@article {1337,
	title = {The Role of Academics, Users, and Customers in Industrial Product Development},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {60-69},
	publisher = {Talent First Network},
	chapter = {60},
	address = {Ottawa},
	abstract = {Industrial research and development (R\&D) is often adopted as a leading strategy for innovation in high-technology firms. It has been recognized that collaboration with external actors has become increasingly crucial for R\&D practices in a world where product and service innovation are increasingly challenging for companies involved in knowledge-intensive technology areas. Thus, high-technology firms are increasingly engaging in collaborative relationships with external stakeholders to transfer valuable new knowledge for industrial purposes, or to create new knowledge through a joint learning process. These external stakeholders may include research institutes such as universities, customer firms, or end users of the firm{\textquoteright}s products or services. Academic involvement in industrial innovation projects has traditionally focussed on the early stages of a product{\textquoteright}s development process, when new ideas and innovations are being developed. On the other hand, the interaction between a firm and its customers takes place during the final stages of the R\&D process, when innovations are brought to market. In this paper, we explore how users and customers can be involved in university-industry collaboration projects from the beginning of the product development process. Based on a case study comprising five long-term university-industry collaborations in Finland, this paper presents collaborative practices through which academic actors, users, and industrial customers may actively take part in the industrial innovation processes.},
	keywords = {commercialization, customer involvement, stakeholder involvement, University-Industry Collaboration, user involvement},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1337},
	url = {timreview.ca/article/1337},
	author = {Leena Kunttu and Yrj{\"o} Neuvo}
}
@article {1207,
	title = {Editorial: Technology Commercialization and Entrepreneurship (January 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {01/2019},
	pages = {3-8},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, digitalization, e-leadership, entrepreneurship, framework, innovation, internationalization, legitimacy, management, SMEs, startups, technology, technology intensity, ventures},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1207},
	url = {https://timreview.ca/article/1207},
	author = {Chris McPhee and Ferran Giones and Dev K. Dutta}
}
@article {1212,
	title = {E-Leadership in Small and Medium-Sized Enterprises in the Developing World},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {01/2019},
	pages = {64-74},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Small- and medium-sized enterprises (SMEs) play an important role in the economies of many developing countries. A critical challenge faced by SME leaders, as digitization continues, is how to adopt digital technologies to create value and enable faster product commercialization. There is a paucity of empirical research examining how e-leadership in SMEs drives technology and new product commercialization processes in the developing world. In this study, we have broadened the notion of what constitutes e-leadership, from the perspective of how advanced information technologies affect the leadership dynamic and the appropriation of advanced information technologies. Although there have been several studies on leading technologies in developed countries, we focus on developing an e-leadership framework for SMEs in developing economies. Using this framework and five selection criteria, we conducted 11 interviews with a sample of successful SMEs selected from a pool of 2,240 firms in the city of Johannesburg, South Africa. We conclude by highlighting the five key findings of this study, which explain how SMEs can develop effective e-leadership to foster commercialization and improve firm performance.},
	keywords = {commercialization, developing country, digital technology, e-leadership, small- and medium-sized enterprises, SMEs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1212},
	url = {https://timreview.ca/article/1212},
	author = {Maksim Belitski and Bain Liversage}
}
@article {1181,
	title = {Editorial: Insights (September 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {09/2018},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, emerging economies, entrepreneurial marketing, export, globalization, lean, partnerships, transnational entrepreneurship, trust},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1181},
	url = {https://timreview.ca/article/1181},
	author = {Chris McPhee}
}
@article {1075,
	title = {Accelerating Research Innovation by Adopting the Lean Startup Paradigm},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {05/2017},
	pages = {32-43},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Converting scientific expertise into marketable products and services is playing an increasingly important role in the launching of new ventures, the growth of existing firms, and the creation of new jobs. In this article, we explore how the lean startup paradigm, which validates the market for a product with a business model that can sustain subsequent scaling, has led to a new process model to accelerate innovation. We then apply this paradigm to the context of research at universities and other research organizations. The article is based on the assumption that the organizational context matters, and it shows how a deeper understanding of the research context could enable an acceleration of the innovation process. We complement theoretical examples with a case example from VTT Technical Research Institute of Finland. Our findings show that many of the concepts from early-acceleration phases {\textendash} and the lean startup paradigm {\textendash} can also be relevant in innovation discussions within the research context. However, the phase of value-proposition discovery is less adequately addressed, and that of growth discovery, with its emphasis on building on a scalable, sustainable business does not seem to be addressed with the presented innovation approaches from the research context. Hence, the entrepreneurial activities at the research context differ from those in startups and internal startups in established organizations.},
	keywords = {commercialization, context, innovation, innovation acceleration, innovation paradox, lean startup, research, research organization, VTT},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1075},
	url = {http://timreview.ca/article/1075},
	author = {Kaisa Still}
}
@article {1091,
	title = {Q\&A. Are Universities Ready for Knowledge Commercialization?},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {63-68},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, entrepreneurship, knowledge, research, technology transfer, universities},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1091},
	url = {http://timreview.ca/article/1091},
	author = {Mohammad Saud Khan}
}
@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 {864,
	title = {Identifying the Challenges in Commercializing High Technology: A Case Study of Quantum Key Distribution Technology},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {01/2015},
	pages = {26-36},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article examines the challenges in commercializing high technologies successfully and sustainably using quantum key distribution (QKD) technology as a case study. Quantum communication is increasingly relevant to cybersecurity and nanotechnology, which will replace current technologies and change the way we live. To understand how such high technology could be successfully commercialized, we interviewed individuals from four metrology institutions and two international companies. The result revealed that scattered and small markets, supply chain development, technology validation/certification, a lack of available or adequate infrastructure, and after-sales services are the most serious challenges facing successful commercialization of quantum communication technology. To validate these challenges, we conducted a survey of 60 experts, 49 of whom agreed that above-mentioned factors could affect the commercialization success of QKD technology. Likewise, the survey revealed that technical development, customer orientation/awareness, and government regulations could also hinder the commercialization of QKD technology.},
	keywords = {after-sales services, certification, challenges, commercialization, high technology, infrastructure, market size, quantum key distribution, standards, supply chains},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/864},
	url = {http://timreview.ca/article/864},
	author = {Anas Al Natsheh and Saheed A. Gbadegeshin and Antti Rimpil{\"a}inen and Irna Imamovic-Tokalic and Andrea Zambrano}
}
@article {810,
	title = {Commercialization and Public Good: Conflict, Complement, or Critical Component?},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {27-35},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The controversy regarding the role of science in society {\textendash} and how science can best achieve its role {\textendash} may well date as far back as the beginnings of science itself. The specific arguments and the possible mechanisms for science to impact society, however, have changed over time. This article picks up the conversation with regards to the specific role of publicly funded science, presuming, similar to Brecht in this article{\textquoteright}s opening quotation, that publicly funded science has the goal of making positive contributions to society. 

To achieve this goal, today{\textquoteright}s scientists and research managers face a myriad options of publication venues, protection mechanism, and collaborations with external partners including licensing and other options for commercialization. Oftentimes, the goal of achieving positive contributions to society is perceived as being in fundamental conflict with the restrictions many commercialization arrangements place on the use of knowledge. This article argues that, although commercialization may at times conflict with the goal of achieving positive contributions to society, it can also be complementary to pursuits towards societal contributions, or even a critical component in achieving the desired positive contributions to society. More specifically, it suggests that the use of the term {\textquotedblleft}science for the public good{\textquotedblright} as description of the goal to achieve positive societal contributions might create confusion with the economic term {\textquotedblleft}public good{\textquotedblright}. Thus, it seeks to reframe the discussion of how science can contribute to society in an era of increased openness and interaction. },
	keywords = {commercialization, intellectual property, public good, publicly funded science, science in society, societal benefits, technology transfer, university research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/810},
	url = {http://timreview.ca/article/810},
	author = {R. Sandra Schillo}
}
@article {852,
	title = {Editorial: Innovation and Entrepreneurship (December 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {12/2014},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {3D printing, business models, commercialization, disruption, entrepreneurship, innovation, innovation capacity, innovation culture, patents, social entrepreneurship, social innovation, spinoffs, university technology transfer, value propositions},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/852},
	url = {http://timreview.ca/article/852},
	author = {Chris McPhee}
}
@article {856,
	title = {Turning Technology into Business Using University Patents},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {12/2014},
	pages = {37-43},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {We present an education paradigm that stimulates innovation and entrepreneurship through a master{\textquoteright}s-level university course: "Turning Technology into Business". The course was specifically designed to connect technological research with education using patented technologies developed at the research faculties of a technical university in the Netherlands. We outline the structure and the main content of the course and explain the selection process of both the patents used in the course and the students admitted to the course. This program was initiated at Delft University of Technology in 2003 and has resulted in 10 startups that have commercialized new technologies and at least two additional dozen startups that are indirect spinoffs. To illustrate the potential of this approach, we describe the case of Holland Container Innovations, a company founded by students who developed a foldable sea container during the course.},
	keywords = {commercialization, entrepreneurship education, multi-disciplinary team work, patents, student entrepreneurs, technology entrepreneurship, university research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/856},
	url = {http://timreview.ca/article/856},
	author = {Dap Hartmann}
}
@article {725,
	title = {Addressing Canada{\textquoteright}s Commercialization Crisis and Shortage of Venture Capital: Will the Federal Government{\textquoteright}s Solution Work?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {26-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Lack of funding is a major challenge to innovation in Canada{\textquoteright}s emerging technology industry. This article will focus on this supply-side challenge within the complex venture capital ecosystem and discuss: i) the current shortage of venture capital available to commercialize Canada{\textquoteright}s R\&D; ii) the causes and consequences of that venture capital shortage; iii) how the federal government will address this shortage through its innovative 2013 Venture Capital Action Plan, which commits $400 million and seeks to raise at least another $800 million from outside investors; and iv) how a separate decision in the federal 2013 budget to phase out federal tax credits for labour-sponsored venture capital funds could imperil the 2013 Venture Capital Action Plan.},
	keywords = {2013 Venture Capital Action Plan, Canada, commercialization, labour-sponsored venture capital corporations, VC, venture capital},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/725},
	url = {http://timreview.ca/article/725},
	author = {Stephen A. Hurwitz}
}
@article {730,
	title = {Editorial: Managing Innovation for Tangible Performance (October 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {applied research, boundary management, commercialization, company culture, competitiveness, firm-level innovation management, innovation literacy, innovative capabilities, managing innovation, market lifecycle},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/730},
	url = {http://timreview.ca/article/730},
	author = {Chris McPhee and Sorin Cohn}
}
@article {721,
	title = {Editorial: Managing Innovation for Tangible Performance (September 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, competitiveness, firm-level innovation management, innovative capabilities, managing innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/721},
	url = {http://timreview.ca/article/721},
	author = {Chris McPhee and Sorin Cohn}
}
@article {703,
	title = {Keystone Business Models for Network Security Processors},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {07/2013},
	pages = {25-33},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Network security processors are critical components of high-performance systems built for cybersecurity. Development of a network security processor requires multi-domain experience in semiconductors and complex software security applications, and multiple iterations of both software and hardware implementations. Limited by the business models in use today, such an arduous task can be undertaken only by large incumbent companies and government organizations. Neither the {\textquotedblleft}fabless semiconductor{\textquotedblright} models nor the silicon intellectual-property licensing ({\textquotedblleft}IP-licensing{\textquotedblright}) models allow small technology companies to successfully compete. This article describes an alternative approach that produces an ongoing stream of novel network security processors for niche markets through continuous innovation by both large and small companies. This approach, referred to here as the "business ecosystem model for network security processors", includes a flexible and reconfigurable technology platform, a {\textquotedblleft}keystone{\textquotedblright} business model for the company that maintains the platform architecture, and an extended ecosystem of companies that both contribute and share in the value created by innovation. New opportunities for business model innovation by participating companies are made possible by the ecosystem model. This ecosystem model builds on: i) the lessons learned from the experience of the first author as a senior integrated circuit architect for providers of public-key cryptography solutions and as the owner of a semiconductor startup, and ii) the latest scholarly research on technology entrepreneurship, business models, platforms, and business ecosystems. This article will be of interest to all technology entrepreneurs, but it will be of particular interest to owners of small companies that provide security solutions and to specialized security professionals seeking to launch their own companies.},
	keywords = {business ecosystems, business model innovation, commercialization, cybersecurity, platforms, semiconductors, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/703},
	url = {http://timreview.ca/article/703},
	author = {Arthur Low and Steven Muegge}
}
@article {727,
	title = {Q\&A. What Are the Components of Canada{\textquoteright}s Innovation Ecosystem and How Well Is it Performing?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {38-41},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {academia, commercialization, innovation, innovation ecosystem, performance, policy, private sector, public sector},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/727},
	url = {http://timreview.ca/article/727},
	author = {David B. Watters}
}
@article {732,
	title = {Reinventing the Wheel: Contextualizing Existing Innovations as a Path to Market Success},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {16-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In the quest to create cutting-edge products, organizations often invest substantial time, attention, and capital in primary research and development (R\&D). By themselves, these R\&D investments to create avant-garde products may not provide good return-on-investment. In the context of Canadian businesses, there is a significant scarcity of resources available for R\&D. What can Canadian firms do to stay innovative when they face a plethora of difficulties, including insufficient funding? This article explores how organizations can leverage external innovation and existing technologies to create products or services that cater to the market needs. We present a three-pillar model along with examples of companies that attained market success in large part by contextualizing existing technologies in order to create innovative products or services. This approach provides companies with a high-level framework to facilitate resource-parsimonious creation of commercializable, innovative products that are competitive in today{\textquoteright}s global marketplace.},
	keywords = {commercialization, contextualization of innovation, Innovation management, market-focused innovation, organization},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/732},
	url = {http://timreview.ca/article/732},
	author = {Jeff Moretz and Karthik Sankaranarayanan and Jennifer Percival}
}
@article {686,
	title = {TIM Lecture Series {\textendash} Enhancing Competitive Position Through Innovation Beyond R\&D},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {05/2013},
	pages = {34-38},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Canada, commercialization, competition, culture, entrepreneurship, globalization, innovation, managing innovation, metrics},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/686},
	url = {http://timreview.ca/article/686},
	author = {Sorin Cohn}
}
@article {723,
	title = {Time to Innovate: Reflections and Recommendations on Time Management for Innovation Managers},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {13-19},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Effective time management is a critical success factor for most projects; however, it is particularly challenging for projects involving substantial innovation. For most projects, time (i.e., the schedule) becomes a management "red flag" that signals when something goes wrong or gets out of control. The challenge for projects involving significant innovation is that one or more critical activities may be of an unknown duration or involve factors outside the normal design process and require "red flagging" from the outset. Managers of innovation projects have to distinguish between those activities or work packets that are a part of {\textquotedblleft}business as usual{\textquotedblright} and those that involve innovation. They must identify and quantify the schedule risks and develop strategies to mitigate them. For example, one strategy to manage time-related risk is to decouple the innovation value as perceived by the customer (innovation output) from the technology innovation that is needed to deliver the product value in a cost-effective manner (innovation input). This strategy should take into account the likely consequences of longer-than-anticipated innovation time. Two common risks associated with poor time management for innovation are running out of financial runway to reach sustainable revenue and missing a critical market window. In this article, the author reflects on almost 30 years of experience in the Canadian innovation system across several industry sectors and provides some practical recommendations on time management for innovation managers.},
	keywords = {commercialization, innovation, product development, technology, time management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/723},
	url = {http://timreview.ca/article/723},
	author = {Robert J. Crawhall}
}
@article {545,
	title = {Business Model Discovery by Technology Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {04/2012},
	pages = {5-16},
	abstract = {Value creation and value capture are central to technology entrepreneurship. The ways in which a particular firm creates and captures value are the foundation of that firm{\textquoteright}s business model, which is an explanation of how the business delivers value to a set of customers at attractive profits. Despite the deep conceptual link between business models and technology entrepreneurship, little is known about the processes by which technology entrepreneurs produce successful business models. This article makes three contributions to partially address this knowledge gap. First, it argues that business model discovery by technology entrepreneurs can be, and often should be, disciplined by both intention and structure. Second, it provides a tool for disciplined business model discovery that includes an actionable process and a worksheet for describing a business model in a form that is both concise and explicit. Third, it shares preliminary results and lessons learned from six technology entrepreneurs applying a disciplined process to strengthen or reinvent the business models of their own nascent technology businesses.},
	keywords = {business models, commercialization, innovation, technology entrepreneurship, value capture, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/545},
	url = {http://timreview.ca/article/545},
	author = {Steven Muegge}
}
@article {594,
	title = {Creativity: Linking Theory and Practice for Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {08/2012},
	pages = {10-15},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, creativity research is brought into focus for those involved in the practice of entrepreneurship. The author provides a background on creativity research, how it is defined, and systems models that attempt to explain it. The author distinguishes between creative and innovative activities, and provides advice to entrepreneurs to help realize the creative potential of their organizations. The author reinforces the view that entrepreneurs create new value by investing in ideas, and specific recommendations are made for creating supportive structures, building teams of creative individuals, and successfully championing ideas to acquire the resources they need to produce innovations. },
	keywords = {commercialization, creativity, entrepreneurship, innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/594},
	url = {http://timreview.ca/article/594},
	author = {Tom Duxbury}
}
@article {569,
	title = {TIM Lecture Series: Leadership Position in Technology Entrepreneurship and Commercialization},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {06/2012},
	pages = {49-53},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, global entrepreneurship, leadership, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/569},
	url = {http://timreview.ca/article/569},
	author = {TIM Program}
}
