@article {1431,
	title = {Editorial: Aligning Multiple Stakeholder Value Propositions (April 2021)},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {04/2021},
	pages = {3-5},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1431},
	url = {timreview.ca/article/1431},
	author = {Tony Bailetti and Christian Keen and Stoyan Tanev}
}
@article {1453,
	title = {Strategies for a Small to Medium-sized Enterprise to Engage in an Existing Ecosystem},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {10/2021},
	pages = {5-19},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {Recent advances in ecosystem theory prescribe that companies need to develop offers that are modular and form unique or supermodular complementarities with other offers. However, both academic and managerial knowledge of the strategies that especially small and medium sized enterprises (SMEs) can use to engage in existing ecosystems for value creation remains scattered and predominantly vague. This article thus aims to explore applicable ecosystem engagement strategies from the perspective of SMEs, as discussed in previous scholarly literature. In so doing, the article puts forward and elaborates three distinct strategies that SMEs can apply to become part of value-creating ecosystems. In this way, the findings contribute to the literature on ecosystems.},
	keywords = {Complementarities, ecosystem, engagement, Entry, SME, strategy, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1453},
	url = {timreview.ca/article/1453},
	author = {Ermela Bashuri and Tony Bailetti}
}
@article {1349,
	title = {Call for Papers: Aligning multiple stakeholder value propositions: the challenge of new companies  committed to scale early and rapidly},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {04/2020},
	pages = {80-82},
	publisher = {Talent First Network},
	chapter = {80},
	address = {Ottawa},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1349},
	url = {timreview.ca/article/1349},
	author = {Tony Bailetti and Christian Keen and Stoyan Tanev}
}
@article {1329,
	title = {Examining the Relationship Between Cybersecurity and Scaling Value for New Companies},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {02-2020},
	pages = {62-70},
	publisher = {Talent First Network},
	chapter = {62},
	address = {Ottawa},
	abstract = {We explore the cybersecurity-scaling relationship in the context of scaling new company value rapidly. The relationship between the management of what a new company does to protect against the malicious or unauthorized use of electronic data, and the management of what a new company does to scale company value rapidly is important, but not well understood. We use a topic modelling technique to identify the eight topics that best describe a corpus comprised of 137 assertions about what new companies do to scale company value rapidly, manually examine the stability of the topics extracted from the dataset, and describe the relationship between 17 assertions about how to manage cybersecurity in new companies, and the six topics found to be stable. The six stable topics are labelled Fundraise, Enable, Position, Communicate, Innovate, and Complement. We find that of the 17 cybersecurity assertions, seven are related to Position, two to Innovate, one to Fundraise and, one to Complement. Six cybersecurity assertions were not found to be strongly related to any of the eight topics. This paper contributes to our understanding of cybersecurity in the context of a new company that scales its value rapidly, an application of topic modelling to perform small-scale data analysis, and a manual approach to examine the stability of the topics extracted by the topic modelling technique. We expect this paper to be relevant to new companies{\textquoteright} top management teams, members of the networks upon which new companies depend for to scale company value, accelerators and incubators, as well as academics teaching or carrying out research in entrepreneurship.   },
	keywords = {cybersecurity, scaling company value, scaling initiatives, topic model stability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1329},
	url = {timreview.ca/article/1329},
	author = {Tony Bailetti and Daniel Craigen}
}
@article {1324,
	title = {Examining the Relationship Between Value Propositions and Scaling Value for New Companies},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {02/2020},
	pages = {5-13},
	publisher = {Talent First Network},
	type = {Journal },
	chapter = {5},
	address = {Ottawa},
	abstract = {To scale company value rapidly, a new company needs to develop value propositions for diverse parties, customers, investors, partners, suppliers, employees, and other resource owners, as well as align these value propositions with its scaling objectives. The purpose of this paper is to examine the relationships between value propositions for a diverse set of parties, and efforts from a new company to scale company value rapidly. We review the value proposition literature and then examine the relationships between 19 assertions about value propositions, as well as six stable topics that best describe the SERS corpus, which is comprised of 137 assertions about scaling companies early, rapidly, and securely. Conducting a topic model of eight topics led to six stable topics: Fundraise, Enable, Position, Communicate, Innovate, and Complement. We find that of the 19 assertions about value propositions, four are connected to Complement, four to Innovate, one to Position, one to Fundraise, and one to Communicate. A total of eight assertions about value propositions are not connected to any of the six stable topics. This paper contributes to our understanding of how a new company scales company value rapidly, adding an application of topic modelling to perform small-scale data analysis. The findings are expected to be relevant to entrepreneurs and new companies worldwide.},
	keywords = {scaling company value, scaling objectives, topic modeling, topic stability, value proposition},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1324},
	url = {timreview.ca/article/1324},
	author = {Tony Bailetti and Stoyan Tanev}
}
@article {1365,
	title = {What Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly?},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {06/2020},
	pages = {14-27},
	publisher = {Talent First Network},
	chapter = {14},
	address = {Ottawa},
	abstract = {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{\textquoteright}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{\textquoteright}s capabilities to scale; (2) increases demand for the new company{\textquoteright}s products and services; and (3) increases the number, diversity, and rapidity of external investments in the new company{\textquoteright}s value proposition portfolio.},
	keywords = {new company, scaling company value, scaling-up, value proposition, value proposition alignment},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1365},
	url = {timreview.ca/article/1365},
	author = {Tony Bailetti and Stoyan Tanev and Christian Keen}
}
@article {965,
	title = {Examining the Modes Malware Suppliers Use to Provide Goods and Services},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {02/2016},
	pages = {21-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Malware suppliers use various modes to provide goods and services to customers. By mode, we mean {\textquotedblleft}the way{\textquotedblright} the malware supplier chooses to function. These modes increase monetization opportunities and enable many security breaches worldwide. A theoretically sound framework that can be used to examine the various modes that malware suppliers use to produce and sell malware is needed. We apply a general model specified recently by Hagiu and Wright to study five modes that malware suppliers use to deliver goods and services to their customers. The framework presented in this article can be used to predict the mode in which a malware supplier will function; to study which types of malware suppliers, agents, and customers are attracted to each mode; to discover new modes; and to better understand the threat a malware supplier presents.},
	keywords = {agents, customers, cybercrime, cybersecurity, malware, modes, multisided platform, suppliers},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/965},
	url = {http://timreview.ca/article/965},
	author = {Tony Bailetti and Mahmoud Gad}
}
@article {964,
	title = {Intrusion Learning: An Overview of an Emergent Discipline},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {02/2016},
	pages = {15-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The purpose of this article is to provide a definition of intrusion learning, identify its distinctive aspects, and provide recommendations for advancing intrusion learning as a practice domain. The authors define intrusion learning as the collection of online network algorithms that learn from and monitor streaming network data resulting in effective intrusion-detection methods for enabling the security and resiliency of enterprise systems. The network algorithms build on advances in cyber-defensive and cyber-offensive capabilities. Intrusion learning is an emerging domain that draws from machine learning, intrusion detection, and streaming network data. Intrusion learning offers to significantly enhance enterprise security and resiliency through augmented perimeter defense and may mitigate increasing threats facing enterprise perimeter protection. The article will be of interest to researchers, sponsors, and entrepreneurs interested in enhancing enterprise security and resiliency.},
	keywords = {adversarial learning, clustering, cybersecurity, enterprise, intrusion detection, intrusion learning, learning algorithms, machine learning, real-time analysis, resiliency, security, streaming network data},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/964},
	url = {http://timreview.ca/article/964},
	author = {Tony Bailetti and Mahmoud Gad and Ahmed Shah}
}
@article {860,
	title = {Editorial: Cybersecurity (January 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {01/2015},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {automotive manufacturing, botnet takedowns, botnets, commercialization, critical infrastructure, cyber-attacks, cybersecurity, employee training, gamification, Internet, outsourcing, quantum key distribution},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/860},
	url = {http://timreview.ca/article/860},
	author = {Chris McPhee and Tony Bailetti}
}
@article {845,
	title = {Cybersecurity Startups: The Importance of Early and Rapid Globalization},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {11/2014},
	pages = {14-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Corporations and government agencies worldwide seek to ensure that their networks are safe from cyber-attacks, and startups are being launched to take advantage of this expanded market for cybersecurity products, services, and solutions. The cybersecurity market is inherently global; therefore, cybersecurity startups must globalize to survive. With this article, we fill a gap in the literature by identifying the factors that make a technology startup valuable to specific stakeholders (e.g., investors, customers, employees) and by providing a tool and illustrating a process to describe, design, challenge, and invent the actions that should be performed to globalize a cybersecurity startup early and rapidly for the purpose of increasing its value. The development of the tool builds on recent advances in the resource-based literature, the review of the literature on born-global firms and business model discovery processes, and the experience gained operating the Lead to Win ecosystem. This article will be of interest to entrepreneurs and their venture teams, investors, business development agencies, advisors, and mentors of cybersecurity startups as well as researchers who develop tools and approaches that are relevant to technology entrepreneurs. },
	keywords = {born global, cybersecurity, globalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/845},
	url = {http://timreview.ca/article/845},
	author = {Tony Bailetti and Erik Zijdemans}
}
@article {843,
	title = {Editorial: Cybersecurity (November 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {11/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {crimeware, cyber-attacks, cybersecurity, globalization, malware, safety, science of cybersecurity, scientific contributions, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/843},
	url = {http://timreview.ca/article/843},
	author = {Chris McPhee and Tony Bailetti}
}
@article {833,
	title = {Editorial: Cybersecurity (October 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {10/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {cyberattacks, cybersecurity, cyberthreats, information technology, network security, research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/833},
	url = {http://timreview.ca/article/833},
	author = {Chris McPhee and Tony Bailetti}
}
@article {834,
	title = {The Online World of the Future: Safe, Productive, and Creative},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {10/2014},
	pages = {5-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A safer online world is required to attain higher levels of productivity and creativity. We offer a view of a future state of the online world that places safety, productivity, and creativity above all else. The online world envisaged for 2030 is safe (i.e., users communicate with accuracy and enduring confidence), productive (i.e., users make timely decisions that have an ongoing global effect), and creative (i.e., users can connect seemingly unrelated information online). The proposed view differs from other views of the future online world that are anchored around technology solutions, confrontation, deception, and personal or commercial gain. The following seven conditions characterize the proposed view of the online world: i) global-scale autonomous learning systems; ii) humans co-working with machines; iii) human factors that are authentic and transferrable; iv) global scale whole-brain communities; v) foundational knowledge that is authentic and transferrable; vi) timely productive communication; and vii) continuous technological adaptation. These conditions are expected to enable new social-behavioural, socio-technical, and organizational interaction models. },
	keywords = {bisociation, cybersecurity, excludability, future vision, Industrial Internet, Internet, Internet of Everything, Internet of Things, online, productivity, rivalry, safety, security},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/834},
	url = {http://timreview.ca/article/834},
	author = {Tony Bailetti and Renaud Levesque and D{\textquoteright}Arcy Walsh}
}
@article {711,
	title = {Developing an Innovation Engine to Make Canada a Global Leader in Cybersecurity},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {08/2013},
	pages = {5-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {An engine designed to convert innovation into a country{\textquoteright}s global leadership position in a specific product market is examined in this article, using Canada and cybersecurity as an example. Five entities are core to the innovation engine: an ecosystem, a project community, an external community, a platform, and a corporation. The ecosystem is the focus of innovation in firm-specific factors that determine outcomes in global competition; the project community is the focus of innovation in research and development; and the external community is the focus of innovation in resources produced and used by economic actors that operate outside of the focal product market. Strategic intent, governance, resource flows, and organizational agreements bind the five entities together. Operating the innovation engine in Canada is expected to improve the level and quality of prosperity, security, and capacity of Canadians, increase the number of Canadian-based companies that successfully compete globally in cybersecurity product markets, and better protect Canada{\textquoteright}s critical infrastructure. Researchers interested in learning how to create, implement, improve, and grow innovation engines will find this article interesting. The article will also be of interest to senior management teams in industry and government, chief information and technology officers, social and policy analysts, academics, and individual citizens who wish to learn how to secure cyberspace. },
	keywords = {business ecosystem, cybersecurity, innovation engine, innovation in commercialization, innovation in research and development},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/711},
	url = {http://timreview.ca/article/711},
	author = {Tony Bailetti and Dan Craigen and David Hudson and Renaud Levesque and Stuart McKeen and D{\textquoteright}Arcy Walsh}
}
@article {658,
	title = {An Ecosystem-Based Job-Creation Engine Fuelled by Technology Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {02/2013},
	pages = {31-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Job creation is at the centre of the rationale provided by governments and publicly funded organizations for investing in services purported to support entrepreneurs to launch and grow technology startups. However, little is known about how to design and build the engines that convert these publicly funded services into jobs in a region. In this article, we argue that the architecture of a job-creation engine fuelled by technology entrepreneurs is important and that it should be made visible to the stakeholders of a regional venture system. The manner in which the components of a job-creation engine are organized and integrated determines the effectiveness and efficiency of the conversion of public funds into jobs. Making visible the architecture of a job-creation engine enables individuals and organizations to: i) better understand the link between the investment made to service technology entrepreneurs and systematic job creation; ii) utilize the regional venture system more effectively; and iii) set the performance benchmark for capability improvement and rapid adjustment to environmental changes. The experience gained from operating Lead To Win since 2009 is used to describe the architecture of a job-creation engine fuelled by technology entrepreneurs that operate in Canada{\textquoteright}s Capital Region. Lead To Win is an ecosystem designed to help a technology venture generate sufficient revenue to create six or more knowledge jobs in the region within three years of inception. },
	keywords = {accelerator, economic development, entrepreneur, incubator, job creation, Lead To Win, startups, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/658},
	url = {http://timreview.ca/article/658},
	author = {Tony Bailetti and Sonia D. Bot}
}
@article {710,
	title = {Editorial: Cybersecurity (August 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {08/2013},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Canada, cyberattacks, cybersecurity, cyberthreats, information technology, network security, research, risk assessment},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/710},
	url = {http://timreview.ca/article/710},
	author = {Chris McPhee and Tony Bailetti}
}
@article {699,
	title = {Editorial: Cybersecurity (July 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {07/2013},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Canada, cyberattacks, cybersecurity, cyberthreats, information technology, network security, research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/699},
	url = {http://timreview.ca/article/699},
	author = {Chris McPhee and Tony Bailetti}
}
@article {613,
	title = {Editorial: Born Global (October 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {3-4},
	publisher = {Talent FIrst Network},
	address = {Ottawa},
	keywords = {born global, entrepreneurs, entrepreneurship, export, globalization, internationalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/613},
	url = {http://timreview.ca/article/613},
	author = {Chris McPhee and Tony Bailetti}
}
@article {544,
	title = {Editorial: Technology Entrepreneurship (April 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {04/2012},
	pages = {3-4},
	keywords = {technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/544},
	url = {http://timreview.ca/article/544},
	author = {Chris McPhee and Tony Bailetti}
}
@article {519,
	title = {Editorial: Technology Entrepreneurship (February 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {02/2012},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneur, entrepreneurship, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/519},
	url = {http://timreview.ca/article/519},
	author = {Chris McPhee and Tony Bailetti}
}
@article {531,
	title = {Editorial: Technology Entrepreneurship (March 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {03/2012},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/531},
	url = {http://timreview.ca/article/531},
	author = {Chris McPhee and Tony Bailetti}
}
@article {552,
	title = {Editorial: Technology Entrepreneurship (May 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {05/2012},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneur, global entrepreneurship, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/552},
	url = {http://timreview.ca/article/552},
	author = {Chris McPhee and Tony Bailetti}
}
@article {557,
	title = {An Overview of Four Issues on Technology Entrepreneurship in the TIM Review},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {05/2012},
	pages = {28-34},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The field of technology entrepreneurship is in its infancy when compared to other fields such as economics and management. Articles on technology entrepreneurship have been published in at least 62 journals, of which only 18 contribute to technology innovation management or entrepreneurship. Less than a handful of these 62 journals are considered to be "good" journals and none can claim a leadership position in technology entrepreneurship. The purpose of this article is to provide an overview of the 20 journal articles published in the February, March, April, and May 2012 issues of the Technology Innovation Management Review (TIM Review).},
	keywords = {creative destruction, global entrepreneurship, journal articles, social entrepreneurship, technology entrepreneurship, theory},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/557},
	url = {http://timreview.ca/article/557},
	author = {Tony Bailetti and Sonia D. Bot and Tom Duxbury and David Hudson and Chris McPhee and Steven Muegge and Michael Weiss and Jonathan Wells and Mika Westerlund}
}
@article {520,
	title = {Technology Entrepreneurship: Overview, Definition, and Distinctive Aspects},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {02/2012},
	pages = {5-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology entrepreneurship lies at the heart of many important debates, including those around launching and growing firms, regional economic development, selecting the appropriate stakeholders to take ideas to markets, and educating managers, engineers, and scientists. Unless a generally accepted definition of technology entrepreneurship is established, however, these debates lose their focus.

The purpose of this article is to identify the themes that dominate the technology entrepreneurship literature, provide a definition of technology entrepreneurship, and identify its distinguishing aspects relative to economics, entrepreneurship, and management. 

The author argues that technology entrepreneurship is an investment in a project that assembles and deploys specialized individuals and heterogeneous assets to create and capture value for the firm. What distinguishes technology entrepreneurship from other entrepreneurship types (e.g., social entrepreneurship, small business management, and self-employment) is the collaborative experimentation and production of new products, assets, and their attributes, which are intricately related to advances in scientific and technological knowledge and the firm{\textquoteright}s asset ownership rights. 
},
	keywords = {entrepreneurs, entrepreneurship, technology entrepreneurs, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/520},
	url = {http://timreview.ca/article/520},
	author = {Tony Bailetti}
}
@article {614,
	title = {What Technology Startups Must Get Right to Globalize Early and Rapidly},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {5-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {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{\textquoteright} 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. },
	keywords = {born global, effectuation logic, entrepreneurs, entrepreneurship, global startups, globalization, gradual internationalization, internalization, international new ventures, internationalization, multinational, rapid internationalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/614},
	url = {http://timreview.ca/article/614},
	author = {Tony Bailetti}
}
@article {433,
	title = {Carleton Entrepreneurs: The First Keystone Off-The-Shelf Application},
	journal = {Open Source Business Resource},
	year = {2011},
	month = {04/2011},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {In this article, we describe the first application of the Keystone Off-The-Shelf (KOTS) platform. KOTS integrates software applications available under open source licenses with proprietary applications and services offered by small local technology companies, most of which are Carleton University spin-offs.

KOTS is the engine behind the website for the Carleton Entrepreneurs program. The goals of this unique program are to: i) strengthen the entrepreneurial spirit at Carleton University; ii) help graduate and senior undergraduate students transform their ideas into compelling opportunities and successful ventures; and iii) share the best opportunities with potential investors, alumni, and friends of Carleton University. KOTS will enable the Carleton Entrepreneurs collective to achieve significant system-level outcomes that are not attainable without the platform. This collective is comprised of students, mentors, internal and external reviewers, top managers of technology university spin-off companies, academics, and friends of Carleton.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/433},
	author = {Tony Bailetti and Ludovico Prattico}
}
@article {431,
	title = {Editorial: Collectives (April 2011)},
	journal = {Open Source Business Resource},
	year = {2011},
	month = {04/2011},
	publisher = {Talent First Network},
	type = {Editorial},
	address = {Ottawa},
	abstract = {The articles in this issue of the OSBR focus on collectives that harness diversity to produce significant system-level outcomes. These collectives support members that belong to different groups and carry out activities in three different horizons: today{\textquoteright}s business (Horizon 1), the next generation of emerging businesses (Horizon 2), and the longer-term options out of which the next generation of businesses will arise (Horizon 3).},
	issn = {1913-6102},
	url = {http://timreview.ca/article/431},
	author = {Chris McPhee and Tony Bailetti}
}
@article {485,
	title = {Fostering Student Entrepreneurship and University Spinoff Companies},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {10/2011},
	pages = {7-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A student spinoff company strives to transform knowledge acquired by students into an income-generating business. This article outlines how a university can increase the number of spinoff companies created by its student entrepreneurs. 

Student spinoff companies are of interest to all forward-thinking universities, particularly those that support research and teaching programs in the field of entrepreneurship. The spinoff companies provide tangible evidence that students acquire viable entrepreneurial skills while studying at the university. In addition, student spinoff companies contribute to regional economic development, commercialize knowledge that otherwise would go undeveloped, help universities attain and expand their core missions, and increase the return on the investments in university R\&D. 

University policies developed specifically for student spinoff companies significantly affect the growth potential of such ventures. This article provides a model and a set of principles that universities can use to support and increase the number of student entrepreneurs at their institutions. The model and principles are grounded in research findings and practical experience. In addition, the article suggests that universities adopt a results-based management approach to plan and deploy initiatives to support student entrepreneurs. The approach is widely used by government agencies interested in increasing the outcomes from their investments. },
	keywords = {entrepreneurship, spinoff, student entrepreneur, university},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/485},
	url = {http://timreview.ca/article/485},
	author = {Tony Bailetti}
}
@article {355,
	title = {Blueprint and Approach to Grow Revenue in Small Technology Companies},
	journal = {Open Source Business Resource},
	year = {2010},
	month = {06/2010},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {This article examines a new approach to grow the revenue of small technology companies and technology startups. We name this new approach the business ecosystem approach.

The article is organized into five sections. The first section provides a blueprint to grow revenue and an inventory of growth formulas that top management teams of small technology companies and founders of startups find useful. The second section briefly defines business ecosystems, keystones and platforms. The third section describes the business ecosystem approach to grow the revenue of small technology companies and technology startups. It compares the traditional and business ecosystem approaches to growing revenue; identifies when the business ecosystem approach works better than the traditional approach; explains what small companies and startups need to do to grow revenue using the business ecosystem approach; and describes the benefits and risks of implementing the business ecosystem approach. The fourth section compares three approaches to growing revenue and highlights the differences between i) business ecosystems and development communities and ii) the business ecosystem approach and outsourcing. The fifth section identifies the key decisions a small technology company or technology startup needs to make to become the keystone that anchors a business ecosystem. 
 },
	issn = {1913-6102},
	url = {http://timreview.ca/article/355},
	author = {Tony Bailetti}
}
@article {377,
	title = {Keystone Off-The-Shelf},
	journal = {Open Source Business Resource},
	year = {2010},
	month = {09/2010},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {In this article, we describe the Keystone Off-The-Shelf (KOTS), a project to create a toolkit for platform owners. The toolkit will include everything that is required to operate a platform that supports a new approach to grow the revenue of small technology companies. 

The purpose of this article is to provide an overview of the KOTS project and the new approach to development and commercialization that it supports. We first describe the project{\textquoteright}s goal, objective, deliverables, and leadership. Next, we compare the new approach to development and commercialization that KOTS supports with two traditional approaches. We then identify the culture that best supports the new approach and provide an overview of the three key conceptual building blocks of this approach: integration of stakeholders{\textquoteright} interests into development and commercialization decisions, value co-creation, and trust building. Finally, we provide the conclusions. 
 },
	issn = {1913-6102},
	url = {http://timreview.ca/article/377},
	author = {Tony Bailetti}
}
@article {325,
	title = {Technical Entrepreneurs Benefit From Business Ecosystems},
	journal = {Open Source Business Resource},
	year = {2010},
	month = {02/2010},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {The objective of this article is to highlight nine creative companies that are part of Lead to Win and describe how they benefit from this vendor-neutral business ecosystem.

This paper is organized into three sections. The first section provides an overview on technical entrepreneurship, creative companies and business ecosystems. The second section describes nine startups located in Canada{\textquoteright}s National Region and identifies how their founders benefit from Lead to Win. The third section provides key takeaway messages about technical entrepreneurship and business ecosystems.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/325},
	author = {Tony Bailetti}
}
@article {301,
	title = {Components of Co-creation},
	journal = {Open Source Business Resource},
	year = {2009},
	month = {11/2009},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {Value co-creation is an emerging innovation, marketing and business paradigm describing how customers and users are seen as active participants in the design of personalized products, services and experiences. Often this participation is organised via the Internet to enable the opportunity for customers to integrate their knowledge, experience and skills into existing, modified or entirely new market offerings reflecting their personal preferences, needs and contexts. There is a growing body of literature dedicated to the discussion of value co-creation frameworks, mechanisms and processes. However, these typically focus on the study, discussion and analysis of a small number of cases using deep, ethnographic description of their practices aiming at conceptualization and categorization of the different types of interactions between end users, the firm and the value network. Although useful, such an approach misses the advantages of an empirically driven quantitative approach that benefits from larger size samples and is more appropriate for theory building through the development and testing of hypotheses. It is important, therefore, to seek the development of a research methodology that combines the benefits of both qualitative and quantitative research approaches for studying the nature of value co-creation.

The article provides a first attempt to identify the main research steps of such a methodology. It provides some preliminary results on the key components of value co-creation between firms and end customers based on the application of web search and Principal Component Analysis (PCA) techniques. The analysis of these preliminary results is then used as an opportunity to identify a number of research questions to be addressed in future research. The emerging research questions follow the inner logic of the value co-creation phenomenon as well as the nature of the results reported in this article. The specific nature of the results was found to be suitable for the application of small-N techniques such as the Qualitative Comparative Analysis (QCA) technique which combines the advantages of both qualitative and quantitative techniques. One of the main contributions of this article is to suggest and explore the possibility for using the QCA technique in future research on value co-creation.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/301},
	author = {Stephen Allen and Tony Bailetti and Stoyan Tanev}
}
@article {226,
	title = {How Open Source Strengthens Business Models},
	journal = {Open Source Business Resource},
	year = {2009},
	month = {02/2009},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {For a company{\textquoteright}s commercialization efforts to succeed, it needs to come up with great market offers which have great business models. Open source (OS) is neither a business model nor a market offer. A market offer with a weak business model will derive little benefit from OS regardless of how good the OS may be.

Little is known about how OS strengthens the business model of a company{\textquoteright}s market offer. This article provide a conceptual tool that can be used to capture, share and communicate the strength of a company{\textquoteright}s business model and help articulate tacit knowledge into explicit knowledge. The second half of the article provides many examples that show how OS strengthens a company{\textquoteright}s business model.

This paper is relevant to: i) top management teams who must formulate their companies{\textquoteright} business models clearly and communicate what is expected from OS; ii) top management teams who are considering investing in OS projects, participating in OS development, or influencing schedules and priorities of OS projects; iii) staff of OS foundations who must attract company investment and participation in their OS projects; and iv) academics who undertake research in the alignment of product development and OS evolution for the purpose of improving business performance},
	issn = {1913-6102},
	url = {http://timreview.ca/article/226},
	author = {Tony Bailetti}
}
@article {308,
	title = {Value Co-creation: Lessons from Lead to Win Ecosystem},
	journal = {Open Source Business Resource},
	year = {2009},
	month = {12/2009},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {While the concepts of value co-creation and business ecosystems have become dominant, there is lack of conceptual clarity as to the role of co-creation in a business ecosystem. The objective of this article is to provide concrete examples of co-creation in vendor neutral ecosystems using lessons learned from operating the Lead to Win ecosystem. In a vendor neutral ecosystem, no vendor dominates and membership is open to all individuals and organizations that meet specific criteria.

The article is organized into three sections. The first section provides a short description of the Lead to Win ecosystem. The second section uses concrete examples to illustrate the lessons learned about co-creation in vendor neutral ecosystems. The third section describes key takeaways based on our five months experience operating the keystone of the Lead to Win ecosystem.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/308},
	author = {Tony Bailetti and David Hudson}
}
@article {150,
	title = {Blood on the Tracks: 6 Years of Technical Entrepreneurship in Ottawa},
	journal = {Open Source Business Resource},
	year = {2008},
	month = {05/2008},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {In 2002, twenty nine engineers and computer scientists completed a Lead-to-Win (LTW) program in Technical Entrepreneurship. The LTW program was a pilot program designed for former Nortel employees to gain the skills needed to become entrepreneurs. Of the participants, fifteen started technology businesses, ten tried to attract venture capital funding, eleven tried to grow their companies with no venture capital funding, and seven established five technology businesses headquartered in Ottawa. These businesses attracted over $91 million from venture capital firms during one of the worst economic times to hit this region and created over 280 jobs globally.

On May 15th at the Partnership Conference Series, John Callahan and Tony Bailetti, directors of the LTW program, and three of the LTW graduates spoke about the lessons learned during and since the program.
},
	issn = {1913-6102},
	url = {http://timreview.ca/article/150},
	author = {John Callahan and Tony Bailetti}
}
@article {181,
	title = {Editorial: Social Innovation (September 2008)},
	journal = {Open Source Business Resource},
	year = {2008},
	month = {09/2008},
	publisher = {Talent First Network},
	type = {Editorial},
	address = {Ottawa},
	abstract = {If the overwhelming response we received to this month{\textquoteright}s call for submissions is any indication, those engaged in open source are also passionate about social innovation. We could have easily published a 100 page issue, but opted instead to save some submissions for upcoming issues as they are also suited to the themes of Building Community and Enabling Innovation.

Tony Bailetti of the Talent First Network is one of the driving forces behind the OSBR. He is guest editor this month and I think you{\textquoteright}ll agree that he has done an excellent job of finding authors from industry, academia, and non-profits who are on the frontlines of social innovation in Canada.

This issue is jam-packed with resources and examples of initiatives--enough to leave you thinking "I had no idea so much was happening in Canada". They aren{\textquoteright}t meant to be exhaustive, but the insights and lessons learned can be applied to similar initiatives across the globe.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/181},
	author = {Dru Lavigne and Tony Bailetti}
}
@article {138,
	title = {TIM Lecture Series: Ecosystem Approach to the Commercialization of Technology Products and Services},
	journal = {Open Source Business Resource},
	year = {2008},
	month = {04/2008},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {On March 28, 2008, Tony Bailetti, Director of Ontario{\textquoteright}s Talent First Network, launched Carleton University{\textquoteright}s TIM Lecture Series with a presentation entitled Ecosystem Approach to the Commercialization of Technology Products and Services. The TIM Lecture Series provides a forum to promote the transfer of knowledge from university research to technology company executives and entrepreneurs as well as research and development (R\&D) personnel. This conference report presents the key messages and insights from the three sections discussed during the inaugural presentation.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/138},
	author = {Tony Bailetti}
}
@article {75,
	title = {Open Source Assets},
	journal = {Open Source Business Resource},
	year = {2007},
	month = {09/2007},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {The Open Source Definition or OSD defines the criteria to which the distribution terms of software must comply for it to be deemed to be open source software.  The term open source, however, is used to label a broad assortment of phenomena that fall well outside the established OSD. In addition, there is ambiguity in what is meant to be covered by the terms source and open.  

We envisage a definition of open source that equally applies to software, hardware schematics, content, and processes, not just software.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/75},
	author = {Tony Bailetti and Peter Hoddinott}
}
@article {95,
	title = {TFN: Open Source and Innovation},
	journal = {Open Source Business Resource},
	year = {2007},
	month = {07/2007},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {Tonay Bailetti explains the goals and progress of the Talent First Network Program.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/95},
	author = {Tony Bailetti}
}
