@article {1096,
	title = {Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {08/2017},
	pages = {15-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Previous research has shown that links between organizational culture and innovativeness/performance may act as a {\textquotedblleft}social glue{\textquotedblright} that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF) tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome) to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture.},
	keywords = {business model, business model canvas, competing values framework, development project, organizational culture, service design, SME},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1096},
	url = {http://timreview.ca/article/1096},
	author = {Ulla Santti and Tuomo Eskelinen and Mervi Rajahonka and Kaija Villman and Ari Happonen}
}
@article {1081,
	title = {Improving Internal Communication Management in SMEs: Two Case Studies in Service Design},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {06/2017},
	pages = {16-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Effective information management is a success factor for business growth, but small and medium-sized enterprises (SMEs) face challenges in transferring knowledge and information from one organizational unit to another. In this study of two case companies, participative business model development processes were designed to identify challenges and solutions in internal communication management. A service design approach based on CIMO logic (context, intervention, mechanism, and output) showed that the participative business model technique and process can identify problems and challenges in internal communication management, as well as in the prioritization of actions. The process is a creative service design process including both divergent and convergent phases. The process increased motivation among personnel to find solutions, encouraged communication, and created joint understanding on how to solve problems. The technique helped to bring tacit information into use. },
	keywords = {business model, internal communication management, participative process, service design, stakeholder involvement, training},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1081},
	url = {http://timreview.ca/article/1081},
	author = {Tuomo Eskelinen and Mervi Rajahonka and Kaija Villman and Ulla Santti}
}
