@article {1333,
	title = {Agile New Solution Development in Manufacturing Companies},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {16-24},
	publisher = {Talent First Network},
	chapter = {16},
	address = {Ottawa},
	abstract = {This conceptual paper proposes a new agile solution development model for technology and manufacturing companies. The flexible model consists of five key phases: 1) new idea screening, 2) idea nurturing, 3) conversion of ideas into "good enough" solutions, 4) solution productization, and 5) solution revamping. These phases are iterative by nature and follow partial stage model logic, hence combining elements of both the waterfall and agile methods. For technology and manufacturing companies, the new model presents a new way to consider ideas related to new product, service, process, and business model development. It is framed in contrast with older models that are typically product oriented, which potentially restrict companies in the ability to strategically renew themselves fast enough in turbulent product-service markets.},
	keywords = {agile development, innovation practices, new service development (NSD), Open innovation, servitization and digital servitization, solution business, solution development},
	issn = {1927-0321},
	author = {Tuomas Huikkola and Marko Kohtam{\"a}ki}
}
@article {1338,
	title = {Agile Product Development Practices for Coping with Learning Paradox in R\&D Offshore Units},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {70-78},
	publisher = {Talent First Network},
	chapter = {70},
	address = {Ottawa},
	abstract = {R\&D offshoring involves the relocation of in-house R\&D activities to subsidiary units located in other countries, often associated with low-cost engineering work, to meet global operational requirements. The main motivation behind R\&D offshoring by global technology companies is usually to utilize local resources, knowledge, and competencies provided by geographically dispersed subsidiaries in the most effective manner, which in most cases involves high expectations for project performance. However, offshore units often have their own local interests, such as developing their activities to compete with the company{\textquoteright}s other global R\&D units, by not only building their project performance, but also demonstrating learning and innovativeness. This causes a learning paradox in which the R\&D unit is expected to possess capabilities for innovation and learning, while at the same time demonstrating a high product development performance. This paper presents a qualitative case study that analyzes how R\&D managers in the offshore units of a global technology company can cope with conflicting tensions between learning and performance. The results present a variety of coping practices that are based on developing local innovation strategies, constant learning, and supporting local innovation culture. The results also underline the meaning of agile working models in facilitating local innovation activities.},
	keywords = {Agile R\&D, Learning paradox, R\&D offshoring},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1338},
	url = {timreview.ca/article/1338},
	author = {Janne Kuivalainen and Iivari Kunttu and Marko Kohtam{\"a}ki}
}
@article {1387,
	title = {Seeking {\textquoteright}Strategy{\textquoteright} in Business Intelligence Literature: Theorizing BI as part of strategy research},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {09/2020},
	pages = {??},
	publisher = {Talent First Network},
	chapter = {??},
	address = {Ottawa},
	abstract = {This paper connects the business intelligence (BI) literature with research in strategic management by plotting the existing research strands on BI: environmental scanning, competitive intelligence, executive information systems, and business intelligence, against the strategic dimensions of a) orientation (External vs. Internal), b) focus (Content vs. Process), and c) practice realms. The article accordingly offers a new re-conceptualization of BI as a strategic artifact across four strategic clusters: BI as a system, BI as a planned process, BI as a product, and BI as a decisional paradigm. This conceptual article contributes to the literature by integrating disparate views on BI and placing them within the content, process, and practice streams of strategy research.},
	keywords = {Business intelligence (BI), Conceptualization, definition., literature review, strategy as practice, strategy content, strategy process, strategy realms},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1387},
	url = {timreview.ca/article/1387},
	author = {Yassine Talaoui and Marko Kohtam{\"a}ki and Risto Rajala}
}
@article {1267,
	title = {Open Strategy in a Smart City},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {09/2019},
	pages = {36-44},
	publisher = {Talent First Network},
	chapter = {36},
	address = {Ottawa},
	abstract = {To attract new companies and a talented workforce in a way that increases income streams, cities are searching for strategic capabilities by using a variety of strategic practices. The present study participates in the theoretical debate between micro- and macro-strategizing by focusing on the interplay between the city organization and its institutional environment. As such, the study elucidates the open strategy process used in the strategy work of a medium-sized city in Finland. To make the strategy work open and encourage citizens\&rsquo; participation, the city decided to utilize crowdsourcing as a tool that was part of a broader strategy process to develop a city strategy in a participative manner. The present study analyzes the responses of almost 2000 citizens who addressed the role of an open strategy in developing a smart city. The study contributes by depicting how the open strategy was utilized in practice and what types of outcomes it produced.},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1267},
	url = {https://timreview.ca/article/1267},
	author = {Suvi Einola and Marko Kohtam{\"a}ki and Harri Hietikko}
}
