu",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/1063/images/system/1063.png",biography:"Prof. Dr. Constantin Voloşencu graduated as an engineer from\nPolitehnica University of Timișoara, Romania, where he also\nobtained a doctorate degree. He is currently a full professor in\nthe Department of Automation and Applied Informatics at the\nsame university. Dr. Voloşencu is the author of ten books, seven\nbook chapters, and more than 160 papers published in journals\nand conference proceedings. He has also edited twelve books and\nhas twenty-seven patents to his name. He is a manager of research grants, editor in\nchief and member of international journal editorial boards, a former plenary speaker, a member of scientific committees, and chair at international conferences. His\nresearch is in the fields of control systems, control of electric drives, fuzzy control\nsystems, neural network applications, fault detection and diagnosis, sensor network\napplications, monitoring of distributed parameter systems, and power ultrasound\napplications. He has developed automation equipment for machine tools, spooling\nmachines, high-power ultrasound processes, and more.",institutionString:'"Politechnica" University Timişoara',institution:null},{id:"221364",title:"Dr.",name:"Eneko",middleName:null,surname:"Osaba",slug:"eneko-osaba",fullName:"Eneko Osaba",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/221364/images/system/221364.jpg",biography:"Dr. Eneko Osaba works at TECNALIA as a senior researcher. He obtained his Ph.D. in Artificial Intelligence in 2015. He has participated in more than twenty-five local and European research projects, and in the publication of more than 130 papers. He has performed several stays at universities in the United Kingdom, Italy, and Malta. Dr. Osaba has served as a program committee member in more than forty international conferences and participated in organizing activities in more than ten international conferences. He is a member of the editorial board of the International Journal of Artificial Intelligence, Data in Brief, and Journal of Advanced Transportation. He is also a guest editor for the Journal of Computational Science, Neurocomputing, Swarm, and Evolutionary Computation and IEEE ITS Magazine.",institutionString:"TECNALIA Research & Innovation",institution:{name:"Tecnalia",country:{name:"Spain"}}},{id:"275829",title:"Dr.",name:"Esther",middleName:null,surname:"Villar-Rodriguez",slug:"esther-villar-rodriguez",fullName:"Esther Villar-Rodriguez",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/275829/images/system/275829.jpg",biography:"Dr. Esther Villar obtained a Ph.D. in Information and Communication Technologies from the University of Alcalá, Spain, in 2015. She obtained a degree in Computer Science from the University of Deusto, Spain, in 2010, and an MSc in Computer Languages and Systems from the National University of Distance Education, Spain, in 2012. Her areas of interest and knowledge include natural language processing (NLP), detection of impersonation in social networks, semantic web, and machine learning. Dr. Esther Villar made several contributions at conferences and publishing in various journals in those fields. Currently, she is working within the OPTIMA (Optimization Modeling & Analytics) business of TECNALIA’s ICT Division as a data scientist in projects related to the prediction and optimization of management and industrial processes (resource planning, energy efficiency, etc).",institutionString:"TECNALIA Research & Innovation",institution:{name:"Tecnalia",country:{name:"Spain"}}},{id:"49813",title:"Dr.",name:"Javier",middleName:null,surname:"Del Ser",slug:"javier-del-ser",fullName:"Javier Del Ser",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/49813/images/system/49813.png",biography:"Prof. Dr. Javier Del Ser received his first PhD in Telecommunication Engineering (Cum Laude) from the University of Navarra, Spain, in 2006, and a second PhD in Computational Intelligence (Summa Cum Laude) from the University of Alcala, Spain, in 2013. He is currently a principal researcher in data analytics and optimisation at TECNALIA (Spain), a visiting fellow at the Basque Center for Applied Mathematics (BCAM) and a part-time lecturer at the University of the Basque Country (UPV/EHU). His research interests gravitate on the use of descriptive, prescriptive and predictive algorithms for data mining and optimization in a diverse range of application fields such as Energy, Transport, Telecommunications, Health and Industry, among others. In these fields he has published more than 240 articles, co-supervised 8 Ph.D. theses, edited 6 books, coauthored 7 patents and participated/led more than 40 research projects. He is a Senior Member of the IEEE, and a recipient of the Biscay Talent prize for his academic career.",institutionString:"Tecnalia Research & Innovation",institution:{name:"Tecnalia",country:{name:"Spain"}}},{id:"278948",title:"Dr.",name:"Carlos Pedro",middleName:null,surname:"Gonçalves",slug:"carlos-pedro-goncalves",fullName:"Carlos Pedro Gonçalves",position:null,profilePictureURL:"https://s3.us-east-1.amazonaws.com/intech-files/0030O00002bRcmyQAC/Profile_Picture_1564224512145",biography:'Carlos Pedro Gonçalves (PhD) is an Associate Professor at Lusophone University of Humanities and Technologies and a researcher on Complexity Sciences, Quantum Technologies, Artificial Intelligence, Strategic Studies, Studies in Intelligence and Security, FinTech and Financial Risk Modeling. He is also a progammer with programming experience in:\n\nA) Quantum Computing using Qiskit Python module and IBM Quantum Experience Platform, with software developed on the simulation of Quantum Artificial Neural Networks and Quantum Cybersecurity;\n\nB) Artificial Intelligence and Machine learning programming in Python;\n\nC) Artificial Intelligence, Multiagent Systems Modeling and System Dynamics Modeling in Netlogo, with models developed in the areas of Chaos Theory, Econophysics, Artificial Intelligence, Classical and Quantum Complex Systems Science, with the Econophysics models having been cited worldwide and incorporated in PhD programs by different Universities.\n\nReceived an Arctic Code Vault Contributor status by GitHub, due to having developed open source software preserved in the \\"Arctic Code Vault\\" for future generations (https://archiveprogram.github.com/arctic-vault/), with the Strategy Analyzer A.I. module for decision making support (based on his PhD thesis, used in his Classes on Decision Making and in Strategic Intelligence Consulting Activities) and QNeural Python Quantum Neural Network simulator also preserved in the \\"Arctic Code Vault\\", for access to these software modules see: https://github.com/cpgoncalves. He is also a peer reviewer with outsanding review status from Elsevier journals, including Physica A, Neurocomputing and Engineering Applications of Artificial Intelligence. Science CV available at: https://www.cienciavitae.pt//pt/8E1C-A8B3-78C5 and ORCID: https://orcid.org/0000-0002-0298-3974',institutionString:"University of Lisbon",institution:{name:"Universidade Lusófona",country:{name:"Portugal"}}},{id:"241400",title:"Prof.",name:"Mohammed",middleName:null,surname:"Bsiss",slug:"mohammed-bsiss",fullName:"Mohammed Bsiss",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/241400/images/8062_n.jpg",biography:null,institutionString:null,institution:null},{id:"276128",title:"Dr.",name:"Hira",middleName:null,surname:"Fatima",slug:"hira-fatima",fullName:"Hira Fatima",position:null,profilePictureURL:"https://mts.intechopen.com/storage/users/276128/images/14420_n.jpg",biography:"Dr. Hira Fatima\nAssistant Professor\nDepartment of Mathematics\nInstitute of Applied Science\nMangalayatan University, Aligarh\nMobile: no : 8532041179\nhirafatima2014@gmal.com\n\nDr. Hira Fatima has received his Ph.D. degree in pure Mathematics from Aligarh Muslim University, Aligarh India. Currently working as an Assistant Professor in the Department of Mathematics, Institute of Applied Science, Mangalayatan University, Aligarh. She taught so many courses of Mathematics of UG and PG level. Her research Area of Expertise is Functional Analysis & Sequence Spaces. She has been working on Ideal Convergence of double sequence. She has published 17 research papers in National and International Journals including Cogent Mathematics, Filomat, Journal of Intelligent and Fuzzy Systems, Advances in Difference Equations, Journal of Mathematical Analysis, Journal of Mathematical & Computer Science etc. She has also reviewed few research papers for the and international journals. She is a member of Indian Mathematical Society.",institutionString:null,institution:null},{id:"414880",title:"Dr.",name:"Maryam",middleName:null,surname:"Vatankhah",slug:"maryam-vatankhah",fullName:"Maryam Vatankhah",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Borough of Manhattan Community College",country:{name:"United States of America"}}},{id:"414879",title:"Prof.",name:"Mohammad-Reza",middleName:null,surname:"Akbarzadeh-Totonchi",slug:"mohammad-reza-akbarzadeh-totonchi",fullName:"Mohammad-Reza Akbarzadeh-Totonchi",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Ferdowsi University of Mashhad",country:{name:"Iran"}}},{id:"414878",title:"Prof.",name:"Reza",middleName:null,surname:"Fazel-Rezai",slug:"reza-fazel-rezai",fullName:"Reza Fazel-Rezai",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"American Public University System",country:{name:"United States of America"}}},{id:"426586",title:"Dr.",name:"Oladunni A.",middleName:null,surname:"Daramola",slug:"oladunni-a.-daramola",fullName:"Oladunni A. Daramola",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Federal University of Technology",country:{name:"Nigeria"}}},{id:"357014",title:"Prof.",name:"Leon",middleName:null,surname:"Bobrowski",slug:"leon-bobrowski",fullName:"Leon Bobrowski",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Bialystok University of Technology",country:{name:"Poland"}}},{id:"302698",title:"Dr.",name:"Yao",middleName:null,surname:"Shan",slug:"yao-shan",fullName:"Yao Shan",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Dalian University of Technology",country:{name:"China"}}},{id:"354126",title:"Dr.",name:"Setiawan",middleName:null,surname:"Hadi",slug:"setiawan-hadi",fullName:"Setiawan Hadi",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Padjadjaran University",country:{name:"Indonesia"}}},{id:"125911",title:"Prof.",name:"Jia-Ching",middleName:null,surname:"Wang",slug:"jia-ching-wang",fullName:"Jia-Ching Wang",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"National Central University",country:{name:"Taiwan"}}},{id:"332603",title:"Prof.",name:"Kumar S.",middleName:null,surname:"Ray",slug:"kumar-s.-ray",fullName:"Kumar S. Ray",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Indian Statistical Institute",country:{name:"India"}}},{id:"415409",title:"Prof.",name:"Maghsoud",middleName:null,surname:"Amiri",slug:"maghsoud-amiri",fullName:"Maghsoud Amiri",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Allameh Tabataba'i University",country:{name:"Iran"}}},{id:"357085",title:"Mr.",name:"P. Mohan",middleName:null,surname:"Anand",slug:"p.-mohan-anand",fullName:"P. Mohan Anand",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Indian Institute of Technology Kanpur",country:{name:"India"}}},{id:"356696",title:"Ph.D. Student",name:"P.V.",middleName:null,surname:"Sai Charan",slug:"p.v.-sai-charan",fullName:"P.V. Sai Charan",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Indian Institute of Technology Kanpur",country:{name:"India"}}},{id:"357086",title:"Prof.",name:"Sandeep K.",middleName:null,surname:"Shukla",slug:"sandeep-k.-shukla",fullName:"Sandeep K. Shukla",position:null,profilePictureURL:"//cdnintech.com/web/frontend/www/assets/author.svg",biography:null,institutionString:null,institution:{name:"Indian Institute of Technology Kanpur",country:{name:"India"}}}]}},subseries:{item:{id:"20",type:"subseries",title:"Animal Nutrition",keywords:"Sustainable Animal Diets, Carbon Footprint, Meta Analyses",scope:"An essential part of animal production is nutrition. Animals need to receive a properly balanced diet. One of the new challenges we are now faced with is sustainable animal diets (STAND) that involve the 3 P’s (People, Planet, and Profitability). We must develop animal feed that does not compete with human food, use antibiotics, and explore new growth promoters options, such as plant extracts or compounds that promote feed efficiency (e.g., monensin, oils, enzymes, probiotics). These new feed options must also be environmentally friendly, reducing the Carbon footprint, CH4, N, and P emissions to the environment, with an adequate formulation of nutrients.",coverUrl:"https://cdn.intechopen.com/series_topics/covers/20.jpg",hasOnlineFirst:!0,hasPublishedBooks:!0,annualVolume:11416,editor:{id:"175967",title:"Dr.",name:"Manuel",middleName:null,surname:"Gonzalez Ronquillo",slug:"manuel-gonzalez-ronquillo",fullName:"Manuel Gonzalez Ronquillo",profilePictureURL:"https://mts.intechopen.com/storage/users/175967/images/system/175967.png",biography:"Dr. Manuel González Ronquillo obtained his doctorate degree from the University of Zaragoza, Spain, in 2001. He is a research professor at the Faculty of Veterinary Medicine and Animal Husbandry, Autonomous University of the State of Mexico. He is also a level-2 researcher. He received a Fulbright-Garcia Robles fellowship for a postdoctoral stay at the US Dairy Forage Research Center, Madison, Wisconsin, USA in 2008–2009. He received grants from Alianza del Pacifico for a stay at the University of Magallanes, Chile, in 2014, and from Consejo Nacional de Ciencia y Tecnología (CONACyT) to work in the Food and Agriculture Organization’s Animal Production and Health Division (AGA), Rome, Italy, in 2014–2015. He has collaborated with researchers from different countries and published ninety-eight journal articles. He teaches various degree courses in zootechnics, sheep production, and agricultural sciences and natural resources.\n\nDr. Ronquillo’s research focuses on the evaluation of sustainable animal diets (StAnD), using native resources of the region, decreasing carbon footprint, and applying meta-analysis and mathematical models for a better understanding of animal production.",institutionString:null,institution:{name:"Universidad Autónoma del Estado de México",institutionURL:null,country:{name:"Mexico"}}},editorTwo:null,editorThree:null,series:{id:"13",title:"Veterinary Medicine and Science",doi:"10.5772/intechopen.73681",issn:"2632-0517"},editorialBoard:[{id:"175762",title:"Dr.",name:"Alfredo J.",middleName:null,surname:"Escribano",slug:"alfredo-j.-escribano",fullName:"Alfredo J. Escribano",profilePictureURL:"https://s3.us-east-1.amazonaws.com/intech-files/0030O00002bRGnzQAG/Profile_Picture_1633076636544",institutionString:"Consultant and Independent Researcher in Industry Sector, Spain",institution:null},{id:"310962",title:"Dr.",name:"Amlan",middleName:"Kumar",surname:"Patra",slug:"amlan-patra",fullName:"Amlan Patra",profilePictureURL:"https://mts.intechopen.com/storage/users/310962/images/system/310962.jpg",institutionString:null,institution:{name:"West Bengal University of Animal and Fishery Sciences",institutionURL:null,country:{name:"India"}}},{id:"216995",title:"Prof.",name:"Figen",middleName:null,surname:"Kırkpınar",slug:"figen-kirkpinar",fullName:"Figen Kırkpınar",profilePictureURL:"https://s3.us-east-1.amazonaws.com/intech-files/0030O00002bRMzxQAG/Profile_Picture_1625722918145",institutionString:null,institution:{name:"Ege University",institutionURL:null,country:{name:"Turkey"}}}]},onlineFirstChapters:{paginationCount:3,paginationItems:[{id:"82956",title:"Potential Substitutes of Antibiotics for Swine and Poultry Production",doi:"10.5772/intechopen.106081",signatures:"Ho Trung Thong, Le Nu Anh Thu and Ho Viet Duc",slug:"potential-substitutes-of-antibiotics-for-swine-and-poultry-production",totalDownloads:0,totalCrossrefCites:0,totalDimensionsCites:0,authors:null,book:{title:"Antibiotics and Probiotics in Animal Food - Impact and Regulation",coverURL:"https://cdn.intechopen.com/books/images_new/11578.jpg",subseries:{id:"20",title:"Animal Nutrition"}}},{id:"82905",title:"A Review of Application Strategies and Efficacy of Probiotics in Pet Food",doi:"10.5772/intechopen.105829",signatures:"Heather Acuff and Charles G. 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