@article {1477, title = {Editorial: Blockchain and Digital Transformation (1/2, 2022)}, journal = {Technology Innovation Management Review}, volume = {12}, year = {2022}, month = {05/2022}, publisher = {Talent First Network}, address = {Ottawa}, issn = {1927-0321}, author = {Mika Westerlund and Gregory Sandstrom} } @article {1440, title = {Ecosystems, Design, and Glocalization: A multi-level study of Technovation}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {05/2021}, pages = {32-43}, publisher = {Talent First Network}, chapter = {32}, address = {Ottawa}, abstract = {Business ecosystems are an increasingly prominent organizational form in both management research and practice. A growing body of research exists about ecosystem design, but designing local ecosystem instances within a global ecosystem is not yet well understood or defined. This article contributes a multilevel, embedded case study of the global and local ecosystems anchored around the Technovation Girls competition - the world{\textquoteright}s largest technology entrepreneurship challenge for girls. We first define the process platform driving this ecosystem and anchoring the local instances. Second, we identify key architectural properties of a global-local ecosystem. Lastly, we specify a process for defining design rules in an organizational setting. In addition to theoretical relevance for ecosystem scholarship, our results are also of practical relevance to leaders of existing or nascent global ecosystems, who may benefit from techniques described in this paper that involve designing a flexible global ecosystem architecture that accommodates local variation.}, keywords = {business ecosystems, Canada, design rules, glocalization, Mexico, multisided platform, technology entrepreneurship, Technovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1440}, url = {timreview.ca/article/1440}, author = {Jasmine A. Shaw and Steven M. Muegge} } @article {1431, title = {Editorial: Aligning Multiple Stakeholder Value Propositions (April 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {04/2021}, pages = {3-5}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1431}, url = {timreview.ca/article/1431}, author = {Tony Bailetti and Christian Keen and Stoyan Tanev} } @article {1429, title = {Editorial: Celebrating the World of Innovation (March 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {03/2021}, pages = {3-3}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1429}, url = {timreview.ca/article/1429}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1423, title = {Editorial: Digital Innovations in the Bioeconomy (February 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {02/2021}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, author = {Iivari Kunttu} } @article {1444, title = {Editorial: Distributed Ledger Technologies for Smart Digital Economies (June 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {06/2021}, pages = {3-5}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1444}, url = {timreview.ca/article/1444}, author = {Steven Muegge and Gregory Sandstrom} } @article {1469, title = {Editorial: Insights (11/12, 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {12/2021}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, author = {Mika Westerlund and Gregory Sandstrom} } @article {1452, title = {Editorial: Insights (Issue 7/8, 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {10/2021}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, author = {Mika Westerlund and Gregory Sandstrom} } @article {1416, title = {Editorial: Insights (January 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {01/2021}, pages = {3}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, keywords = {Digital disruption, digital ecosystem, eCommerce, ecosystem, FAIR, Global eCom, innovation, Innovation management, innovation process, internationalization, interoperability, knowledge, opportunity, roadmap, scientometrics, small business, sustainability, text mining, university cooperation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1416}, url = {timreview.ca/article/1416}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1437, title = {Editorial: Insights (May 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {05/2021}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1460, title = {Editorial: Living Labs (9/10, 2021)}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {12/2021}, pages = {3-5}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1460}, url = {timreview.ca/article/1460}, author = {Seppo Leminen and Dimitri Schuurman} } @article {1439, title = {The Effects of Competence-Based, Expressive and Collaborative Service Performance on the B2B Service Relationship}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {05/2021}, pages = {17-31}, publisher = {Talent First Network}, chapter = {17}, address = {Ottawa}, abstract = {Service performance is considered an essential determinant of successful business relationships. It affects the customer{\textquoteright}s repurchase intentions and, therefore, the continuity of the relationship between the service provider and the customer. Yet, due to the complexity of B2B relationships, service performance is a multi-faceted issue. It includes at least three crucial aspects: competence-based, expressive, and collaborative performance. The present paper investigates the effects of these dimensions on the buyer-supplier relationship and analyzes their mediated impact on customer repurchasing intentions. In so doing, we establish a structural equation model and test multiple hypotheses with a sample of 141 purchasing professionals from 23 countries. The findings indicate that expressive and collaborative service performance are more significant determinants of successful business relationships and influence business relationship continuity more than competence-based service performance. Also, relationship performance was found to fully mediate the links between expressive and collaborative service performance with customer repurchase intentions. The study underscores that service providers can ensure business continuity with their customers by investing in expressive and collaborative service performance.}, keywords = {B2B services, Business services, Relationship performance, Repurchase intentions, Service performance, Service purchasing}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1439}, url = {timreview.ca/article/1439}, author = {Wenting Zou and Saara A. Brax and Risto Rajala} } @article {1412, title = {Enabling and Promoting Sustainability through Digital API Ecosystems: An example of successful implementation in the smart city domain}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {01/2021}, pages = {4-10}, publisher = {Talent First Network}, chapter = {4}, address = {Ottawa}, abstract = {Recent studies have recognized that digital ecosystems can enhance the transformation of enterprises and the sustainability of cooperation networks by enabling a regulated and governed exchange of data between different stakeholders according to common rules. Thanks to digital ecosystems, data can be effectively distributed and leveraged to build innovative services in various contexts, such as smart cities or corporate solutions. In this paper we apply the Cefriel Digital Ecosystem Toolkit approach, which was first adopted to foster digital interoperability during the 2015 World Exposition in Milan, Italy. The goal of this lightweight approach is to combine technologies for building API-based solutions with governance processes and common participation guidelines. Moreover, we argue that this approach fosters data sustainability responding to the FAIR (Findability, Accessibility, Interoperability, Reusability) principles for data management and stewardship. Since 2015, this approach has been applied in several projects and featured by the European Commission{\textquoteright}s JRC and the USA{\textquoteright}s NIST. The Cefriel Digital Ecosystem Toolkit approach now supports the creation of many-to-many digital relationships between stakeholders operating in various domains, allowing the discovery and reuse of digital assets owned by companies and organizations of any type and size, as well as supporting the development of added value services for citizens and other end-users.}, keywords = {digital ecosystem, FAIR, interoperability, sustainability}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1412}, url = {timreview.ca/article/1412}, author = {Maurizio Brioschi and Michele Bonardi and Nadia Fabrizio and Alfonso Fuggetta and Emiliano Sergio Verga and Maurilio Zuccal{\`a}} } @article {1461, title = {Expect the Unexpected: Investigating co-creation projects in a Living Lab}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {12/2021}, pages = {6-20}, publisher = {Talent First Network}, chapter = {6}, address = {Ottawa}, abstract = {Living Labs (LLs) are complex multi-stakeholder environments that enable real-life testing and experimentation of products, services, and systems. Despite increasing attention by practitioners as well as policymakers, and growing scholarly interest in the field, the literature exploring congruency between organisational objectives and outcomes when utilising LLs is still scarce. To fill this gap, a qualitative case study is employed to gain an in-depth understanding of objectives and project outcomes of organisations utilising LLs. The LL JOSEPHS{\textregistered} was chosen as this study{\textquoteright}s empirical context, in which 14 different projects were analysed. In-depth interviews revealed eight categories of measurable project outcomes: market acceptance, price acceptability, exposure, product testing, market intelligence, legitimisation, method testing, and networking. This study not only highlights what companies have achieved in comparison to their original project objectives, but also identifies additional unplanned outcomes that they accomplished. The findings offer important project-level insights into the potential and limitations of LLs. The results form a basis upon which to develop a better understanding of how innovation performance can be nurtured in LLs. Insights from the study may also help firms and facilitators by providing a deeper understanding of LLs at an individual project-level, and by articulating potential objectives and outcomes associated with organisations{\textquoteright} involvement in LLs.}, keywords = {co-creation, innovation, Innovation management, Living lab, Open innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1461}, url = {timreview.ca/article/1461}, author = {Katharina De Vita and Riccardo De Vita} } @article {1446, title = {An Exploration of Blockchain-based Traceability in Food Supply Chains: On the Benefits of Distributed Digital Records from Farm to Fork}, journal = {Technology Innovation Management Review}, volume = {11}, year = {2021}, month = {06/2021}, pages = {6-18}, publisher = {Talent First Network}, chapter = {6}, address = {Ottawa}, abstract = {There are growing internal and external pressures for traceability in food supply chains due to food scandals. Traceability refers to tracking food from the consumer back to the farm and vice versa for quality control and management. However, many traceability solutions have failed to meet the needs of supply chain stakeholders. Blockchain is a novel distributed database technology that could solve some issues of traditional traceability systems, such as cost of adoption and vulnerabilities to hacking and data tampering. This study aims to gain insights on the benefits of applying blockchain technology for traceability in food supply chains through literature review and an investigation of five companies that are experimenting with blockchain-based food traceability. Our findings suggest that, upon implementation and contribution by all supply chain participants, blockchain-based traceability can provide cost-savings, reduced response time to food scandals and food-borne illness outbreaks, improved security and accuracy, better compliance with government regulations, and thus increase consumer trust.}, keywords = {blockchain, distributed ledger technology, food innovation, Food safety, food supply chain, supply chain management, traceability}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1446}, url = {timreview.ca/article/1446}, author = {Mika Westerlund and Soham Nene and Seppo Leminen and Mervi Rajahonka} } @article {1311, title = {Ecosystem Value Creation and Capture: A Systematic Review of Literature and Potential Research Opportunities}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {01/2020}, pages = {16-34}, publisher = {Talent First Network}, chapter = {16}, address = {Ottawa}, abstract = {Collaboration, co-creation, and competition are essential strategies for success in today{\textquoteright}s modern businesses. In comparison with former ways of doing business in isolation, ecosystems nowadays have created ample opportunities for generating significantly more values. However, there are also potential threats in the pathway towards success in ecosystems. Ecosystem value creation and capture (EVCC) has recently gained significant attention in the academic literature of business and management. Yet, due to the complex structures of ecosystems and ambiguity in understanding value creation and capture in ecosystems, the contributions heretofore are fragmented, where scholars analysed different aspects of EVCC. The present study offers a systematic review of the literature to shed light on the EVCC studies. The content analysis of a fine-grained sample of articles relevant to EVCC revealed that despite the initiation of discussions in 2007, the topic did not gain noticeable attention until 2016. A 150\% increase in the number of papers has since been observed. The paper contributes to the intersection of strategy and studies on EVCC by synthesizing existing knowledge, illuminating current EVCC research, and highlighting potential research avenues. }, keywords = {ecosystem, strategy, Systematic literature review, value capture, value creation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1311}, url = {timreview.ca/article/1311}, author = {Behrooz Khademi} } @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 {1390, title = {Editorial: Innovating in Times of Crisis (September 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {09/2020}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1390}, url = {timreview.ca/article/1390}, author = {Stoyan Tanev and Gregory Sandstrom} } @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 {1323, title = {Editorial: Insights (February 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {02/2020}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1323}, url = {timreview.ca/article/1323}, author = {Gregory Sandstrom} } @article {1298, title = {Editorial: Insights (January 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {01/2020}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, keywords = {AI, artificial intelligence, B2B sales, big data, business-to-business sales, data-based value, digital solutions, ecosystem, ecosystems, Ethics, Gujarat State, Indian IT industry, innovation, IT clusters, Knowledge Innovation clusters, Networks Analysis, regional development, Roboethics, Smart robot, strategy, Systematic literature review, technology, value capture, value creation, value sales}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1298}, url = {timreview.ca/article/1298}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1375, title = {Editorial: Insights (July 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {07/2020}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1375}, url = {timreview.ca/article/1375}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1363, title = {Editorial: Insights (June 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {06/2020}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, keywords = {Bitcoin, blockchain, crowdfunding, crypto assets, cryptocurrencies, developing countries., distributed ledger technology, Employeedriven innovation, entrepreneurial finance, entrepreneurship, Ethereum, Financial industry, FinTech, ICOs, IEO, innovation, intellectual property rights, internationalization, IT industry, job autonomy, mining industry, moral hazard, need for autonomy, new company, Porter{\textquoteright}s Five Forces framework, regulation, scaling company value, scaling-up, self-leadership, signaling, SME, STO, sustainability, technological environment, technology, technology readiness, token offering, token sales, tokenization, value proposition, value proposition alignment, venture capital}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1363}, url = {timreview.ca/article/1363}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1404, title = {Editorial: Insights (November 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {11/2020}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, keywords = {AI innovation and maturity, and diaspora entrepreneurs., artificial intelligence, confidential information, criminal law, digitally enhanced teamwork, economic espionage, entrepreneurship, health technology, immigrants, Innovation management, living labs, migration, Multidisciplinarity, situated practice, small and medium-sized enterprises, stakeholder participation, sustainability, trade secrets, transnationals}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1404}, url = {timreview.ca/article/1404}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1396, title = {Editorial: Insights (October 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {10/2020}, pages = {3-3}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, keywords = {Advanced Analytics, AI maturity. Data science, AI value chain, AI-driven platform innovation, Artificial Intelligence (AI), big data, business decision-making, business model components, business models, content analysis, data-dominant logic, dominant logic, empirical study, enterprise platform, industries, online communication, online data collection, organizational and managerial requirements, principal component analysis, R\&D, research and development, secondary data. Sustainability, SMEs. Disruptive innovation, sustainable innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1396}, url = {timreview.ca/article/1396}, author = {Gregory Sandstrom} } @article {1381, title = {Editorial: ISPIM Bangkok (August 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {08/2020}, pages = {3}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, keywords = {Basic research, biotech startups., co-working, Conceptual research, disruption, incubators, innovation, Integrative marketing, investors, knowledge-sharing, Open marketing, organizational capabilities, Pharmaceutical companies, roles, service ecosystems, service entities, service-dominant logic, stakeholders, strategic marketing, strategy-innovation link, structured literature review, triadic relationships, University and Public research institute, value co-creation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1380}, url = {timreview.ca/article/1380}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1331, title = {Editorial: Rapid Product Development and R\&D (March 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {03/2020}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1331}, url = {timreview.ca/article/1331}, author = {Iivari Kunttu and Charles Camarda and Antti Perttula} } @article {1351, title = {Editorial: Sharing Economy and Government Innovation (May 2020)}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {05/2020}, pages = {3-5}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1351}, url = {timreview.ca/article/1351}, author = {Shenja van der Graaf and Carina Veeckman} } @article {1340, title = {The Effect of Machine Learning on Knowledge-Intensive R\&D in the Technology Industry}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {03/2020}, pages = {88-98}, publisher = {Talent First Network}, chapter = {88}, address = {Ottawa}, abstract = {The impact of such current state-of-the-art technology as machine learning (ML) on organizational knowledge integration is indisputable. This paper synergizes investigations of knowledge integration and ML in technologically advanced and innovative companies, in order to elucidate the value of these approaches to organizational performance. The analyses are based on the premise that, to fully benefit from the latest technological advances, entity interpretation is essential to fully define what has been learned. Findings yielded by a single case study involving one technological firm indicate that tacit and explicit knowledge integration can occur simultaneously using ML, when a data analysis method is applied to transcribe spoken words. Although the main contribution of this study stems from the greater understanding of the applicability of machine learning in organizational contexts, general recommendations for use of this analytical method to facilitate integration of tacit and explicit knowledge are also provided.}, keywords = {artificial intelligence, explicit knowledge, knowledge integration, ML, tacit knowledge, technological firm}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1340}, url = {timreview.ca/article/1340}, author = {Daniel Viberg and Mohammad H. Eslami} } @article {1408, title = {Embracing Product Innovativeness in Technology Firms: The Impact of Management Model Principles}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {12/2020}, pages = {31-45}, publisher = {Talent First Network}, chapter = {31}, address = {Ottawa}, abstract = {Extending the debate on how to enable and manage innovation requires a discussion of the potential beneficial impact of management models and corresponding principles. In this paper, we draw on literature involving product innovativeness and management models to propose that product innovativeness is facilitated and influenced by practices and principles traceable in different management models. We test our hypotheses with data from a sample of high technology firms. Findings suggest that management models and principles have varying impacts on product innovativeness. Specifically, we found the principles of obliquity, emergence, and intrinsic motivation as significant enablers of product innovativeness, along with extrinsic motivation. Also, each management model differently impacted and fostered product innovativeness.}, keywords = {innovation, Management Model, Product innovativeness, Technology firms}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1408}, url = {timreview.ca/article/1408}, author = {P{\i}nar B{\"u}y{\"u}kbalc{\i} and Esin Ertemsir and Zayneb Boukari} } @article {1367, title = {An Empirical Study into the Individual-Level Antecedents to Employee-Driven Innovation}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2020}, month = {06/2020}, pages = {42-52}, publisher = {Talent First Network}, chapter = {42}, address = {Ottawa}, abstract = {The purpose of this paper is to link individual-level factors (such as need for autonomy, self-leadership, and perceived job autonomy) to employee-driven innovation with self-leadership as an indirect link. The study is based on survey data of 315 employees in the banking sector, collected in two waves where the variables were separated in time. The hypothesized model was analysed using a structural equation model on Stata. First, it was found that the need for autonomy had an indirect association with employee-driven innovation through self-leadership. Second, the findings show that self-leadership had a positive relationship with employee-driven innovation. Finally, there was no support found for the moderating role of perceived job autonomy between self-leadership and employee-driven innovation. The findings in this paper are important because they identify individual-level antecedents of employee-driven innovation.}, keywords = {employee-driven innovation, job autonomy, need for autonomy, self-leadership}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1367}, url = {timreview.ca/article/1367}, author = {Chukwuemeka K. Echebiri} } @article {1334, title = {Enabling Rapid Product Development through Improved Verification and Validation Processes}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {03/2020}, pages = {25-36}, publisher = {Talent First Network}, chapter = {25}, address = {Ottawa}, abstract = {Fierce competition in consumer electronics market has raised a lot of challenges for product development. Products now must enter to the market as fast as possible. The verification and validation (V\&V) process is normally the most resource-demanding activity in product development (PD), and thus also has huge potential for improvement. The V\&V process is traditionally executed near the end of the development process, and is one of the most critical activities because it identifies design errors. Error correction for a nearly complete product is often difficult and therefore can cause unexpected delays in product delivery. Performing V\&V activities in early phases of the PD process and utilising V\&V methods other than testing has proven to be a good approach to reduce risks associated with taking a long time to reach the market. However, V\&V can only be carried out when verifiable requirements exist. This paper focuses on the importance of moving V\&V activities to each phase of PD by defining the requirements for components and modules. In addition, we explore how some of product-level requirements can be verified before a product has been integrated, and explain the difference between definitions of verification and validation requirements. Finally, we present the idea of changing the focus of verification activities from being set-based in the early phase of development, to being point-based when the product is close to completion.}, keywords = {agile, requirements, set-based design, validation, Verification}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1334}, url = {timreview.ca/article/1334}, author = {Antti Perttula and Joni Kukkam{\"a}ki} } @article {1326, title = {The Ethical Dimensions of Public Opinion on Smart Robots}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {02/2020}, pages = {25-36}, publisher = {Talent First Network}, chapter = {25}, address = {Ottawa}, abstract = {This article investigates public opinion about smart robots, with special focus on the ethical dimension. In so doing, the study reviews relevant literature and analyzes data from the comments sections of four publically available online news articles on smart robots. Findings from the content analysis of investigated comments suggest that public opinion about smart robots remains fairly negative, and that public discussion is focused on potentially negative social and economic impacts of smart robots on society, as well as various liability issues. In particular, many comments were what can only be called {\textquotedblleft}apocalyptical{\textquotedblright}, suggesting that the rise of smart robots is a threat to the very existence of human beings, and that the replacement of human labour by smart robots will lead to deepening the socio-economic gap, and concentrating power and wealth in the hands of even fewer people. Further, public discussion seems to pay little attention to the debate on whether robots should have {\textquotedblleft}rights{\textquotedblright}, or on the increasing environmental effects of the growth in robotics. This study contributes to the extant literature on {\textquotedblleft}roboethics{\textquotedblright}, by suggesting a dendrogram approach to illustrate themes based on a qualitative content analysis. It suggests that smart robot manufacturers should ensure better transparency and inclusion in their robotics design processes to foster public adoption of robots.}, keywords = {Content analysis., Ethics, Public opinion, Roboethics, Smart robot}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1326}, url = {timreview.ca/article/1326}, author = {Mika Westerlund} } @article {1312, title = {An Ethical Framework for Smart Robots}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {01/2020}, pages = {35-44}, publisher = {Talent First Network}, chapter = {35}, address = {Ottawa}, abstract = {This article focuses on {\textquotedblleft}roboethics{\textquotedblright} in the age of growing adoption of smart robots, which can now be seen as a new robotic {\textquotedblleft}species{\textquotedblright}. As autonomous AI systems, they can collaborate with humans and are capable of learning from their operating environment, experiences, and human behaviour feedback in human-machine interaction. This enables smart robots to improve their performance and capabilities. This conceptual article reviews key perspectives to roboethics, as well as establishes a framework to illustrate its main ideas and features. Building on previous literature, roboethics has four major types of implications for smart robots: 1) smart robots as amoral and passive tools, 2) smart robots as recipients of ethical behavior in society, 3) smart robots as moral and active agents, and 4) smart robots as ethical impact-makers in society. The study contributes to current literature by suggesting that there are two underlying ethical and moral dimensions behind these perspectives, namely the {\textquotedblleft}ethical agency of smart robots{\textquotedblright} and {\textquotedblleft}object of moral judgment{\textquotedblright}, as well as what this could look like as smart robots become more widespread in society. The article concludes by suggesting how scientists and smart robot designers can benefit from a framework, discussing the limitations of the present study, and proposing avenues for future research.}, keywords = {AI, artificial intelligence, Ethics, Roboethics, Smart robot}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1312}, url = {timreview.ca/article/1312}, author = {Mika Westerlund} } @article {1329, title = {Examining the Relationship Between Cybersecurity and Scaling Value for New Companies}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {02-2020}, pages = {62-70}, publisher = {Talent First Network}, chapter = {62}, address = {Ottawa}, abstract = {We explore the cybersecurity-scaling relationship in the context of scaling new company value rapidly. The relationship between the management of what a new company does to protect against the malicious or unauthorized use of electronic data, and the management of what a new company does to scale company value rapidly is important, but not well understood. We use a topic modelling technique to identify the eight topics that best describe a corpus comprised of 137 assertions about what new companies do to scale company value rapidly, manually examine the stability of the topics extracted from the dataset, and describe the relationship between 17 assertions about how to manage cybersecurity in new companies, and the six topics found to be stable. The six stable topics are labelled Fundraise, Enable, Position, Communicate, Innovate, and Complement. We find that of the 17 cybersecurity assertions, seven are related to Position, two to Innovate, one to Fundraise and, one to Complement. Six cybersecurity assertions were not found to be strongly related to any of the eight topics. This paper contributes to our understanding of cybersecurity in the context of a new company that scales its value rapidly, an application of topic modelling to perform small-scale data analysis, and a manual approach to examine the stability of the topics extracted by the topic modelling technique. We expect this paper to be relevant to new companies{\textquoteright} top management teams, members of the networks upon which new companies depend for to scale company value, accelerators and incubators, as well as academics teaching or carrying out research in entrepreneurship. }, keywords = {cybersecurity, scaling company value, scaling initiatives, topic model stability}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1329}, url = {timreview.ca/article/1329}, author = {Tony Bailetti and Daniel Craigen} } @article {1324, title = {Examining the Relationship Between Value Propositions and Scaling Value for New Companies}, journal = {Technology Innovation Management Review}, volume = {10}, year = {2020}, month = {02/2020}, pages = {5-13}, publisher = {Talent First Network}, type = {Journal }, chapter = {5}, address = {Ottawa}, abstract = {To scale company value rapidly, a new company needs to develop value propositions for diverse parties, customers, investors, partners, suppliers, employees, and other resource owners, as well as align these value propositions with its scaling objectives. The purpose of this paper is to examine the relationships between value propositions for a diverse set of parties, and efforts from a new company to scale company value rapidly. We review the value proposition literature and then examine the relationships between 19 assertions about value propositions, as well as six stable topics that best describe the SERS corpus, which is comprised of 137 assertions about scaling companies early, rapidly, and securely. Conducting a topic model of eight topics led to six stable topics: Fundraise, Enable, Position, Communicate, Innovate, and Complement. We find that of the 19 assertions about value propositions, four are connected to Complement, four to Innovate, one to Position, one to Fundraise, and one to Communicate. A total of eight assertions about value propositions are not connected to any of the six stable topics. This paper contributes to our understanding of how a new company scales company value rapidly, adding an application of topic modelling to perform small-scale data analysis. The findings are expected to be relevant to entrepreneurs and new companies worldwide.}, keywords = {scaling company value, scaling objectives, topic modeling, topic stability, value proposition}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1324}, url = {timreview.ca/article/1324}, author = {Tony Bailetti and Stoyan Tanev} } @article {1253, title = {The Ecosystem Knowledge Explorer: A Tool to Systematically Discover External Knowledge}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {07/2019}, pages = {28-40}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {It is crucial for any organization to discover knowledge from ecosystem-specific sources of knowledge that are considered external to the organization. Since knowledge exploration is a resource-intensive task for organizations, untimely or excessive knowledge exploration have detrimental impacts on the innovativeness and competitiveness of organizations. The benefits of performance measurement and management tools for knowledge management in organizations have been known for many years now. Therefore, the application of similar tools in ecosystems may enable actors to have access to valuable external knowledge. However, there is a paucity of such tools in management scholarship. The purpose of this study is to bridge this gap by proposing a conceptual tool {\textendash} the Ecosystem Knowledge (EK) Explorer, which generates insightful knowledge for ecosystem actors using codified technical knowledge (e.g., scientific publications and patents). Not only does the EK Explorer reduce the uncertainty and fuzziness of the knowledge exploration phase for ecosystem actors, it also enables them to save resources and have access to strategic knowledge regarding competition, collaboration, technology management, and policy making in ecosystems. Bibliometric analysis, social network analysis, and text mining were used to conceptualize the constructs and measurable variables of the EK Explorer. }, keywords = {ecosystem, knowledge management, performance measurement, social network analysis, text mining}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1253}, url = {https://timreview.ca/article/1253}, author = {Behrooz Khademi} } @article {1228, title = {Editorial: Action Research (April 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {04/2019}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {action research, innovation, participative, participatory research}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1228}, url = {https://timreview.ca/article/1228}, author = {Chris McPhee and Magnus Hoppe and Erik Lindhult} } @article {1236, title = {Editorial: Action Research (May 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {05/2019}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {action research, innovation, participative, participatory research}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1236}, url = {https://timreview.ca/article/1236}, author = {Chris McPhee and Magnus Hoppe and Erik Lindhult} } @article {1286, title = {Editorial: Artificial Intelligence and Innovation Management (December 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {12/2019}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1286}, url = {timreview.ca/article/1286}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1270, title = {Editorial: Celebrating Innovation in Florence (October 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {10/2019}, pages = {3-4}, chapter = {3}, keywords = {behavioural economics, behavioural science, bibliometric analysis, business models, Buyer-Supplier Relationships, choice architecture, collaboration, consumer-to-business, Content creator-based business models, content creators, creativity management, digital platforms, digital technologies, digital transformation, Digital user involvement, digitalization, digitization, disruption, e-commerce, human-centered data economy, IIoT, Industry 4.0, innovation, innovation policy, intellectual commerce, Living lab, mission-led science, multisided platforms, personal data, research impact, social commerce, Supplier Integration, taxonomy, user-generated content}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1256, title = {Editorial: Innovation for Global and Local Impact (August 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {08/2019}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, keywords = {ISPIM,}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1256}, url = {https://timreview.ca/article/1256}, author = {Stoyan Tanev and Gregory Sandstrom} } @article {1214, title = {Editorial: Insights (February 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {02/2019}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {digital innovation, digital transformation, innovation, innovation ecosystems, management, sharing economy, technology}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1214}, url = {https://timreview.ca/article/1214}, author = {Chris McPhee} } @article {1250, title = {Editorial: Insights (July 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {07/2019}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {accelerators, adoption, Africa, architecture, business ecosystems, business models, design, digital payments, entrepreneurship, incubators, Innovation management, ISPIM, knowledge management}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1250}, url = {https://timreview.ca/article/1250}, author = {Chris McPhee} } @article {1244, title = {Editorial: Insights (June 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {06/2019}, pages = {3-3}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {action research, development projects, digitization, innovation, management innovation, women entrepreneurs, women managers}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1244}, url = {https://timreview.ca/article/1244}, author = {Chris McPhee} } @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 {1220, title = {Editorial: Living Labs (March 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {03/2019}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {accelerators, business models, frameworks, innovation, living labs, Open innovation, stakeholders, sustainability, tools, UN Sustainable Development Goals, urban living labs}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1220}, url = {https://timreview.ca/article/1220}, author = {Chris McPhee and Anna St{\r a}hlbr{\"o}st and Abdolrasoul Habibipour and Mari Runardotter and Diana Chron{\'e}er} } @article {1263, title = {Editorial: Smart Cities (September 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {09/2019}, pages = {3-4}, publisher = {Talent First Network}, chapter = {3}, address = {Ottawa}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1263}, url = {https://timreview.ca/article/1263}, author = {Iivari Kunttu} } @article {1207, title = {Editorial: Technology Commercialization and Entrepreneurship (January 2019)}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {01/2019}, pages = {3-8}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {commercialization, digitalization, e-leadership, entrepreneurship, framework, innovation, internationalization, legitimacy, management, SMEs, startups, technology, technology intensity, ventures}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1207}, url = {https://timreview.ca/article/1207}, author = {Chris McPhee and Ferran Giones and Dev K. Dutta} } @article {1211, title = {The Effect of Digitalization on the Commercialization Process of High-Technology Companies in the Life Sciences Industry}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {01/2019}, pages = {49-63}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article examines how digitalization influences the commercialization of high technologies in the life sciences industry. It is based on a cross-case study focused on pharmaceutical, medical device, and e-health companies in Finland. Both company representatives and regional stakeholders were interviewed. The findings suggest that {\textquotedblleft}digitalization{\textquotedblright} needs to be distinguished from {\textquotedblleft}digitization{\textquotedblright} because both terms seem to be misused or used interchangeably. The findings also show that digitalization led to a concurrent implementation of commercialization processes. Furthermore, the findings revealed that digitalization positively influenced commercialization activities, especially information sourcing and management, various assessments, and official activities, big data creation, and activity routinization. It was also revealed that the creation of new sets of big data and fear of digital attacks are negative influences on digitalization. These findings make a theoretical contribution to the discourses on digitalization and commercialization, but they also provide insights for scientists, engineers, and life science companies.}, keywords = {commercialization process, digitalization, Finland, life sciences}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1211}, url = {https://timreview.ca/article/1211}, author = {Saheed A. Gbadegeshin} } @article {1212, title = {E-Leadership in Small and Medium-Sized Enterprises in the Developing World}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {01/2019}, pages = {64-74}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Small- and medium-sized enterprises (SMEs) play an important role in the economies of many developing countries. A critical challenge faced by SME leaders, as digitization continues, is how to adopt digital technologies to create value and enable faster product commercialization. There is a paucity of empirical research examining how e-leadership in SMEs drives technology and new product commercialization processes in the developing world. In this study, we have broadened the notion of what constitutes e-leadership, from the perspective of how advanced information technologies affect the leadership dynamic and the appropriation of advanced information technologies. Although there have been several studies on leading technologies in developed countries, we focus on developing an e-leadership framework for SMEs in developing economies. Using this framework and five selection criteria, we conducted 11 interviews with a sample of successful SMEs selected from a pool of 2,240 firms in the city of Johannesburg, South Africa. We conclude by highlighting the five key findings of this study, which explain how SMEs can develop effective e-leadership to foster commercialization and improve firm performance.}, keywords = {commercialization, developing country, digital technology, e-leadership, small- and medium-sized enterprises, SMEs}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1212}, url = {https://timreview.ca/article/1212}, author = {Maksim Belitski and Bain Liversage} } @article {1258, title = {Elon Musk and SpaceX: A Case Study of Entrepreneuring as Emancipation}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {08/2019}, pages = {18-29}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Elon Musk and SpaceX are central to the profound change underway in the space industry, opening up the sector to entrepreneurship and innovation by non-traditional new entrants. We employ the emancipation perspective on entrepreneuring as a theoretical lens to describe, explain, and interpret the entrepreneuring activities of Musk to launch and grow SpaceX. Applying an event study approach combining case methods and process theory methods on publicly-available sources, we develop six examples of seeking autonomy, seven examples of authoring, and four examples of making declarations\—the three core elements of the emancipation perspective. Our work contributes to the theory and practice of innovation by adding to the corpus of descriptive case studies that examine entrepreneuring as an emancipatory process.}, keywords = {Elon Musk,}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1258}, url = {https://timreview.ca/article/1258}, author = {Steven Muegge and Ewan Reid} } @article {1241, title = {Embedded Master{\textquoteright}s Students Conduct Highly Relevant Research Using Industry as Their Laboratory}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {05/2019}, pages = {54-73}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article analyzes participatory action research conducted by Systems Engineering master{\textquoteright}s students embedded fifty percent in industrial companies for three years. The resulting papers authored by these students identify challenges and effective practices suitable for knowledge transfer between industry and academia. The analysis covers 181 completed master{\textquoteright}s projects, with a detailed analysis of 40 papers that have been published in international conferences and journals. The publication rate of about 23\% shows that these students contribute actively to the body of Systems Engineering knowledge. This study analyzes master{\textquoteright}s projects at three levels {\textendash} industrial problem and drivers; Systems Engineering methods; and research method feasibility {\textendash} and provides valuable lessons learned by applying the industry-as-laboratory approach. Embedding students in industry has resulted in publications that do not suffer from the main challenges of participatory research such as delays, repeatability, and only action and not research. These insights are valuable both for industry and for academia in future work to enhance innovations.}, keywords = {action research, energy, experimental learning, industrial knowledge, industry as laboratory, innovations, knowledge transfer, lessons learned, master project, master{\textquoteright}s students, participatory research, situated learning, systems engineering, systems of systems}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1241}, url = {https://timreview.ca/article/1241}, author = {Kristin Falk and Gerrit Muller} } @article {1282, title = {The Emergence of Deepfake Technology: A Review}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {11/2019}, pages = {40-53}, publisher = {Talent First Network}, chapter = {40}, address = {Ottawa}, abstract = {Novel digital technologies make it increasingly difficult to distinguish between real and fake media. One of the most recent developments contributing to the problem is the emergence of deepfakes which are hyper-realistic videos that apply artificial intelligence (AI) to depict someone say and do things that never happened. Coupled with the reach and speed of social media, convincing deepfakes can quickly reach millions of people and have negative impacts on our society. While scholarly research on the topic is sparse, this study analyzes 84 publicly available online news articles to examine what deepfakes are and who produces them, what the benefits and threats of deepfake technology are, what examples of deepfakes there are, and how to combat deepfakes. The results suggest that while deepfakes are a significant threat to our society, political system and business, they can be combatted via legislation and regulation, corporate policies and voluntary action, education and training, as well as the development of technology for deepfake detection, content authentication, and deepfake prevention. The study provides a comprehensive review of deepfakes and provides cybersecurity and AI entrepreneurs with business opportunities in fighting against media forgeries and fake news.}, keywords = {artificial intelligence, cybersecurity, deep learning, Deepfake, fake news}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1282}, url = {timreview.ca/article/1282}, author = {Mika Westerlund} } @article {1240, title = {Employee-Driven Innovation: An Intervention Using Action Research}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {05/2019}, pages = {44-53}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article describes an intervention to design and test a method for employee-driven innovation and a model for learning among managers and development leaders. The empirical basis for the intervention focused on personal assistants in the home service within a municipality in Sweden. The intervention was carried out using action research in on a series of workshops with a group of employees, managers, development leaders. Using a {\textquotedblleft}stage{\textquotedblright} and {\textquotedblleft}stands{\textquotedblright} theatre metaphor, employees engaged in collective, innovative learning {\textquotedblleft}on the stage{\textquotedblright} combined with observations and reflections from managers and development leaders {\textquotedblleft}in the stands{\textquotedblright}. This article contributes a method that can generate creative ideas among the employees and a model that can stimulate experience-based learning through observations. The intervention also shows that action research can be used to develop and test methods and models. }, keywords = {development, dialogue, ideas, learning, organizational innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1240}, url = {https://timreview.ca/article/1240}, author = {Mats Holmquist and Anna Johansson} } @article {1259, title = {Escaping the {\textquoteleft}Faster Horses{\textquoteright} Trap: Bridging Strategic Foresight and Design-Based Innovation}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {08/2019}, pages = {30-42}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Design thinking is inherently and invariably oriented towards the future in that all design is for products, services or events that will exist in the future, and be used by people in the future. This creates an overlap between the domains of design thinking and strategic foresight. A small but significant literature has grown up in the strategic foresight field as to how design thinking may be used to improve its processes. This paper considers the other side of the relationship: how methods from the strategic foresight field may advance design thinking, improving insight into the needs and preferences of users of tomorrow, including how contextual change may suddenly and fundamentally reshape these. A side-by-side comparison of representative models from each field is presented, and it is shown how these may be assembled together to create a foresight-informed design thinking process.}, keywords = {design thinking,}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1259}, url = {https://timreview.ca/article/1259}, author = {Adam Gordon and Rene Rohrbeck and Jan Schwarz} } @article {1223, title = {Exploring Participation Needs and Motivational Requirements When Engaging Older Adults in an Emerging Living Lab}, journal = {Technology Innovation Management Review}, volume = {9}, year = {2019}, month = {03/2019}, pages = {38-49}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {There is a growing body of literature regarding living labs, which are seen as an effective way to develop and evaluate research for novel products and services with the actual end users. With growth in the living labs model, there is an increasing need for guidelines to steer and support the set-up and maintenance of initiatives, and to facilitate relationships and engagement with stakeholders and users in this context. This study seeks to address this need, in part, by exploring the needs, expectations, and motivations that older adults have in relation to research participation in an emerging living lab. This work is part of a wider research project to develop an integrated framework to guide emerging living labs. Eight semi-structured interviews were undertaken with six residents and two family members from two residential settings for older adults that were collaborating to establish a living lab environment. A concept-driven coding frame supported the coding and analysis of the interview transcripts. The results provide insights in relation to participant motivation to take part in research, and they identify some issues of concern for participants, both residents and family members, related to living lab initiatives. As a first step in developing a successful living lab culture of collaborative research, this study has demonstrated that open discussion with residents and their families should continue to guide processes and research design as the emerging living lab initiative continues. }, keywords = {family views, Living lab, motivation to participate, older adults, research participation, user expectations, user needs}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1223}, url = {https://timreview.ca/article/1223}, author = {Tiziana C. Callari and Louise Moody and Janet Saunders and Gill Ward and Nikki Holliday and Julie Woodley} } @article {1147, title = {Editorial: Frugal Innovation (April 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {04/2018}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {development processes, emerging markets, frugal innovation, grassroots, healthcare, inclusion, internationalization, patterns, SMEs, sustainability}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1147}, url = {http://timreview.ca/article/1147}, author = {Chris McPhee and Deepak S. Gupta and Mokter Hossain} } @article {1134, title = {Editorial: Inclusive Innovation in Developed Countries (February 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {02/2018}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {biotechnology, convergent innovation, food security, inclusive growth, inclusive innovation, maker spaces, Open innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1134}, url = {http://timreview.ca/article/1134}, author = {Chris McPhee and R. Sandra Schillo and Louise Earl and Jeff Kinder} } @article {1128, title = {Editorial: Innovation and Entrepreneurship in India (January 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {01/2018}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {emerging markets, entrepreneurship, India, innovation, rural, startups}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1128}, url = {http://timreview.ca/article/1128}, author = {Chris McPhee and Punit Saurabh} } @article {1166, title = {Editorial: Innovation Management (July 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {07/2018}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {corporate incubators, entrepreneurial ecosystems, innovation capacity, innovation ecosystems, Innovation management, ISPIM, KPIs, living labs, middle managers, topic modelling}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1166}, url = {http://timreview.ca/article/1166}, author = {Chris McPhee} } @article {1194, title = {Editorial: Innovation Strategy and Practice (November 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {11/2018}, pages = {3-3}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {best practice, collaboration, creativity, cybersecurity, framework, information security, innovation, innovation ecosystems, maturity model, method, model, practice, research, research institutions, strategy}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1194}, url = {https://timreview.ca/article/1194}, author = {Chris McPhee} } @article {1160, title = {Editorial: Insights (June 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {06/2018}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {3D printing, additive manufacturing, Amazon, boundary spanning, business models, civic innovation, culture, entrepreneurship, innovation integrators, knowledge transfer, living labs, sociotechnical systems, startup, university{\textendash}industry collaboration}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1160}, url = {http://timreview.ca/article/1160}, author = {Chris McPhee} } @article {1141, title = {Editorial: Insights (March 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {03/2018}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {analytics, big data, business models, closed innovation, ecosystems, emerging economies, innovation, internationalization, Internet of Things, Open innovation, technology startups, value creation, value propositions}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1141}, url = {http://timreview.ca/article/1141}, author = {Chris McPhee} } @article {1154, title = {Editorial: Insights (May 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {05/2018}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business models, co-creation, drop out, entrepreneurship, facilitation, innovation, internationalization, lean global startups, living labs, services, servitization, stakeholders, users, value propositions, value-in-use}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1154}, url = {http://timreview.ca/article/1154}, author = {Chris McPhee} } @article {1188, title = {Editorial: Insights (October 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {10/2018}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {customer foresight, data analysis, data mining, design thinking, digital platforms, industry{\textendash}academia collaboration, machine learning, market entry, Open innovation, service design}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1188}, url = {https://timreview.ca/article/1188}, author = {Chris McPhee} } @article {1181, title = {Editorial: Insights (September 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {09/2018}, pages = {3-3}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {commercialization, emerging economies, entrepreneurial marketing, export, globalization, lean, partnerships, transnational entrepreneurship, trust}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1181}, url = {https://timreview.ca/article/1181}, author = {Chris McPhee} } @article {1200, title = {Editorial: Living Labs (December 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {12/2018}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {analysis, constructs, cultural space, definition, ENoLL, framework, innovation, ISPIM, lean startup, library, living labs, methodology, stakeholder}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1200}, url = {https://timreview.ca/article/1200}, author = {Chris McPhee and Seppo Leminen and Dimitri Schuurman and Mika Westerlund and Eelko Huizingh} } @article {1173, title = {Editorial: Transdisciplinary Innovation (August 2018)}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {08/2018}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {innovation, interdisciplinary, learning, multidisciplinary, practice, transdisciplinarity, transdisciplinary}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1173}, url = {https://timreview.ca/article/1173}, author = {Chris McPhee and Martin Bliemel and Mieke van der Bijl-Brouwer} } @article {1178, title = {Exploring the Transdisciplinary Learning Experiences of Innovation Professionals}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {08/2018}, pages = {50-59}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Transdisciplinary innovation inherently involves learning how to integrate disciplines towards exploring a problem or towards developing a solution or technology. Thus, transdisciplinary innovation and transdisciplinary learning are practically interchangeable. Although transdisciplinary learning has been studied and experimented with in educational research, the understanding of it in a professional context is limited. We therefore aim our research at addressing this question of how people shift their practice towards other disciplines to address complex issues. We chose to focus on a particularly challenging context {\textendash} the shift from positivist to non-positivist learning across the career of transdisciplinary innovators when addressing complex problems. What makes this context challenging is that the siloed and heavily specialized nature of working within a disciplinary construct discourages collaboration on real-world complex problems. This context is also challenging because the analytic focus from positivist disciplines results in a reductionist approach, which limits an innovator{\textquoteright}s ability to explore problems holistically and abductively. An understanding of the learning experiences of practitioners in these contexts will inform the identification of relevant variables and attributes that encourage innovative learning for ultimately innovative practice. This identification might help us develop better support and education for innovation professionals who want to adopt transdisciplinary practices for the purposes of addressing complex problems. In this article, we discuss the results of a series of in-depth interviews to understand the learning experiences of design innovation practitioners who experienced a shift away from positivist approaches towards transdisciplinary innovation practice. We explore the research approach undertaken to study the motivations and drivers, the emotions experienced during the shift, and the implementation and dissemination of the new learning into professional practice.}, keywords = {emotion, experience, learning, professional, transdisciplinary}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1178}, url = {https://timreview.ca/article/1178}, author = {Mariana Zafeirakopoulos and Mieke van der Bijl-Brouwer} } @article {1203, title = {Exploring the Use of Stakeholder Analysis Methodology in the Establishment of a Living Lab}, journal = {Technology Innovation Management Review}, volume = {8}, year = {2018}, month = {12/2018}, pages = {26-39}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article explores how to conduct a cost-effective stakeholder analysis to investigate opportunities and interest in establishing a living lab for an autonomous ferry connection. Using an action research approach, we share our experiences with the process and results, and we reflect openly on the strengths and weaknesses of both the stakeholder methodology generally as well as our own implementation specifically. According to the cyclic nature of action research and experiential learning, the research was conducted in two iterations, with the second iteration drawing upon input from the first. We compare and discuss these two approaches in terms of costs and benefits from a practitioner{\textquoteright}s perspective. The article provides a contribution to stakeholder analysis methodology for complex, multi-stakeholder innovation initiatives, such as living labs.}, keywords = {action research, autonomous vessels, living labs, management, maritime, Open innovation, quadruple helix, stakeholder analysis}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1203}, url = {https://timreview.ca/article/1203}, author = {Marius Imset and Per Haavardtun and Marius Stian Tannum} } @article {1086, title = {Editorial: 10th Anniversary Issue (July 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {07/2017}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {ecosystems, entrepreneurship, inclusive innovation, India, knowledge commercialization, living labs, OSBR, TIM Review, topic modelling, universities, urban}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1086}, url = {http://timreview.ca/article/1086}, author = {Chris McPhee} } @article {1108, title = {Editorial: Blockchain (October 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {10/2017}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {authentication, Bitcoin, blockchain, cryptography, digital identity, economics, healthcare, internal audit, services, smart contracts, transactions, trust}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1108}, url = {http://timreview.ca/article/1108}, author = {Chris McPhee and Anton Ljutic} } @article {1122, title = {Editorial: Collaboration (December 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {12/2017}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {collaboration, collaborative capability, cooperation, coworking, education, entrepreneurial commitment, entrepreneurship, industry, interdisciplinarity, SMEs, startups, university}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1122}, url = {http://timreview.ca/article/1122}, author = {Chris McPhee} } @article {1065, title = {Editorial: Cybersecurity (April 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {04/2017}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {anomaly detection, automation, big data, cybersecurity, exploration, Hypponen{\textquoteright}s law, Internet of Things, IOT, legislation, medical devices, privacy, real time, risk assessment, security engineering, smart devices, value proposition, vulnerabilities}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1065}, url = {http://timreview.ca/article/1065}, author = {Chris McPhee and Michael Weiss} } @article {1052, title = {Editorial: Innovation in Living Labs (February 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {02/2017}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {action research, business-to-business, emotions, innovation, living labs, needsfinding, operations, reflection}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1052}, url = {http://timreview.ca/article/1052}, author = {Chris McPhee and Seppo Leminen and Mika Westerlund and Dimitri Schuurman and Pieter Ballon} } @article {1044, title = {Editorial: Innovation in Living Labs (January 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {01/2017}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {agile methods, conceptualizations, innovation labs, Innovation management, innovation tool, living labs, Open innovation, user innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1044}, url = {http://timreview.ca/article/1044}, author = {Chris McPhee and Dimitri Schuurman and Pieter Ballon and Seppo Leminen and Mika Westerlund} } @article {1094, title = {Editorial: Insights (August 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {08/2017}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {academic spin-offs, business model development, car sharing, incubation, leadership, Machiavelli, management, organizational culture, research institutes, researchers, sharing economy, social media, technology transfer}, issn = {1927-0321}, url = {http://timreview.ca/article/1094}, author = {Chris McPhee} } @article {1079, title = {Editorial: Insights (June 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {06/2017}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {competitive intelligence, creativity, cybersecurity, entrepreneurship, internal communication management, Internet of Things, service design, training, university{\textendash}industry collaboration}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1079}, url = {http://timreview.ca/article/1079}, author = {Chris McPhee} } @article {1059, title = {Editorial: Insights (March 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {03/2017}, pages = {3-3}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {collaboration, exploitation, exploration, hybrid entrepreneurship, innovation ecosystems, insourcing, organizational ambidexterity, outsourcing, part-time entrepreneurship, R\&D, roles, suppliers}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1059}, url = {http://timreview.ca/article/1059}, author = {Chris McPhee} } @article {1115, title = {Editorial: Insights (November 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {11/2017}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {academic publishing, business models, cities, collaboration, entrepreneurship, fourth industrial revolution, Industry 4.0, Internet of Things, IOT, living labs, open access, open data, Open innovation, social innovation, value propositions}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1115}, url = {http://timreview.ca/article/1115}, author = {Chris McPhee} } @article {1071, title = {Editorial: Lean and Global (May 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {05/2017}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {born global, entrepreneurship, global, international new venture, internationalization, lean, startup}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1071}, url = {http://timreview.ca/article/1071}, author = {Chris McPhee and Stoyan Tanev} } @article {1101, title = {Editorial: Platforms and Ecosystems (September 2017)}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {09/2017}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {digital transformation, ecosystems, innovation, orchestrators, platform economy, platforms, stakeholders, startups, strategy, technology, value creation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1101}, url = {http://timreview.ca/article/1101}, author = {Chris McPhee and Ozgur Dedehayir and Marko Sepp{\"a}nen} } @article {1124, title = {Educational Involvement in Innovative University{\textendash}Industry Collaboration}, journal = {Technology Innovation Management Review}, volume = {7}, year = {2017}, month = {12/2017}, pages = {14-22}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {The positive link between university research and industrial innovation has been widely recognized among academics and industrial practitioners. A remarkable volume of previous research emphasizes the importance of the transfer of academic knowledge into the industrial domain. In this sense, it is surprising that the role of university education is an almost neglected topic in the research concerning university{\textendash}industry collaboration, despite education and the creation of knowledge being a primary goal of universities and providing great potential in terms of improving competences. This study presents a case study that analyzes educational involvement in nine long-term university{\textendash}industry relationships. In all the cases, the research collaboration between industrial firm and university research group is directly associated with close educational involvement. The aim of the case analysis is to understand mechanisms and practices of educational collaboration that facilitate relational learning and innovation development in university{\textendash}industry relationships. The forms of educational involvement studied in this article include student projects, thesis projects, jointly organized courses, and tailored degree courses. The findings of the study reveal a number of educational collaboration practices that may facilitate relational learning, creation of new knowledge, as well as innovation development in university{\textendash}industry relationships.}, keywords = {academic involvement, educational involvement, innovation, knowledge transfer, university{\textendash}industry collaboration}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1124}, url = {http://timreview.ca/article/1124}, author = {Leena Kunttu} } @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 {962, title = {Editorial: Cybersecurity (February 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {02/2016}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {cybersecurity, intrusion, licensing, literature reviews, machine learning, malware, multisided platforms, new domains, open source}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/962}, url = {http://timreview.ca/article/962}, author = {Chris McPhee and Dan Craigen} } @article {984, title = {Editorial: Entrepreneurial India (May 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {05/2016}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {Brand India, entrepreneurship, higher education institutions, India, intellectual property, Make in India, Open innovation, research, startups}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/984}, url = {http://timreview.ca/article/984}, author = {Chris McPhee and Dharmesh Raval} } @article {991, title = {Editorial: Innovation and Entrepreneurship in Australia (June 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {06/2014}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {Australia, design-led innovation, ecosystem, entrepreneurship, hidden innovation, high-growth startups, innovation, innovation catalyst, ISPIM, job creation, National Innovation and Science Agenda, policy, regional innovation management, regions, strategic management}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/991}, url = {http://timreview.ca/article/991}, author = {Chris McPhee} } @article {1029, title = {Editorial: Innovation in Tourism (November 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {11/2016}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {action research, boundary objects, co-creation, crowdsourcing, innovation, living labs, smart cities, smart destinations, technology, tourism}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1029}, url = {http://timreview.ca/article/1029}, author = {Chris McPhee and David Guimont and Dominic Lapointe} } @article {1006, title = {Editorial: Insights (August 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {08/2016}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {audience commodification, business models, co-creation, corporate entrepreneurship, digital maturity model, digitization, front end of innovation, idea selection, user stories}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1006}, url = {http://timreview.ca/article/1006}, author = {Chris McPhee} } @article {999, title = {Editorial: Insights (July 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {07/2016}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business model innovation, circular economy, cooperation, industry, Innovation management, intellectual property, Open innovation, research infrastructure, value network design}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/999}, url = {http://timreview.ca/article/999}, author = {Chris McPhee} } @article {969, title = {Editorial: Insights (March 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {03/2016}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {bootlegging, crowdfunding, emerging markets, frugal innovation, patterns, quintuple helix, underground innovation, urban living lab}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/969}, url = {http://timreview.ca/article/969}, author = {Chris McPhee} } @article {1022, title = {Editorial: Insights (October 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {10/2016}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {boundary objects, ecosystems, entrepreneurial university, entrepreneurship, growth ambitions, innovation, knowledge integration, startups, strategy, tacit knowledge, teaching}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1022}, url = {http://timreview.ca/article/1022}, author = {Chris McPhee} } @article {1013, title = {Editorial: Knowledge Mobilization (September 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {09/2016}, pages = {3-3}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {design, healthcare, knowledge mobilization, knowledge translation, planning, research}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1013}, url = {http://timreview.ca/article/1013}, author = {Chris McPhee} } @article {955, title = {Editorial: Living Labs and User Innovation (January 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {01/2016}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {closed innovation, field trials, impact assessment, living labs, Open innovation, user engagement, user innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/955}, url = {http://timreview.ca/article/955}, author = {Chris McPhee and Seppo Leminen and Dimitri Schuurman and Mika Westerlund and Eelko Huizingh} } @article {976, title = {Editorial: Managing Innovation (April 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {04/2016}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {creativity, cybersecurity, entrepreneurship, frugal innovation, innovation, managing innovation, national culture, Open innovation, projects, startups}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/976}, url = {http://timreview.ca/article/976}, author = {Chris McPhee} } @article {1037, title = {Editorial: Smart Cities and Regions (December 2016)}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {12/2016}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {collaborative innovation, ecosystems, living labs, online platforms, Open innovation, regional innovation, smart cities, smart regions}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1037}, url = {http://timreview.ca/article/1037}, author = {Chris McPhee and Taina Tukiainen and Seppo Leminen and Mika Westerlund} } @article {995, title = {Employment Dynamics of Australian Entrepreneurship: A Management Perspective}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {06/2016}, pages = {33-40}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article attempts to draw together the literature on high-growth firms and management capability using Australian Government data from the Expanded Analytical Business Longitudinal Database. We tracked cohorts of new micro-sized firms (startups) over five years from birth. Compared with startups that had a low employment growth trajectory, medium- and high-growth micro-startups exhibited higher financial performance, higher innovation activity, and a greater propensity to seek external (debt or equity) finance. From a management perspective, medium- and high-growth startups were also significantly more likely to monitor and assess their performance across a wider range of performance indicators. High-growth micro-startups exhibited significantly higher operational process and organizational/managerial innovation, a higher likelihood of foreign ownership, and a greater demand for equity finance than medium-growth micro-startups. This data is consistent with other evidence that suggests that sustained high growth comes from superior strategic management and may suggest an ongoing role for government policy in building firm management capability in order to foster employment growth. }, keywords = {Australia, creative destruction, employment, entrepreneurship, high growth, innovation, management, productivity, startup}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/995}, url = {http://timreview.ca/article/995}, author = {Luke Hendrickson and Stan Bucifal and Antonio Balaguer and David Hansell} } @article {1031, title = {Empowering Local Tourism Providers to Innovate through a Living Lab Process: Does Scale Matter?}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {11/2016}, pages = {18-25}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {A destination management organization looking to integrate technology into its tourism offering tasked a living lab with engaging tourists and tourism providers in the process. At the end of the two-year initial funding period for an action research project, the process is a success and stakeholders are engaged in the innovation ecosystem. But what is next? By observing participants and gathering feedback from stakeholders through a Policy Delphi panel, the outcomes of the project and the intentions and actions of the tourism providers and other parties were identified. Innovation capacity has increased: spin-offs were created and stakeholders have embraced open and collaborative innovation. Now, stakeholders are determined to make the process sustainable by finding other funding sources. But what should be the level of cooperation and intervention? What level can best foster innovation and knowledge retention? A case study combining a grid of characteristics and levels of analysis for living labs was used to identify one key question: for a living lab in tourism, does scale matter? This article will explore that question and will contribute to the understanding of the living lab as a model of socio-territorial action.}, keywords = {action research, destination management, innovation, level, living labs, scale, socio-territorial action, territoriality, tourism}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1031}, url = {http://timreview.ca/article/1031}, author = {David Guimont and Dominic Lapointe} } @article {957, title = {Enhancing Early Innovation in an Urban Living Lab: Lessons from Espoo, Finland}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {01/2016}, pages = {17-26}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Urban areas are often characterized by complex problems, such as social and economic deprivation, segregation, or bureaucratic administration. Urban living laboratories provide a promising approach to redefining and tackling such problems in novel ways by enabling bottom-up innovation with various actors. The present study examined an urban living lab initiative in a suburban area of Espoo, Finland, where guided workshops based on the Change Laboratory method were arranged. The findings show that, before development projects are launched, it is important to dedicate sufficient time to the early innovation process, which includes building relationships, sharing knowledge, exploring ignorance, and innovating new concepts. The study emphasizes the importance of distinguishing early innovation processes from later ones, which means separating the "preject" from the "project". We conclude that successful management of an urban living lab combines bottom-up and top-down approaches.}, keywords = {Change Laboratory; innovation management, innovation process; preject; urban living labs}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/957}, url = {http://timreview.ca/article/957}, author = {Soile Juuj{\"a}rvi and Virpi Lund} } @article {1023, title = {Entrepreneurial Growth Ambitions: The Case of Finnish Technology Startups}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {10/2016}, pages = {5-16}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Technology startups are expected to be a major driving force of economic growth in Europe. The search for new high-growth startups has been particularly topical in Finland, the country that is known for its high-tech products {\textendash} and the fall of Nokia{\textquoteright}s mobile phone business. Although a record number of startups has been established in recent years, the previously identified challenge is that only a small percentage of entrepreneurial businesses are responsible for the lion{\textquoteright}s share of economic benefits typically associated with entrepreneurial activity. Hence, we need better understanding of what level of growth technology entrepreneurs aim to create and why there may be differences in growth ambitions among them. In this study, we undertook interpretivist case study research in pursuit of rich, empirically grounded understanding of entrepreneurial growth ambitions in the context of Finnish technology startups. We interviewed entrepreneurs at a Finnish startup event and supplemented this information with data available publicly on the Internet related to the growth ambitions of startups. Our study sought to increase understanding of the different aspects of entrepreneurial growth ambitions, and to explore the relationship between context and growth. Based on the findings, we suggest that growth ambitions should be seen as a complex, socially constructed concept. The growth ambitions of entrepreneurs in our study were influenced, at least in part, by their startups{\textquoteright} institutional and market contexts, the scalability of their business models, their personal characteristics and experience, and their perceptions of the barriers and constraints of the field. We conclude that startups have very different growth pathways: although the growth of one startup may depend on the talent of a few software developers, the growth of another startup may be based on its success in building international sales networks. As a result, to get most out of the support provided for a startup ecosystem, support activities should be tailored to different types of high-growth startups. }, keywords = {entrepreneurial innovation, growth ambitions, startups}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/1023}, url = {http://timreview.ca/article/1023}, author = {Arto Wallin and Kaisa Still and Katja Henttonen} } @article {960, title = {The Evolution of Intermediary Activities: Broadening the Concept of Facilitation in Living Labs}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {01/2016}, pages = {45-58}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Innovation intermediaries play an important role in open innovation endeavours. In living lab projects, where different professional identities and organizational cultures are at play, intermediary actors facilitate learning between stakeholders and manage tensions and conflicts of interest. The current living lab literature recognizes the importance and multifacetedness of these actors, but does not shed light on the work they do at a more practical level. Our study seeks to capture the variety and evolution of work tasks of user-side innovation intermediaries during and after a four-year technology project in a living lab. The study explores how these mediating actors tackle the everyday challenges of a living lab project. This article is grounded on a longitudinal qualitative case study of a innovation process for a floor monitoring system for elderly care {\textendash} the "smart floor". }, keywords = {co-design, elderly care, facilitation, health technology, innovation intermediaries, Living lab}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/960}, url = {http://timreview.ca/article/960}, author = {Louna Hakkarainen and Sampsa Hyysalo} } @article {965, title = {Examining the Modes Malware Suppliers Use to Provide Goods and Services}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {02/2016}, pages = {21-27}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Malware suppliers use various modes to provide goods and services to customers. By mode, we mean {\textquotedblleft}the way{\textquotedblright} the malware supplier chooses to function. These modes increase monetization opportunities and enable many security breaches worldwide. A theoretically sound framework that can be used to examine the various modes that malware suppliers use to produce and sell malware is needed. We apply a general model specified recently by Hagiu and Wright to study five modes that malware suppliers use to deliver goods and services to their customers. The framework presented in this article can be used to predict the mode in which a malware supplier will function; to study which types of malware suppliers, agents, and customers are attracted to each mode; to discover new modes; and to better understand the threat a malware supplier presents.}, keywords = {agents, customers, cybercrime, cybersecurity, malware, modes, multisided platform, suppliers}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/965}, url = {http://timreview.ca/article/965}, author = {Tony Bailetti and Mahmoud Gad} } @article {939, title = {Editorial: 100th Issue (November 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {11/2015}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {3D printing, born-global firms, collaborative innovation, cybersafety, cybersecurity, cyberspace, future research, innovation, lean global startups, lean startups, management, Open innovation, social innovation, supply chains, technology, technology innovation management review, TIM Review}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/939}, url = {http://timreview.ca/article/939}, author = {Chris McPhee} } @article {908, title = {Editorial: Creativity in Innovation (July 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {07/2015}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {creativity, ideation, innovation, knowledge, leadership, management, processes}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/908}, url = {http://timreview.ca/article/908}, author = {Chris McPhee} } @article {901, title = {Editorial: Critical Infrastructures and Cybersecurity (June 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {06/2015}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {botnet, club theory, critical infrastructure, cybersecurity, design principles, design science, healthcare, networked medical devices, project management maturity model}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/901}, url = {http://timreview.ca/article/901}, author = {Chris McPhee and Dan Craigen and Steven Muegge} } @article {884, title = {Editorial: Cyber-Resilience in Supply Chains (April 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {04/2015}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {cyber-attacks, cyber-resilience, cyber-risk, cybersecurity, resilience, supply chains}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/884}, url = {http://timreview.ca/article/884}, author = {Chris McPhee and Omera Khan} } @article {860, title = {Editorial: Cybersecurity (January 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {01/2015}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {automotive manufacturing, botnet takedowns, botnets, commercialization, critical infrastructure, cyber-attacks, cybersecurity, employee training, gamification, Internet, outsourcing, quantum key distribution}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/860}, url = {http://timreview.ca/article/860}, author = {Chris McPhee and Tony Bailetti} } @article {876, title = {Editorial: Innovation Tools and Techniques (March 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {03/2015}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {innovation, lean, living labs, management, processes, project management, risk, signalling, smart cities, systems engineering, techniques, technology entrepreneurship, tools}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/876}, url = {http://timreview.ca/article/876}, author = {Chris McPhee and Brendan Galbraith and Nadia Noori} } @article {917, title = {Editorial: Insights (August 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {08/2015}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business ecosystems, developing countries, drawing, enterprise gamification, innovation ecosystems; public{\textendash}private innovation networks; women entrepreneurship, knowledge ecosystems, poverty alleviation, strategy communication}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/917}, url = {http://timreview.ca/article/917}, author = {Chris McPhee} } @article {893, title = {Editorial: Insights (May 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {05/2015}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business ecosystems, cybersecurity, Innovation management, Internet of Things, non-practicing entities, open source policies, open source software, patent trolls, social innovation, transformative innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/893}, url = {http://timreview.ca/article/893}, author = {Chris McPhee} } @article {924, title = {Editorial: Insights (September 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {09/2015}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {cognitive computing, collaborative design, competence, competence-based view, coordination, entrepreneurial marketing, entrepreneurship, IBM Watson, innovation activities, living labs, Open innovation, opportunity identification, user adoption}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/924}, url = {http://timreview.ca/article/924}, author = {Chris McPhee} } @article {947, title = {Editorial: Living Labs and User Innovation (December 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {12/2015}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business models, closed innovation, context, crowdsourcing, innovation networks, living labs, Open innovation, spaces and places, urban living labs, user innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/947}, url = {http://timreview.ca/article/947}, author = {Chris McPhee and Seppo Leminen and Dimitri Schuurman and Mika Westerlund and Eelko Huizingh} } @article {931, title = {Editorial: Smart Cities and Regions (October 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {10/2015}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {collaboration, ecosystems, innovation ecosystem, living laboratories, living labs, Open innovation, regional innovation, smart cities, smart regions, smart specialisation, smart specialization, sustainability, urban capabilities}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/931}, url = {http://timreview.ca/article/931}, author = {Chris McPhee and Taina Tukiainen and Seppo Leminen and Mika Westerlund} } @article {868, title = {Editorial: Technology in Service Innovation (February 2015)}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {02/2015}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {customer experience, electronic procurement, employee-driven innovation, knowledge-intensive business services, personal health systems, service innovation, system innovation, technology, value co-creation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/868}, url = {http://timreview.ca/article/868}, author = {Chris McPhee and Stephen L. Vargo and Marja Toivonen and Risto Rajala} } @article {941, title = {The Emergence of the Lean Global Startup as a New Type of Firm}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {11/2015}, pages = {12-19}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article contributes to the interplay between international entrepreneurship, innovation networks, and early internationalization research by emphasizing the need to conceptualize and introduce a new type of firm: the lean global startup. It discussed two different paths in linking the lean startup and born-global internationalization strategies. The first path refers to generic lean startups that have undertaken a rapid internationalization strategy (i.e., lean-to-global startups). The second path refers to startups that have started operating on global scale since their inception and adopted the lean startup approach by seamlessly synergizing their global and lean product development activities. The article emphasizes several aspects that could be used as part of the theoretical foundation for conceptualizing lean global startups as a special new type of firm: i) the emergent nature of their business models, including the challenges of partnership development on a global scale; ii) the inherently relational nature of the global resource allocation processes; iii) the integration of the entrepreneurial, effectuation, and global marketing perspectives; iv) the need to deal with a high degree of uncertainty, including the uncertainty associated with cross-border business operations; and v) linking the ex-ante characteristics of lean startups with the ex-post characteristics of born-global firms in order to develop a technology adoption marketing perspective that considers the {\textquotedblleft}crossing the chasm{\textquotedblright} process as a successful entry into a global market niche. }, keywords = {born global firm, early internationalization, effectuation theory, hypothesis-driven entrepreneurship, international entrepreneurship, lean and global start-up, lean and global startup, lean startup, technology adoption lifecycle}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/941}, url = {http://timreview.ca/article/941}, author = {Erik Stavnsager Rasmussen and Stoyan Tanev} } @article {911, title = {Establishing New Codes for Creativity through Haute Cuisine: The Case of Ferran Adri{\`a} and elBulli}, journal = {Technology Innovation Management Review}, volume = {5}, year = {2015}, month = {07/2015}, pages = {25-33}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Ferran Adri{\`a} is one of the most recognized chefs in the world. His restaurant, elBulli, was awarded five times the title of the Best Restaurant in the World. Through an analysis of the last 30 years of the creative journey of elBulli, this contribution highlights that Adri{\`a} and his team of chefs succeeded in articulating two different processes: i) a process of creativity that aimed at defining a new {\textquotedblleft}school{\textquotedblright} of high cuisine and ii) a process of innovation that was expressed by the new gastronomic experiences offered to the (happy few) customers of the restaurant until its closure in 2011. A careful examination of the coupling and decoupling of these two processes shows how they fueled each other, and how the management of the organization (through a specific type of ambidexterity) was conducive to the adequate articulation of the two processes. }, keywords = {ambidexterity, creative process, creativity, elBulli, exploitation, exploration, Ferran Adri{\`a}, gastronomy, haute cuisine, innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/911}, url = {http://timreview.ca/article/911}, author = {Ignasi Capdevila and Patrick Cohendet and Laurent Simon} } @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 {843, title = {Editorial: Cybersecurity (November 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {11/2014}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {crimeware, cyber-attacks, cybersecurity, globalization, malware, safety, science of cybersecurity, scientific contributions, startups}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/843}, url = {http://timreview.ca/article/843}, author = {Chris McPhee and Tony Bailetti} } @article {833, title = {Editorial: Cybersecurity (October 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {10/2014}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {cyberattacks, cybersecurity, cyberthreats, information technology, network security, research}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/833}, url = {http://timreview.ca/article/833}, author = {Chris McPhee and Tony Bailetti} } @article {769, title = {Editorial: Emerging Technologies (March 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {03/2014}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {3D printing, big data analytics, BYOD, crowdsourcing, emerging technology, entrepreneurship, innovation, IT consumerization}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/769}, url = {http://timreview.ca/article/769}, author = {Chris McPhee and David Hudson} } @article {852, title = {Editorial: Innovation and Entrepreneurship (December 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {12/2014}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {3D printing, business models, commercialization, disruption, entrepreneurship, innovation, innovation capacity, innovation culture, patents, social entrepreneurship, social innovation, spinoffs, university technology transfer, value propositions}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/852}, url = {http://timreview.ca/article/852}, author = {Chris McPhee} } @article {816, title = {Editorial: Innovation and Entrepreneurship in India (August 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {08/2014}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {education, entrepreneurship, government support, India, innovation, knowledge systems, policy, service innovation, stakeholders, startups, uncertainty, university}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/816}, url = {http://timreview.ca/article/816}, author = {Chris McPhee and Kalyan Kumar Guin} } @article {806, title = {Editorial: Insights (July 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {07/2014}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {ambidexterity, business ecosystems, business models, entrepreneurship, improvisation, innovation, Internet of Things, knowledge-intensive business services, platforms, public good, publicly funded research, standards, strategy, value co-creation, value design}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/806}, url = {http://timreview.ca/article/806}, author = {Chris McPhee} } @article {825, title = {Editorial: Insights (September 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {09/2014}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {born global, crowdsourcing, entrepreneurship, innovation, internationalization, patent citations, patent evaluation, social networks, startups}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/825}, url = {http://timreview.ca/article/825}, author = {Chris McPhee} } @article {755, title = {Editorial: Open Source Business (January 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {01/2014}, pages = {3}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business models, collaboration, ecosystems, licensing, open data, open source business, open source software, patterns}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/755}, url = {http://timreview.ca/article/755}, author = {Chris McPhee} } @article {798, title = {Editorial: Opportunities and Capabilities (June 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {06/2014}, pages = {3}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {capabilities, entrepreneurship, innovation, IT capabilities, IT function, mobile services, opportunities, organizational legitimacy, patent citations, patent value, professional services, service innovation, strategy}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/798}, url = {http://timreview.ca/article/798}, author = {Chris McPhee} } @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 {779, title = {Editorial: Service and Innovation (April 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {04/2014}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {internationalization, knowledge-intensive business services, service business development, service innovation, service providers, social platforms, value chains, value creation, value-in-use, word-of-mouth communication}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/779}, url = {http://timreview.ca/article/779}, author = {Chris McPhee and Marja Toivonen and Risto Rajala and Mika Westerlund} } @article {788, title = {Editorial: Service and Innovation (May 2014)}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {05/2014}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {collaboration, innovation indicators, innovation practices, intellectual property, knowledge-intensive business services, living labs, online gaming, service business development, service design, service innovation, service-dominant logic, trademarks, value chains, value creation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/788}, url = {http://timreview.ca/article/788}, author = {Chris McPhee and Risto Rajala and Marja Toivonen and Mika Westerlund} } @article {836, title = {Effective Digital Channel Marketing for Cybersecurity Solutions}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {10/2014}, pages = {22-32}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Smaller organizations are prime targets for hackers and malware, because these businesses lack cybersecurity plans and the resources to survive a serious security incident. To exploit this market opportunity, cybersecurity solution providers need to leverage the power of downstream channel members. We investigate how a supplier{\textquoteright}s digital channel marketing can encourage value-added resellers to sell that supplier{\textquoteright}s cybersecurity solutions. Our analysis of survey data from 109 value-added resellers of a multinational supplier shows that resellers are more committed to stock and sell cybersecurity products and services if the supplier{\textquoteright}s digital channel marketing provides tools that help them sell the solutions to end customers. This support is likely needed because cybersecurity offerings are technologically complex and systemic by nature, as supported by the finding that value-added resellers pay little attention to supplier{\textquoteright}s campaigns and price discounts. Thus, cybersecurity suppliers should maintain trusted and informative relationships with their resellers and provide them with hands-on sales tools, because a reseller{\textquoteright}s commitment to selling cybersecurity solutions is linked with their ability to understand the offering and with the extent of their supplier relationship. These findings are in line with previous literature on the challenges perceived by salespeople in selling novel and complex technology.}, keywords = {cybersecurity, digital channel marketing, marketing, retailer, sales, supplier, value-added reseller, VAR}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/836}, url = {http://timreview.ca/article/836}, author = {Mika Westerlund and Risto Rajala} } @article {783, title = {Electronic Word-of-Mouth Communication for Local Service Providers}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {04/2014}, pages = {35-42}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Word-of-mouth communication is a valuable means of marketing for small, local service providers. Face-to-face transmission is most prevalent, but electronic word-of-mouth is on the rise. Through the results of an agent-based simulation, this article shows that the penetration of word-of-mouth for a small service provider, who is locally restricted due to the inseparability of production and consumption, could benefit less from a growth in word-of-mouth connections than a larger service provider. Only if the added electronic connections are mainly local, small and larger service providers have similar effects on the penetration of word-of-mouth. The article includes a discussion of how small service providers could react to this threat.}, keywords = {agent-based simulation, electronic word-of-mouth, local service provider, threshold model}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/783}, url = {http://timreview.ca/article/783}, author = {Nora Sch{\"u}tze} } @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 {765, title = {Enhancing Innovation through Virtual Proximity}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {02/2014}, pages = {17-22}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Historically, innovation strategists have focused on leveraging local resources and the development of local clusters, which have relied heavily on personal contact. It was assumed that serendipity would occur through casual contact and that this contact would result in rapid sharing of ideas. Many studies have supported this concept; however, the pace of innovation has changed and the most successful organizations promote not only physical proximity but also virtual proximity to resources. Virtual proximity refers to the level of emotional closeness between individuals, as developed through the use of information and communications technologies. This article argues that organizations can and should look to develop local virtual relationships supported by physical proximity: the mix of both virtual proximity and physical proximity can increase an organization{\textquoteright}s innovation capability. }, keywords = {clusters, communication, distance, innovation, tools, virtual proximity}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/765}, url = {http://timreview.ca/article/765}, author = {Tom Coughlan} } @article {817, title = {Entrepreneurship Education in India: A Critical Assessment and a Proposed Framework}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {08/2014}, pages = {5-10}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Entrepreneurship education is considered as one of the most influential forces that determine the health of the economy. Hence, ignoring controversies on whether entrepreneurship can be taught, the majority of the top business schools in India offer entrepreneurship education with tailored elective courses to inculcate a wide range of skills encompassing a multi-disciplinary approach among mature management students. However, considering the basic synergies of core management subjects such as marketing and entrepreneurship, both of which provide an opportunity to develop unique solutions to satisfy customer needs, the study of entrepreneurial aspects as a prerequisite for management education and research seems indispensable when specifically catering to the growing entrepreneurial intent in developing economies. This approach necessitates a compulsory initiation of entrepreneurship courses early in the curricula of contemporary business schools. In this context, the present article aims to qualitatively review the current entrepreneurship education regime in India to propose an effective ecosystem for integrating and promoting entrepreneurship education as fundamental to mainstream business education in India.}, keywords = {entrepreneurship, India, management education, marketing, qualitative research}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/817}, url = {http://timreview.ca/article/817}, author = {Rituparna Basu} } @article {658, title = {An Ecosystem-Based Job-Creation Engine Fuelled by Technology Entrepreneurs}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {02/2013}, pages = {31-40}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Job creation is at the centre of the rationale provided by governments and publicly funded organizations for investing in services purported to support entrepreneurs to launch and grow technology startups. However, little is known about how to design and build the engines that convert these publicly funded services into jobs in a region. In this article, we argue that the architecture of a job-creation engine fuelled by technology entrepreneurs is important and that it should be made visible to the stakeholders of a regional venture system. The manner in which the components of a job-creation engine are organized and integrated determines the effectiveness and efficiency of the conversion of public funds into jobs. Making visible the architecture of a job-creation engine enables individuals and organizations to: i) better understand the link between the investment made to service technology entrepreneurs and systematic job creation; ii) utilize the regional venture system more effectively; and iii) set the performance benchmark for capability improvement and rapid adjustment to environmental changes. The experience gained from operating Lead To Win since 2009 is used to describe the architecture of a job-creation engine fuelled by technology entrepreneurs that operate in Canada{\textquoteright}s Capital Region. Lead To Win is an ecosystem designed to help a technology venture generate sufficient revenue to create six or more knowledge jobs in the region within three years of inception. }, keywords = {accelerator, economic development, entrepreneur, incubator, job creation, Lead To Win, startups, technology entrepreneurship}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/658}, url = {http://timreview.ca/article/658}, author = {Tony Bailetti and Sonia D. Bot} } @article {710, title = {Editorial: Cybersecurity (August 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {08/2013}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {Canada, cyberattacks, cybersecurity, cyberthreats, information technology, network security, research, risk assessment}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/710}, url = {http://timreview.ca/article/710}, author = {Chris McPhee and Tony Bailetti} } @article {699, title = {Editorial: Cybersecurity (July 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {07/2013}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {Canada, cyberattacks, cybersecurity, cyberthreats, information technology, network security, research}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/699}, url = {http://timreview.ca/article/699}, author = {Chris McPhee and Tony Bailetti} } @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 {747, title = {Editorial: Living Labs and Crowdsourcing (December 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {12/2013}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {crowdsourcing, living labs, Open innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/747}, url = {http://timreview.ca/article/747}, author = {Chris McPhee and Mika Westerlund and Seppo Leminen} } @article {739, title = {Editorial: Living Labs (November 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {11/2013}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {design, living labs, networks, Open innovation, regional development, services}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/739}, url = {http://timreview.ca/article/739}, author = {Chris McPhee and Seppo Leminen and Mika Westerlund} } @article {663, title = {Editorial: Local Open Innovation (March 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {03/2013}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {collaboration, economic development, local open innovation, Open innovation, problem solving}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/663}, url = {http://timreview.ca/article/663}, author = {Chris McPhee and Christophe Deutsch} } @article {730, title = {Editorial: Managing Innovation for Tangible Performance (October 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {10/2013}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {applied research, boundary management, commercialization, company culture, competitiveness, firm-level innovation management, innovation literacy, innovative capabilities, managing innovation, market lifecycle}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/730}, url = {http://timreview.ca/article/730}, author = {Chris McPhee and Sorin Cohn} } @article {721, title = {Editorial: Managing Innovation for Tangible Performance (September 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {09/2013}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {commercialization, competitiveness, firm-level innovation management, innovative capabilities, managing innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/721}, url = {http://timreview.ca/article/721}, author = {Chris McPhee and Sorin Cohn} } @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 {643, title = {Editorial: Open Source Sustainability (January 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {01/2013}, pages = {3-6}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {governance, open source, oss, sustainability}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/643}, url = {http://timreview.ca/article/643}, author = {Chris McPhee and Maha Shaikh} } @article {654, title = {Editorial: Platforms, Communities, and Business Ecosystems (February 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {02/2013}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business ecosystems, communities, platforms, technology entrepreneurship}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/654}, url = {http://timreview.ca/article/654}, author = {Chris McPhee and Steven Muegge} } @article {681, title = {Editorial: Technology Evolution (May 2013)}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {05/2013}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business ecosystems, industrial instrumentation and control, innovation, Innovation management, mashups, R\&D, technological change, technology evolution, web applications}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/681}, url = {http://timreview.ca/article/681}, author = {Chris McPhee and Michael Weiss} } @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 {713, title = {An Enterprise Security Program and Architecture to Support Business Drivers}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {08/2013}, pages = {25-33}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article presents a business-focused approach to developing and delivering enterprise security architecture that is focused on enabling business objectives while providing a sensible and balanced approach to risk management. A balanced approach to enterprise security architecture can create the important linkages between the goals and objectives of a business, and it provides appropriate measures to protect the most critical assets within an organization while accepting risk where appropriate. Through a discussion of information assurance, this article makes a case for leveraging enterprise security architectures to meet an organizations{\textquoteright} need for information assurance. The approach is derived from the Sherwood Applied Business Security Architecture (SABSA) methodology, as put into practice by Seccuris Inc., an information assurance integrator. An understanding of Seccuris{\textquoteright} approach will illustrate the importance of aligning security activities with high-level business objectives while creating increased awareness of the duality of risk. This business-driven approach to enterprise security architecture can help organizations change the perception of IT security, positioning it as a tool to enable and assure business success, rather than be perceived as an obstacle to be avoided.}, keywords = {cybersecurity, cyberthreats, information assurance, information risk, information security, risk, security architecture}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/713}, url = {http://timreview.ca/article/713}, author = {Brian Ritchot} } @article {682, title = {Evolution of Wireless Sensor Networks for Industrial Control}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {05/2013}, pages = {5-12}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Technologies evolve in a process of gradual scientific change, but the commercial application of technologies is discontinuous. Managers interested in technology evolution can integrate these contrasting ideas using a powerful theoretical framework, based on the concept of punctuated equilibrium from evolutionary biology. The framework, which enables the differentiation of the technical evolution of a technology from its market application, is used in this article to compare the two standards for wireless sensor networks (WSN) for industrial instrumentation and control: WirelessHART and ISA100.11a. The two WSN standards are the product of two different market contexts, which have selected different minimum viable technologies for evolution in their respective niches. Network security issues present some important selection criteria. Both WSN standards implement security countermeasures against localized wireless network attacks based on the application of the AES encryption standard, but some specific security threats {\textendash} some local, others remotely launched {\textendash} are only well-defended by the adoption of public-key cryptographic (PKC) protocols, which only ISA100.11a supports. This article concludes that the mainstream market potential of the Internet has influenced the evolution of ISA100.11a and will continue to demand that each WSN standard evolve in ways that are difficult to predict.}, keywords = {industrial control, ISA100.11a, punctuated equilibrium, standards, technology evolution, wireless sensor networks, WirelessHART}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/682}, url = {http://timreview.ca/article/682}, author = {Arthur Low} } @article {648, title = {The Evolving Role of Open Source Software in Medicine and Health Services}, journal = {Technology Innovation Management Review}, volume = {3}, year = {2013}, month = {01/2013}, pages = {32-39}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {The past five decades have witnessed immense coevolution of methods and tools of information technology, and their practical and experimental application within the medical and healthcare domain. Healthcare itself continues to evolve in response to change in healthcare needs, progress in the scientific foundations of treatments, and in professional and managerial organization of affordable and effective services, in which patients and their families and carers increasingly participate. Taken together, these trends impose highly complex underlying challenges for the design, development, and sustainability of the quality of supporting information services and software infrastructure that are needed. The challenges are multidisciplinary and multiprofessional in scope, and they require deeper study and learning to inform policy and promote public awareness of the problems health services have faced in this area for many years. The repeating pattern of failure to live up to expectations of policy-driven national health IT initiatives has proved very costly and remains frustrating and unproductive for all involved. In this article, we highlight the barriers to progress and discuss the dangers of pursuing a standardization framework devoid of empirical testing and iterative development. We give the example of the openEHR Foundation, which was established at University College London (UCL) in London, England, with members in 80 countries. The Foundation is a not-for-profit company providing open specifications and working for generic standards for electronic records, informed directly by a wide range of implementation experience. We also introduce the Opereffa open source framework, which was developed at UCL based on these specifications and which has been downloaded in some 70 countries. We argue that such an approach is now essential to support good discipline, innovation, and governance at the heart of medicine and health services, in line with the new mandate for health commissioning in the United Kingdom{\textquoteright}s National Health Service (NHS), which emphasizes patient participation, innovation, transparency, and accountability. }, keywords = {electronic health care record, information retrieval, open source framework, openEHR Foundation, persistence, standards based}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/648}, url = {http://timreview.ca/article/648}, author = {David Ingram and Sevket Seref Arikan} } @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} } @article {613, title = {Editorial: Born Global (October 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {10/2012}, pages = {3-4}, publisher = {Talent FIrst Network}, address = {Ottawa}, keywords = {born global, entrepreneurs, entrepreneurship, export, globalization, internationalization, startups}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/613}, url = {http://timreview.ca/article/613}, author = {Chris McPhee and Tony Bailetti} } @article {592, title = {Editorial: Entrepreneurship in the 21st Century (August 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {08/2012}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {entrepreneurship, innovation, technology entrepreneurship}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/592}, url = {http://timreview.ca/article/592}, author = {Chris McPhee} } @article {561, title = {Editorial: Global Business Creation (June 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {06/2012}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {global business creation, globalization, international business, startups, venture creation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/561}, url = {http://timreview.ca/article/561}, author = {Chris McPhee and Marko Sepp{\"a} and Stoyan Tanev} } @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 {601, title = {Editorial: Living Labs}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {09/2012}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {co-creation, innovation, living labs, Open innovation, user innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/601}, url = {http://timreview.ca/article/601}, author = {Chris McPhee and Mika Westerlund and Seppo Leminen} } @article {515, title = {Editorial: Open Source Business (January 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {01/2012}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {open source business}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/515}, url = {http://timreview.ca/article/515}, author = {Chris McPhee and Leslie Hawthorn} } @article {632, title = {Editorial: Recent Research (December 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {12/2012}, pages = {3-5}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {consumer IT, electric vehicles, intellectual property, marketing strategy, neuromarketing, open source software, open source software foundations, research, Sprott School of Business, Technology Innovation Management program}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/632}, url = {http://timreview.ca/article/632}, author = {Chris McPhee} } @article {573, title = {Editorial: Social Innovation (July 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {07/2012}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {charities, community sector, nonprofit, social entrepreneurship, social innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/573}, url = {http://timreview.ca/article/573}, author = {Chris McPhee and Stephen Huddart} } @article {544, title = {Editorial: Technology Entrepreneurship (April 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {04/2012}, pages = {3-4}, keywords = {technology entrepreneurship}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/544}, url = {http://timreview.ca/article/544}, author = {Chris McPhee and Tony Bailetti} } @article {519, title = {Editorial: Technology Entrepreneurship (February 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {02/2012}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {entrepreneur, entrepreneurship, technology entrepreneurship}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/519}, url = {http://timreview.ca/article/519}, author = {Chris McPhee and Tony Bailetti} } @article {531, title = {Editorial: Technology Entrepreneurship (March 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {03/2012}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {technology entrepreneurship}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/531}, url = {http://timreview.ca/article/531}, author = {Chris McPhee and Tony Bailetti} } @article {552, title = {Editorial: Technology Entrepreneurship (May 2012)}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {05/2012}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {entrepreneur, global entrepreneurship, technology entrepreneurship}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/552}, url = {http://timreview.ca/article/552}, author = {Chris McPhee and Tony Bailetti} } @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 {635, title = {An Enterprise Perspective on Customer Value Propositions for Open Source Software}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {12/2012}, pages = {28-36}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Research on open source software (OSS) has examined value creation primarily from the perspective of the individuals and suppliers that create the software. The perspective of enterprise users who use and pay for OSS has been largely neglected so far. Understanding what paying customers want and how to create products and services they value is the cornerstone of any business model. Therefore, research on what enterprise users value in OSS is of paramount importance to OSS solution suppliers; it can be used to create a new customer base and sustain an existing one. This study examines the value of OSS as perceived by enterprise customers. Through an analysis of three literature streams (firm participation in open source software, business models, and customer value), a model on customer value creation was developed. Interviews were conducted with nine decision makers from enterprises that use OSS in operational projects. The key findings of this research are that: i) the maturity of the software determines the degree to which customers value their relationship with the supplier; ii) customers value differentiating functionality and costs savings; and iii) switching costs with OSS depend on the size, complexity, and dependencies of the software itself. This research identifies the points of value that the suppliers of OSS should focus on, and it points to the need for marketing strategies that can demonstrate this value to enterprise customers. }, keywords = {business models, customer value creation, enterprise customers, marketing strategy, open source software, open source suppliers}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/635}, url = {http://timreview.ca/article/635}, author = {Aparna Shanker} } @article {521, title = {Entrepreneurial Effort in the Theory of the Firm}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {02/2012}, pages = {13-16}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {This article develops a link between the theory of the firm and entrepreneurship theory to enable the study of employee entrepreneurial behaviour. First, we describe how incomplete contracts permit employee entrepreneurial effort in the theory of the firm. Next, we argue that emancipation offers an explanation for entrepreneurial effort that is not motivated by financial gain. Finally, we show how new technology creates conditions where the boundary of the firm may change and where entrepreneurial effort by employees may occur.}, keywords = {emancipation, employee, entrepreneurship, technology, theory of the firm}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/521}, url = {http://timreview.ca/article/521}, author = {David Hudson} } @article {577, title = {Evergreen Brick Works: An Innovation and Sustainability Case Study}, journal = {Technology Innovation Management Review}, volume = {2}, year = {2012}, month = {07/2012}, pages = {21-25}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Technology is rapidly being deployed to advance social innovation that creates lasting change. This case study of Evergreen Brick Works explores how Evergreen is leveraging the power of its unique new campus as a showcase for advancing sustainability-related behavioural change along with new and emerging state-of-the-art technologies to advance its mission. The ultimate success of these technologies will be in their ability to engage larger numbers and greater diversity among participants, and in their ability to translate new insights into on-the-ground change in their communities. The article also identifies that the need for an organizational network mindset is as important as the technologies to achieve these changes.}, keywords = {environmental education, evergreen, green building, LEED, nonprofit, social innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/577}, url = {http://timreview.ca/article/577}, author = {Seana Irvine} } @article {488, title = {Economics of Software Product Development Collectives}, journal = {Technology Innovation Management Review}, volume = {1}, year = {2011}, month = {10/2011}, pages = {13-18}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {Where software product development occurs is shifting from single companies to groups or collectives of companies. In this article, we retrace the evolution of how software product development is organized and then offer insights into the economic motivation for collectives, which will be relevant to companies considering joining a software product development collective. Building on the literature on software product line economics, we identify three factors affecting the economics of collectives (level of contribution, number of members, and diversity of use), and develop a model that links those factors to three economic outcomes (time, quality, and cost). This model can be used by potential members when deciding whether or not to join a collective.}, keywords = {collectives, eclipse, ecosystem, product line, software development}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/488}, url = {http://timreview.ca/article/488}, author = {Michael Weiss} } @article {422, title = {Editorial: Co-Creation (March 2011)}, journal = {Open Source Business Resource}, year = {2011}, month = {03/2011}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The editorial theme for this issue of the OSBR is Co-Creation. The articles invited for publication in this special issue of the OSBR were originally presented last September at EBRF 2010, in Nokia, Finland. EBRF - the research forum to understand business in the knowledge society - is the oldest international peer-reviewed business research conference organized annually in Finland. The first EBRF conference was organized in Tampere, Finland in 2001. The grand theme of the 10th anniversary EBRF conference was "Co-Creation as a Way Forward". For this issue of the OSBR, a preliminary subset of EBRF articles were selected by a specifically designed committee of scholars that was asked to nominate EBRF articles fitting the topic of the special issue and providing valuable insights to both scholars and practitioners. We invited the authors to create specialized versions of the papers that were previously published in the EBRF 2010 Conference Proceedings by focusing on the practical relevance of their research for an audience including not only scholars but also business and technology experts. After the submission of the OSBR versions, an additional peer review process was used to select seven articles offering diverse perspectives on co-creation. }, issn = {1913-6102}, url = {http://timreview.ca/article/422}, author = {Chris McPhee and Marko Sepp{\"a} and Stoyan Tanev} } @article {431, title = {Editorial: Collectives (April 2011)}, journal = {Open Source Business Resource}, year = {2011}, month = {04/2011}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The articles in this issue of the OSBR focus on collectives that harness diversity to produce significant system-level outcomes. These collectives support members that belong to different groups and carry out activities in three different horizons: today{\textquoteright}s business (Horizon 1), the next generation of emerging businesses (Horizon 2), and the longer-term options out of which the next generation of businesses will arise (Horizon 3).}, issn = {1913-6102}, url = {http://timreview.ca/article/431}, author = {Chris McPhee and Tony Bailetti} } @article {500, title = {Editorial: Intellectual Property Rights (December 2011)}, journal = {Technology Innovation Management Review}, volume = {1}, year = {2011}, month = {12/2011}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {intellectual property, intellectual property rights, IP, IPR, patents}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/500}, url = {http://timreview.ca/article/500}, author = {Chris McPhee and Peter Carbone} } @article {486, title = {Editorial: Introducing the TIM Review (October 2011)}, journal = {Technology Innovation Management Review}, volume = {1}, year = {2011}, month = {10/2011}, pages = {3-4}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {editorial, journal, TIM Review}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/486}, url = {http://timreview.ca/article/486}, author = {Chris McPhee} } @article {460, title = {Editorial: Miscellany (August 2011)}, journal = {Open Source Business Resource}, year = {2011}, month = {08/2011}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {For this issue of the OSBR, we issued a general invitation to authors to submit articles on the topics of open source business and the growth of early-stage technology companies. }, issn = {1913-6102}, url = {http://timreview.ca/article/460}, author = {Chris McPhee} } @article {415, title = {Editorial: Recent Research (February 2011)}, journal = {Open Source Business Resource}, year = {2011}, month = {02/2011}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The editorial theme for this issue of the OSBR is Recent Research. In this issue, the authors report on the findings and relevance of their recent research into open source and the application ecosystems. }, issn = {1913-6102}, url = {http://timreview.ca/article/415}, author = {Chris McPhee} } @article {494, title = {Editorial: Recent Research (November 2011)}, journal = {Technology Innovation Management Review}, volume = {1}, year = {2011}, month = {11/2011}, pages = {3-3}, publisher = {Talent First Network}, address = {Ottawa}, keywords = {business ecosystems, entrepreneurship, innovation, open source, policy, research}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/494}, url = {http://timreview.ca/article/494}, author = {Chris McPhee} } @article {445, title = {Editorial: Technology Entrepreneurship (June 2011)}, journal = {Open Source Business Resource}, year = {2011}, month = {06/2011}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The editorial theme for this issue of the OSBR is Technology Entrepreneurship. As with our May issue, which shares this theme, we have invited entrepreneurs associated with the Technology Innovation Management program at Carleton University to share their lessons and insights about growing a technology company during its early stages. }, issn = {1913-6102}, url = {http://timreview.ca/article/445}, author = {Chris McPhee} } @article {438, title = {Editorial: Technology Entrepreneurship (May 2011)}, journal = {Open Source Business Resource}, year = {2011}, month = {05/2011}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The editorial theme for this issue of the OSBR is Technology Entrepreneurship. We have invited entrepreneurs associated with the Technology Innovation Management (TIM) program at Carleton University to share their lessons and insights about growing a technology company during its early stages. The authors represent a range of entrepreneurial experience, from serial entrepreneurs reflecting on battles won and lost, to first-time entrepreneurs describing the early twists and turns of transforming ideas into ventures. What is common to all the articles is the approach to entrepreneurship that is nurtured in the TIM program. The TIM program is a graduate program that distinguishes itself by offering three important benefits to its students: i) a Master{\textquoteright}s degree by research; ii) opportunities for personal brand development; and iii) practical, real-world experience. In particular, personal brand development and real-world experience are gained by applying the program{\textquoteright}s lessons and the products of the student{\textquoteright}s own research to assist early-stage technology companies. If the student is an entrepreneur, they have the added benefit of applying their research and learning to further their own opportunity. In this issue, entrepreneurs from the TIM program share some of the key lessons they have learned. }, issn = {1913-6102}, url = {http://timreview.ca/article/438}, author = {Chris McPhee} } @article {407, title = {Editorial: The Business of Open Source (January 2011)}, journal = {Open Source Business Resource}, year = {2011}, month = {01/2011}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {An open source business is a business centered around an open source offer. Companies can engage with open source projects in different ways: they can release code as open source and hope to increase the adoption of their solution; they can contribute to community-initiated open source projects and leverage the solutions the community develops; they can offer complementary services and products that add value to an open source product; and they can reduce the cost and risk of product development by pooling their non-core efforts with other companies. This issue contains six articles. The first two articles discuss cost reduction through open source, and best practices for multi-vendor open source communities. The remaining articles were contributed by graduate students in a class on Open Source Business in the Technology Innovation Management program at Carleton University in Ottawa (http://www.carleton.ca/tim). This course explored why companies participate in open source projects, how companies manage communities around their open source offers, and how companies make money from the open source projects they initiated or contribute to. }, issn = {1913-6102}, url = {http://timreview.ca/article/407}, author = {Chris McPhee and Michael Weiss} } @article {451, title = {Editorial: Women Entrepreneurs (July 2011)}, journal = {Open Source Business Resource}, year = {2011}, month = {07/2011}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The editorial theme for this issue of the OSBR is Women Entrepreneurs. In this issue, we examine the reasons for the relative lack of women founders and leaders in technology businesses. Our authors discuss the entrepreneurial challenges that are unique to women and what changes may be implemented to tip the balance and increase the number of women entrepreneurs. }, issn = {1913-6102}, url = {http://timreview.ca/article/451}, author = {Chris McPhee} } @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} } @article {338, title = {Editorial: Cloud Services (April 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {04/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Cloud computing may be the biggest game changer within the enterprise since the adoption of the Internet in the 1990s and the personal computer in the 1980s. The economic climate, coupled with the rate at which technology is changing, is forcing companies to reduce information technology (IT) expenditures, increase productivity, and build more collaborative solutions as opposed to building everything internally. Cloud computing allows companies to outsource functions that are not core to their business or have become a commodity. Much of the technology driving cloud computing services is open source software. The LAMP stack has become widely adopted as the standard engine running much of the cloud services. With the exception of Microsoft{\textquoteright}s Azure cloud platform, most cloud service providers have embraced open source software, allowing them to drive costs down while providing reliable services for their customers. Pay-as-you-go is the new economic model for IT as we enter a new decade. Gone will be the days of making large purchases of commercial software with huge maintenance costs. In this new world, enterprises will consume only the services they need, only when they need them, and will pay for the resources required to scale up and down as necessary. This paradigm shift should force IT executives to focus more on building business functionality and less on managing and maintaining infrastructure and commodity applications. Open source software will play a huge role in making the shift to cloud computing economically feasible. At the same time, commercial software companies are racing to the cloud and are struggling to replace their expensive software licensing models with a pay-as-you-go model in order to make them an attractive alternative to open source software in the cloud. It should be interesting to see how this plays out over the next few years. The articles that follow provide insights into what cloud computing is and how it is changing the IT landscape.}, issn = {1913-6102}, url = {http://timreview.ca/article/338}, author = {Dru Lavigne and Mike Kavis} } @article {346, title = {Editorial: Communications Enabled Applications (May 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {05/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {As anyone with a smartphone can appreciate, the power of having a mobile phone that can can access the Internet creates significant value for users and opportunities for businesses. This device-level integration of communication services and web applications is now common. However, we are only now scratching the surface of the next step in value: application-level integration. The ability to integrate communications services within web applications opens up tremendous opportunities. Examples of communications enabled applications include simple click-to-call links on a website, conference calls initiated by applications or users in response to events, interactive voice response menus, and any number of other ways that communication services, such as messaging, voice, and conference calls, can be integrated into an application to add value. I recently had the pleasure of coordinating the activities of a group of entrepreneurs, developers, and architects as they explored together how CEAs can add value to their offerings and their business ecosystem. The Elena Project was funded by IRAP to stimulate small technology companies to develop working prototypes of CEAs and expand the capabilities of the Coral CEA business ecosystem and sandbox. The project focused on using four voice services and the open source web conferencing tool BigBlueButton. Among the outcomes of this project was the realization that significant value can be leveraged when communications features become integral parts of applications. In this issue of the OSBR, a diverse group of authors share their experiences and knowledge to help others explore the value CEAs could bring to their own offerings. All of the authors in this issue participated directly in the Elena project or present analysis relating to Coral CEA. }, issn = {1913-6102}, url = {http://timreview.ca/article/346}, author = {Dru Lavigne and Chris McPhee} } @article {390, title = {Editorial: Economic Development (November 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {11/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Economic development: these two simple words are excessively used and often misused in many contexts, including municipal government. In this issue of the OSBR, we offer a mainly municipal perspective under which we discuss what economic development means and what it can deliver. Economic development acts as a headlight that can guide a city like Ottawa through a fog of national and international competition and uncertain economic realities. It is an overarching role that nudges the local government towards smart decisions around long-term investments such as infrastructure. Achieving sustainable economic development for Ottawa means investment in the creation of a toolkit that consists of tourism development, community and social economic development, transportation access, entrepreneurship support, investment attraction, workforce development and academia, export development, and performance measurement. Such a toolkit is what encourages partnerships between stakeholders and facilitates the environment for healthy economic development conditions. This last element, performance measurement, deserves honest attention but is often found missing in an economic development plan. Just like a private sector firm that must always have its eyes on its bottom line and profitability, a city must constantly measure its economic development execution and adapt to changing circumstances. This can be achieved through a comprehensive scorecard or dashboard that analyzes trends over time, as well as compares Ottawa{\textquoteright}s performance versus its competitors. Economic development is no different than the business development unit of a firm that not only has the responsibility of creating market opportunities for its company{\textquoteright}s products, but also the crucial task of conveying back-market intelligence. From the City of Ottawa{\textquoteright}s perspective, the product we should be selling to both local residents and international community is the city brand, including business, tourism, and academia, as well as gathering competitive intelligence to continuously tweak our offering. Similar to cities whose future is dependent and linked to natural resources, Ottawa{\textquoteright}s economic future is tied to a rare resource as well. However, it is not found under the earth but between the ears of the knowledge-based workers that drive innovation in Ottawa. In today{\textquoteright}s environment, where both the knowledge-based work force and investment capital are highly fluid, the economic development challenge is to relentlessly retain and grow this knowledge resource. Economic development is the type of investment that will help Ottawa earn its way to be one of the world{\textquoteright}s leading centres for business, tourism, and academia. Conversely, lack of economic development vision and investment will undoubtedly leave the city{\textquoteright}s fortunes to luck. In this issue, the authors provide diverse perspectives and insights that will help all of us address the challenges of economic development and the knowledge-based economy. }, issn = {1913-6102}, url = {http://timreview.ca/article/390}, author = {Chris McPhee and Saad Bashir} } @article {361, title = {Editorial: Go To Market (July 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {07/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Historically, the concept of going to market is fraught with misinterpretation, doubt, and anxiety. In Canada, the term "go to market" typically means the task of readying a product for market. In this context, it is interchangeable with "commercialization," which is another concept suffering in Canada from a definition that generally does not go beyond a software maker{\textquoteright}s front door. In other parts of the world, and specifically in the U.S., the term "go to market" is clearly interpreted as meaning all the activities required to successfully launch a product into the marketplace and realize both market share and profit. Going to market is about bringing the right benefit to the right market at the right price through the right channels. Ideally, the entire go-to-market process begins with the identification of a problem or sought-after benefit that a market segment has deemed a priority. More realistically, though, it begins with identifying the segment that best suits the software offering and then determines the business model, positioning and message, pricing, channels, and engagement techniques that will work best in building share in that segment. This issue attempts to take some of the doubt and anxiety from what seems to be the daunting task of pushing a product out of the door and into the harsh realities of a demanding market. It provides clear-eyed discussions of some of the main components, tips and advice from the "battle-scarred," and useful tools that can be readily used.}, issn = {1913-6102}, url = {http://timreview.ca/article/361}, author = {Dru Lavigne and Corien Kershey} } @article {354, title = {Editorial: Growing Business (June 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {06/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Growth is important for any business, especially technology companies that operate in an environment of constant innovation, advancement, and evolving consumer needs. It is essential to maintain long term profitability, develop a brand, and attract new investment. But the path to successful growth is not obvious, and is filled with hurdles. Growth requires capital, making consistent revenue a necessity. But figuring out the smartest way to invest capital to promote growth can be a daunting task. Growth can also require some experimentation with different stategies, weathering the occasional failure along the way, in order to find one that is the right fit for the company. But where do you start? Book stores have hundreds of books on business growth, with many promising a surefire strategy for success. But the reality is that there is no single growth formula that works for all businesses. Entrepreneurs must understand what drives their business--something that might be very different from other, similar businesses--and leverage this knowledge in order to grow. Growth requires focus, and energy must be directed on one particular aspect at a time, such as revenue growth, market growth, product line growth, or even shareholder growth. Trying to extend in all directions at once is a sure path to failure. Disciplined, incremental, consistent growth is the formula for success, no matter how that success is defined by the business.}, issn = {1913-6102}, url = {http://timreview.ca/article/354}, author = {Dru Lavigne and Mekki MacAulay} } @article {398, title = {Editorial: Humanitarian Open Source (December 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {12/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {In recent years, our increasingly connected world has provided us with a greater understanding of the needs of our fellow global citizens. The devastating worldwide impact of natural disasters, disease, and poverty has been raised in our collective awareness and our ability to collectively alleviate this suffering has been brought to the fore. While many of us are familiar with donating our funds to better the lives of those less fortunate than ourselves, it is often easy to overlook a core component of facing these global challenges: information technology. The humanitarian open source movement seeks to ameliorate these sufferings through the creation of IT infrastructure to support a wide array of goals for the public good, such as providing effective healthcare or microloans to the poorest of the poor. Achieving these goals requires a sophisticated set of software and hardware tools, all of which work to save and improve lives in some of the most difficult of situations where the availability of electricity, data, IT knowledge, etc. may be low or lacking altogether. It should come as no surprise that the humanitarian open source domain attracts a great deal of attention from software developers, engineers, and others who find that they are able to both solve intense technical challenges while helping to improve the lives of others. However, to support ongoing humanitarian needs, the communities who produce humanitarian free and open source software (HFOSS) and hardware have increasingly identified the need for business models to support their efforts. While the lower cost of using open source software and hardware solutions means that more funds can be directed to aid and comfort those in need, the goodwill of developer communities and the funds of grantees alone cannot grow the ecosystem sufficiently to meet ever-growing global needs. To face these challenges - poverty, global health crises, disaster relief, etc. - humanitarian open source projects must fully engage the market and provide cost-effective, efficient solutions to the technical aspects of these challenges. In this issue of the OSBR, our authors from several open source software and hardware projects explore not only the global need for humanitarian open source projects, but also the business cases for humanitarian-focused ICT.}, issn = {1913-6102}, url = {http://timreview.ca/article/398}, author = {Chris McPhee and Leslie Hawthorn} } @article {368, title = {Editorial: Interdisciplinary Lessons (August 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {08/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Some believe that great advances, discoveries, and innovation result from concentrated efforts within distinct fields. However, progress using this traditional practice has been slowing for some time. The next great discoveries are unlikely to come from further refinements in highly-specialized fields working in isolation. Rather, they will come from creative collaboration between practitioners and researchers from two or more distinct fields, combining their knowledge, theoretical principles, and methodologies in ways never before considered. This issue analyzes lessons from other disciplines to provide a new perspective on the challenges faced by open source communities, practitioners, entrepreneurs, and other participants. The goal is to extract and apply the collective wisdom of a diverse group of authors to help solve relevant problems. The first two articles in this issue provide specific interdisciplinary lessons from diverse fields that are relevant to open source communities. The remaining articles describe projects in which platforms are being developed to promote, encourage, and analyze interdisciplinary work.}, issn = {1913-6102}, url = {http://timreview.ca/article/368}, author = {Chris McPhee and Mekki MacAulay} } @article {375, title = {Editorial: Keystone Companies (September 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {09/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The editorial theme for this issue of the OSBR is Keystone Companies. A keystone company is the member of a business ecosystem that owns, operates, and evolves the platform. The origin of the keystone concept is a good example of the importance of interdisciplinary lessons, which was the theme of last month{\textquoteright}s issue. In an architectural arch, the wedge-shaped piece of stone in the centre is called the keystone. It is regarded as holding all the other stones in place and the arch would collapse if it were removed. Although most arches would collapse upon the removal of any of the other stones, the keystone is usually the final stone put in place during construction and is required to realize the structural integrity of the arch. Accordingly, in addition to its central physical position in the arch, it has been given a symbolic position of disproportionate importance in relation to the other stones. The strong symbolism of the keystone has lead to the term being applied to other situations and systems where one element exerts disproportionate influence over the other elements and therefore plays a role in maintaining the integrity of the system. In particular, the term has been adopted in the biology literature using the concept of a keystone species in an ecosystem or community. In turn, the concept and its related research have been applied to the management literature where, instead of a keystone species, a particular organization or company plays the role of a keystone in a business ecosystem. In biology, the defining characteristic of a keystone species is that its influence is disproportionate to what might be expected based simply on its total biomass in the community. A classic example is the North American beaver (Castor canadensis), which exerts a disproportionate effect on its habitat through its dam-building activities. Although the "keystone" label is applied to the species, it actually reflects the role the species currently plays within a specific ecosystem. Thus, the keystone concept is context dependent; the importance of a species in one community may be different from its importance in another. The keystone species concept has been the subject of intense debate and research activity over the past 40 years. Biologists wish to identify and study the effects of keystone species primarily to guide conservation management. The keystone species concept suggests that management efforts can be focused on protecting an individual keystone species, and these focused efforts also theoretically provide protection for the other species that depend directly on the keystone or indirectly on the community it maintains. In business management, the keystone species concept proved to be a useful interdisciplinary lesson, but not before another concept was borrowed from biology. The framework of the biological ecosystem concept was first applied to the business management field by James Moore in 1993 when he introduced the term "business ecosystem" in his article "Predators and Prey: A New Ecology of Competition." Moore used this new term to describe an economic community of organizations that co-evolved their capabilities around a particular innovation and work cooperatively to meet the needs of customers. Building on Moore{\textquoteright}s work, others have extended the business ecosystem concept and suggested that the keystone species concept in biological ecosystems can be usefully applied to business ecosystems. In particular, through their book The Keystone Advantage, Marco Iansiti and Roy Levien popularized the concept of strategically minded keystone companies that, "shape and coordinate the ecosystem, largely by the dissemination of platforms that form a foundation for ecosystem innovation and operations." In this issue of the OSBR, the authors offer different perspectives on a new approach for small technology companies, industry associations and business development organizations to generate revenue. The new approach builds on the keystone company concept. }, issn = {1913-6102}, url = {http://timreview.ca/article/375}, author = {Chris McPhee} } @article {329, title = {Editorial: Mobile (March 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {03/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Open source software and hardware has become an accepted way of developing new and interesting applications in many information and communication technology domains: operating systems, databases, Web infrastructure, and applications. It{\textquoteright}s not surprising that with the increasing popularity of mobile handheld devices, users and researchers have explored the power of open approaches to providing innovative new applications and services in this domain. However, unlike personal computers and the Internet, mobile handsets were tightly controlled by mobile network operators (MNOs) who developed a vertical ecosystem by integrating the communication infrastructure, the handheld device hardware, and often the applications installed on those devices. The software and protocols running the mobile communications infrastructure and devices are often standardized by membership-only bodies, where large MNOs and manufacturers have a predominant influence. These players invest significant financial resources into shaping the industry along their vision to gain a competitive advantage. A current example is the ongoing battle about the dominant radio access technology for 4G cellular systems: LTE vs. Wimax. These trends have changed recently. Companies such as Google, Nokia, or Openmoko and Industry Alliances such as the Open Handset Alliance are providing the core building blocks, both in hardware as well as software, of increasingly open mobile devices. This issue of the OSBR reviews the relevant trends in the open mobile platform space from a number of perspectives. As the articles in these issue show, there is a lot of exciting ongoing work that brings the power of open source development to the mobile space. This trend is not just confined to the mobile devices as there are also efforts in the development of open mobile infrastructure elements and whole systems.}, issn = {1913-6102}, url = {http://timreview.ca/article/329}, author = {Dru Lavigne and Thomas Kunz and Fran{\c c}ois Lefebvre} } @article {384, title = {Editorial: Sales Strategy (2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {10/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The editorial theme for this issue of the OSBR is Sales Strategy. While "marketing" is everything a company does to build interest in its offers, "sales" consists of converting these offers into cash. By "sales strategy," we refer to all sales planning and process development activities leading up to the actual selling of a product or service. In his recent blog post at MaRS Discovery District, Mark Zimmerman answered a question he is frequently asked by the founders of startups: "How do we find a good sales person?" In short, his answer is "Don{\textquoteright}t." This is not meant as a slight to sales professionals, but rather, Zimmerman is advocating that companies should not equate having sales professionals to having a sales strategy. Sales professionals have a critical role to play in a company{\textquoteright}s success, but they are being given an impossible task if asked to sell something that has not been validated with customers. Zimmerman explains that sales professionals should be hired only once a company has validated that the value proposition resonates with customers and that the sales model will be effective. This lesson also applies to established companies, where existing sales staff require this same foundation to be effective. So how does a company determine whether its value proposition resonates with customers? The answer, of course, is to talk to customers. In the OSBR and elsewhere, the need for early customer input is a dominant theme in recent discussions of product development, marketing, and now sales strategy. By talking to customers, listening to how they describe their needs, and interpreting how their needs could be met, a value proposition can tested and refined. It is far more efficient and effective to iteratively refine a value proposition before attempting to sell than to attempt a salvage operation in response to slumping sales. Customer input is also a critical ingredient in developing an effective sales strategy. In this issue of the OSBR, our authors provide a diversity of perspectives on sales strategy development and implementation, including the role of customer input. }, issn = {1913-6102}, url = {http://timreview.ca/article/384}, author = {Chris McPhee} } @article {322, title = {Editorial: Startups (February 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {02/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Bob Sutor, Vice President of the Open Source and Linux division at IBM, recently stated that "there doesn{\textquoteright}t seem to be very many good guides about the nuts and bolts of starting an open source business". He speculates that one reason is that "there is no one way to start and run a business that involves open source". The authors in this issue of the OSBR are serial entrepreneurs, startup founders, and professionals who provide services to and interact daily with startups.}, issn = {1913-6102}, url = {http://timreview.ca/article/322}, author = {Dru Lavigne} } @article {314, title = {Editorial: Success Factors (January 2010)}, journal = {Open Source Business Resource}, year = {2010}, month = {01/2010}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The editorial theme for the January issue of the OSBR is "success factors". Which factors separate the open source projects that provide quality software and receive wide-spread adoption from other projects which are not well maintained? What traits should a business look for when considering which open source software to use? How does a company decide which open source project to contribute to, partner with, or use as a base to build its products or services? The authors in this issue explore: the importance of well defined processes, the value of documentation to end users, the diverse tasks of a community manager, the value provided by participants who don{\textquoteright}t contribute code, and how a community can assist in creating training materials. Each concentrates on a particular success factor, and as a whole, provide a fuller picture of what to look for in a successful open source project or company.}, issn = {1913-6102}, url = {http://timreview.ca/article/314}, author = {Dru Lavigne} } @article {403, title = {Emerging Open Source Health Information Business Ecosystems in Resource-Poor Environments: the OpenMRS Experience}, journal = {Open Source Business Resource}, year = {2010}, month = {12/2010}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {OpenMRS is a rapidly growing open source community that supports emerging healthcare environments around the world through the collaborative development of an open source medical record system platform. This article provides a brief history of the project, including how the humble beginnings of the collaborative have grown to unlock business opportunities for indigenous populations and also provide sustainable, scalable, locally supported health information infrastructures.}, issn = {1913-6102}, url = {http://timreview.ca/article/403}, author = {Dawn Smith} } @article {344, title = {Enterprise Mashups: Cloud-Based, Cloud-Driven and Cloud-Derived Applications}, journal = {Open Source Business Resource}, year = {2010}, month = {04/2010}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {After Google Maps Mashups launched the mashup craze in 2005, this consumer-based idea quickly evolved, matured and migrated into the enterprise. Structured tools and platforms emerged that codified more formal, repeatable approaches to mashups emerged, including products like IBM Mashup Center, JackBe Presto, and WSO2 Mashup Server. Finally, the emergence of cloud-based hosting platforms and cloud-based data services have given many enterprises access to a richer set of options for mashup creation and deployment. So where are mashups in the enterprise today? The goal of this article is to document and share mashups use-cases. It is also an effort to expand upon the previous OSBR articles Open APIs, Mashups and User Innovation and Mapping Mashup Ecosystems. We hope you find it provides practical mashup implementation examples and patterns collected through empirical and anecdotal research conducted with commercial and government mashup practioners. In the last three years we have performed many formal interviews and surveys with commercial and government mashup practioners in all 50 United States and over 50 countries around the world. The examples in this article are based on the practical implementation examples and patterns collected through this empirical research as well as anecdotal information from our own implementation experiences of {\textquoteright}inside the firewall{\textquoteright} and cloud-based mashups. Much of the research cited is based upon data collected from the 3,890 members of JackBe{\textquoteright}s Mashup Developer Community and that community{\textquoteright}s Presto Cloud mashup platform running on Amazon EC2. From our research we{\textquoteright}ve learned many things about the ways in which mashups are (or are expected to be) applied. One macro-trend appears to unite all other enterprise mashup trends and patterns: enterprise mashups are most applicable in data-intensive areas of an organization where i) information needs are dynamic; and ii) data must reach the user. Given the explosive rate of data growth in enterprise data in recent years, enterprise mashups can have meaning to just about every organization. The cloud plays a critical role in the relevance and value of enterprise mashups. The value of a mashup increases exponentially as more data sources are incorporated into them. It is easy to assume that the onus is upon data sources inside the enterprise firewall and in the past this was generally true. The recent rapid growth of enterprise-quality cloud-based data sources makes it much easier to establish genuinely meaningful mashups from third-party data services.}, issn = {1913-6102}, url = {http://timreview.ca/article/344}, author = {John Crupi and Chris Warner} } @article {357, title = {Entrepreneurial Growth: An Entrepreneur{\textquoteright}s Choice}, journal = {Open Source Business Resource}, year = {2010}, month = {06/2010}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {Growth is a risky but necessary procedure for startups to survive. Growth may be assessed in the context of employees, customers, revenue, liquidity, profit, geographic locations and a variety of other dimensions. Regardless of the growth type, hurdles always exist. An entrepreneur who understands the risks, and knowingly takes them, will have a chance to grow; whereas one who is not willing to take risks will not. This article describes both the risks and benefits associated with growth. It then examines six hurdles entrepreneurs face when attempting to grow a company: company culture, networks, strategic planning, money, company structure, and skill development. }, issn = {1913-6102}, url = {http://timreview.ca/article/357}, author = {Tomas Marko} } @article {331, title = {Establishing and Engaging an Active Open Source Ecosystem with the BeagleBoard}, journal = {Open Source Business Resource}, year = {2010}, month = {03/2010}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {There should be little doubt that any given area of technology will eventually be occupied by open solutions. Rather, it is a question of "who" and "when." In mobile and embedded platforms, there is not a single dominant proprietary solution to displace, unlike desktop software. Instead, open software produces interface and compatibility experiences on par with proprietary software. At points where no proprietary solution is clearly differentiated from open solutions and the barriers to participation are kept low, open innovation thrives at the forefront of the technology. This article introduces BeagleBoard, a project that creates powerful, open, and embedded devices based on the BeagleBoard hardware, a low-cost, fan-less single-board computer. By lowering the barriers to participation and making commitments to support and sustain the architecture to preserve the innovation from that participation, BeagleBoard.org has built an active and growing community of hobbyists and professionals advancing the state of the art in low-power embedded computing, here and now.}, issn = {1913-6102}, url = {http://timreview.ca/article/331}, author = {Jason Kridner} } @article {334, title = {Experiences From the OSSIE Open Source Software Defined Radio Project}, journal = {Open Source Business Resource}, year = {2010}, month = {03/2010}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {This article briefly describes OSSIE, a university-based open source Software Defined Radio project based on the U.S. Department of Defense{\textquoteright}s Software Communications Architecture. The OSSIE software has proven useful for rapid prototyping by industry as well as for published research and education of hundreds of graduate and undergraduate students and short course participants. In addition to examples of OSSIE{\textquoteright}s successes, the project{\textquoteright}s challenges and approaches to mitigating and overcoming them are described. }, issn = {1913-6102}, url = {http://timreview.ca/article/334}, author = {Carl B. Dietrich and Jeffrey H. Reed and Stephen H. Edwards and Frank E. Kragh} } @article {277, title = {Economic Free Software Perspectives}, journal = {Open Source Business Resource}, year = {2009}, month = {08/2009}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {"How do you make money with free software?" was a very common question just a few years ago. Today, that question has evolved into "What are successful business strategies that can be implemented on top of free software?" To properly answer this question, it is important to distinguish between the legal, procedural and business model aspects of free/libre and open source software, and how those aspects interact. For example, the licensing aspect influences the development strategy, the kind of development community that can be created around a project, and the potential business models that can provide a monetization strategy for a company that is interested in adopting an open source project as part of the internal company strategy. This article provides the most recent results from the FLOSSMETRICS project and its recent survey of the business model of more than 200 open source companies. }, issn = {1913-6102}, url = {http://timreview.ca/article/277}, author = {Carlo Daffara} } @article {293, title = {Editorial: Arts \& Media (October 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {10/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = { The editorial theme for the October issue of the OSBR is arts and media. While code development is often described as an art form, it is less common to see a connection between traditional arts and open source. The articles in this issue explore that connection and the nascent possibilities for content creators, user communities, and entrepreneurs. }, issn = {1913-6102}, url = {http://timreview.ca/article/293}, author = {Dru Lavigne and Anthony Whitehead} } @article {283, title = {Editorial: Business Intelligence (September 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {09/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {For the past decade, traditional proprietary tools from Cognos, Business Objects, Microstrategy, Hyperion, Oracle and Informatica have dominated BI environments throughout North America and Europe. The larger the customer it seemed, the bigger their appetite for spending money on proprietary BI tools. BI vendors have made billions selling software to larger clients throughout North America, much of it in the form of multi-million dollar site licenses. Large customers continue to pay huge perpetual annual maintenance fees, usually 20+ \% of the initial license cost. Costs for additional users and new features requiring additional license fees can quickly add up to 40\% - 50\% of the annual BI budget. This has caused many organizations to scrutinize and question the value of their ongoing BI software expenditures. In these challenging financial times, cost conscience CIOs and Directors around the world are looking for ways to reduce the ongoing costs of administering their BI program, and a large number of them are turning to open source BI tools.}, issn = {1913-6102}, url = {http://timreview.ca/article/283}, author = {Dru Lavigne and Sam Selim} } @article {266, title = {Editorial: Collaboration (July 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {07/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = { The editorial theme for the July issue of the OSBR is "collaboration". While online collaboration has been a hallmark of open source software (OSS) communities, the articles in this issue demonstrate that open collaboration extends far beyond the creation of software. The authors discuss diverse collaboration opportunities including: brainstorming across disciplines, social innovation, aggregating non-profit donations, the green environment movement, open educational resources, introducing students to communities, and managing single-user software applications. }, issn = {1913-6102}, url = {http://timreview.ca/article/266}, author = {Dru Lavigne and Stephen Huddart} } @article {225, title = {Editorial: Commercialization (February 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {02/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The number of market offers that rely on open source to generate companies{\textquoteright} revenues is increasing. Open source has transformed how we develop software, hardware, content, and scientific knowledge. It is now transforming how we commercialize the market offers that generate revenue for companies that rely on open source projects. Commercialization is the theme of the February issue of the OSBR. The focus is on how new market offers that use open source to make money.}, issn = {1913-6102}, url = {http://timreview.ca/article/225}, author = {Dru Lavigne} } @article {218, title = {Editorial: Enterprise Participation (January 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {01/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {In The Role of Participation Architecture in Growing Sponsored Open Source Communities, Joel West and Siobhan O{\textquoteright}Mahony argue that "to some extent, firms and technical communities have always collaborated to create standards, shared infrastructure, and innovation outcomes that are bigger than any one firm can achieve." and that "there is increasing evidence that path breaking innovations cannot occur without a community to interpret, support, extend and diffuse them". When considered in this light, it should not be surprising that more enterprises, both large and small, are increasing their participation in open source communities to drive innovation. The theme for this month{\textquoteright}s issue of the OSBR is enterprise participation and the authors provide practical advice for effective enterprise/community collaboration. Their experiences provide perspectives on: i) the Eclipse Foundation, which maintains an ecosystem of over 150 enterprises that participate in Eclipse open source projects; ii) an independent software vendor that sells closed source solutions constructed on top of an open source platform to large enterprise customers; iii) the impact of major players collaborating on a common open source platform for the mobile industry; iv) the role users can play in the very large (over 14 million) GNOME community; and v) the lessons a scientist from the National Research Council of Canada learned when he released software and started a small open source community.}, issn = {1913-6102}, url = {http://timreview.ca/article/218}, author = {Dru Lavigne and Donald Smith} } @article {233, title = {Editorial: Geospatial (March 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {02/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The recent emergence of MapQuest, Google Earth, Garmin GPS, and many other modern geospatial products make it seem that mapping technologies are a relatively new component of today{\textquoteright}s information technologies. In fact, the mapping industry was one of the original adopters of technology when geographic information systems were first developed over 40 years ago. The fruits of this backroom technology, once the domain of highly trained specialists, is now being leveraged by hundreds of millions, if not billions, of consumers around the world. Open source geospatial technologies have followed this same path from niche technology to mainstream component and are now critical to many of the applications that business and consumers use on a daily basis. Google Earth, for instance, incorporates a critical component of the open source geospatial stack to deliver satellite imagery to several hundred million installations around the planet. In the following articles, you will learn more about how these critical niche technologies have evolved from small grassroots activities to thriving technology projects under the umbrella of the Open Source Geospatial Foundation, and ultimately into key commercial components of industry.}, issn = {1913-6102}, url = {http://timreview.ca/article/233}, author = {Dru Lavigne and Dave McIlhagga} } @article {240, title = {Editorial: Open APIs (April 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {04/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = { A few short years ago, the term "Internet" reflected the technical savvy sitting at a workstation reading email or using a search engine to find data. Today, people of all ages are using all manner of devices to: obtain public transit directions with Google Maps, share photos using Flickr and videos using YouTube, Tweet their whereabouts, meet new friends through Facebook, and perform countless other activities which have quickly become ubiquitous to every day life. This new generation of online activities is the result of open APIs, mashups, and rich Internet applications. These concepts are the focus of the April issue of the OSBR. The authors have done an excellent job of taking the editorial theme of "Open APIs" from the mysterious realm of programming into their applicability to daily life and business. }, issn = {1913-6102}, url = {http://timreview.ca/article/240}, author = {Dru Lavigne and Michael Weiss} } @article {248, title = {Editorial: Open Source in Government (May 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {05/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Last summer, the Center for Strategic and International Studies published the sixth update to their Open Source Policy survey. The survey "tracks governmental policies on the use of open source software as reported in the press or other media." The report lists 275 open source policy initiatives. It also breaks down by country and by government level whether the policy on the use of open source is considered to be advisory, preferential, or mandatory. The editorial theme for the May issue of the OSBR is "open source in government" and we are pleased that the authors have drawn upon their experiences to provide insight into public policy regarding open source for many parts of the world.}, issn = {1913-6102}, url = {http://timreview.ca/article/248}, author = {Dru Lavigne and James Bowen} } @article {275, title = {Editorial: Tech Entrepreneurship (August 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {08/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Entrepreneurship is the lifeblood of any technology business and really describes the character of those who would see their new ideas achieve commercial success. That character includes: risk taking and the ability to deal with uncertainty from many quarters, creativity and the ability to connect ideas in surprising ways, orchestration and the ability to marshal resources, and the ability to deliver a message with impact whether in the proverbial elevator or when the customer is listening to best and final offers. There is so much required of an entrepreneur, in some ways it is surprising that we have any at all. I{\textquoteright}ve recently had the opportunity to witness a wide variety of entrepreneurs in action through the Lead to Win program. Lead to Win was started to assist innovation and entrepreneurship in the Canadian National Capital region. The program is certainly a response to the economic times and recognizes that when the tech sector is depressed, people who might otherwise find employment in established companies are more likely to start a business of their own. Lead to Win is designed to help entrepreneurs who have a deep technology background but need help building out some of the other dimensions of that entrepreneurial character. It has been a great pleasure to discover that the demand for Lead to Win has exceeded our expectations easily by a factor of two or three. The diversity of people, technologies and market opportunities that have come forward in what is often described as a government and telecom town is extremely encouraging. The patterns and themes in this diversity have the prospect of tapping into existing ecosystems and creating entirely new ones. This notion of entrepreneurship and how it unfolds in established and new fabrics of companies and customers is the centerpiece of this month{\textquoteright}s issue of the OSBR. Successful entrepreneurs do not exist in isolation and are able to see massive opportunity by leveraging those around them.}, issn = {1913-6102}, url = {http://timreview.ca/article/275}, author = {Dru Lavigne and David Hudson} } @article {306, title = {Editorial: Value Co-Creation (December 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {12/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The December issue of the OSBR continues our discussion on the topic of value co-creation. According to Prahalad and Krishnan, most of the succesful companies in 2015 will be using value co-creation practices and companies that do not make the efforts to adopt such practices will soon lack a serious competitive advantage. Business models based on value co-creation are not simply adopting a new possible way of doing business. Value co-creation business models follow the way society goes and missing this tendency might be critical for businesses. The key danger is to try seeing value co-creation within the context of our old thinking. This is an easy human mistake that could lead to the wrong questions to answer. In exploring value co-creation, we have not discussed all the possible answers, but have set a stage for finding the right questions. }, issn = {1913-6102}, url = {http://timreview.ca/article/306}, author = {Dru Lavigne and Stoyan Tanev} } @article {299, title = {Editorial: Value Co-Creation (November 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {11/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The relationship between companies that produce and distribute goods and the consumers who purchase and use those goods is often portrayed as "us vs. them". While technology provides the tools needed for communication and collaboration, company-consumer collaboration is often met with skepticism. Is it possible for companies and the users of their products to form mutually beneficial relationships that create value? The concept of value co-creation attempts to answer that question and it is the editorial theme of the November and December issues of the OSBR. Co-creation: New pathways to value reminds us that "It is...the quality of the relationship that companies form with and facilitate among their customers, which will determine how knowledge is created, shared and transferred". The authors in this issue introduce us to who is involved in these relationships, their motivations, and techniques.}, issn = {1913-6102}, url = {http://timreview.ca/article/299}, author = {Dru Lavigne and Stoyan Tanev} } @article {255, title = {Editorial: Women in Open Source (June 2009)}, journal = {Open Source Business Resource}, year = {2009}, month = {06/2009}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Whether you look at industry studies, online articles, or perhaps even around your own company, you{\textquoteright}ll see that women make up a small percent of the people working in free/libre and open source software (F/LOSS). Over the years there{\textquoteright}s been a growing interest in why so few women participate in this rapidly growing community and, more importantly, what can be done to help encourage more participation. Fortunately, members of the community - both male and female - are actively ramping up their efforts to attract more women to the F/LOSS community. Resources such as LinuxChix.org, the Geek Feminism Wiki, as well as publications, blogs, and articles written by and about women, draw attention to this growing, influential group of F/LOSS participants. Events, such as the Women in Open Source track at the Southern California Linux Expo, help women network and connect with other members of the F/LOSS community, while also increasing their visibility. In this issue of the Open Source Business Resource, innovative, energetic women discuss their specific projects, what other women in the field are doing, and their efforts to promote F/LOSS to people within their communities and internationally.}, issn = {1913-6102}, url = {http://timreview.ca/article/255}, author = {Dru Lavigne and Rikki Kite} } @article {227, title = {The Emerging Promise of Business EcoSystems}, journal = {Open Source Business Resource}, year = {2009}, month = {02/2009}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {This article highlights the relevance of new business models and ecosystems in the knowledge-era economy. We begin with an introduction then argue that the shift in what is valued drives the need for new business models. The third section provides examples of innovative business models. The fourth section describes two key roles in an ecosystem: keystone and niche player. Finally, the last section provides the conclusions of this article.}, issn = {1913-6102}, url = {http://timreview.ca/article/227}, author = {Peter Carbone} } @article {289, title = {Enabling Geospatial Business Intelligence}, journal = {Open Source Business Resource}, year = {2009}, month = {09/2009}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {Recently, interest in the huge potential of Geospatial BI has increased. It aims at combining geographic information system (GIS) and business intelligence (BI) technologies. Geospatial BI combines spatial analysis and map visualization with proven BI tools in order to better support the corporate data analysis process and to help companies make more informed decisions. BI is a business management term which refers to applications and technologies that are used to gather, provide access to, and analyze data and information about company operations. BI applications are usually used to better understand historical, current and future aspects of business operations. BI applications typically offer ways to mine database- and spreadsheet-centric data to produce graphical, table-based and other types of analytics regarding business operations. BI systems give companies a more comprehensive knowledge of the factors affecting their business, such as metrics on sales, production, and internal operations, in order to to make better business decisions. Be aware that BI is a different from classical databases and much more complex. This article provides a rapid introduction to some important BI concepts. It then highlights the need for geospatial BI software and deals with the integration of the spatial component in a BI software stack in order to consistently enable geo-analytical tools. We then present different works performed and tools designed by the GeoSOA research group.}, issn = {1913-6102}, url = {http://timreview.ca/article/289}, author = {Thierry Badard and Etienne Dub{\'e}} } @article {276, title = {Enabling the Creative Entrepreneur: Business Ecosystems}, journal = {Open Source Business Resource}, year = {2009}, month = {08/2009}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {To paraphrase John Donne, "no business is an island". Any business is part of a complex ecosystem that includes suppliers, customers, partners, and competitors. A successful business is able to leverage its connections within the ecosystem to its advantage. This article provides an overview of business ecosystems and how they provide opportunities for creative entrepreneurs to foster economic development and wealth creation. }, issn = {1913-6102}, url = {http://timreview.ca/article/276}, author = {Brian Hurley} } @article {280, title = {Entrepreneurship in an Established Company}, journal = {Open Source Business Resource}, year = {2009}, month = {08/2009}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {There are some fundamental differences between how you go about being innovative in a startup and how you go about it when you have more than 350 customers in 75 countries already running their business on your product. Put another way, you have to approach entrepreneurship differently when you have over 2,000 active deployments serving 40 million people every day. We faced that challenge at Movius Interactive Corporation. This article provides a description of how we took on the challenge of revitalizing innovation and entrepreneurship and how open source plays a part. }, issn = {1913-6102}, url = {http://timreview.ca/article/280}, author = {John Boden} } @article {279, title = {The Expanding Role of Entrepreneurs in the Creation and Development of Internet Ecosystems}, journal = {Open Source Business Resource}, year = {2009}, month = {08/2009}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {Technology-based ecosystems are everywhere. Consumer Internet-based ecosystems are almost always very large scale entities because the Internet has few real boundaries. The center of these ecosystems is often a large company that is a household name and has played a significant role in creating, or at least shaping, the market segment its ecosystem serves. Because of this, Internet ecosystems are often thought of as the exclusive domains of large established companies. In the past that was typically the case, but tech entrepreneurs are now increasingly able to act as the driving force behind the creation of Internet-based ecosystems. Entrepreneurs are moving into the role of ecosystem creation and development, and the established big companies are evolving to a supporting role of ecosystem enabler, investor, and operator. This article will review and contrast the roles of tech entrepreneurs with the roles of large established Internet companies in the creation and development of consumer Internet ecosystems.}, issn = {1913-6102}, url = {http://timreview.ca/article/279}, author = {Gordon Quinn} } @article {164, title = {Editorial: Accessibility (July 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {07/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Much has changed since the term "open source" was coined ten years ago. The idea of sharing code, once relegated to research institutions and hobbyists, is starting to reach ubiquity in the consciousness of both government and business. More recently, this concept has extended beyond software. Everything from hardware to data to knowledge is becoming "open". Despite this trend towards openness--or perhaps due to the stark contrast openness provides--accessibility remains a difficult obstacle to overcome. The issues surrounding accessibility take many forms. In the first article, Pierre-Paul Lemyre from the University of Montreal reminds us that everything old is new again. While the difficulties surrounding the open source licensing of software are still being resolved, those same difficulties are now being experienced when providing open access to data and knowledge. He proposes a global licensing repository as a solution towards providing access while complying with licensing terms. Marco Zehe from the Gnome Accessibility Project concentrates on ensuring that the features found in software applications are accessible to all, including those with disabilities. }, issn = {1913-6102}, url = {http://timreview.ca/article/164}, author = {Dru Lavigne} } @article {191, title = {Editorial: Building Community (October 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {10/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = { }, issn = {1913-6102}, url = {http://timreview.ca/article/191}, author = {Dru Lavigne and Michael Weiss} } @article {134, title = {Editorial: Communications (April 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {04/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Two reports issued this week provide very different numbers regarding the adoption of open source. IDC proclaims that "the economic slowdown in the United States may actually boost demand for open source services. If organizations adopt more open source software as part of a strategy to reduce software costs, the demand for related services should increase". The US-based survey reports that "almost 60\% of the survey respondents said their company{\textquoteright}s spending on open source increased in 2007". This is in stark contrast to Statistics Canada{\textquoteright}s findings that "17\% of private sector firms reported using open source software" and "3\% of private firms and 13\% of public organizations reported customizing open source software".}, issn = {1913-6102}, url = {http://timreview.ca/article/134}, author = {Dru Lavigne} } @article {172, title = {Editorial: Education (August 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {08/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The August issue of the OSBR is focused on "education". The relationship between open source software (OSS) and education is extremely broad and also very important. One could argue that OSS creation and adoption has been driven by faculty and research leaders, with eventual buy-in from the commercial sphere. This should not be a surprise; university research labs are populated with individuals possessing an abundance of creativity, a need to work with platforms for innovation, and a shortage of funding. My own lab{\textquoteright}s experience with clever graduate students and finite funding sources forced us to collaborate with the National Research Council of Canada on open source helicopters.}, issn = {1913-6102}, url = {http://timreview.ca/article/172}, author = {Kevin Goheen and Dru Lavigne} } @article {209, title = {Editorial: Enabling Innovation (December 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {12/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {This issue of the OSBR provides many examples of using open source principles to enable innovation. These innovations go beyond code creation and address the diverse issues of: declining computer science enrollment, a lack of affordable publishing tools for online exhibitions, the rising costs of text books, the need for process automation in developing countries, easy-to-use and accessible solutions for the not-for-profit sector, adding open source to a proprietary Fortune 500 company{\textquoteright}s business strategy, and reducing duplicated costs.}, issn = {1913-6102}, url = {http://timreview.ca/article/209}, author = {Dru Lavigne and Steven Muegge} } @article {144, title = {Editorial: Enterprise Readiness (May 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {05/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {In January 2008, Gartner released their "Top Predictions for IT Organizations and Users, 2008 and Beyond". Their analysis around open source included the key finding that it "has become impractical for mainstream IT organizations to avoid or ignore the influence of open source across a wide variety of industry market segments. Doing so will put organizations at a serious disadvantage against competitors that are leveraging mature, stable and well-supported open-source technologies for significant return-oninvestment and total-cost-of-ownership opportunities." Does this mean that the enterprise is finally ready for open source? As Bernard Golden points out in the first article, it is impossible to answer that question when it is framed that way--there are just too many open source projects, each possessing varying degrees of maturity and usability. Bernard further posits a key point that enterprises themselves vary from early adopters to pragmatists. Fortunately, resources are available for gauging the applicability of a specific open source product to meet the needs of a particular organization. }, issn = {1913-6102}, url = {http://timreview.ca/article/144}, author = {Dru Lavigne} } @article {202, title = {Editorial: Health and Life Sciences (November 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {11/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {The length of Wikipedia{\textquoteright}s list of open source healthcare software may come as a surprise to many readers. This issue of the OSBR provides an excellent introduction to the complexities and interoperability issues associated with healthcare software and the role open source can play in helping to resolve these issues. This month{\textquoteright}s authors also provide insight into an open source projects that follows open standards, lessons learned from providing a reference implementation, the benefits of a healthcare ecosystem, and the value of open source projects working closely with standards organizations.}, issn = {1913-6102}, url = {http://timreview.ca/article/202}, author = {Dru Lavigne and Brian Barry and Peter Tanner} } @article {111, title = {Editorial: Interoperability (January 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {01/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {In December, the Open Solutions Alliance published CEO Predictions 2008 which contains the responses received from their 2007 Customer Forum Series. A key finding was that the interoperability of open source with other open source and proprietary solutions was a primary concern. Several of the CEOs polled included interoperability in their answer to the question "what is the biggest challenge for the open source software industry in 2008?".}, issn = {1913-6102}, url = {http://timreview.ca/article/111}, author = {Dru Lavigne} } @article {119, title = {Editorial: Open Data (February 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {02/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {On February 8, as the Open Source Definition and the Open Source Initiative entered their second decade, Bruce Perens published his reflections in State of Open Source Message: A New Decade for Open Source. He states his intent was to provide "another way of talking about Free Software, tailored to the ears of business people". Seeing that Gartner is predicting that "by 2011 at least 80\% of commercial software will contain significant amounts of open source code", it would appear that the open source message has succeeded in reaching the ears of business people. While awareness of open source code has reached a certain level of maturity, the innovation possibilities extend beyond the code itself. As you{\textquoteright}ll see in this issue of the OSBR, awareness of open "data" is still in its infancy, resulting in many untapped opportunities.}, issn = {1913-6102}, url = {http://timreview.ca/article/119}, author = {Dru Lavigne} } @article {126, title = {Editorial: Procurement (March 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {03/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Earlier this month, the European Commission issued a press release stating that it "will take a more pro-active approach to its own use of open source" and that "for all new development, where deployment and usage is foreseen by parties outside of the Commission Infrastructure, open source software will be the preferred development and deployment platform." While this is a strong stance regarding the use of open source, the European Commission still considers itself to be "an early adopter of open source". Canada has yet to issue such a clear cut procurement policy towards open source. It has been five years since e-cology corporation made its recommendations in its fact finding study funded by the Canadian Federal Government. The current official position is that "departments and agencies base their decisions to acquire, develop and use software (including open source software) on their business needs and the principles set out in the government{\textquoteright}s Federated Architecture Program." The Canadian Federal Government{\textquoteright}s position is wide open to interpretration and often leaves open source contractors to struggle against departments who are ignorant of and perhaps hostile to open source, and a bidding process that uses terminology which assumes a proprietary business model. Citizens are also affected, as can be seen in the example of Statistics Canada requiring the use of a particular proprietary operating system and software application in order to complete a mandatory Canadian Automated Export Declaration form.}, issn = {1913-6102}, url = {http://timreview.ca/article/126}, author = {Dru Lavigne} } @article {154, title = {Editorial: Security (June 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {06/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {If you google the phrase "open source security", you{\textquoteright}ll find plenty of articles which debunk the "myth" of open source security, fuel the debate of Linus{\textquoteright} law vs. security through obscurity, or argue which type of software, proprietary or open source, is more secure. Yet, the question "which type of software is more secure?" is impossible to answer. Software security is highly dependent upon many variables: the programming language used, the practices implemented by the individual programmers, the processes imposed by the specific organization overseeing the programmers, and the configuration of the software by a particular end-user. This issue of the OSBR examines several facets of open source security. Jake Kouns from the Open Security Foundation introduces an open source project which manages a global collection of vulnerabilities, available for free use by the information security community. David Maxwell from the Coverity Scan project discusses their report on code defect trends from an analysis of several hundred open source projects, representing 55 million lines of code, through 14,000 build sessions over a two year period. }, issn = {1913-6102}, url = {http://timreview.ca/article/154}, author = {Dru Lavigne} } @article {181, title = {Editorial: Social Innovation (September 2008)}, journal = {Open Source Business Resource}, year = {2008}, month = {09/2008}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {If the overwhelming response we received to this month{\textquoteright}s call for submissions is any indication, those engaged in open source are also passionate about social innovation. We could have easily published a 100 page issue, but opted instead to save some submissions for upcoming issues as they are also suited to the themes of Building Community and Enabling Innovation. Tony Bailetti of the Talent First Network is one of the driving forces behind the OSBR. He is guest editor this month and I think you{\textquoteright}ll agree that he has done an excellent job of finding authors from industry, academia, and non-profits who are on the frontlines of social innovation in Canada. This issue is jam-packed with resources and examples of initiatives--enough to leave you thinking "I had no idea so much was happening in Canada". They aren{\textquoteright}t meant to be exhaustive, but the insights and lessons learned can be applied to similar initiatives across the globe.}, issn = {1913-6102}, url = {http://timreview.ca/article/181}, author = {Dru Lavigne and Tony Bailetti} } @article {203, title = {The Emerging Role of Open Source in Healthcare}, journal = {Open Source Business Resource}, year = {2008}, month = {11/2008}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {Healthcare has been characterized as a multi-trillion dollar cottage industry. It is highly fragmented, labour intensive, barely connected, extremely competitive, and has many different vendors and proprietary solutions. The rising cost of healthcare is straining budgets at all levels of government and imposing financial burdens on corporations and individuals alike. Against this backdrop, legitimate concerns about privacy have led to a plethora of regulations requiring complex administrative, physical and technical infrastructure to safeguard sensitive health information. Governments are attempting to impose standards and specifications from the top down to improve efficiency in healthcare delivery. These standards are broad, complex and, for the most part, lack implementations. In short, things are in a bit of a mess. A consensus is emerging around two initiatives that promise to improve the current situation. The first is to foster widespread adoption of Electronic Health Records. The second is to improve accessibility and interoperability between EHR systems. In this article, we present Open Health Tools, an open source ecosystem where members of the health and information technology professions can collaborate to build interoperable EHR systems.}, issn = {1913-6102}, url = {http://timreview.ca/article/203}, author = {Brian Barry} } @article {210, title = {Experiments, Expertise and Google Summer of Code (TM)}, journal = {Open Source Business Resource}, year = {2008}, month = {12/2008}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {Computer Science seems to no longer hold sway as the career of choice among North American undergraduates. A variety of reasons for the steady decline of enrollment - down 60\% in the United States since 1999 - have been explored. These include economic factors such as concerns about job security and the accompanying increase in off-shoring of information technology roles. Further, studies have noted that Computer Science as a whole simply doesn{\textquoteright}t look like much fun to today{\textquoteright}s incoming student populations. There{\textquoteright}s a general perception that Computer Science means spending one{\textquoteright}s day chained to a keyboard and monitor, scraping by as a "code monkey". In particular, students cite a lack of a social element as a major deterrent to pursuing a career in Computer Science. In this article, we examine the Google Summer of Code program, the world{\textquoteright}s first global initiative to introduce College and University students to free/libre open source software development. Over the past four years, the program has provided a model that allows College and University students to more deeply engage with the joys of computing. The experience of our participants stands in sharp contrast to the generalizations mentioned in the previous paragraph. We will discuss the origins and evolutions of the program, as well as its structure. We will also discuss how students benefit by participating in GSoC, focusing on some select success stories. Finally, we discuss how Google views this investment in the F/LOSS community and its potential to improve the overall progression of Computer Science as a discipline.}, issn = {1913-6102}, url = {http://timreview.ca/article/210}, author = {Leslie Hawthorn} } @article {94, title = {Eclipse: A Premier Open Source Community}, journal = {Open Source Business Resource}, year = {2007}, month = {07/2007}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {Donald Smith and Mike Milinkovich examine the factors that grew the Eclipse community into a thriving ecosystem.}, issn = {1913-6102}, url = {http://timreview.ca/article/94}, author = {Donald Smith and Mike Milinkovich} } @article {81, title = {Editorial: Business Models (August 2007)}, journal = {Open Source Business Resource}, year = {2007}, month = {08/2007}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = { At the close of the 20th century, Tim O{\textquoteright}Reilly wrote The Ten Myths About Open Source Software: Do any of these still sound familiar? 1. It{\textquoteright}s all about Linux versus Windows 2. Open source software isn{\textquoteright}t reliable or supported 3. Big companies don{\textquoteright}t use open source software 4. Open source is hostile to intellectual property 5. Open source is all about licenses 6. If I give away my software to the open source community, thousands of developers will suddenly start working for me for nothing 7. Open source only matters to programmers; most users never look under the hood anyway 8. There{\textquoteright}s no money to be made on free software 9. The open source movement isn{\textquoteright}t sustainable; people will stop developing free software once they see others making lots of money from their efforts 10. Open source is playing catch up to Microsoft and the commercial world }, issn = {1913-6102}, url = {http://timreview.ca/article/81}, author = {Dru Lavigne} } @article {101, title = {Editorial: Clean Intellectual Property (December 2007)}, journal = {Open Source Business Resource}, year = {2007}, month = {12/2007}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {As 2007 draws to a close, three emerging trends are gaining momentum. The first is that companies are releasing formerly proprietary code under an open source license. The second is that open source companies are being acquired or are issuing public offerings. The third trend is that very large number of citizens increasingly uses the Internet to oppose politicians and law makers who threaten, sometimes unwittingly, the fundamental principles of open source development. These three trends tie into this month{\textquoteright}s editorial theme: Clean intellectual property or clean IP. In a nutshell, clean IP is about reducing license incompatibilities and non-compliance with licensing terms. Clean IP significantly affects the value of the code released as open source and the value of a company that develops and markets software. }, issn = {1913-6102}, url = {http://timreview.ca/article/101}, author = {Dru Lavigne} } @article {73, title = {Editorial: Defining Open Source (September 2007)}, journal = {Open Source Business Resource}, year = {2007}, month = {09/2007}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {In his book Foresight and Understanding: An Inquiry into the Aims of Science, Stephen Toulmin wrote "Definitions are like belts. The shorter they are, the more elastic they need to be. A short belt reveals nothing about its wearer: by stretching, it can be made to fit almost anybody." Keep in mind the nature of elasticity while reading through this issue of the OSBR. The theme this month is "Defining Open Source"; however, you{\textquoteright}ll find that the articles build upon and extend both the Open Source Definition and the Free Software Definition. This stretching in order to fit almost anybody is bound to make the open source purist uncomfortable; it is our intent to provoke thought and we look forward to receiving and publishing reader feedback.}, issn = {1913-6102}, url = {http://timreview.ca/article/73}, author = {Dru Lavigne} } @article {92, title = {Editorial: Introducing the OSBR (July 2007)}, journal = {Open Source Business Resource}, year = {2007}, month = {07/2007}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {Welcome from the Editor.}, issn = {1913-6102}, url = {http://timreview.ca/article/92}, author = {Dru Lavigne} } @article {62, title = {Editorial: Licensing (October 2007)}, journal = {Open Source Business Resource}, year = {2007}, month = {10/2007}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {In his book Open Source Licensing: Software Freedom and Intellectual Property Law, Lawrence Rosen defines licensing as "the legal way a copyright and patent owner grants permission to others to use his intellectual property". When you consider that the bread and butter of a company usually revolves around its intellectual property, it{\textquoteright}s not suprising that open source licenses are often regarded with suspicion. How is it possible for a company{\textquoteright}s interests to be protected by a license written by another party? And how can a company provide "open" access to its intellectual property without "giving away the store"? Simon Phipps, Chief Open Source Officer for Sun Microsystems, once stated in an interview: "While open source licensing lets people have access...this doesn{\textquoteright}t have to mean that chaos ensues." This issue of the OSBR provides insights to help navigate the chaos that is often associated with open source licenses.}, issn = {1913-6102}, url = {http://timreview.ca/article/62}, author = {Dru Lavigne} } @article {53, title = {Editorial: Support (November 2007)}, journal = {Open Source Business Resource}, year = {2007}, month = {11/2007}, publisher = {Talent First Network}, type = {Editorial}, address = {Ottawa}, abstract = {What is your first thought when you encounter the term "open source support"? A programmer typing the answer to a question using a chat utility? Hours spent scouring the Internet for a working configuration sample? Contacting a support engineer at a commercial call centre? If you find it difficult to think about a support engineer, you{\textquoteright}re not alone. Actuate{\textquoteright}s recently published 2007 Open Source Survey of senior personnel from financial services, Telco, and public sector organizations across North America and Europe indicates that 46.3\% of respondents cite the lack of availability of long term support as a major barrier to their company{\textquoteright}s adoption of open source technologies. }, issn = {1913-6102}, url = {http://timreview.ca/article/53}, author = {Dru Lavigne} } @article {103, title = {Ensuring Software IP Cleanliness}, journal = {Open Source Business Resource}, year = {2007}, month = {12/2007}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {At many points in the life of a software enterprise, determination of intellectual property (IP) cleanliness becomes critical. The value of an enterprise that develops and sells software may depend on how clean the software is from the IP perspective. This article examines various methods of ensuring software IP cleanliness and discusses some of the benefits and shortcomings of current solutions.}, issn = {1913-6102}, url = {http://timreview.ca/article/103}, author = {Richard Mayer and Mahshad Koohgoli} } @article {58, title = {Ensuring the Quality of Open Source Software}, journal = {Open Source Business Resource}, year = {2007}, month = {11/2007}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {Open Source Software (OSS) has been embraced by individuals for decades, but only recently have organizations around the globe looked upon open source as an attractive and practical alternative to proprietary software. In addition to its appealing price tag, usually free, OSS can be inspected, modified, and freely redistributed according to the terms of its license. In spite of this, open source developers still find their code quality and security challenged by a question that has followed them from the beginning: "If it{\textquoteright}s free, how good can it be?" }, issn = {1913-6102}, url = {http://timreview.ca/article/58}, author = {David Maxwell} } @article {54, title = {Enterprise Open Source Support}, journal = {Open Source Business Resource}, year = {2007}, month = {11/2007}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {Open Source Software (OSS) has permeated the enterprise. Some organizations still prohibit the use of OSS altogether, but they are unquestionably in the minority. For most companies, it{\textquoteright}s not a question of "should we use OSS"? but rather, "how and where can we best take advantage of open source solutions"? As companies have shifted from prohibiting OSS use to embracing it, they must now deal with technical support issues. This article examines the various option available to support companies that use OSS.}, issn = {1913-6102}, url = {http://timreview.ca/article/54}, author = {Stormy Peters} } @article {68, title = {Evolution of an Open Source Strategy}, journal = {Open Source Business Resource}, year = {2007}, month = {10/2007}, publisher = {Talent First Network}, type = {Articles}, address = {Ottawa}, abstract = {On June 8th, 2005, we officially launched the ePresence (http://epresence.tv/) Interactive Media Open Source Consortium, at the Knowledge Media Design Institute (KMDI), University of Toronto (UofT). We had been researching and developing ePresence, our webcasting, webconferencing, and archiving software project for about five years. Throughout the early phase of the project we used the system to produce live webcasts of KMDI{\textquoteright}s annual lecture series. Eventually word spread about our webcasting system and other universities, such as Memorial University in Newfoundland, became interested. It was obvious that the time to share our project with the world had come, but what wasn{\textquoteright}t obvious to us at the time was how we were going to do that.}, issn = {1913-6102}, url = {http://timreview.ca/article/68}, author = {Kelly Rankin and Ronald Baecker} }