%0 Journal Article %J Technology Innovation Management Review %D 2017 %T Collaborative Capability in Coworking Spaces: Convenience Sharing or Community Building? %A Marcelo F. Castilho %A Carlos O. Quandt %K collaboration %K collaborative knowledge work %K collaborative workspaces %K coworking %K innovativeness %X This study explores the development of collaborative capability in coworking spaces. It is based on the perception of collaboration among 31 coworking founders, community managers, and coworkers of those spaces. In-depth interviews around the meaning of collaboration and its challenges were conducted in 14 coworking spaces located in six Asian countries. A set of factors was identified and a model was proposed based on a set of four dimensions: enabling knowledge sharing, enhancing a creative field, enhancing an individual action for the collective, and supporting a collective action to an effective execution. The “Convenience Sharing” and “Community Building” coworking types based on Capdevila (2014) suggest different conditions under which collaborative capability develops. Convenience Sharing coworking spaces tend to foster collaborative capability through knowledge sharing and effective execution, whereas Community Building coworking spaces tend to foster collaborative capability by enhancing a creative field and individual action for the collective. Overall, this study contributes to a theoretical model for coworking spaces to help coworking founders and community managers make strategic decisions. The findings suggest that collaborative capability in coworking spaces depends on the interlacing of a set of factors along four dimensions that relate in varying degrees of intensity to a two-fold coworking space typology. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 7 %P 32-42 %8 12/2017 %G eng %U http://timreview.ca/article/1126 %N 12 %1 Pontificia Universidade Católica do Paraná Marcelo F. Castilho is a PhD student at the Business School of Pontificia Universidade Católica do Paraná (PUCPR) in Curitiba, Brazil. He holds a Master of Arts in Automotive Design from Coventry University in the United Kingdom. His professional background includes a 22-year career dealing with product innovation, first as an expert and later as a design manager in the commercial vehicle sector. His research and consulting work includes organizations in search for collaboration capabilities and design thinking methods to achieve results, considering aspects of creativity, innovation, sustainability, and individual wellbeing and inner balance. %2 Pontificia Universidade Católica do Paraná Carlos O. Quandt is a Professor at the Business School of Pontificia Universidade Católica do Paraná (PUCPR) in Curitiba, Brazil. He received his PhD in Urban and Regional Planning from the University of California, Los Angeles (UCLA) in the United States. His research and consulting work include projects for the Institute of the Americas, the International Research and Development Centre (Canada), the Center for North American Integration and Development, the New Vision Business Council of Southern California, the Lewis Center for Regional Policy Studies (USA). His key areas of interest and experience are in the fields of innovation and knowledge management, innovativeness, clusters and networks, and regional development. %R http://doi.org/10.22215/timreview/1126 %0 Journal Article %J Technology Innovation Management Review %D 2014 %T Enabling Employee Entrepreneurship in Large Technology Firms %A Walter Miron %A David Hudson %K autonomy %K competitive aggressiveness %K corporate venturing %K development projects %K emancipation %K employee entrepreneurship %K entrepreneurial orientation %K innovativeness %K intrapraneurship %K proactiveness %K risk taking %K value creation %X Managers of development projects in large technology firms face a dilemma. They operate under pressure to achieve predictable quality, cost, and schedule objectives but are also expected to encourage their employees to act entrepreneurially. Given the uncertain nature of the entrepreneurial process, these managers often cling to existing practices and values and consequently inhibit their employees’ ability to act entrepreneurially. In this article, we examine the product development and entrepreneurship literature streams to identify the barriers that managers of development projects of large technology firms face in allowing employees to act entrepreneurially. We organize these barriers using the five components of entrepreneurial orientation: risk taking, proactiveness, innovativeness, competitive aggressiveness, and autonomy. Then, building on the literature and our combined 40 years of experience managing development projects in large technology firms, we provide recommendations to managers on how to overcome these barriers. A better understanding of how to enable employees to act entrepreneurially will increase the entrepreneurial orientation of development projects in large technology firms. The relationship between entrepreneurial orientation and development project performance is expected to be curvilinear. Therefore, an increase in entrepreneurial orientation is expected to improve the performance of development projects up to a point after which it is expected to decrease it. This article will be particularly relevant to researchers interested in the relationship between entrepreneurial orientation and project performance as well as managers in technology firms who want to achieve their operational milestones while maximizing the entrepreneurial value creation of their employees. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 4 %P 23-32 %8 02/2014 %G eng %U http://timreview.ca/article/766 %N 2 %1 TELUS Communications Walter Miron is a Director of Technology Strategy at TELUS Communications, where he is responsible for the evolution of their TCP/IP and optical networks. He has over 20 years of experience in enterprise and service provider networking conducting technology selection and service development projects. Walter is a member of the research program committee of the SAVI project, the Heavy Reading Global Ethernet Executive Council, the ATOPs SDN/nFV Working Group, and he represents TELUS at the Venus Cybersecurity Corporation and Invest Ottawa. He is frequently a speaker at industry conferences and working groups. Walter is currently a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. %2 Carleton University David Hudson is a lecturer in information technology and innovation in the MBA program at Carleton University’s Sprott School of Business in Ottawa, Canada. He is a Director of the Venus Cybersecurity Corporation and the Lead To Win entrepreneurship program, and he is the Chair of the Advisory Board for the Province of Ontario Centres of Excellence Information, Communication, and Digital Media Sector. David also consults with F500 firms on innovation management. David's doctoral research at Carleton focused on IT consumerization and how employees create value for themselves and their firms when they "BYOD". Previously, he was the Vice President for advanced research and development at a large technology firm and has had an extensive career in technology development and product line management. David received Bachelor's and Master's degrees in Systems Design Engineering from the University of Waterloo, Canada. %R http://doi.org/10.22215/timreview/766