This article explores how entrepreneurs engage users in innovation in order to identify collaboration opportunities between entrepreneurship and technical and professional communication (TPC) scholars interested in user experience (UX). This article surveyed American entrepreneurs (N = 100) asking when and how they involve users in product development. The results suggest that most entrepreneurs do engage users to drive innovation and understand their markets, but do so largely through informal means. Our research suggests that UX can serve as a connection point for TPC scholars and entrepreneurs, especially if TPC emphasizes the role of UX in innovation and offers entrepreneurs efficient yet reliable user-research methodologies.

Research problem: Advisory boards provide an opportunity for technical communication programs to connect consistently with industry practitioners and on-campus stakeholders, and yet few recent studies examine best practices for advisory boards in technical communication programs. Research questions: (1) What is the typical makeup of a technical communication program advisory board? (2) What function do these advisory boards serve? (3) What are the typical successes and challenges of starting and maintaining a technical communication advisory board? (4) What are best practices for starting and maintaining a successful advisory board? (5) What are the similarities and differences in how program administrators and board members perceive the benefits and functions of the board? Literature review: Literature on advisory boards in technical and business communication-and in related fields such as communication, journalism, and marketing-reports that advisory boards are beneficial and effective, though many include caveats or recommendations about ways to improve board function. Methodology: To provide perspectives from both sides of the academy-industry relationship, we conducted 18 semistructured phone, Skype, and in-person interviews with program administrators (n = 10) from a host of nationwide programs and with board members (n = 8) from a single advisory board. Results and discussion: The study finds that the typical advisory board involves a mix of industry, faculty, and student members, with an emphasis on industry members. They advise the program about its curricular concerns, often foster students' academic and professional maturation, and support the program in conflicts with university administration. The typical successes of advisory boards included positive curricular amendment and the recruitment of students for jobs and internships, while characteristic challenges included meeting logistics and board members' concerns regarding the program's response to their advice. Program administrators and board members both perceive a board as useful, but some members expressed concern about the uncertainty of their role and influence. The results suggest that all technical communication programs should seriously consider forming an advisory board based on disciplinary best practices, that existing advisory boards should ensure that they have clarified the board's role for their program, and that stakeholders are aware of and attend to their board members' concerns.