@article {1116, title = {Value Propositions for the Internet of Things: Guidance for Entrepreneurs Selling to Enterprises}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {11/2017}, pages = {5-11}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article provides entrepreneurs with guidance to help understand and express the specific and compelling value proposition for their Internet of Things (IoT) offer. IoT enables such a wide range of possible short- and long-term opportunities that IoT entrepreneurs may fall into the trap of considering IoT generally rather than positioning their offer to a buyer in a specific manner that helps win deals. The process of understanding and expressing a compelling value proposition will help the IoT entrepreneur focus their offer, understand who the real buyer is, and demonstrate tangible value to that buyer in a manner that is directed towards winning deals.}, keywords = {entrepreneurship, guide, Internet of Things, offers, value propositions}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1116}, url = {http://timreview.ca/article/1116}, author = {David Hudson} } @article {769, title = {Editorial: Emerging Technologies (March 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {03/2014}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {3D printing, big data analytics, BYOD, crowdsourcing, emerging technology, entrepreneurship, innovation, IT consumerization}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/769}, url = {http://timreview.ca/article/769}, author = {Chris McPhee and David Hudson} } @article {766, title = {Enabling Employee Entrepreneurship in Large Technology Firms}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {02/2014}, pages = {23-32}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Managers of development projects in large technology firms face a dilemma. They operate under pressure to achieve predictable quality, cost, and schedule objectives but are also expected to encourage their employees to act entrepreneurially. Given the uncertain nature of the entrepreneurial process, these managers often cling to existing practices and values and consequently inhibit their employees{\textquoteright} ability to act entrepreneurially. In this article, we examine the product development and entrepreneurship literature streams to identify the barriers that managers of development projects of large technology firms face in allowing employees to act entrepreneurially. We organize these barriers using the five components of entrepreneurial orientation: risk taking, proactiveness, innovativeness, competitive aggressiveness, and autonomy. Then, building on the literature and our combined 40 years of experience managing development projects in large technology firms, we provide recommendations to managers on how to overcome these barriers. A better understanding of how to enable employees to act entrepreneurially will increase the entrepreneurial orientation of development projects in large technology firms. The relationship between entrepreneurial orientation and development project performance is expected to be curvilinear. Therefore, an increase in entrepreneurial orientation is expected to improve the performance of development projects up to a point after which it is expected to decrease it. This article will be particularly relevant to researchers interested in the relationship between entrepreneurial orientation and project performance as well as managers in technology firms who want to achieve their operational milestones while maximizing the entrepreneurial value creation of their employees.}, keywords = {autonomy, competitive aggressiveness, corporate venturing, development projects, emancipation, employee entrepreneurship, entrepreneurial orientation, innovativeness, intrapraneurship, proactiveness, risk taking, value creation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/766}, url = {http://timreview.ca/article/766}, author = {Walter Miron and David Hudson} } @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 {521, title = {Entrepreneurial Effort in the Theory of the Firm}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {02/2012}, pages = {13-16}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article develops a link between the theory of the firm and entrepreneurship theory to enable the study of employee entrepreneurial behaviour. First, we describe how incomplete contracts permit employee entrepreneurial effort in the theory of the firm. Next, we argue that emancipation offers an explanation for entrepreneurial effort that is not motivated by financial gain. Finally, we show how new technology creates conditions where the boundary of the firm may change and where entrepreneurial effort by employees may occur.}, keywords = {emancipation, employee, entrepreneurship, technology, theory of the firm}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/521}, url = {http://timreview.ca/article/521}, author = {David Hudson} } @article {633, title = {Managing Entrepreneurial Employees Who Bring Their Own IT to Work}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {12/2012}, pages = {6-11}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Why do some employees invest their own time and money to acquire consumer information technology (IT) for use in the workplace as corporate IT? This behaviour occurs even when their firms already possess considerable IT resources. Moreover, IT governance policies typically oppose the use of unsanctioned IT within the firm. IT governance assumes that the only IT assets that are relevant to the firm are those that are owned by the firm. However, employees can create value for the firm by combining their personal IT assets with the firm{\textquoteright}s IT assets. Creating novel asset combinations is consistent with entrepreneurship but entrepreneurship theory does not address this type of voluntary employee entrepreneurship using personal IT assets. This article proposes a link between the theory of the firm and entrepreneurship theory to explain why employees act entrepreneurially. This link is significant because it advances the notion that employees of established firms can be entrepreneurial when they use their own consumer IT as corporate IT. This link is also significant because it suggests that managing employee entrepreneurship requires tolerance of value creation that is emergent and can occur within a firm. }, keywords = {consumer IT, corporate IT, entrepreneurship, intrapreneur, theory of the firm, value creation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/633}, url = {http://timreview.ca/article/633}, author = {David Hudson} } @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 {275, title = {Editorial: Tech Entrepreneurship (August 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {08/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Entrepreneurship is the lifeblood of any technology business and really describes the character of those who would see their new ideas achieve commercial success. That character includes: risk taking and the ability to deal with uncertainty from many quarters, creativity and the ability to connect ideas in surprising ways, orchestration and the ability to marshal resources, and the ability to deliver a message with impact whether in the proverbial elevator or when the customer is listening to best and final offers. There is so much required of an entrepreneur, in some ways it is surprising that we have any at all. I{\textquoteright}ve recently had the opportunity to witness a wide variety of entrepreneurs in action through the Lead to Win program. Lead to Win was started to assist innovation and entrepreneurship in the Canadian National Capital region. The program is certainly a response to the economic times and recognizes that when the tech sector is depressed, people who might otherwise find employment in established companies are more likely to start a business of their own. Lead to Win is designed to help entrepreneurs who have a deep technology background but need help building out some of the other dimensions of that entrepreneurial character. It has been a great pleasure to discover that the demand for Lead to Win has exceeded our expectations easily by a factor of two or three. The diversity of people, technologies and market opportunities that have come forward in what is often described as a government and telecom town is extremely encouraging. The patterns and themes in this diversity have the prospect of tapping into existing ecosystems and creating entirely new ones. This notion of entrepreneurship and how it unfolds in established and new fabrics of companies and customers is the centerpiece of this month{\textquoteright}s issue of the OSBR. Successful entrepreneurs do not exist in isolation and are able to see massive opportunity by leveraging those around them.}, issn = {1913-6102}, url = {http://timreview.ca/article/275}, author = {Dru Lavigne and David Hudson} } @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} }