@article {689,
	title = {Editorial: Insights (June 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {06/2013},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {case study, intellectual property, IT function, open source business, process ambidexterity, risk management, software licenses, startups, technology entrepreneurship, uncertainty},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/689},
	url = {http://timreview.ca/article/689},
	author = {Chris McPhee}
}
@article {694,
	title = {Enabling Sustainable Improvement in IT Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {06/2013},
	pages = {28-38},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Firms must embrace processes that enable the information technology (IT) function to become a strategic partner to the business functions it serves. Process ambidexterity is a way for processes to be augmented to improve alignment and adaptability to new markets and technologies. By applying the principles of process ambidexterity, the key elements required for sustainable change within the capabilities that comprise the IT function of the firm are identified. Furthermore, the scope and depth of the dysfunction that is widespread across large firms that depend upon IT are outlined to provide a contextual basis for presenting a solution framework to address sustainable change. This framework for sustainable change is of primary benefit to IT executives seeking to systematically transform the IT function and enable IT entrepreneurship.},
	keywords = {capability maturity assessment, IT capability, IT entrepreneurship, IT function, process ambidexterity, process maturity, sustainable metrics},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/694},
	url = {http://timreview.ca/article/694},
	author = {Paul E. Renaud and Sheppard D. Narkier and Sonia D. Bot}
}
@article {623,
	title = {Editorial: Insights (November 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {competitive advantage, global entrepreneurship, green innovation, innovation, process adaptability, process alignment, process ambidexterity, simulation, startups, supply chains},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/623},
	url = {http://timreview.ca/article/623},
	author = {Chris McPhee}
}
@article {626,
	title = {Enabling Process Alignment for IT Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {13-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {All firms use information technology (IT). Larger firms have IT organizations whose business function is to supply and manage IT infrastructure and applications to support the firm{\textquoteright}s business objectives. Regardless of whether the IT function has been outsourced or is resident within a firm, the objectives of the IT organization must be aligned to the strategic needs of the business.

It is often a challenge to balance the demand for IT against the available supply within the firm. Most IT organizations have little capacity to carry out activities that go beyond the incremental ones that are needed to run the immediate needs of the business. A process-ambidexterity framework for IT improves the IT organization{\textquoteright}s entrepreneurial ability, which in turn, better aligns the IT function with the business functions in the firm.

Process ambidexterity utilizes both process alignment and process adaptability. This article presents a framework for process alignment in IT. This is useful for understanding how the processes in Business Demand Management, a core component of the process-ambidexterity framework for IT, relate to those in IT Governance and IT Supply Chain Management. The framework is presented through three lenses (governance, business, and technology) along with real-world examples from major firms in the USA. Enabling process alignment in the IT function, and process ambidexterity overall, benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.},
	keywords = {exploitation, exploration, IT function, process alignment, process ambidexterity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/626},
	url = {http://timreview.ca/article/626},
	author = {Paul E. Renaud and Sonia D. Bot}
}
@article {627,
	title = {Process Adaptability in the IT Supply Chain},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {33-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The continuous pressure to minimize IT costs challenges the IT function to achieve a balance between its own effectiveness and the productivity of the users in the business functions that it serves (i.e., user effectiveness). In many cases, user effectiveness is sacrificed to ensure IT function effectiveness. Process adaptability improves the IT organization{\textquoteright}s entrepreneurial ability by balancing these conflicting productivity and performance objectives.

This article applies a process-ambidexterity framework to examine how process adaptability in IT is affected by the choice of different strategies for IT Demand Management as well as different fulfillment strategies for IT Supply Chain Management. Alternative fulfillment strategies are presented, along with criteria and indicators that impact IT and user effectiveness that have been applied within major firms. 

IT and senior business executives will find this article valuable for helping understand how they can influence the balance between IT and user productivity through their choice of different Demand Management and IT fulfillment strategies. Academic readers will discover that, while process adaptability in IT is an important enabler for implementing dynamic alignment between business and IT function objectives, there may be circumstances where IT process adaptability is not a priority for the business.},
	keywords = {exploitation, exploration, IT function, process adaptability, process ambidexterity, supply chain},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/627},
	url = {http://timreview.ca/article/627},
	author = {Paul E. Renaud and Sonia D. Bot}
}
@article {547,
	title = {Process Ambidexterity for Entrepreneurial Firms},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {04/2012},
	pages = {21-27},
	abstract = {Technology-based entrepreneurial firms must effectively support both mainstream exploitation and new-stream exploration in order to remain competitive for the long term. The processes that support exploitation and exploration initiatives are different in terms of logistics, payoff horizons, and capabilities. Few firms are able to strike a balance between the two, where mainstream exploitation usually trumps new-stream exploration. The ultimate goal is for the firm to operate effectively in a repeatable, scalable, and systematic manner, rather than relying on good luck and hoping either to come up with the next innovation or for the product to function according to its requirements. 

This article builds on the author{\textquoteright}s years of experience in building businesses and transforming medium and large-sized, entrepreneurial technology firms, leading large-scale breakthrough and sustained performance improvements by using and evolving Lean Six Sigma methodologies, and reviews of technology innovation management and entrepreneurship literature. This article provides a process-based perspective to understanding and addressing the issues on balancing mainstream exploitation and new-stream exploration in medium and large-sized entrepreneurial firms and extending it to startups. The resulting capability is known as process ambidexterity and requires disciplined, agile, and lean business management.
},
	keywords = {business management, exploitation, exploration, performance improvement, process ambidexterity, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/547},
	url = {http://timreview.ca/article/547},
	author = {Sonia D. Bot}
}
@article {596,
	title = {Process Ambidexterity for IT Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {08/2012},
	pages = {16-22},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {All firms use information technology (IT). Larger firms have information technology organizations whose business function is to supply and manage IT infrastructure and applications to support business needs for IT. While some firms have chosen to outsource the IT function, the majority rely on an internal IT organization that is focused on running the IT infrastructure and optimizing IT operations and applications by exploiting technology improvements over time. Most IT organizations have little capacity to carry out transformational initiatives because they are focused on incremental improvements needed to run the business. As the global economy contracts, growing cost pressure on firms escalates the need for the IT function to behave in a more entrepreneurial manner that accelerates the availability of new technological solutions to enhance productivity and lower cost of doing business. 

This article provides a process-based perspective for understanding and addressing an IT function{\textquoteright}s ability to implement entrepreneurial practices that better align the IT function to business functions. This is done by developing the capability of process ambidexterity. Improving an IT organization{\textquoteright}s entrepreneurial ability results in improved productivity, shorter time to market, and lower operational costs {\textendash} as validated by recent practice with major firms in the USA. Developing process ambidexterity in the IT function benefits those who govern IT, the executives who lead IT, as well as their peers in the business functions that depend on IT.},
	keywords = {business demand, business value chains, exploitation, exploration, IT, IT supply, process ambidexterity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/596},
	url = {http://timreview.ca/article/596},
	author = {Sonia D. Bot and Paul E. Renaud}
}
