@article {1348,
	title = {Correlation between Entrepreneurial Orientation and Implementation of AI in Human Resources Management},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {04/2020},
	pages = {72-79},
	publisher = {Talent First Network},
	chapter = {72},
	address = {Ottawa},
	abstract = {This paper develops the concept of adopting artificial intelligence (AI) in human resources management (HRM) through a research questionnaire and reports the results of a study designed to investigate the perception of adopting and introducing AI in HRM processes. In addition, it investigates the correlation between entrepreneurship orientation (EO) and AI in HRM processes. A survey was conducted with a sample of 310 firm members in the HR Section Romande, as well as a literature review on the adoption of new technologies. The results indicate a perceived positive value of introducing AI in HRM and a correlation between the level of a company{\textquoteright}s EO and the introduction of AI in HRM. This means that the more a company is entrepreneurially oriented, the more it tends to implement or include already implemented AI projects and tools in HRM processes. The perceived value of AI in HRM was evaluated by comparing answers to research questions involving the introduction of AI in HRM tools, and expectations of widely implementing AI in the next five years. The main barrier of adopting AI in HRM appeared to be a lack of skills and training. In addition, potential features of implementing AI in HRM were identified as potential steps toward introducing AI as a new technology. Questions regarding the evaluation of EO were based on a research Colvin Slevin (1989). It is important for SMEs to invest in information technology to set the basis for further development. Owing to intensified competitive pressures and the necessity of entering global markets, SMEs are incrementally employing Information Technology (IT) to create substantial benefits. Most prior research has focused more on IT adoption in large organizations, yet when regarding the limited resources of SMEs, the IT adoption process is considerably different. (Ghobakhloo, Sabouri, Hong and Zulkifli, 2011).},
	keywords = {artificial intelligence, entrepreneurial orientation, Human Resource Management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1348},
	url = {timreview.ca/article/1348},
	author = {Rico Baldegger and Maurizio Caon and Kreshnik Sadiku}
}
@article {1342,
	title = {Editorial: Digitalization and Internationalization (April 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {04/2020},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {business network hubs, businessmodel, coaching, digital entrepreneurship, digitalization, digitalmarketing, entrepreneurial orientation, export practices, facilitators, impacts, international entrepreneurship, internationalization, liability of foreignness, MSMEs, network view, scaling, SME internationalization, SMEs, support institutions, training},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1342},
	url = {timreview.ca/article/1342},
	author = {Christophe Schmitt and Rico Baldegger}
}
@article {1161,
	title = {In Competition with Oneself: A Qualitative Inquiry into Amazon{\textquoteright}s Entrepreneurial Culture},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {06/2018},
	pages = {5-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Utilizing a historiographic approach based on Amazon{\textquoteright}s Letters to Shareholders (LTS) over a twenty-year timeframe (1997{\textendash}2016), this article identifies the discerning features of the company{\textquoteright}s entrepreneurial culture that enabled it to become one of today{\textquoteright}s most innovative organizations. A content analysis of the LTS while coding for underlying theoretical themes reveals Amazon{\textquoteright}s entrepreneurial culture has been increasingly celebrating a spirit of {\textquotedblleft}Self-Competition{\textquotedblright}, and by embracing ideas such as {\textquotedblleft}Day 1 Mentality{\textquotedblright}, {\textquotedblleft}Customer Centricity{\textquotedblright}, and {\textquotedblleft}Human Capital Focus{\textquotedblright}. The study findings have useful insights for entrepreneurs, founding teams, and corporate managers engaged in developing an entrepreneurial culture within their own organizations.},
	keywords = {corporate entrepreneurship, entrepreneurial culture, entrepreneurial orientation, innovation, qualitative methods},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1161},
	url = {http://timreview.ca/article/1161},
	author = {Dev K. Dutta}
}
@article {762,
	title = {Editorial: Seeking Solutions (February 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, employee entrepreneurship, entrepreneurial orientation, entrepreneurship, innovation, local open innovation, Open innovation, Seeking Solutions, technology adoption, value creation, virtual proximity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/762},
	url = {http://timreview.ca/article/762},
	author = {Chris McPhee}
}
@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 {672,
	title = {Editorial: Open Innovation and Entrepreneurship (April 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {04/2013},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business ecosystems, entrepreneurial orientation, entrepreneurship, incubation, innovation, Open innovation, partnership, R\&D, regional innovation system, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/672},
	url = {http://timreview.ca/article/672},
	author = {Chris McPhee and Jean-Pierre Segers}
}
@article {675,
	title = {Open Innovation at the Root of Entrepreneurial Strategy: A Case from the Norwegian Oil Industry},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {04/2013},
	pages = {17-22},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article aims to extend the discussion about entrepreneurial strategies of small and medium-sized enterprises (SMEs) by including the concept of open innovation. How can SMEs overcome the challenges of resource scarcity and harsh competition? How they can gain competitive advantage in today{\textquoteright}s ever-changing business environment? The answer to both of these questions might be through open innovation: collaborating with researchers, customers, suppliers {\textendash} even competitors {\textendash} as well as research institutions and universities. 

A common barrier to open innovation in an SME is the perception that it will be too time consuming to gain access to a knowledge base of external knowledge providers and link to {\textquotedblleft}gatekeepers{\textquotedblright} of knowledge. However, an entrepreneurial mindset might help SMEs to move toward an open-innovation approach, where more codified and transferrable knowledge are important. This article discusses the implications of an entrepreneurial focus for open-innovation activities. The usefulness of the open-innovation principles are highlighted through a case study of an Norwegian SME operating in the maritime-oil industry. },
	keywords = {entrepreneurial orientation, entrepreneurial strategies, Open innovation, SMEs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/675},
	url = {http://timreview.ca/article/675},
	author = {Tatiana Iakovleva}
}
@article {497,
	title = {Entrepreneurial Orientation and Company Performance: Can the Academic Literature Guide Managers?},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {11/2011},
	pages = {20-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article comments on the management implications of the various approaches to measuring entrepreneurial orientation (EO), and it discusses the implications of a range of empirical findings for management decisions. On the whole, the argument is that academic research needs to increase its understanding of the differences in empirical results between different studies. To date, the research mostly spells a small number of useful warnings, for example that the positive impact of EO may level off or turn negative beyond a certain point and that it may not have the anticipated positive effect in all circumstances. However, the academic research has yet to identify these circumstances to a level of specificity that could provide useful guidance to managers. },
	keywords = {entrepreneurial orientation, entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/497},
	url = {http://timreview.ca/article/497},
	author = {R. Sandra Schillo}
}
