@article {1426,
	title = {Discovery and Validation of Business Models:  How B2B Startups can use Business Experiments},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {03/2021},
	pages = {17-31},
	publisher = {Talent First Network},
	chapter = {17},
	address = {Ottawa},
	abstract = {Startups searching for a business model face uncertainty. This research aims to demonstrates how B2B startups can use business experiments to discover and validate their business model{\textquoteright}s desirability quickly and cost-effectively. The research study follows a design science approach by focusing on two main steps: build and evaluate. We first created a B2B-Startup Experimentation Framework based on well-known earlier frameworks. After that, we applied the framework to the case of the German startup heliopas.ai. The framework consists of four steps (1) implementation of a measurement system, (2) hypothesis development and prioritization, (3) discovery, and (4) validation. Within its application, we conducted business experiments, including online and offline advertisements, as well as interviews. This research contributes in several ways to the understanding of how B2B-startups can use business experiments to discover and validate their business models: First, the designed B2B-Startup Experimentation Framework can serve as a guideline for company founders. Second, the results were used to improve the existing business model of the German B2B startup heliopas.ai. Finally, applying the framework allowed us to formulate design principles for creating business experiments. The design principles used in the study can be further tested in future studies.},
	keywords = {B2B Startup, Business Experiment Design, Business Experiments, business model, Customer Development Process, Four-Step Iterative Cycle, Growth Hacking, lean startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1426},
	url = {timreview.ca/article/1426},
	author = {Patrick Brecht and Daniel Hendriks and Anja Stroebele and Carsten H. Hahn and Ingmar Wolff}
}
@article {1346,
	title = {Digitalization, Internationalization and Scaling of Online SMEs},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {04/2020},
	pages = {48-57},
	publisher = {Talent First Network},
	chapter = {48},
	address = {Ottawa},
	abstract = {While small- and medium-sized enterprises (SMEs) are increasingly required to look for growth beyond their national markets, the increasing digitalization of the global economy provides them with ample opportunities for internationalization. However, many SMEs are unable to internationalize digitally because they were not initially designed to scale that way, and managing business model scaling in the online environment is challenging. In response to this, the current study applies a quantitative descriptive analysis of survey data on business adoption of digital technologies by 535 Canadian online-based SMEs. The aim is to understand, 1) how internationally-oriented online SMEs differ in terms of their digitalization from those focused on domestic markets, and 2) how these differences are related to the companies\&rsquo; business model for scaling internationally. The results show that internationally-oriented online SMEs differ from their domestically-oriented peers, in terms of a higher degree in the 1) use of information systems, 2) extent of value networks, 3) emphasis on key internal resources, and, 4) dealing with cybersecurity issues. The study contributes to the literature by suggesting that online SMEs willing to scale internationally through digitalization need to develop a set of capabilities in regard to partnering, customer relationship, and business process management, as well as investing in information and communication (ICT) resources and cyber resilience.},
	keywords = {business model, digitalization, internationalization, scaling, SME},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1346},
	url = {timreview.ca/article/1346},
	author = {Mika Westerlund}
}
@article {1410,
	title = {Editorial: Insights (December 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {12/2020},
	pages = {3-3},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {5G technology; Bitcoin, blockchain, business model, business model innovation, crypto assets, cryptocurrencies, Diem, Diem Association, digital currency, distributed ledger technology, Facebook, fiat currencies, financial inclusion, Financial industry, front-end, ideation, innovation, Libra, local currencies, Management Model, not-for-profit, research center, strategic foresight, strategy, technology firms; project portfolio management, tokenization; product innovativeness, visioning},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1410},
	url = {timreview.ca/article/1410},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1252,
	title = {Business Model Architecture by Design},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {07/2019},
	pages = {16-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, we view business models as complex deal-making activity systems organized to create, deliver, and capture value. Unlike some other viewpoints, we emphasize both system components and their interconnection. Business activities are carried out by a network of actors drawing on a network of resources, and individual firms seek to configure these intersecting networks to enhance their competitive positioning. The business model literature refers to the significance of antecedent activities in providing context {\textendash} opportunities the firm decides to pursue, the strategy adopted, and requisite capabilities. Drawing on this literature, we propose an approach to framing business model context. Drawing on the information systems literature, we identify a toolkit facilitating activity system architecture design. We suggest how this both draws out the underlying complexity of a business model and shows how a multiplicity of views makes sense.},
	keywords = {activity theory, architecture, business model, business networks, design, dynamic capabilities, ISO/IEC 42010, multiple viewpoints, relationship matrix, strategy, Zachman framework},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1252},
	url = {https://timreview.ca/article/1252},
	author = {Ronald C. Beckett and John Dalrymple}
}
@article {1215,
	title = {How to Create Value(s) in the Sharing Economy: Business Models, Scalability, and Sustainability},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {02/2019},
	pages = {5-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {By organizing peer-to-peer exchanges and promoting access over ownership, the sharing economy is transforming a great variety of sectors. Enjoying fast growth, the sharing economy is an umbrella term encompassing heterogeneous initiatives that create different types of economic, environmental, or social value. This heterogeneity triggers tensions and intense disputes about the perimeter of the field. Do Airbnb and Uber belong to the sharing economy? How do we consider practices such as gifting, renting, and swapping that existed before the sharing economy boom? To sort out this complexity, we have adopted a pragmatic and grounded approach examining 27 initiatives that claim to be part of, or are perceived as emblematic of the sharing economy. We develop a typology of sharing economy business models revealing four configurations: shared infrastructure providers, commoners, mission-driven platforms, and matchmakers. Each configuration exhibits specific value-creation logics, scalability issues, sustainability impacts, and potential controversies. Our results provide guidance for sharing entrepreneurs, for established businesses that want to embrace the principles of the sharing economy, and for public actors wishing to regulate or support the field.},
	keywords = {business model, scalability, sharing economy, sustainability, value creation, value distribution},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1215},
	url = {https://timreview.ca/article/1215},
	author = {Aur{\'e}lien Acquier and Valentina Carbone and David Mass{\'e}}
}
@article {1162,
	title = {Additive Manufacturing and Business Models: Current Knowledge and Missing Perspectives},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {06/2018},
	pages = {15-33},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Additive manufacturing, that is 3D printing technology, may change the way companies operate their businesses. This article adopts a business model perspective to create an understanding of what we know about these changes. It summarizes current knowledge on additive manufacturing within management and business research, and it discusses future research directions in relation to business models for additive manufacturing. Using the scientific database Web of Science, 116 journal articles were identified. The literature review reveals that most research concerns manufacturing optimization. A more holistic view of the changes that additive manufacturing may bring about for firms is needed, as is more research on changed value propositions, and customer/sales-related issues. The article contributes to previous research by systematically summarizing additive manufacturing research in the business and management literature, and by highlighting areas for further investigation related to the business models of individual firms.},
	keywords = {3D printing, additive manufacturing, business model, literature review},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1162},
	url = {http://timreview.ca/article/1162},
	author = {Christina {\"O}berg and Tawfiq Shams and Nader Asnafi}
}
@article {1149,
	title = {Approach for a Pattern-Based Development of Frugal Innovations},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {04/2018},
	pages = {14-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Emerging markets have become increasingly interesting for companies from industrialized countries, but the requirements in these markets differ dramatically from those in the companies{\textquoteright} traditional markets. New products and services are demanded {\textendash} so-called frugal innovations. Since the challenges for the development of frugal innovations are often quite similar {\textendash} for example, low income of the target customer, poor infrastructure, etc. {\textendash} the hypothesis appears that the solutions will also be similar. In our earlier TIM Review article (Lehner \& Gausemeier, 2016), we showed how solution patterns for frugal innovations can be derived. The article at hand summarizes those findings and supplements an innovation process for frugal innovation using the solution patterns. The validation based on the example of telemedical assistant systems shows the benefit of the pattern-based development of frugal innovations. The article addresses managers and engineers who plan to introduce frugal innovations, as well as university-based researchers interested in the development of frugal innovations.},
	keywords = {business model, emerging markets, frugal innovations, patterns, products and services},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1149},
	url = {http://timreview.ca/article/1149},
	author = {Anne-Christin Lehner and Christian Koldewey and J{\"u}rgen Gausemeier}
}
@article {1196,
	title = {A Strategic Management Maturity Model for Innovation},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {11/2018},
	pages = {13-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Even though strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in the business literature for the area of strategic management activities. This article updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. The Strategic Management Maturity Model for Innovation (S3M-i) is composed of six maturity levels with seven dimensions. The main contribution of the S3M-i is to put innovation into the agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This article suggests that innovation (new breakthrough products/services and business models) is the only way of creating sustainable growth, and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond to the dynamic business environment and rapidly changing customer behaviours.},
	keywords = {business model, innovation, maturity model, strategic management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1196},
	url = {https://timreview.ca/article/1196},
	author = {Ferhat Demir}
}
@article {1142,
	title = {Value Creation in the Internet of Things: Mapping Business Models and Ecosystem Roles},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {03/2018},
	pages = {5-15},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The increasing connectivity provided by the Internet of Things (IoT) supports novel business opportunities for actors in overlapping service systems. Therefore, the co-creative nature of IoT business needs to be further studied. This article reports an empirical study on a European IoT initiative. It contributes to the understudied area of IoT ecosystem dynamics by describing different actor roles and activities in the IoT use cases, and their implications for value creation in IoT ecosystems. Our findings show how IoT ecosystem actors may take the roles of ideator, designer, or intermediary in different IoT design layers, and we recommend this perspective to better understand and describe ecosystem business models. We also discuss the theoretical and managerial implications of our findings.},
	keywords = {business model, ecosystem, Internet of Things, role, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1142},
	url = {http://timreview.ca/article/1142},
	author = {Heini Ik{\"a}valko and Petra Turkama and Anssi Smedlund}
}
@article {1119,
	title = {Designing a Business Model for Environmental Monitoring Services Using Fast MCDS Innovation Support Tools},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {11/2017},
	pages = {36-46},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The free availability of open data provides opportunities to start new businesses and gain business intelligence. However, although data is often used to support decisions and actions, the possibilities offered by modern sensor technologies with connections to cloud-based data collection services are not being effectively capitalized. Data collection systems are also not generally open source solutions, even though open and flexibly adjustable systems would broaden the opportunities for solutions and larger revenue streams. In this article, we used action research methods to discover new business opportunities in a semi-open information system that utilizes environmental monitoring data. We applied a four-stage innovation process for industry, which included context definition, idea generation, and selection, and produced multi-criteria decision support (MCDS) data to help the design of business model. This was done to reveal business opportunities for an environmental monitoring service. Among these opportunities, one service-style business model canvas was identified as feasible and selected for further development. We identified items that are needed in the commercialization process of environmental monitoring services. Our process combines open environmental monitoring data, participative innovation process, and MCDS support, and it supports and accelerates a co-creative business model creation process that is cost-beneficial in terms of saving time. The results are applicable to the creation of an open data information system that supports data-driven innovation.},
	keywords = {business model, data collection, environmental monitoring, MCDS, open data, service innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1119},
	url = {http://timreview.ca/article/1119},
	author = {Tuomo Eskelinen and Teemu R{\"a}s{\"a}nen and Ulla Santti and Ari Happonen and Miika Kajanus}
}
@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}
}
@article {1010,
	title = {Audience Commodification: A Source of Innovation in Business Models},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {08/2016},
	pages = {40-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article reports on a research project aimed at developing a business model by changing the value-creation mechanism. The essence of this change is to persuade customers to perform actions in favour of the service provider. Such actions include responding to advertising clips to unlock value. The business model was generated from the concept of audience commodification and is based on the idea of looking at users as a source of a tradeable asset in business-to-business markets. Here, attention and actions are the assets that users pay to access the proposed value. The research includes two phases of surveys and experimentation. In the first phase, the tendency and acceptance level of users towards watching advertisements to unlock value are measured. In the next phase, a platform prototype is developed to test and understand user actions towards receiving value. The sample includes 52 users of different nationalities who were seeking relationships on an online dating platform. Results revealed that users accept advertising and will perform requested actions if they can perceive the delivered value. Practical implications of this research include insights to help move away from the current {\textquotedblleft}view-based{\textquotedblright} advertising model toward new models of partnership with users in the value-creation process. This research may also stimulate further research into developing sustainable business models based on advertising revenue. },
	keywords = {audience commodification, business model, innovation, technology entrepreneurship, value marketing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1010},
	url = {http://timreview.ca/article/1010},
	author = {Datis Khajeheian}
}
@article {1003,
	title = {Detecting White Spots in Innovation-Driven  Intellectual Property Management},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {07/2016},
	pages = {34-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology companies scan the competitive arena for patents to discover research activities and technology trends. Patents are the outcome of innovation processes that take several month or even years, depending on the industry. The process of publishing patents usually lasts longer. A huge time gap of up to several years between early research and development activities and published patents is the consequence. Therefore, a patent is a weak indicator for the identification of early innovation activities. However, the inventor needs intellectual assets such as data, knowledge, and expertise to carry out an innovation process. It is likely that these intellectual assets can improve the competitor analysis {\textendash} rendering them primary targets. In this article, we introduce a systematic approach to detect intellectual property (IP) activities of stakeholders in selected technology fields (e.g., hiring experts, taking part in research projects, gathering specific data). A technology field with a low intensity of IP activities offers great opportunities, which we call a "white spot". Our proposed approach can help identify the white spots in innovation-driven IP management and thereby help devise recommendations to improve a company{\textquoteright}s IP portfolio.},
	keywords = {business model, competitive advantage, competitive arena, Innovation management, intellectual capital, intellectual property, value proposition},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1003},
	url = {http://timreview.ca/article/1003},
	author = {Daniel Eckelt and Christian D{\"u}lme and J{\"u}rgen Gausemeier and Simon Hemel}
}
@article {1000,
	title = {A Framework for Sustainable Circular Business Model Innovation},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {07/2016},
	pages = {5-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The circular economy concept is a novel economic model aiming to foster sustainable economic growth, boost global competitiveness, and generate new jobs. In order to make the circular economy mainstream, radical and systemic innovation is needed. Currently, a majority of the business modelling tools and methods lack at least some of the identified and needed elements for innovating business models in a circular economy. In this article, we build a framework for sustainable circular business model innovation by adding important perspectives: recognizing trends and drivers at the ecosystem level; understanding value to partners and stakeholders within a business; and evaluating the impact of sustainability and circularity. We present the results of a case study with a startup company, which was designed to test the framework and provide a concrete example of its usage and future development needs.},
	keywords = {business canvas, business model, case study, circular economy, innovation, sustainability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1000},
	url = {http://timreview.ca/article/1000},
	author = {Maria Antikainen and Katri Valkokari}
}
@article {971,
	title = {A Pattern-Based Approach to the Development of Frugal Innovations},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {03/2016},
	pages = {13-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The economic rise of emerging markets induces a rapid growth of the global middle class. This new mass market demands products and services adapted to the needs of the local population {\textendash} so called "frugal innovations". Engineers often face similar challenges while developing products and services for these markets, and therefore may develop similar solutions. By the abstraction of these solutions to transferrable solution patterns, the efficiency of the development process could be increased. In this article, we introduce a systematic approach to develop a pattern system for frugal innovations. Based on 29 selected frugal innovations, we derived the problems that led to the development of the analyzed frugal innovations. By categorizing these problems, we deduced six problem categories: education, environment, culture, infrastructure, regulation, and finance. We stripped down the solutions to these problems to their core principles, and in our subsequent analysis, we identified 56 solution patterns. Moreover, we analyzed the relationships between the abstracted solution patterns, problem areas, and frugal innovations. By using a pattern-based approach, the efficiency of the product development process could be improved significantly. As well, patterns may generate new impetus and increase creativity.},
	keywords = {business model, developing markets, emerging markets, frugal innovations, market service, pattern catalogue, pattern system, solution patterns},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/971},
	url = {http://timreview.ca/article/971},
	author = {Anne-Christin Lehner and J{\"u}rgen Gausemeier}
}
@article {914,
	title = {The Creativity Canvas: A Business Model for Knowledge and Idea Management},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {50-58},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Innovation depends on ideas generated through creativity and the knowledge and research that make it possible to put ideas to work. However, these two activities are very dependent on the people who perform them. As demonstrated by a pilot project realized at Hydro-Qu{\'e}bec{\textquoteright}s research institute (IREQ), any approach that does not take this understanding into account is doomed to failure. This article proposes that what must be developed is a knowledge and idea management system designed as a coherent ecosystem that takes all controlling factors into account and is based on stakeholder interest and preferences. This ecosystem is the result of a meticulous design of each of the elements that must generally be taken into account in a business model. A business model approach includes not only developing a value proposition for knowledge and idea management that suits the target clientele but also a good understanding of the resources and activities required to deliver this value proposition and especially the ways to finance them. Key to the development of such an ecosystem is the creation of fully functional innovation communities, which are responsible for building up and nurturing their ideas and knowledge assets and getting value out of them.},
	keywords = {business model, business model canvas, communities, creativity, ecosystem, ideas, knowledge, R\&D, research institute, technological innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/914},
	url = {http://timreview.ca/article/914},
	author = {Raouf Naggar}
}
@article {894,
	title = {Disrupting the Disrupter: Strategic Countermeasures to Attack the Business Model of a Coercive Patent-Holding Firm},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {05/2015},
	pages = {5-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A coercive patent-holding firm operates a business model that strategically targets firms to force unforeseen patent licensing rents. Coercive patent holders use aggressive litigation tactics to instantaneously create a complicated asymmetrical expensive problem with significant business risk. The strategy creates a dominant position by leveraging legal and business pressure to force the targeted firm into an involuntarily engagement with a coercive patent-holding firm. Such engagements can be quite profitable for the patent holders {\textendash} and quite devastating for targeted firms. Thus, this article attempts to synthesize a business model framework that reveals insights concerning the profit formula, key resources, and key processes that support the dominant position of coercive patent-holding firms. Based on this framework, we further synthesize countermeasures to disrupt these business model elements and diminish the dominant position. The insights and countermeasures reveal strategic options and tactics that can be leveraged against the business model of a coercive patent-holding firm to alter the dominant position and improve the business situation of the targeted firm. },
	keywords = {business model, business model framework, coercive patent holder, countermeasures, intellectual property, non-practicing entity, NPE, patent, patent arsenal, patent office policy, patent shark, patent troll},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/894},
	url = {http://timreview.ca/article/894},
	author = {Derek Smith}
}
@article {949,
	title = {Exploring the Benefits of Integrating Business Model Research within Living Lab Projects},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {12/2015},
	pages = {19-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Business model and living lab research both have similar objectives {\textendash} to maximize the probability of successful market introduction of innovative solutions {\textendash} be it through different means. Yet, there are still only few studies or reports discussing both, with those studies that do touch the subject staying at a high level. iMinds Living Labs has gained a lot of experience in combined living lab and business model innovation projects and, rather than being competing approaches, our results have shown that these two research methodologies can be complementary, where the combined approach turns out to be more powerful than each individual approach used alone. The goal of this article is to promote the inclusion of business model research in a model of "a living lab as a service" (and vice versa) by explaining the benefits and by introducing a practical framework to implement such combined research tracks based on the experience at iMinds Living Labs over the past few years.},
	keywords = {business model, collaboration, innovation, living labs, user research, value network, value proposition},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/949},
	url = {http://timreview.ca/article/949},
	author = {Olivier Rits and Dimitri Schuurman and Pieter Ballon}
}
@article {895,
	title = {Viability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {05/2015},
	pages = {17-30},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. },
	keywords = {business model, ecosystem, healthcare, innovation, institutionalization, technology, transformative service, viability, viability assessment, viability radar},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/895},
	url = {http://timreview.ca/article/895},
	author = {Marikka Heikkil{\"a} and Jouni Saarni and Valtteri Kaartemo and Aki Koponen}
}
@article {826,
	title = {Conceptualizing Innovation in Born-Global Firms},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {09/2014},
	pages = {5-10},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article summarizes the insights from a systematic study of the research literature focusing on the innovation aspects of born-global firms {\textendash} ventures that were launched to exploit a global niche from the earliest days of their operations. The authors provide a snapshot of opinions on the different aspects of innovation in the way they were conceptualized in the academic literature. The insights are based on a selection of 32 peer-reviewed journal articles addressing the different challenges associated with early internationalization and innovation in such ventures. The article emphasizes that the early internationalization of new ventures should be considered as an innovation process in itself and that innovation and internationalization have a positive effect on each other. In addition, it points out the role of knowledge acquisition and networking capabilities as key innovation enablers and refers to the emergence of the lean startup perspective on the innovation processes in born-global firms. The suggested insights will be relevant to researchers and practitioners interested in the relationship between early internationalization and innovation in international new ventures and lean global startups.},
	keywords = {born global, business model, early internationalization, Innovation management, lean startup approach},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/826},
	url = {http://timreview.ca/article/826},
	author = {Erik Zijdemans and Stoyan Tanev}
}
@article {807,
	title = {Designing Business Models for the Internet of Things},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {5-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article investigates challenges pertaining to business model design in the emerging context of the Internet of Things (IOT). The evolution of business perspectives to the IOT is driven by two underlying trends: i) the change of focus from viewing the IOT primarily as a technology platform to viewing it as a business ecosystem; and ii) the shift from focusing on the business model of a firm to designing ecosystem business models. An ecosystem business model is a business model composed of value pillars anchored in ecosystems and focuses on both the firm{\textquoteright}s method of creating and capturing value as well as any part of the ecosystem{\textquoteright}s method of creating and capturing value. The article highlights three major challenges of designing ecosystem business models for the IOT, including the diversity of objects, the immaturity of innovation, and the unstructured ecosystems. Diversity refers to the difficulty of designing business models for the IOT due to a multitude of different types of connected objects combined with only modest standardization of interfaces. Immaturity suggests that quintessential IOT technologies and innovations are not yet products and services but a "mess that runs deep". The unstructured ecosystems mean that it is too early to tell who the participants will be and which roles they will have in the evolving ecosystems. The study argues that managers can overcome these challenges by using a business model design tool that takes into account the ecosystemic nature of the IOT. The study concludes by proposing the grounds for a new design tool for ecosystem business models and suggesting that "value design" might be a more appropriate term when talking about business models in ecosystems.},
	keywords = {business model, design tool, ecosystem, Internet of Things, IOT, value, value design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/807},
	url = {http://timreview.ca/article/807},
	author = {Mika Westerlund and Seppo Leminen and Mervi Rajahonka}
}
@article {564,
	title = {Ecosystem Under Construction: An Action Research Study on Entrepreneurship in a Business Ecosystem},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {06/2012},
	pages = {18-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In recent years, we have seen increasing interest in new service concepts that take advantage of the capabilities of business ecosystems instead of single companies. In this article, we describe how a business ecosystem begins to develop around a service business idea proposed by an entrepreneur. We aim to recognize the different domains of players that are or should be involved in the ecosystem while it is under construction. The article concludes with an ecosystem model consisting of six sub-ecosystems having different change drivers and clockspeeds.},
	keywords = {business ecosystems, business model, business networks, health exercise, wellbeing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/564},
	url = {http://timreview.ca/article/564},
	author = {Marikka Heikkil{\"a} and Leni Kuivaniemi}
}
