%0 Journal Article %J Technology Innovation Management Review %D 2020 %T What are the Challenges of Building a Smart City? %A Haven Allahar %K building smart cities %K ICT and smart cities %K Smart cities concept %K smart city case studies %K smart city initiatives %X The recent emergence of the concept of 'smart cities' presents challenges to city administrators for planning, managing, and governing modern cities in the digital age. Research on smart cities tends to focus on the attributes of cities at a more developed stage, instead this article departs from that trend by discussing an aspiring smart city in a small-island developing country. The purpose of the study is to examine the steps required for building a smart city against a background of the concept of smart cities, taken in the context of an empirical study of an aspiring small smart city. The main finding is that there is no single route to becoming a smart city, but rather there are critical steps that can be adopted as part of a building process for achieving that objective. This work adds value in presenting a way to synthesize the smart city concept with empirical work involving one small smart city's aspirations and achievements. The article fills a partial gap in the smart city literature and has implications for aspiring city administrators, smart city builders, persons concerned with the application of ICT to address city challenges, as well as for students of urban planning, development, and management. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 10 %8 09/2020 %G eng %U timreview.ca/article/1388 %N 9 %1 University of the West Indies Haven Allahar has served for 25 years as an adjunct lecturer in entrepreneurship and innovation, and a coach of MBA teams’ capstone projects at the Arthur Lok Jack Global School of Business of the University of the West Indies, Trinidad and Tobago. Haven has a wide academic and specialized training background in Economics (B.Sc. - Jamaica), Entrepreneurship and Management (M.A. and DBA - USA); Industrial Project Planning, Financing, and Management (UK and Poland). Haven served for over 40 years in senior management and CEO positions in companies involved in developing and managing an energy-based industrial park, SME development, urban development, and project planning and management. Haven, along with two partners, owned and operated a consulting firm for 15 years that provided project planning, design, and management services to a variety of clients in Trinidad and Tobago and the Caribbean. Haven’s research interests are in broad areas of business, management, and economic development issues. His publications are available at Academia.edu and ResearchGate. %R http://doi.org/10.22215/timreview/1388 %0 Journal Article %J Technology Innovation Management Review %D 2020 %T What impedes the success of late mover IT clusters despite economically favorable environments? A case study of an Indian IT cluster %A Harini Mittal %A Punit Saurabh %A Devang Rohit %A Kathak Mehta %K Gujarat State %K Indian IT industry %K IT clusters %K Knowledge Innovation clusters %K technology %X The Information Technology (IT) industry in India, is one of the major contributors to the country’s growth story. It is organized in a few strong and dominant clusters across the country. Recent research focuses on the emergence, growth and success of the seven big IT clusters that account for 96.55% of total software exports from the country. Unlike the six successful late mover clusters, there are several other late mover IT clusters that have not experienced similar growth. Why do some of the late mover IT clusters in India succeed while others fail to take off despite favorable economic conditions? This paper applies a case study method to answer this research question by examining a single cluster, using both primary and secondary data. The paper concludes with a new framework to explain how an IT cluster lacks the motivation to succeed when it has to gain traction alongside the competing dynamics of traditional businesses. We find this to be the case more so when traditional businesses are thriving and growing. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 10 %P 54-67 %8 01/2020 %G eng %U timreview.ca/article/1321 %N 1 %1 Bronx Community College, City University of New York Dr. Harini Mittal is a highly experienced educator with expertise in curriculum development and college instruction and is passionate about student advocacy. She has been actively involved in various activities, initiatives, teaching, mentoring, and research in the field of finance, innovation and entrepreneurship. She has also authored/co-authored and edited books and journal articles. She received her Ph.D. in Management, from the Institute of Management, Nirma University, Ahmedabad. She is currently working at Bronx Community College, City University of New York (BCC-CUNY) as an Assistant Professor in the Business and Information Systems Department. Dr. Mittal is a founding board member and treasurer of Emblaze Academy, a charter school located at South Bronx. She is also a consulting country specialist with Aperian Global. %2 Nirma University Dr. Punit holds a doctorate in Innovation Management from IIT-Kharagpur. He is presently serving Nirma University with the Institute of Management in the capacity of Assistant Professor. He has been a Research fellow of DSIR-TePP (Department of Scientific and Industrial Research) and has handled key innovation funding and commercialization programs. His area of teaching and research includes entrepreneurship development, Innovation management, family business practices, women entrepreneurship development, entrepreneurship and innovation ecosystem setups etc. He has contributed to setting up research academic and practice-based entrepreneurship ecosystems at several institutions. He publishes and reviews in several journals while contributing articles on strategic and geopolitical affairs for US Naval Institute defense news, and shares his opinion in Nikkei Asian Review. %3 CEPT University Devang Rohit is a senior SAP professional and team leader. He is passionate about IT entrepreneurship and ERP applications. He received his MBA in Project Management from CEPT University and B.E in computer engineering from L.D. College of Engineering, Gujarat University. %4 Nirma University Kathak Mehta is an experienced Founder with a demonstrated history of working in Technology Commercialization. She is skilled in Innovation Management, Technology Management, Technology Commercialization, Business Development, and Entrepreneurship. She completed her Doctor of Philosophy (Ph.D.) focused in Strategy and Entrepreneurship from Institute of Management, Nirma University. %& 54 %R http://doi.org/10.22215/timreview/1321 %0 Journal Article %J Technology Innovation Management Review %D 2020 %T What Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly? %A Tony Bailetti %A Stoyan Tanev %A Christian Keen %K new company %K scaling company value %K scaling-up %K value proposition %K value proposition alignment %X One of the most valuable resources a company owns is the "portfolio of value propositions" to its diverse external stakeholders, such as customers, investors, and resource owners. In this article, we fill a gap in the value proposition literature by identifying features that make the value propositions of new companies different from other resources, along with factors that make them valuable. A value proposition is conceived as being what enables and improves business transactions between a new company and external stakeholders. We reason that two features in particular make value propositions of new companies distinct: (1) business transactions between a new company and one or more external stakeholders, and (2) investments to create and improve a new company's value propositions that enable business transactions. We provide a definition of "value proposition" and postulate that a value proposition will benefit a new company when it: (1) strengthens the new company's capabilities to scale; (2) increases demand for the new company's products and services; and (3) increases the number, diversity, and rapidity of external investments in the new company's value proposition portfolio. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 10 %P 14-27 %8 06/2020 %G eng %U timreview.ca/article/1365 %N 6 %1 Carleton University Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the past Director of Carleton University's Technology Innovation Management (TIM) program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation. %2 Carleton University Stoyan Tanev, PhD, MSc, MEng, MA, is Associate Professor of Technology Entrepreneurship and Innovation Management associated with the Technology Innovation Management (TIM) Program, Sprott School of Business, Carleton University, Ottawa, ON, Canada. Before re-joining Carleton University, Dr. Tanev was part of the Innovation and Design Engineering Section, Faculty of Engineering, University of Southern Denmark (SDU), Odense, Denmark. Dr. Tanev has a multidisciplinary background including MSc in Physics (Sofia University, Bulgaria), PhD in Physics (1995, University Pierre and Marie Curie, Paris, France, co-awarded by Sofia University, Bulgaria), MEng in Technology Management (2005, Carleton University, Ottawa, Canada), MA in Orthodox Theology (2009, University of Sherbrooke, Montreal Campus, QC, Canada) and PhD in Theology (2012, Sofia University, Bulgaria). Stoyan has published multiple articles in several research domains. His current research interests are in the fields of technology entrepreneurship and innovation management, design principles and growth modes of global technology start-ups, business analytics, topic modeling and text mining. He has also an interest in interdisciplinary issues on the interface of the natural and social sciences. %3 Université Laval Christian Keen, PhD is an Assistant Professor at the Département de Management, Université Laval, Canada. Christian has an extensive research and working experience in emerging and developed economies. His professional experience includes being a member of several the Board of Directors of private companies and NGOs. He teaches graduate and undergraduate courses in international entrepreneurship, entrepreneurship and strategic management. His research areas of interest include international entrepreneurship, entrepreneurial capital and rapidly growing firms. Christian is a member of the editorial board of the International Journal of Entrepreneurship Small Business and TIM Review. He has presented his research in several international conferences such as AIB, AOM, EIBA, and has also published papers in those areas. %& 14 %R http://doi.org/10.22215/timreview/1365 %0 Journal Article %J Technology Innovation Management Review %D 2020 %T Which Factors Influence a Company’s Evaluation of the Contribution of Basic Research to Innovation? %A Hiromi S. Nagane %A Koichi Sumikura %K Basic research %K Biotech start-ups %K innovation %K Pharmaceutical companies %K University and Public research institute %X This paper empirically analyses how individuals in companies evaluate the contributions of basic research by universities and public research institutes to industry from multiple perspectives: manager as a spokesperson of the company (science-based industry or others), position within the company (managers or inventors), affiliations of inventors (large pharmaceutical companies or biotech start-ups), and educational background. This paper focuses on the case of Japan. Questionnaire surveys were sent to managers and inventors in established companies and start-ups across several industries. This study found that, 1) the more science-oriented the company, the higher their managers evaluate academic research, 2) inventors evaluate academic research more highly than managers, 3) inventors from biotech start-ups evaluate academic research more highly than inventors from large companies in the pharmaceutical industry, and 4) the more advanced their educational background, the more highly inventors evaluate academic research. This study suggests that 'closeness to science' is an important factor for companies to evaluate contributions of basic research to innovation. The findings also suggest that problems within the current educational system are an indirect cause of the innovation crisis in Japan. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 10 %P 38-51 %8 08/2020 %G eng %U timreview.ca/article/1379 %N 8 %1 Chiba University Hiromi S. Nagane is Professor of Graduate School of Social Sciences at the Chiba University in Japan. She earned her Ph.D. in Economics from Hitotsubashi University. Her research interests are health economics, economics of innovation, science and technology policy, higher education policy, and industry-academia collaboration. She has published articles about health regulations, the relation between firms’ performance and absorptive capacity, the productivity of academic articles, leading scientists, and so on. She also received a category award for her article about science and technology policy from the Japan Society of Mechanical Engineers in 2020. She holds the post of visiting scholar of the National Institute of Science and Technology Policy (NISTEP) of the Ministry of Education, Culture, Sports, Science and Technology (MEXT). %2 National Graduate Institute for Policy Studies (GRIPS) Koichi Sumikura is Deputy Director, GiST Program, GRIPS Professor. He earned his Ph.D. from the University of Tokyo Graduate School for Engineering in 1998 and is now a visiting assistant at the University of Tokyo's Research Unit. His specialty is in intellectual property rights, bio-technology, and industry-academia collaboration. He is a visiting scholar of NISTEP. %& 39 %R http://doi.org/10.22215/timreview/1379 %0 Journal Article %J Technology Innovation Management Review %D 2019 %T Women Managers and Entrepreneurs and Digitalization: On the Verge of a New Era or a Nervous Breakdown? %A Mervi Rajahonka %A Kaija Villman %K domestication %K family %K ICT %K technology %K wellbeing %K women %K work %X The purpose of this article is to examine how female managers and entrepreneurs are employing digital technologies in their working and private lives and what they think about digitalization. The material for the study was gathered through interviews with women in South Savo, Finland. The article builds on the theory of technology domestication, emphasizing the role of users in making a technology usable in their everyday contexts. The findings show that women experience challenges but also gain clear benefits when employing digital technologies. Among the challenges is that women are traditionally rather reserved when it comes to applying technology. Among the benefits is the practice-oriented stance of women towards digital technologies. Moreover, the rise of digital social media and its increasing importance in the working and business environments could make it easier for women to manage both work- and family-related communication. This may improve their wellbeing at work and help women towards equality at work. However, they need support in finding their digitalized career paths. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 9 %P 14-24 %8 06/2019 %G eng %U https://timreview.ca/article/1246 %N 6 %1 South-Eastern Finland University of Applied Sciences XAMK Mervi Rajahonka, DSc (Econ), works as an RDI Advisor at the Small Business Center (SBC) at South-Eastern Finland University of Applied Sciences XAMK, Finland, and she is an Adjunct Research Professor at Carleton University in Ottawa, Canada. She has been working at SBC for about 10 years, participating in numerous EU-funded projects. She earned her doctoral degree in Logistics from the Department of Information and Service Economy at Aalto University School of Business in Helsinki, Finland. She also holds a Master’s degree in Technology from Helsinki University of Technology and a Master’s degree in Law from the University of Helsinki. Her research interests include business models, service modularity, and service innovations. Her research has been published in a number of journals in the areas of logistics, services, and operations management. %2 South-Eastern Finland University of Applied Sciences XAMK Kaija Villman, MMus in Arts Management, works as a Project Manager at the Small Business Center (SBC) at South-Eastern Finland University of Applied Sciences XAMK, Finland. She has been working at SBC for about 8 years, participating in numerous national and international EU-funded projects in the fields of creative industries, service development, and digitalization. She is experienced in coordinating interdisciplinary projects, workshops, and training and she acted as the Project Manager for the DigiJoko - Digitalisation, women and management project. %R http://doi.org/10.22215/timreview/1246 %0 Journal Article %J Technology Innovation Management Review %D 2019 %T Working with Startups? These are the Three Things You Ought to Know about Startup Teams %A Anna Brattström %K entrepreneurship %K new venture teams %K teamwork %X While much has been written about how startups work to develop their product, this paper focuses instead on how to manage the startup team. Based on a systematic review of current research, I present actionable insights about startup team characteristics; who they are, how they work, and how they stay together. I explain how these characteristics imply both opportunities and threats for the viability of the team and discuss how startup teams can be managed to increase the likelihood of their survival and growth. Given that the majority of startup failures are attributed to the team, not to the product, these insights are valuable both to aspiring entrepreneurs and to their external stakeholders. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 9 %P 5-14 %8 11/2019 %G eng %U timreview.ca/article/1279 %N 11 %1
Lund University

Anna Brattström works at Lund University, Sweden. Her research focuses on how people come together and work together in contexts such as innovative start-ups or inter-organizational R&D alliances. Her work has been published in journals such as the Academy of Management Journal, Organization Studies, Research Policy, Entrepreneurship Theory and Practice and Journal of Product Innovation Management.

 

%& 5 %R http://doi.org/10.22215/timreview/1279 %0 Journal Article %J Technology Innovation Management Review %D 2019 %T World Heritage meets Smart City in an Urban-Educational Hackathon in Rauma %A Anu Helena Suominen %A Seija Halvari %A Jari Jussila %X UNESCO World Heritage cities can become smart cities if they take into account their cultural heritage and integrate diverse actors, including universities in their innovation practices. This article addresses the hackathon as an innovation contest method in the urban and educational context. Specifically, it concentrates on hackathon design, particularly the focus of the event, as well as the outputs. Although the design plays an integral part in a hackathon, particularly in goal achievement, design has not yet been thoroughly studied in mainly descriptive hackathon research. To address the subject, this article presents a case study of a dual-focused, i.e., combined urban and educational hackathon in the City of Rauma, which has a World Heritage Old Town that aims to integrate its historical uniqueness with modern city services. As a result, the article portrays the process and outputs of a hackathon carried out with the collaboration of two higher education institutions (HEIs) and the Entrepreneur Association of Rauma. Presenting conclusions for both academics and the public sector, the article contributes to the literature on urban and educational hackathons in smart cities with a heritage context. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 9 %P 45-54 %8 09/2019 %G eng %U https://timreview.ca/article/1268 %N 9 %1
Tampere University
Anu Helena Suominen, D.Sc. (Tech.), is a university teacher at Tampere University, Finland. She defended her doctoral thesis on legitimacy building in inter-organizational networks in 2017. Besides working for years in the field of research and education, Anu has several years of practical working experience in industry: in export, managing networking, and training projects. Anu is responsible for teaching four Master’s level courses in Knowledge Management, Innovation, Procurement, and Project Business Management. Her research is currently focused on hackathons for both industrial and educational purposes, knowledge sharing and integration, and innovation in inter-organizational networks.
 
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Häme University of Applied Sciences (HAMK)
Seija Halvari, M.Sc. (Tech.) and B.Eng., is a lecturer in Häme University of Applied Sciences (HAMK). Her research has focused on startup companies’ business model evolution and innovations. In addition, she has studied hackathons in an industrial and educational context. Seija has a strong industrial background and over a decade of experience in external and internal project management in various positions, together with experience in IT systems and business process improvement. 
 
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Häme University of Applied Sciences (HAMK)

Dr. Jari Jussila holds a PhD in Knowledge Management from Tampere University of Technology (TUT, 2015). At present, he is Principal Research Scientist at Häme University of Applied Sciences (HAMK). His research is currently focused on knowledge management, business intelligence, social media, big social data analytics, and health informatics. His works have been published in such international journals as Computers in Human Behavior, Industrial Management & Data Systems, International Journal of Knowledge Management, and Knowledge Management Research & Practice.

%& 45 %R http://doi.org/10.22215/timreview/1268 %0 Journal Article %J Technology Innovation Management Review %D 2018 %T What Do Business Customers Value? An Empirical Study of Value Propositions in a Servitization Context %A Kwesi Sakyi-Gyinae %A Maria Holmlund %K customer value in use %K service transition %K servitization %K value proposition %K value-in-use dimension %X This study was conducted in response to calls from the research community and industry for a greater empirical exploration of value propositions. It uses customer value-in-use as a starting point and employs empirical data on value propositions in a servitization context. The findings demonstrate how customers articulate the value-in-use, or benefits, of a selected offering. These results are subsequently used to develop value proposition elements that are aligned with these benefits. The implications for the value proposition literature and for companies in a servitization situation are discussed. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 8 %P 36-43 %8 05/2018 %G eng %U http://timreview.ca/article/1157 %N 5 %1 Hanken School of Economics Kwesi Sakyi-Gyinae is an MSc graduate from the Hanken School of Economics in Helsinki, Finland, and he currently works in the United States helping technology startups to create and implement strategic sales processes to maximize revenue. %2 Hanken School of Economics Maria Holmlund is a Professor of Marketing at the Hanken School of Economics in Helsinki, Finland, where she also received her PhD. Her research interests include methodological and conceptual issues related to service and customer-oriented management in business-to-business and business-to-consumer markets. %R http://doi.org/10.22215/timreview/1157 %0 Journal Article %J Technology Innovation Management Review %D 2018 %T When a New Platform Enters a Market, What Is the Impact on Incumbents? %A Andreas J. Steur %K impact of market entry %K incumbents %K multi-sided market %K platform competition %K platforms %K two-sided market %X Digital platforms enable new forms of business models with the potential to disrupt and transform many industries. However, the impact of a platform’s market entry on incumbents has not been taken into account. In this article, our objective is to provide evidence of the impact that a platform’s market entry could have on incumbents. We proposed several hypotheses based on a literature review and then evaluated them using a large dataset from the taxi industry in New York City. Our analysis showed several changes after a platform’s market entry. In contrast to previous understanding, the results indicate that the winner-takes-it-all-effect does not generally apply to the competition between new platforms and incumbents. Regarding the date of changes following a platform’s market entry, we observed a chicken-or-egg problem in the competition between a platform and incumbents. Consequently, our results indicate that incumbents have at least one year to react to the market entry and to make adjustments. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 8 %P 44-53 %8 10/2018 %G eng %U https://timreview.ca/article/1192 %N 10 %1 Ulm University Andreas J. Steur is Research Assistant at the Institute of Technology and Process Management (ITOP) at Ulm University, Germany. His research focuses on the management of digital platforms, particularly the competitive behaviour of digital platforms, which includes both competition between several digital platforms and competition between digital platforms and incumbents. Furthermore, his research examines the design of feedback mechanisms for digital platforms and approaches for scaling a platform. %R http://doi.org/10.22215/timreview/1192 %0 Journal Article %J Technology Innovation Management Review %D 2016 %T Weighing the Pros and Cons of Engaging in Open Innovation %A André Ullrich %A Gergana Vladova %K benefits %K entrepreneurship %K Open innovation %K open innovation participation %K risks %K self-assessment tool %K SMEs %X The positive aspects of open innovation projects are widely discussed in innovation management research and practice by means of case studies and best practices. However, enterprises, particularly small and medium-sized enterprises (SMEs) also face miscellaneous challenges in open innovation practice, leading to uncertainty and even renunciation of open innovation project participation. Thus, it is essential for SMEs to find the right balance between possible positive effects and negative consequences – the latter being the less studied “dark sides” of open innovation. However, appropriate methods of finding this balance are still lacking. In this article, we discuss the assessment of open innovation project participation by presenting a weighing and decision process framework as a conceivable solution approach. The framework includes an internal, external, and integrated analysis as well as a recommendation and decision phase. Piece by piece, we investigate the current situation and the innovation goals of the enterprise as an initial point for a decision for or against engaging in open innovation. Furthermore, we discuss the development of a software tool that automatically applies this framework and allows self-assessment by SMEs. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 6 %P 34-40 %8 04/2016 %G eng %U http://timreview.ca/article/980 %N 4 %1 University of Potsdam André Ullrich has worked as a Research Assistant and a PhD Candidate at the Chair of Business Informatics with an emphasis on Processes and Systems at the University of Potsdam, Germany, since graduating there with a Diploma in Business Administration in 2011. Currently, his research interests are open innovation processes, employee qualification, the performance capability of indicators for assessing organizations, and change capability research. Furthermore, he continuously moderates creativity workshops regarding turbulences in business environments. He has published several national and international articles in the research areas of change capability, creativity techniques, seasonality’s, and employee qualification. %2 University of Potsdam Gergana Vladova is a Research Assistant and a PhD Candidate at the Chair of Business Informatics with an emphasis on Processes and Systems at the University of Potsdam, Germany. She holds a Master's degree in International Economic Relations from the University of National and World Economy in Sofia, Bulgaria, and a Magister degree from the Freie Universitît Berlin, Germany. She has been working within diverse research projects, and she lectures graduate courses and seminars in the field of knowledge management. Her main fields of research are corporate communication and culture, knowledge management, product counterfeiting, and open innovation management. %R http://doi.org/10.22215/timreview/980 %0 Journal Article %J Technology Innovation Management Review %D 2016 %T Why National Culture Should Be at the Heart of Innovation Management %A Tony Smale %K creativity %K implementation %K initiation %K innovation %K national culture %X Over a period of decades, a substantial body of knowledge has accumulated that correlates national culture and socially and economically important behaviour, including innovation practice. National culture is an interconnected web of mental models that is shared by national groups and transcends the individual. It is highly influential in moderating the cognition and behaviour of groups and individuals. Different resources, including cognition and behaviour, are required at the different stages of the innovation process, and the context, including national culture (within which innovation is practiced), is an important consideration in designing strategy. Because innovation is a psychological and social process, understanding how national culture moderates that cognition and behaviour within the different stages of the innovation process and how the wider innovation ecosystem impacts innovation practice is central to understanding, strategizing and managing the innovation process. However, there has been limited application of this knowledge by practitioners. Therefore, this article examines the importance of national culture from a practitioner perspective, distilling the managerial implications and providing a list of questions that serve as a checklist to enable practitioners to analyze the implications of their own national and organizational context. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 6 %P 18-25 %8 04/2016 %G eng %U http://timreview.ca/article/978 %N 4 %1 Forté Management Tony Smale is a Principal Management Consultant with Forté Management, an independent thinking New Zealand business, consulting, coaching, and training practice. Tony began life as a laboratory scientist and manager. He holds an MBA from Henley Business School at the University of Reading, United Kingdom, and is accredited as an Economic Development Professional. Tony’s MBA dissertation was entitled The Impact of National Culture on New Zealand’s Innovation Outcomes. Since then, he has complemented that work by nearly a decade exposing and testing the arguments in the dissertation with innovation, management, and economic development professionals across many nations and especially working with them to explain and reconcile the dilemmas and conflicts that they encounter in their work and personal lives, both living and working in their home countries and especially as immigrants in foreign cultures. He is an experienced speaker and has completed a number of international engagements including at the UNFCCC, the OECD LEED Forum, and subsequently serving on an OECD Expert Panel. %R http://doi.org/10.22215/timreview/978 %0 Journal Article %J Technology Innovation Management Review %D 2015 %T Who Inhabits a Business Ecosystem? The Technospecies as a Unifying Concept %A Michael L. Weber %A Michael J. Hine %K business ecosystem %K business environment %K complex adaptive systems %K technospecies %X Currently, many terms are used to describe business ecosystems and their inhabitants. These terms have meanings that can cause definitional confusion and an ambiguous level of analysis as to what constitutes a business ecosystem. To understand business ecosystem relationships, an unambiguous understanding of the ecosystem components is required. The importance of standardized terminology and clear definitions of these components has been recognized in the literature. From a managerial perspective, identifying the relationships a firm is situated in is valuable and useful information that can be practically applied. We propose a business ecosystem model anchored around interdependent technospecies similar to the biological model that many of the existing concepts are drawn from. Technospecies are unique entities based on their organizational routines, capabilities, and use of technology. This article will present an alternative formulation of the business ecosystem model with the aim of synthesizing the diverse terminology presently in use into a concise, common language. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 5 %P 31-44 %8 05/2015 %G eng %U http://timreview.ca/article/896 %N 5 %1 Carleton University Michael L. Weber is a PhD candidate in the Sprott School of Business at Carleton University in Ottawa, Canada, and he is the undergraduate lab coordinator in Carleton University's Department of Biology He holds a BScH degree in Biology and an MMS degree in Information Technology, also from Carleton University. His primary research interests are in food supply chain security, business ecosystems, and electronic communication and negotiation. He has published in journals including Group Decision and Negotiation and Electronic Markets. %2 Carleton University Michael J. Hine is an Associate Professor of Information Systems in the Sprott School of Business at Carleton University in Ottawa, Canada. His primary research interests are in online services, online reviews, health informatics and how individual human differences play out in computer-mediated work environments. In addition to BCom and MSc degrees, he holds a PhD in Computer Information Systems from Arizona State University. He has published in journals including but not limited to, the Journal of Management Information Systems, Communications of the ACM, Group Decision and Negotiation, and Electronic Markets. %R http://doi.org/10.22215/timreview/896 %0 Journal Article %J Technology Innovation Management Review %D 2015 %T Women Entrepreneurs in Developing Nations: Growth and Replication Strategies and Their Impact on Poverty Alleviation %A Hina Shah %A Punit Saurabh %K developing nations %K poverty alleviation %K women entrepreneurs %K women entrepreneurship %K women entrepreneurship development programs %X The need to improve the status of women and the promotion of women's roles in development are no longer seen merely as issues of human rights or social justice. Investments in women are now widely recognized as crucial to achieving sustainable development. Economic analyses now perceive that low levels of education and training, poor health and nutritional status, and limited access to resources not only repress women's quality of life but limit productivity and hinder economic efficiency and growth. Therefore, the development of opportunities for women is imperative, not only for reasons of equity but also because it makes economic sense and is "good development practice". The article describes the status and background of women in South Asia and highlights the need to create women entrepreneurs for poverty alleviation. Although some women do start micro-level businesses to support themselves and their families, the contribution is minor and many of these businesses are unlikely to grow or are not viable over the long term. Thus, this article focuses on women entrepreneurship development programs in light of the challenges and regional variations facing women entrepreneurs in South Asia and identifies nine areas where such programs can be strengthened. Their successful replication and implementation, in India specifically and South Asia generally, is discussed for an international audience to raise awareness of the challenges women and support institutions have faced in achieving success in fostering women entrepreneurship. It is hoped that this narration of the Indian and South Asian experience will assist in its replication in other developing nations. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 5 %P 34-43 %8 08/2015 %G eng %U http://timreview.ca/article/921 %N 8 %1 International Centre for Entrepreneurship and Career Development Hina Shah has been an entrepreneur since 1978 in the field of plastic packaging. She is currently Director of the International Centre for Entrepreneurship and Career Development (ICECD) in Ahmedabad, India. In 1986, she has transformed her own entrepreneurial experience into this developmental initiative, which has facilitated thousands of disadvantaged youth, with a special focus on women, in becoming entrepreneurs in India and around the world. %2 International Centre for Entrepreneurship and Career Development Punit Saurabh is senior faculty member at the International Centre for Entrepreneurship and Career Development (ICECD) in Ahmedabad, India. His research interests include innovation management and entrepreneurship development, and he has varied experience in product funding and commercialization. His interests also include international affairs, healthcare, and women entrepreneurship. %R http://doi.org/10.22215/timreview/921 %0 Journal Article %J Technology Innovation Management Review %D 2014 %T Widening the Perspective on Industrial Innovation: A Service-Dominant-Logic Approach %A Heidi M. E. Korhonen %K co-development %K industrial service %K practice %K systemic innovation %K value co-creation %X The servitization of industry has progressed from services as add-ons to services as solutions. Today, industrial innovation needs an even broader perspective that moves towards service-dominant logic. This logic emphasizes value co-creation in actor-to-actor networks and requires new organizational structures and practices in industry. The article presents the case of a Nordic manufacturer of arc welding equipment that has gone through an extensive development program to become more customer and service oriented. An innovative offering created during the program is analyzed as an example in order to gain deeper insight about the concrete application of service-dominant logic in business. In addition to the outcome perspective, the article discusses the implications of the service-dominant logic for innovation practices. The article illustrates the behaviour of cutting-edge servitizing manufacturers and argues that similar behaviour can be expected to become a necessity in all industrial companies with large structural changes. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 4 %P 31-39 %8 05/2014 %G eng %U http://timreview.ca/article/791 %N 5 %1 VTT Technical Research Centre Heidi M. E. Korhonen is a professional in business development and research with a long experience of industrial and technology companies. She works as a Senior Scientist at VTT Technical Research Centre of Finland, in VTT’s research area of business ecosystems, value chains, and foresight. She is also finishing her Doctoral Dissertation on industrial service innovation at Aalto University in Helsinki, Finland. Her research focus is on business development, innovation management, and value co-creation. Her current research interests cover service business, business ecosystems, business models, sustainability, open innovation, co-development, systems thinking, and customer and stakeholder orientation. She has published her research widely in international peer-reviewed journals, books, and conferences. %R http://doi.org/10.22215/timreview/791 %0 Journal Article %J Technology Innovation Management Review %D 2012 %T What Technology Startups Must Get Right to Globalize Early and Rapidly %A Tony Bailetti %K born global %K effectuation logic %K entrepreneurs %K entrepreneurship %K global startups %K globalization %K gradual internationalization %K internalization %K international new ventures %K internationalization %K multinational %K rapid internationalization %K startups %X Upon or shortly after inception, growth-oriented technology startups must operate in a market that is global. Management teams and investors of technology startups can benefit from approaches and models that can help them operate in a global market early and rapidly. How well a technology startup addresses the realities of globalization will determine its success. A better understanding of what management teams and investors of technology startups must get right to globalize their startups is needed. This article is an attempt to meet this need. In this article, lessons that have been extracted from six literature streams and from information on 21 startups founded in 12 countries are used to identify the six elements that a startup must get right to globalize early and rapidly. These six elements are: i) Problem scope, ii) Stakeholders’ commitments, iii) Collaborative entrepreneurship, iv) Relational capital, v) Legitimacy, and vi) Global capability. The main contribution of this article is that it throws the spotlight on the need to develop prescriptive rules and practitioner-oriented models that can help a technology startup operate globally from an early stage. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 2 %P 5-16 %8 10/2012 %U http://timreview.ca/article/614 %N 10 %1 Carleton University Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management (TIM) program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation. %R http://doi.org/10.22215/timreview/614 %0 Journal Article %J Open Source Business Resource %D 2011 %T Which Gender Differences Matter for High-Tech Entrepreneurship? %A J. McGrath Cohoon %X With data from successful founders of high-tech companies, we identify traits common to large majorities of them and any gender differences in those traits. There are few. Further, we identify criteria that might lead to gender imbalance among successful founders by comparing similarities and differences in the gender distribution of these traits among the general population and among successful founders. We find that signature traits of successful founders include: motivation by the desire to build wealth, and not by the inability to find traditional employment, nor because they developed a technology in a lab environment and wanted to see it make an impact; belief that startup success was due to prior industry or work experience, lessons learned from previous successes and failures, the company's management team, and good fortune, not because of state or regional assistance or alumni networks; access to mentors, and little financial pressure for a steady income. None of these dominant traits appeared to be required unequally of men and women, although some traits were unequally distributed in the general population. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 07/2011 %G eng %U http://timreview.ca/article/454 %N July 2011 %9 Articles %1 National Center for Women & IT Joanne McGrath Cohoon holds positions as Associate Professor of Science, Technology, and Society at the University of Virginia and as Senior Research Scientist at the National Center for Women & IT (NCWIT). Results from her research are reported in scholarly journals and an award-winning book from MIT Press, co-edited with William Aspray: Women and Information Technology: Research on Underrepresentation. At NCWIT, Cohoon researches and creates resources on high-tech startups, entrepreneurship, gender and education, technology, organizations, and inequality. She also serves on the board of the Computer Research Association's Committee on the Status of Women in Computing Research (CRA-W), conducts interventions with high school teachers, trains and supervises professional consultants, and collaborates on increasing women's participation in volunteer computing. %0 Journal Article %J Open Source Business Resource %D 2010 %T What's the Value of an Eyeball? Passive Participation in Open Source Ecosystems %A Mekki MacAulay %X Passive participants in open source ecosystems should not be viewed as leeches as they contribute value to the ecosystem. Every eyeball has value. By better understanding the roles of passive participants in the ecosystem, keystone companies can assign resources, such as community managers, more effectively and better leverage the value these participants create. The next challenge is to better quantify the value of passive contribution. This article discusses how passive participants in open source ecosystems play an important role in value creation in the ecosystem. It examines why the value they add is not well captured by current measures and suggests areas of future research, the outcomes of which would enable keystone companies to better position themselves. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 01/2010 %G eng %U http://timreview.ca/article/318 %N January 2010 %9 Articles %1 OSStrategy.org Mekki MacAulay is the Principal of OSStrategy.org, a consulting firm that helps companies improve their competitive advantage and strategic positioning in a world embracing open source. Mekki is also the president and founder of MekTek Solutions, an IT services company based in Ottawa, ON. Mekki holds undergraduate degrees from Carleton University in Computer Systems Engineering, and Psychology, and a Master's degree in Technology Innovation Management. His research interests focus on open source adoption; open source ecosystem value creation, extraction, and keystone company positioning; and quantifying the value of passive participation in open source projects. %0 Journal Article %J Open Source Business Resource %D 2010 %T When Small is Big: Microcredit and Economic Development %A George Brown %X Microcredit - the extension of small loans - gives people who would otherwise not have access to credit the opportunity to begin or expand businesses or to pursue job-specific training. These borrowers lack the income, credit history, assets, or security to borrow from other sources. Although the popularity and success of microcredit in developing countries has been trumpeted in the media, microcredit is established and growing in the United States and Canada as well. Its appeal comes from its capacity to provide the means for those who have the ability, drive, and commitment to overcome the hurdles to self-sufficiency. In this article, the role of microcredit as a stimulant for economic development is examined. First, its importance for the establishment of small businesss is described. Second, the article provides an overview of the general microcredit climate in the United states and the local situation in the Ottawa area. Third, brief stories about individuals who have received this type of loan reveal the human impact behind the economic benefits. Finally, the role of microcredit in funding startups is analyzed in comparison to other sources of available funding. The article concludes with a summary of the benefits of microcredit as a win-win proposition for economic development. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 11/2010 %G eng %U http://timreview.ca/article/392 %N November 2010 %9 Articles %1 Ottawa Community Loan Fund George Brown is a lawyer and social entrepreneur who presently serves as President of the Ottawa Community Loan Fund (OCLF). Prior to this, George spent nine years as a City and Regional Councillor in Ottawa, where he was Chair of the City's Economic Affairs Committee and the Region's Environmental Services Committee. As Chair of Economic Affairs, George played a significant role in initiating and developing the Ottawa Entrepreneurship Centre, as well as promoting community economic development throughout the City of Ottawa including the establishment of the OCLF. George has a Master's of Science degree in Community Economic Development from New Hampshire College's Graduate School of Business (now Southern New Hampshire University) and an LL.B. degree from the University of Ottawa Law School. He was called to the Bar in Ontario in September, 2003. %0 Journal Article %J Open Source Business Resource %D 2010 %T Why Intellectual Property Will Not Save the Canadian Economy %A David J. French %X Notwithstanding public statements by many individuals, obtaining intellectual property (IP) rights is not the objective that will allow Canadian industry to thrive in the future. The objective for each company should be identifying and delivering relevant innovations that will appeal to consumers and which will also survive in the high-pressure environment of world competition. Surviving in business in the future will increasingly become more of a challenge due to the increasing competence of foreign competitors. Establishing IP rights is a bonus that can make a few companies richer than they would otherwise have been. But most winners will succeed because of their focus on a consumer-based target objective - delivering customer-satisfying products at prices that will displace competitive alternatives - and not because of IP. Obtaining IP rights should not displace the focus from providing value to customers. To survive, that value should be sufficiently innovative so as to place companies ahead of competitors. Businesses will have to continue to innovate in order to stay ahead of competitors. If some businesses can acquire the comfort of meaningful IP protection, that will be a plus. However, a business has to have good fundamentals to survive and to thrive. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 11/2010 %G eng %U http://timreview.ca/article/396 %N November 2010 %9 Articles %1 Second Counsel Services David J. French is a Canadian attorney with 35 years of experience practicing Intellectual Property law in the Province of Ontario and before the Canadian and United States Patent and Trademark Offices. In 2010, he became the CEO of Second Counsel Services, an Ottawa-based business that provides in-house workshops, guidance, and training in the understanding and management of Intellectual Property. He is currently writing a book, 101 Truths About Patents and welcomes feedback to David.French@secondcounsel.com about what readers would like to know about patents and any aspect of intellectual property. %0 Journal Article %J Open Source Business Resource %D 2009 %T Ways of Engaging Consumers in Co-production %A Michael Etgar %X As co-production becomes an important engagement for many consumers-suppliers situations, the issue of how to encourage consumers to engage in co-production becomes an important question. Marketers need to recognize that co-production is not an automatic consumer situation but a conscious decision by consumers to engage in such activities. This article presents several factors which may enhance the ability of consumers to engage in co-production. To engage consumers, marketers have to ensure that they offer those products and services that can be individually adjusted and modified, and to present them to consumers who have a higher propensity to engage in co-production activities. In order for consumers to agree to such endeavours, marketers must find what kind of benefits targeted consumers seek in such activities. Those usually encompass economic, psychological and social needs. Then, they have to offer them packages which can fulfill such needs. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 12/2009 %G eng %U http://timreview.ca/article/307 %N December 2009 %9 Articles %1 School of Business Administration in the College of Management Academic Studies Michael Etgar is a professor at the School of Business Administration in the College of Management Academic Studies, Israel. He currently serves as the Academic Director of the Supply Channels Management Program in the School. Professor Etgar earned his Ph.D in Marketing at UC Berkeley and has taught in NYU, University of Northern Florida and at SUNY Buffalo. He has written over 50 articles in marketing, two books, and numerous chapters in several books. He has consulted to several large scale Israeli companies, to government agencies and to several international organizations. Currently he is engaged in several research projects about international retailing, co-production, application of new technologies for marketing management and service quality. %0 Journal Article %J Open Source Business Resource %D 2008 %T Why Give Knowledge Away for Free? The Case for Open Educational Resources %A Jan Hylén %X An apparently extraordinary trend is emerging. Although learning resources are often considered as key intellectual property in a competitive higher education world, more institutions and individuals are sharing digital learning resources openly and without cost, as open educational resources (OER). The issues of why this is happening, who is involved, and the important implications were addressed in a 2006 study carried out by the OECD Centre for Educational Research and Innovation with the support of the Hewlett Foundation. The main conclusions are summarised here, together with some insights from a follow-up, and not yet published, study from spring 2008. Higher education is facing a number of challenges: globalisation, an aging society, growing competition between higher educational institutions both nationally and internationally, and rapid technological development. OER is itself one of these challenges, but may also be a sound strategy for individual institutions to meet them. The trend towards sharing software programmes through open source software and research outcomes through open access publishing is already so strong that it is generally thought of as a movement. It is now complemented by the trend towards sharing learning resources: the OER movement. OER are a fascinating technological development and, potentially, a major educational tool. They accelerate the blurring of formal and informal learning, and of educational and broader cultural activities. They raise basic philosophical issues dealing with the nature of ownership, the validation of knowledge, and concepts such as altruism and collective goods. They reach into issues of property and its distribution across the globe. They offer the prospect of a radically new approach to the sharing of knowledge, at a time when effective use of knowledge is seen as the key to economic success, for both individuals and nations. OER projects can expand access to learning for everyone, but most of all, for non-traditional groups of students. They thus widen participation in higher education. They can be an efficient way of promoting lifelong learning, both for individuals and for government, and can bridge the gap between non-formal, informal, and formal learning. %B Open Source Business Resource %I Talent First Network %C Ottawa %8 08/2008 %G eng %U http://timreview.ca/article/175 %N August 2008 %9 Articles %1 Metamatrix Jan Hylén holds a Ph.D. in Political Science from Stockholm University, Sweden. He has worked in the National Agency for Education in Sweden as Director of Research and served as Political Advisor to the Minister of Schools and Adult Education. He has been an analyst at OECDs Centre for Educational Research and Innovation where he was responsible for the project on OER, and is now at Metamatrix, a Swedish consultancy.