@article {1352,
	title = {Trust, Transparency and Security in the Sharing Economy: What is the Government{\textquoteright}s Role?},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {05/2020},
	pages = {5-17},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {To obtain access to goods or services between people or stakeholders, some collaboration between actors is a necessary component. Sharing and a sharing economy is closely related to trust. Within the context of {\textquoteright}the{\textquoteright} sharing economy, especially digital trust is assumed to play a crucial role. Access to information is a crucial digital cue which can lead to trust yet, sharing economies are subject to asymmetry of information, wherein certain actors have limited access to market information on the consumption behaviour of users, the pricing of a product and, the reliability of peers. The lack of confidential market information between actors is thus limiting the potential for collaboration, as it reduces trust between them. Governments are amongst the (usually more trustworthy) candidates to undertake critical roles in enhancing the sharing of sensitive data. This paper aims to identify the role of government in facilitating and enabling data sharing between various actors in sharing economies. In this paper, we analyse the adequacy of a government{\textquoteright}s potential role in enabling transparency, trust and security, while operating within a sharing economy scenario, based on two case studies. Additionally, the role of technology is briefly defined for digital platforms and for blockchain-based opportunities for sharing economies. The use cases for the paper concern a digital platform for industrial symbioses, and peer-to-peer electricity trading based on blockchain technology.},
	keywords = {blockchain, government, network, P2P, peer-to-peer, sharing economy, trust},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1352},
	url = {timreview.ca/article/1352},
	author = {Ruben D{\textquoteright}Hauwers and Jacobus van der Bank and Mehdi Montakhabi}
}
@article {1024,
	title = {Managing Innovation Ecosystems to Create and Capture Value in ICT Industries},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {10/2016},
	pages = {17-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In a new knowledge-intensive economic landscape, firms need to access external knowledge sources due to their inability to generate all necessary knowledge on their own. The interaction with and learning from external knowledge sources implies that firms depend upon decisions and actions made by business partners and external support organizations. This network of linkages can be considered as an ecosystem in which commercial enterprises and non-firm organizations interact with one another and work together to create and capture value. Previous studies have shown that a firm{\textquoteright}s ability to successfully commercialize a new product depends not only on its own technology strategy but also its capabilities to manage an innovation ecosystem strategy. Dynamic markets, intense competition, and shorter product lifecycles force companies across different industries to create and capture value more rapidly by launching new innovations. Well-defined and executed innovation ecosystem strategies can help companies to develop new markets and business opportunities for the different types of innovations and enable their businesses to grow. This study provides new insight into how an ecosystem strategy can be formed based on the traditional strategy literature and proposes a conceptual framework for senior leaders to form an ecosystem strategy.},
	keywords = {innovation ecosystem, management, network, strategy, value capture},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1024},
	url = {http://timreview.ca/article/1024},
	author = {Jarkko Pellikka and Timo Ali-Vehmas}
}
@article {789,
	title = {Product and Service Interaction in the Chinese Online Game Industry},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {05/2014},
	pages = {6-17},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article examines the rapidly-growing online game industry in China, which is a prime example of the changing regional landscape of new creative industries in East Asia. The industry{\textquoteright}s evolution in China demonstrates the complexity of the growth of this industry through various knowledge and production networks. Despite the fact that Chinese companies were initially a second mover in this industry and had limited technological competence, they managed to move up the value chain within a few years, from operators of foreign-developed games to game developers. The catch-up process in this creative industry has differed from traditional manufacturing industries, which reflects the responsiveness and close proximity between product and service as key elements of the online game experience. This article conceptualizes this product{\textendash}service offering in the industry and highlights its requirement for a widespread geographical network, as well as close proximity and responsiveness between elements of the network. In the empirical study of the growth of the Chinese online game industry described here, we argue that Chinese companies have managed to grow by utilizing the strategic control of service, player preferences, and responsiveness in this network, and translating this control into constant incremental improvement of their game development offering. },
	keywords = {China, Korea, MMOG, network, online gaming, product and service, service innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/789},
	url = {http://timreview.ca/article/789},
	author = {Patrik Str{\"o}m and Mirko Ernkvist}
}
