@article {1470,
	title = {Coping with the Double-Edged Sword of Data Sharing in Ecosystems},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {12/2021},
	pages = {5-16},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {Researchers and practitioners agree upon the huge potential of Big Data Analytics (BDA) for firms{\textquoteright} competitive advantage. Capitalizing on Big Data (BD) often requires sharing firms{\textquoteright} data with their stakeholders in an ecosystem. Sharing data, however, is a double-edged sword, because firms might also risk losing their competitive advantage by doing so. This conceptual paper uses extant literature on data analytics to introduce a comprehensive data sharing strategy framework that helps firms decide which data can be shared in an ecosystem, which should be kept secret, or if additional rules and regulations are required for sharing the data. The framework combines two distinct categorizations of data, and it relates the data categories to firms{\textquoteright} strategic competitive advantage by employing the Resource-Based View (RBV). Firstly, the framework is grounded in the stages of the data analytics process and secondly, it distinguishes between operative, strategic and monetizable data, a new categorization introduced by this paper. Depending on the categories of data a company intends to share, the framework recommends five distinct data sharing strategies that help mitigating the risk of losing their competitive advantage.},
	keywords = {Big Data Analytics Capabilities, competitive advantage, data sharing, ecosystem, Resource-Based View},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1470},
	url = {timreview.ca/article/1470},
	author = {Petra Kugler and Thomas Plank}
}
@article {1278,
	title = {Editorial: Insights (November 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {artificial intelligence, competitive advantage, cybersecurity, deep learning, Deepfake, design rules, digitalization, entrepreneurial ecosystems, entrepreneurial university, entrepreneurship, entrepreneurship education, fake news, innovation, international entrepreneurship, leadership, Learning Capabilities, marketing, motivation, new venture teams, quadruple helix, sanctions, SMEs, teamwork, triple helix, university business incubation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1278},
	url = {timreview.ca/article/1278},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1281,
	title = {The Impact of Digitalization and Resources on Gaining Competitive Advantage in International Markets: Mediating Role of Marketing, Innovation and Learning Capabilities},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {26-39},
	publisher = {Talent First Network},
	chapter = {26},
	address = {Ottawa},
	abstract = {International Entrepreneurship as a field of studies depends on digitalization as an essential factor that drives internationalization. Riding on the wave of digitalization, firms can produce and market their products and services globally through digital platforms with reduced costs and time savings. Yet, digitalization as a determinant of competitive advantages for small and medium enterprises in international markets is rarely examined. This study fills the gap by testing the direct and indirect effects of digitalization on enterprise, specifically focusing on price, product and service advantages in digitalized international markets. Based on the data collected from 143 exporting SME manufacturers in Malaysia, results from our analysis revealed that digitalization has no direct effect on competitive advantage, but rather has strong indirect effects on product and service advantages. Managers and policymakers can thus leverage digitalization to improve their company{\textquoteright}s internationalization plans according to its intended competitive strategies.},
	keywords = {competitive advantage, digitalization, innovation, international entrepreneurship, Learning Capabilities, marketing, SMEs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1281},
	url = {timreview.ca/article/1281},
	author = {Yan Yin Lee and Mohammad Falahat}
}
@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 {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 {625,
	title = {Simulation of Supply-Chain Networks: A Source of Innovation and Competitive Advantage for Small and Medium-Sized Enterprises},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {13-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {On a daily basis, enterprises of all sizes cope with the turbulence and volatility of market demands, cost variability, and severe pressure from globally distributed competitors. Managing uncertainty about future demand requirements and volumes in supply-chain networks has become a priority. One of the ways to deal with uncertainty is the utilization of simulation techniques and tools, which provide greater predictability of decision-making outcomes. For example, simulation has been widely applied in decision-making processes related to global logistics and production networks at the strategic, tactical, and operational levels, where it is used to predict the impact of decisions before their implementation in complex and uncertain environments. Large enterprises are inclined to use simulation tools whereas small and medium-sized enterprises seem to underestimate its advantages. The objective of this article is to emphasize the relevance of simulation for the design and management of supply-chain networks from the perspective of small and medium-sized firms. },
	keywords = {competitive advantage, innovation, simulation, small and medium-sized enterprises, SME, supply-chain network},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/625},
	url = {http://timreview.ca/article/625},
	author = {Giacomo Liotta}
}
