02667nas a2200313 4500008004100000022001400041245012800055210006900183260004200252300001300294490000700307520169700314653002602011653001502037653001502052653002302067653001902090653001102109653002202120653001402142100002602156700002602182700001802208700001902226700002602245700001902271700003302290856003002323 2022 eng d a1927-032100aBlockchain Implementation Challenges in Developing Countries: An evidence-based systematic review and bibliometric analysis0 aBlockchain Implementation Challenges in Developing Countries An aOttawabTalent First Networkc05/2022 a220102020 v123 aContemporary research on technology and innovation management has gauged blockchain as a catalyst for the electronic-information era. As developing countries around the globe are facing challenges to adopt and implement blockchain, this evidence-based systematic review aims to identify the implementation challenges of blockchain technology for developing countries. A total of 1,298 published documents during the period 2016-2021 from the Scopus, Web of Science, IEEE Xplore, and ScienceDirect databases were explored to recognize 19 appropriate publications for research analysis using a PRISMA flow diagram. Based on the identified challenges from the thorough reviews of these 19 publications, using the association technique, the authors developed four comprehensive themes as broad challenges: technological, governance, organizational and environmental, and knowledge. Later, they performed bibliometric analyses using VOSviewer 1.6.17, and based on the bibliometric evidence constructed term co-occurrence network plots. The results show that developing countries face challenges vis-à-vis technological, governance, organizational and environmental, and knowledge issues when implementing blockchain technology. Hence, to make blockchain adoption and implementation processes successful in developing countries, these broad categories of challenges must be properly addressed. In addition, practitioners of disruptive technology, policymakers, consultants, IT experts, business people, top company managers, and above all, respective governments need to pay attention to these challenges for accelerating the blockchain adoption and implementation process in developing countries.10abibliometric analysis10ablockchain10achallenges10adeveloping country10aimplementation10aPRISMA10asystematic review10aVOSviewer1 aSaif, Abu, Naser Moha1 aIslam, K., M. Anwarul1 aHaque, Afruza1 aAkhter, Hamida1 aRahman, S.M., Masudur1 aJafrin, Nusrat1 aMostafa, Rasheda, Akter Rupa utimreview.ca/article/147902262nas a2200289 4500008004100000022001400041245009600055210006900151260004200220300001000262490000700272520137200279653001601651653003101667653002501698653001901723653003301742653003001775653001901805653001701824100002001841700002101861700002001882700002201902700001801924856003001942 2021 eng d a1927-032100aDiscovery and Validation of Business Models: How B2B Startups can use Business Experiments0 aDiscovery and Validation of Business Models How B2B Startups can aOttawabTalent First Networkc03/2021 a17-310 v113 aStartups searching for a business model face uncertainty. This research aims to demonstrates how B2B startups can use business experiments to discover and validate their business model's desirability quickly and cost-effectively. The research study follows a design science approach by focusing on two main steps: build and evaluate. We first created a B2B-Startup Experimentation Framework based on well-known earlier frameworks. After that, we applied the framework to the case of the German startup heliopas.ai. The framework consists of four steps (1) implementation of a measurement system, (2) hypothesis development and prioritization, (3) discovery, and (4) validation. Within its application, we conducted business experiments, including online and offline advertisements, as well as interviews. This research contributes in several ways to the understanding of how B2B-startups can use business experiments to discover and validate their business models: First, the designed B2B-Startup Experimentation Framework can serve as a guideline for company founders. Second, the results were used to improve the existing business model of the German B2B startup heliopas.ai. Finally, applying the framework allowed us to formulate design principles for creating business experiments. The design principles used in the study can be further tested in future studies.10aB2B Startup10aBusiness Experiment Design10aBusiness Experiments10abusiness model10aCustomer Development Process10aFour-Step Iterative Cycle10aGrowth Hacking10alean startup1 aBrecht, Patrick1 aHendriks, Daniel1 aStroebele, Anja1 aHahn, Carsten, H.1 aWolff, Ingmar utimreview.ca/article/142602261nas a2200229 4500008004100000022001400041245007200055210006900127260004200196300001000238490000700248520159900255653001501854653002001869653001501889653001701904653002201921653001901943100001901962700002001981856003002001 2021 eng d a1927-032100aFraming Multi-Stakeholder Value Propositions: A wicked problem lens0 aFraming MultiStakeholder Value Propositions A wicked problem len aOttawabTalent First Networkc04/2021 a26-370 v113 aBalancing various stakeholder (often contradictory) expectations creates tensions when developing value propositions for a new firm. Customers, funders, owners, and society-at-large often expect different value outcomes from a firm. They therefore have different motivations for being involved in the firm. These differences in value expectations are more strongly expressed in technology-based ventures, which often rely heavily on access to heterogeneous external resources such as capital, specialised knowledge, distribution, and service. In this paper, we use a wicked problem lens to explore specific challenges for companies to mediate seemingly contradictory propositions. We use two dimensions of wicked problems involving complexity and complicatedness, and conduct a secondary analysis of seven technology venture case studies from Australia and New Zealand. We then categorise the configuration types of these firms' stakeholder value propositions in the context of their scale-up process. We contribute to the value proposition and business model development research streams by suggesting that the challenge of mediating value propositions that conflict can manifest itself in four types of configurations: easy, complicated, complex and wicked. Complicated and complex propositions are thorny, but with structures and processes in place, they can be adequately addressed. On the other hand, wicked propositions consist of many unknowns and require firms to collaborate with stakeholders to derive outcomes that align company scaling objective with stakeholder value propositions.10acomplexity10acomplicatedness10ascaling-up10astakeholders10avalue proposition10awicked problem1 aOoi, Yat, Ming1 aHusted, Kenneth utimreview.ca/article/143401323nas a2200205 4500008004100000022001400041245007600055210006900131260004200200300001000242490000700252520067100259653002400930653002100954653002700975653002801002653002301030100003401053856003001087 2021 eng d a1927-032100aHow Can Firms Effectively Use Technology in Customer Journey Management0 aHow Can Firms Effectively Use Technology in Customer Journey Man aOttawabTalent First Networkc10/2021 a32-470 v113 aCustomer Journey (CJ) mapping offers a view of the Customer Experience (CX) from a customer's standpoint, which acts as the first step towards a myriad of actions that can be performed to improve CX. While CJ mapping has proven to be helpful in a wide range of use cases, companies still struggle to apply technology to make it effective. This research performs a literature review to identify how IT and digital assets can be used in the CJ context, providing practical examples for organizations willing to implement a consumer-centered IT strategy. As a result, it was found that IT can be used in three primary contexts for CJ: mapping, enabling, and monitoring.10acustomer experience10acustomer journey10adigital transformation10aManagerial Requirements10aTechnology Drivers1 aHelouani, William, Boscardini utimreview.ca/article/145502135nas a2200277 4500008004100000022001400041245008200055210006900137260004200206300001000248490000700258520129600265653002301561653001601584653001601600653002001616653002901636100002401665700001901689700002501708700002001733700001601753700002701769700003101796856003001827 2021 eng d a1927-032100aLiving Labs for Public Sector Innovation: insights from a European case study0 aLiving Labs for Public Sector Innovation insights from a Europea aOttawabTalent First Networkc12/2021 a47-580 v113 aLiving labs have gained increased attention in research and practice as both a practical and theoretical innovation phenomenon that emphasizes co-creation, real-life settings, and user/customer involvement. More recently, living labs have also emerged as a specific approach to open innovation processes in the context of publics across the EU. Nevertheless, it is still not clear how the understanding of living labs can be translated and organized into new sectorial settings, what type of public sector innovation challenges it addresses, and what role citizens and users have. The aim of this article is therefore to explore and analyze how living labs are applied as processes for public sector innovation. Based on a mixed method approach of 21 European living lab cases, the analysis reveals a pattern of three different processes for living lab organizational and actor roles: living labs organized as cross-sectorial collaboration, living labs emerging within the public sector as main initiator and beneficiary, and living labs developed by civil society actors. The findings are presented as three scenarios for implementing living labs, which also acts as a background for the article's final discussion about the potentials and pitfalls of living labs in public sector contexts.10aCitizen engagement10aco-creation10aliving labs10aOpen innovation10aPublic sector innovation1 aHansen, Anne, Vorre1 aFuglsang, Lars1 aLiefooghe, Christine1 aRubalcaba, Luis1 aGago, David1 aHaug, Ines, Mergel & N1 aMureddu, Maria, Taivalsaar utimreview.ca/article/146402339nas a2200217 4500008004100000022001400041245011100055210006900166260004200235300001000277490000700287520165400294653002101948653001401969653003301983653001902016653002202035100001602057700001802073856003002091 2021 eng d a1927-032100aManaging the Disruption of Mobility Services: How to align the value propositions of key ecosystem players0 aManaging the Disruption of Mobility Services How to align the va aOttawabTalent First Networkc04/2021 a13-250 v113 aMany industries nowadays are facing drastic changes that enable and require new forms of interdependencies that facilitate complex ecosystems of interconnected actors. This paper investigates such a transformation facing the mobility sector, as user-centric bundles of mobility services are being introduced and compiled, by referring to the Mobility-as-a-Service (MaaS) concept. In the process, new value propositions arise that call for aligning the established players with new entrants. The implementation of MaaS is still in its infancy, and many open questions remain about how local authorities should support its emergence. One key challenge relates to decomposing the focal offering of the MaaS ecosystem into complementary value propositions for key players in the industry. This paper presents the results of a constructive design research project, building on interviews with a leading MaaS provider, as well as stakeholders representing national and local authorities in four European cities. The findings emphasize the need to balance a shared desire to disrupt conventional ways of offering mobility services against reluctance to overturn the industry's public and private incumbents. The co-design framework that results serves to summarize five steps that enable MaaS by guiding strategic interaction between local authorities and various players in the mobility ecosystem. In addition, the article builds on ecosystem research insights and emphasizes the need to align value propositions among multiple stakeholders. The study suggests that the mobility sector provides a prominent empirical context for future ecosystem research.10aDesign Framework10aecosystem10aMobility-as-a-Service (MaaS)10aUrban Mobility10avalue proposition1 aWolff, Joel1 aHakanen, Esko utimreview.ca/article/143301840nas a2200217 4500008004100000022001400041245006900055210006700124260004200191300001100233490000700244520120100251653002601452653001601478653002201494653001501516653002101531100002201552700001801574856003001592 2021 eng d a1927-032100aA Review of Living Lab Research and Methods for User Involvement0 aReview of Living Lab Research and Methods for User Involvement aOttawabTalent First Networkc12/2021 a88-1070 v113 aLiving lab initiatives attempt to solve challenges by stimulating innovative collaboration and outcomes, which unfold in multifarious activities. This study investigates the progress of Living lab research over time. It explores its current trends, along with methods and tools used by Living labs for user involvement. By employing a two-step approach, the study first presents a bibliometric analysis of 535 publications, including detection of convergence towards areas like the aging problem of societies, smart cities, Urban Living labs, and overall sustainability. Urban Living lab clusters have been growing rapidly and forming their own research domain. Subsequently, a review of 42 empirical papers explores the methods and tools adopted by Living labs for user involvement during the innovation process. We categorize the methods into the following eight groups: 1) Structured interaction, 2) Flexible interaction, 3) Extended network, 4) Special actors, 5) Learning and engaging, 6) Design approaches; 7) Techniques, 8) Operational guidelines. The study contributes both to theoretical and practice-oriented Living lab research and offers potential support especially to practitioners.10abibliometric analysis10aco-creation10aliterature review10aLiving lab10auser involvement1 aHuang, Judy, Hong1 aThomas, Elisa utimreview.ca/article/146702376nas a2200277 4500008004100000022001400041245007500055210006900130260004200199300001000241490000700251520155400258653001501812653002701827653001501854653002101869653002001890653002001910100002801930700002201958700002201980700002202002700002302024700002102047856003002068 2021 eng d a1927-032100aRural Living Labs: Inclusive Digital Transformation in the Countryside0 aRural Living Labs Inclusive Digital Transformation in the Countr aOttawabTalent First Networkc12/2021 a59-720 v113 aDigital transformation (DT) has received increasing attention in recent years. Up until now, most of the current studies focus on digital transformation in advanced and dense societies, especially urban areas and technologies. Hence, the phenomenon of DT is under-researched in the context of rural and sparsely populated contexts. This study aims at exploring how a rural living lab (RLL) can be shaped and how this approach can be designed to support digital transformation processes in rural contexts. In so doing, following a design science research methodology (DSRM) approach, we have made an artefact (that is, RLL framework) that is an "instantiation" that supports user centric digitalization of rural areas. The designed framework is developed based on the key components of "traditional" and "urban" living labs, as well as empirical data which was collected within the context of the DigiBy project. The DigiBy project aims at conducting DT pilots in rural areas to elevate peoples' understanding of digitalization and the application of digitalization opportunities for service development in rural areas in the north of Sweden. As a result of these studies, five key components that guide the design of digital transformation pilots in rural areas emerged, namely: 1) rural context, 2) digitalization, 3) governance, control, and business mode, 4) methods facilitating DT processes, and 5) quintuple helix actors. We also offer an empirically derived definition of the rural living lab concept, followed by avenues for future research.10aComponents10adigital transformation10aLiving lab10aRural living lab10aRural residents10auser engagement1 aHabibipour, Abdolrasoul1 aLindberg, Johanna1 aRunardotter, Mari1 aElmistikawy, Yomn1 aStåhlbröst, Anna1 aChronéer, Diana utimreview.ca/article/146501953nas a2200217 4500008004100000022001400041245012000055210006900175260004200244300000900286490000700295520126700302100002001569700001901589700002101608700001801629700002101647700001801668700001901686856003001705 2021 eng d a1927-032100aA Year Acquiring and Publishing Drone Aerial Images in Research on Agriculture, Forestry, and Private Urban Gardens0 aYear Acquiring and Publishing Drone Aerial Images in Research on aOttawabTalent First Networkc02/2021 a5-160 v113 aDrone imaging has been shown to have increasing value in monitoring and analysing different kinds of processes related to agriculture and forestry. In long-term monitoring and observation tasks, huge amounts of image data are produced and stored. Environmental drone image datasets may have value beyond the studies that produced the data. A collection of image datasets from multiple data producers can, for example, provide more diverse training input for a machine learning model for vegetation classification, compared with a single dataset limited in time and location. To ensure reproducible research, research data such as image datasets should be published in usable and undegraded form, with sufficient metadata. Timely storage in a stable research data repository is recommended, to avoid loss of data. This work presents research datasets of 2020 drone images acquired from agricultural and forestry research sites of Häme University of Applied Sciences, and from Hämeenlinna urban areas. Those images that do not contain personal data are made freely available under a Creative Commons Attribution license. For images containing personal data, such as images of private homes, privacy preserving forms of data sharing may be possible in the future.1 aNiemitalo, Olli1 aKoskinen, Eero1 aHyväluoma, Jari1 aLientola, Esa1 aLindberg, Henrik1 aKoskela, Olli1 aKunttu, Iivari utimreview.ca/article/141801595nas a2200241 4500008004100000022001400041245006200055210006200117260004200179300001000221490000700231520084200238653002201080653002501102653003401127653002001161653004401181653002201225653002501247100002101272700002201293856003801315 2020 eng d a1927-032100aAgile New Solution Development in Manufacturing Companies0 aAgile New Solution Development in Manufacturing Companies aOttawabTalent First Networkc03/2020 a16-240 v103 aThis conceptual paper proposes a new agile solution development model for technology and manufacturing companies. The flexible model consists of five key phases: 1) new idea screening, 2) idea nurturing, 3) conversion of ideas into "good enough" solutions, 4) solution productization, and 5) solution revamping. These phases are iterative by nature and follow partial stage model logic, hence combining elements of both the waterfall and agile methods. For technology and manufacturing companies, the new model presents a new way to consider ideas related to new product, service, process, and business model development. It is framed in contrast with older models that are typically product oriented, which potentially restrict companies in the ability to strategically renew themselves fast enough in turbulent product-service markets.10aagile development10ainnovation practices10anew service development (NSD)10aOpen innovation10aservitization and digital servitization10asolution business10asolution development1 aHuikkola, Tuomas1 aKohtamäki, Marko uhttps://timreview.ca/article/133301636nas a2200229 4500008004100000022001400041245012000055210006900175260004200244300000900286490000700295520088500302653002901187653001901216653003101235653003501266653001001301100002101311700002401332700002001356856003001376 2020 eng d a1927-032100aDigitalization, Entrepreneurial Orientation and Internationalization of Micro-, Small- and Medium-Sized Enterprises0 aDigitalization Entrepreneurial Orientation and Internationalizat aOttawabTalent First Networkc04/2020 a5-170 v103 aNowadays, we are living in a digitally connected global economy that is completely transforming trade in foreign markets and exposing firms, particularly micro, small and medium-sized enterprises (MSMEs), to major changes and new opportunities. As the use of digital technologies is creating more fluidity and nonlinearity across time and space in entrepreneurial processes, our research adopted a conceptual process to investigate how the digital transformation of MSMEs will support decision-makers in international businesses. Based on a quantitative research design, we demonstrate that the more a company digitalizes its functions, the more it favours entrepreneurial behavior to lead successful strategic decisions in foreign markets. Our results are discussed in detail and we propose several ways to benefit from opportunities arising from the use of digital technologies.10adigital entrepreneurship10adigitalization10aEntrepreneurial Orientaton10ainternational entrepreneurship10aMSMEs1 aHervé, Annaële1 aSchmitt, Christophe1 aBaldegger, Rico utimreview.ca/article/134301851nas a2200241 4500008004100000022001400041245014900055210006900204260004200273300001000315490000700325520104700332653002901379653002501408653001901433653002701452653002501479653001001504100002101514700002401535700002001559856003001579 2020 eng d a1927-032100aInternationalization and Digitalization: Applying digital technologies to the internationalization process of small and medium-sized enterprises0 aInternationalization and Digitalization Applying digital technol aOttawabTalent First Networkc07/2020 a29-410 v103 aDigitalization is playing an increasingly important role in the growth of firms and is leading to structural and strategic transformations. The use of digital technologies presents new opportunities for SMEs to expand and succeed in foreign markets. The purpose of this paper is to investigate how the impact of digital technologies on the internationalization process of SMEs has been acknowledged in the literature. It offers an in-depth analysis of five of the most highly relevant recent scientific research papers. The findings are synthetized through key points that highlight how SMEs acting in foreign markets could benefit from digital technologies. This paper complements previous research on the international trade transition initiated by digital technologies and provides a new perspective on contemporary research regarding the internationalization of firms. It concludes by identifying implications for research by scholars seeking to further study the digital aspects of traditional theoretical models of internationalization.10adigital entrepreneurship10adigital technologies10adigitalization10ainternational business10ainternationalization10aSMEs.1 aHervé, Annaële1 aSchmitt, Christophe1 aBaldegger, Rico utimreview.ca/article/137302363nas a2200241 4500008004100000022001400041245013300055210006900188260004200257300001000299490000700309520158700316653002501903653001601928653002001944653003501964653001501999100002002014700001702034700002002051700002002071856003002091 2020 eng d a1927-032100aIs Porter's Five Forces Framework Still Relevant? A study of the capital/labour intensity continuum via mining and IT industries0 aPorters Five Forces Framework Still Relevant A study of the capi aOttawabTalent First Networkc06/2020 a28-410 v103 aPorter's Five Forces (P5F) framework, published in 1979, helps us to understand the attractiveness of an industry. The five competitive forces are: the threat of new entrants, the bargaining power of buyers, the bargaining power of suppliers, the threat of substitute products of services, and the rivalry among existing competitors. This framework has recently come under scrutiny and been called into question. To contribute to the debate, this paper investigates the relevance of Porter's framework by contrasting vastly different industries. The use cases consist of a resource-based, capital-intensive industry, the mining industry, and a knowledge-based, labor-intensive industry, the information technology industry. Drawing from research on Porter's Five Forces framework, and through an internationalization lens, the paper proposes a modified framework augmented with four additional forces. These additional forces are: the competitor's level of innovativeness, exposure to globalization, threat of digitalization, and industry exposure to de/regulation activities. These forces were added to capture the increased interconnectivity and complexity of businesses operating in the 21st century. The paper contributes to this body of knowledge by augmenting a popular framework and applying it to vital industrial sectors. The findings aim to incite researchers, managers, entrepreneurs and policymakers to go beyond the traditional five forces as a way to help monitor their business environment and enhance decision-making processes, particularly in a post-COVID-19 world.10ainternationalization10aIT industry10amining industry10aPorter's Five Forces framework10aregulation1 aIsabelle, Diane1 aHorak, Kevin1 aMcKinnon, Sarah1 aPalumbo, Chiara utimreview.ca/article/136601866nas a2200229 4500008004100000022001400041245010300055210006900158260004200227300001000269490000700279520113100286653003001417653002001447653002101467653002601488653001501514653001901529100002601548700003201574856003001606 2020 eng d a1927-032100aA Systematic Analysis of how Practitioners Articulate Business Models across Disruptive Industries0 aSystematic Analysis of how Practitioners Articulate Business Mod aOttawabTalent First Networkc10/2020 a29-420 v103 aOngoing debates surround the role of business models in understanding the dynamics related to disruptive innovation. Too little is still known about how practitioners highlight different characteristics of business models across industries confronted with disruptive dynamics. This shortcoming in current debates hampers a better understanding of the context-dependent phenomenon of "disruption", ultimately limiting the development of adequate business strategies for incumbents and entrepreneurs alike. Consequently, we generated a systematic database of communicated business models from 1,095 relevant press releases and company reports published between 1995 and 2019. The business models from the retrieved articles were assigned to their corresponding industry using the Global Industry Categorization Standard (GICS) to allow for diverse categorization. Subsequently, we performed a deductive coding procedure, building on accepted business model component classifications. Our study contributes insights about relevant business model components, drawing on practitioner experiences in the face of disruptive dynamics.10abusiness model components10abusiness models10acontent analysis10adisruptive innovation10aindustries10asecondary data1 aHerting, Alina, Marie1 aSchmidt, Alexander, Lennart utimreview.ca/article/139401747nas a2200265 4500008004100000022001400041245006500055210006500120260004200185300000900227490000600236520102200242653001601264653001501280653001201295653001501307653002001322653000801342653001201350100002101362700002101383700002301404700001601427856003801443 2019 eng d a1927-032100aApplying a Living Lab Approach Within an eHealth Accelerator0 aApplying a Living Lab Approach Within an eHealth Accelerator aOttawabTalent First Networkc03/2019 a6-190 v93 aThrough this study, we seek to understand the impact of the use of the living lab approach on product and business development in an eHealth accelerator. In the case accelerator, 20 startups developed innovative products atop the European FIWARE Future Internet technology platform. The novel design element of the case accelerator was the use of the living lab approach that was included for the purpose of engaging end users in the development and testing of new product prototypes. Our main result is that the living lab approach provided added value to participating companies and resulted in changes in their product development and marketing strategies. Overall, the case accelerator and the use of the living lab approach had a significant impact on the development, growth, and market success of the companies. Based on the results of the case accelerator, we propose the generic accelerator model presented by Pauwels and co-authors in 2016 to be extended with a new design element, the living lab approach. 10aaccelerator10acase study10aehealth10aLiving lab10aOpen innovation10aSME10astartup1 aHaukipuro, Lotta1 aVäinämö, Satu1 aArhippainen, Leena1 aOjala, Timo uhttps://timreview.ca/article/122101622nas a2200169 4500008004100000022001400041245008700055210006900142260004200211300000700253490000600260520108200266100001901348700002001367700002701387856003801414 2019 eng d a1927-032100aBeyond the Hype: A Bibliometric Analysis Deconstructing Research on Digitalization0 aBeyond the Hype A Bibliometric Analysis Deconstructing Research aOttawabTalent First Networkc10/2019 a480 v93 aThe accelerating emergent field of research addressing digitalization and related topics is complex, unstructured and hyped. Consequently, both research and practice lack a rigorous foundation of prior published research to underpin and direct future exploration into the opportunities and challenges provided by these exciting new digital technologies. This study employed a bibliometric analysis to explore extant published research within the digitalization field. We identified key articles that have enabled us to distinguish between interrelated digitalization concepts. Subsequently, we propose a taxonomy with characteristics for different levels of digitalization. The taxonomy contributes dimensions that create different commercial and organizational opportunities and challenges at various levels. The taxonomy offers a vantage point for subsequent empirical and conceptual research to extend insights on related digitalization themes, and especially those related to innovation and strategy decisions on scalability, automation, channel selection and connectivity.1 aHoland, Andrea1 aSvadberg, Silje1 aBreunig, Karl, Joachim uhttps://timreview.ca/article/127401891nas a2200229 4500008004100000022001400041245009100055210006900146260004200215300001000257490000600267520118500273653002001458653001601478653001501494653002701509653002201536100002001558700002501578700002001603856003801623 2019 eng d a1927-032100aBridging Participatory Policy Trends and Research Traditions through Social Innovation0 aBridging Participatory Policy Trends and Research Traditions thr aOttawabTalent First Networkc04/2019 a27-360 v93 aThis study explores whether social innovation may serve as a bridge between participatory policy trends and research traditions when striving for improved societal relevance and impact of research and innovation (R&I). Despite their shared aim of relevance and impact through civic involvement, European R&I policies and participatory action research approaches seldom refer to each other or harness each other’s resources. The study advances the knowledge regarding how the participatory elements in the policies and research approaches relate through a participatory case study of a joint R&I process to develop a model for social innovation support in Sweden. The case study helps distinguish potential synergies between various degrees of involvement advocated in the policies and research approaches, as well as between the reliance on trending policy concepts vs. scientific notions of validity. Social innovation is perceived as a potential bridge between these elements, as it draws upon participatory academic traditions, while simultaneously tapping into current policy trends of co-creation, in the development of new approaches and solutions to societal challenges. 10aaction research10aco-creation10ainnovation10aparticipatory research10asocial innovation1 aLindberg, Malin1 aHallencreutz, Daniel1 aTengqvist, Anna uhttps://timreview.ca/article/123102039nas a2200229 4500008004100000022001400041245008800055210006900143260004200212300001000254490000600264520135100270653002001621653001701641653001501658653001501673653001301688653001801701653003401719100001801753856003801771 2019 eng d a1927-032100aChoosing an Outlet for Action Research: Publication Patterns in Innovation Journals0 aChoosing an Outlet for Action Research Publication Patterns in I aOttawabTalent First Networkc04/2019 a66-770 v93 aWith the aim to help innovation researchers choose outlets for articles based on participatory and action research methods, this article describes and discusses publication patterns of action research. A bibliographic study of 33 innovation journals ranked 4, 3, 2, and 1 in the 2018 Academic Journal Guide is complemented by a case study of this journal, the Technology Innovation Management Review, as an example of an established open access journal in the field with a wider scope and target group. From these two studies, we learn that the overall trend is towards more publications of action research articles in a diversity of outlets. Indirectly, the study supports the general view that articles striving towards adding practical relevance to research are becoming more frequent. There is no support for the notion that more renowned and higher-ranked journals would be more hesitant to accept articles with action research methods. The study also notes that there are interesting outlets beside those highly ranked and indexed in more conventional ways. The conclusion reached is that we lack a clear answer to the question of what are the best outlets for those of us who are interested in both innovation and action research. Instead, the study invites us to reflect upon what kind of impact we want to have and then act accordingly. 10aaction research10abibliography10acase study10ainnovation10ajournals10aparticipative10aparticipatory action research1 aHoppe, Magnus uhttps://timreview.ca/article/123404471nas a2200289 4500008004100000022001400041245010400055210006900159260004200228300001000270490000600280520359100286653002803877653002103905653001603926653002003942653001503962653002503977653001504002653001804017653002204035100002204057700002304079700003004102700001904132856003004151 2019 eng d a1927-032100aConnected Health Innovation: Data Access Challenges in the Interface of AI Companies and Hospitals0 aConnected Health Innovation Data Access Challenges in the Interf aOttawabTalent First Networkc12/2019 a43-550 v93 aThe purpose of this paper is to explore the challenges and potential solutions regarding data access for innovation in the realm of connected health. Theoretically, our study combines insights from data management and innovation network orchestration studies, taking thereby a new approach into issues that have emerged in these research streams. Empirically, we study these issues in the context of a development endeavor involving an AI-driven surgery journey solution in collaboration with hospitals and companies. Our study indicates that the challenges and solutions in data access can be categorised according to the level where they emerge: individual, organisational, and institutional. Depending on the level, the challenges require solutions to be searched from different categories. While solutions are generally still scarce, organizational level solutions seem The purpose of this paper is to explore the challenges and potential solutions regarding data access for innovation in the realm of connected health. Theoretically, our study combines insights from data management and innovation network orchestration studies, taking thereby a new approach into issues that have emerged in these research streams. Empirically, we study these issues in the context of a development endeavor involving an AI-driven surgery journey solution in collaboration with hospitals and companies. Our study indicates that the challenges and solutions in data access can be categorised according to the level where they emerge: individual, organisational, and institutional. Depending on the level, the challenges require solutions to be searched from different categories. While solutions are generally still scarce, organizational level solutions seem to hold wide-ranging potential in addressing many challenges. By discussing these dynamics, this paper provides new knowledge for academics and practitioners on the challenges and solutions for data access and management in networked contexts. The greatest challenges among healthcare providers and health technology companies lay on uncertainties and interpretations concerning regulation, data strategy, and guidelines. Creating guidelines for data use and access in a hospital can be a first step to creating connected health innovations in collaboration with AI companies. For their part, these companies need to put effort into gaining in-depth knowledge and understanding of the processes and standards in healthcare context. Our paper is one of the first to combine data management and innovation network orchestration literatures, and to provide empirical evidence on data access related issues in this setting.to hold wide-ranging potential in addressing many challenges. By discussing these dynamics, this paper provides new knowledge for academics and practitioners on the challenges and solutions for data access and management in networked contexts. The greatest challenges among healthcare providers and health technology companies lay on uncertainties and interpretations concerning regulation, data strategy, and guidelines. Creating guidelines for data use and access in a hospital can be a first step to creating connected health innovations in collaboration with AI companies. For their part, these companies need to put effort into gaining in-depth knowledge and understanding of the processes and standards in healthcare context. Our paper is one of the first to combine data management and innovation network orchestration literatures, and to provide empirical evidence on data access related issues in this setting.10aartificial intelligence10aconnected health10aData access10adata management10agovernance10ainformation mobility10ainnovation10aorchestration10apatient- centered1 aKemppainen, Laura1 aPikkarainen, Minna1 aHurmelinna-Laukkanen, Pia1 aReponen, Jarmo utimreview.ca/article/129101466nas a2200193 4500008004100000022001400041245007100055210006900126260004200195300001000237490000600247520087500253653002901128653001601157653001901173100002101192700002101213856003801234 2019 eng d a1927-032100aDigital User Involvement in a Multi-Context Living Lab Environment0 aDigital User Involvement in a MultiContext Living Lab Environmen aOttawabTalent First Networkc10/2019 a27-370 v93 aThis article provides new knowledge on the long-term use and value of a digital user involvement tool as a part of a living lab particularly in ICT, health and public service development contexts. Research has been carried out within the authentic living lab environment in 2011–2018. Empirical evidence is gathered from case living lab digital user involvement platform and activities conducted in multiple contexts. The primary source of information are the 70 in-depth interviews with the customer companies, public organizations and other stakeholders. The digital user community and user involvement tool-specific value for the development of products and services are a fast, easy and efficient user involvement regardless of time and location, tailored online methods based on the need of the customer, and the richness and quality of the end-user feedback.10aDigital user involvement10aliving lab.10auser community1 aHaukipuro, Lotta1 aVäinämö, Satu uhttps://timreview.ca/article/127300575nas a2200205 4500008004100000022001400041245004400055210004100099260004200140300000800182490000600190653002000196653001500216653001800231653002700249100001800276700001800294700001900312856003800331 2019 eng d a1927-032100aEditorial: Action Research (April 2019)0 aEditorial Action Research April 2019 aOttawabTalent First Networkc04/2019 a3-60 v910aaction research10ainnovation10aparticipative10aparticipatory research1 aMcPhee, Chris1 aHoppe, Magnus1 aLindhult, Erik uhttps://timreview.ca/article/122800571nas a2200205 4500008004100000022001400041245004200055210003900097260004200136300000800178490000600186653002000192653001500212653001800227653002700245100001800272700001800290700001900308856003800327 2019 eng d a1927-032100aEditorial: Action Research (May 2019)0 aEditorial Action Research May 2019 aOttawabTalent First Networkc05/2019 a3-50 v910aaction research10ainnovation10aparticipative10aparticipatory research1 aMcPhee, Chris1 aHoppe, Magnus1 aLindhult, Erik uhttps://timreview.ca/article/123600860nas a2200313 4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653001700188653002000205653001500225653001500240653001600255653002000271653001700291653001900308653001000327653003700337653002200374100001800396700002300414700002800437700002200465700002100487856003800508 2019 eng d a1927-032100aEditorial: Living Labs (March 2019)0 aEditorial Living Labs March 2019 aOttawabTalent First Networkc03/2019 a3-50 v910aaccelerators10abusiness models10aframeworks10ainnovation10aliving labs10aOpen innovation10astakeholders10asustainability10atools10aUN Sustainable Development Goals10aurban living labs1 aMcPhee, Chris1 aStåhlbröst, Anna1 aHabibipour, Abdolrasoul1 aRunardotter, Mari1 aChronéer, Diana uhttps://timreview.ca/article/122001559nas a2200217 4500008004100000022001400041245007000055210006800125260004200193300001000235490000600245520093000251653001601181653001301197653001001210653001301220653003001233100002001263700002001283856003801303 2019 eng d a1927-032100aEmployee-Driven Innovation: An Intervention Using Action Research0 aEmployeeDriven Innovation An Intervention Using Action Research aOttawabTalent First Networkc05/2019 a44-530 v93 aThis 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 “stage” and “stands” theatre metaphor, employees engaged in collective, innovative learning “on the stage” combined with observations and reflections from managers and development leaders “in the stands”. 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. 10adevelopment10adialogue10aideas10alearning10aorganizational innovation1 aHolmquist, Mats1 aJohansson, Anna uhttps://timreview.ca/article/124002412nas a2200289 4500008004100000022001400041245011700055210006900172260004200241300001000283490000600293520152500299653001701824653001501841653003001856653001701886653002701903653002201930653001501952100002501967700001801992700002002010700001502030700002002045700001902065856003802084 2019 eng d a1927-032100aExploring Participation Needs and Motivational Requirements When Engaging Older Adults in an Emerging Living Lab0 aExploring Participation Needs and Motivational Requirements When aOttawabTalent First Networkc03/2019 a38-490 v93 aThere 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. 10afamily views10aLiving lab10amotivation to participate10aolder adults10aresearch participation10auser expectations10auser needs1 aCallari, Tiziana, C.1 aMoody, Louise1 aSaunders, Janet1 aWard, Gill1 aHolliday, Nikki1 aWoodley, Julie uhttps://timreview.ca/article/122302038nas a2200265 4500008004100000022001400041245004800055210004600103260004200149300001000191490000600201520128700207653002601494653002401520653002401544653002201568653002401590653002101614100002001635700002101655700002101676700001701697700002001714856003801734 2019 eng d a1927-032100aGiving Science Innovation Systems a 'Nudge'0 aGiving Science Innovation Systems a Nudge aOttawabTalent First Networkc10/2019 a51-610 v93 aIn this article we consider the role that contextual factors play in science innovation systems – that is, the choice architecture, that influences the orientation and outcomes of publicly-funded research. More specifically, we examine how choice architects, particularly policymakers and funding administrators, can affect the decision-making behaviour of researchers. The context for today’s science innovation systems continues to shift as governments seek solutions to the world’s “grand societal challenges”, such as climate change and ageing populations, in addition to greater and more demonstrable impact from funded research. This means that the assumptions of “basic research [being] performed without thought of practical ends” (Bush, 1945) that have shaped such projects, actually run counter to the growing expectations of greater commercialisation and use of multidisciplinary mission-led approaches. We argue that a closer examination of the choice architecture for publicly-funded research is required to understand and address how these potentially conflicting objectives may be pursued most productively through interventions that could form the basis of a novel, behaviourally-based toolkit for science innovation policy.10abehavioural economics10abehavioural science10achoice architecture10ainnovation policy10amission-led science10aresearch impact.1 ade Jong, Kirsty1 aDaellenbach, Urs1 aDavenport, Sally1 aHaar, Jarrod1 aLeitch, Shirley uhttps://timreview.ca/article/127501988nas a2200265 4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520121400257653001501471653002301486653002601509653001601535653001201551653001801563653001501581100002301596700002601619700002101645700001801666856003801684 2019 eng d a1927-032100aInnovation Management in Living Lab Projects: The Innovatrix Framework0 aInnovation Management in Living Lab Projects The Innovatrix Fram aOttawabTalent First Networkc03/2019 a63-730 v93 aDespite living labs being described as “orchestrators” and innovation intermediaries, there is scant literature providing concrete guidelines and tools for living lab practitioners on the topic of project-related innovation management. To address this need, we propose Innovatrix, an innovation management framework built upon existing business model and innovation management tools and frameworks and iterated based on practical experience in living lab projects. In this article, we illustrate the added value of the proposed framework through three practical case studies that lead to three propositions regarding innovation management in living lab projects. First, Innovatrix helps to scope the user involvement activities, which leads to greater efficiency and faster decision making. Second, Innovatrix forces the project owner to focus on a limited number of customer segments, which increases the speed of learning as the scarce entrepreneurial resources are dedicated to a limited number of segments. Third, Innovatrix allows practitioners to capture the iterations and pivots that were made during an innovation project, which helps to link specific outcomes with certain living lab activities.10aassumption10abusiness modelling10aInnovation management10aliving labs10atesting10auser research10avalidation1 aSchuurman, Dimitri1 aHerregodts, Aron-Levi1 aGeorges, Annabel1 aRits, Olivier uhttps://timreview.ca/article/122502197nas a2200229 4500008004100000022001400041245005400055210005300109260004200162300001000204490000600214520154800220653001501768653001501783653001301798653002601811653002601837100002201863700002701885700001701912856003801929 2019 eng d a1927-032100aLive and Let Die: On the Management of Creativity0 aLive and Let Die On the Management of Creativity aOttawabTalent First Networkc10/2019 a16-260 v93 aLiterature has pointed to the importance of feedback on creative ideas in innovation management processes. However, little is known about the practices that constitute the feedback process and their effect on employees’ future willingness to consistently and recurrently contribute with creative ideas to organized innovation management efforts. In this research, we draw on data from a single case study at a German multinational manufacturing firm. We show the flip side of managerial attempts to provide feedback and foster employees’ creative output. In particular, we identify distinct practices organizational actors employ along the sequence of idea generation, elaboration, championing, and implementation, and find that the practices can turn organized innovation management efforts into a political process. Furthermore, we present a virtuous and a vicious circle of managerial attempts to manage creativity in innovation processes. In doing so, we highlight the value of taking a practice lens to better understand the challenges in organized innovation management efforts and propose future research in other contexts. We suggest that managers should flexibly design organized innovation management processes to account for radical ideas and to pay close attention to a coherent communication when providing feedback and encouraging employees to contrive creative ideas. Our work contributes to the body of research on innovation management by shedding light on the dark side of organized innovation management efforts.10acase study10acreativity10aFeedback10aInnovation management10aQualitative Research.1 aHartmann, Michael1 aLaubengaier, Désirée1 aFoerstl, Kai uhttps://timreview.ca/article/127202066nas a2200193 4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520146300274653001601737100001801753700002101771700002201792700002001814856003801834 2019 eng d a1927-032100aOpen Data and Open Source Enabling Smart City Development: A Case Study in Häme Region0 aOpen Data and Open Source Enabling Smart City Development A Case aOttawabTalent First Networkc09/2019 a26-350 v93 aOpen data offers possibilities to accelerate both innovations and co-creation activities in cities and regions. Likewise, open source software development is an efficient way to create new services. Open data can be used to promote better information sharing and offers various opportunities for third-party developers. Co-creation improves the commitment of different stakeholders and ensures that the created solutions are based on real needs. For these reasons, it is only logical that these two themes are linked together in smart city activities. This paper presents a practical open data and co-creation development made in the region of Häme, Finland. This paper contributes to smart cities research by describing the development of two smart city services: the Tavastia Events API and "Hämeenlinna in pocket" smartphone application. It describes strategies that facilitate beneficial participation and collaboration in smart city open data initiatives. Based on Linked Events, an open source solution developed for the city of Helsinki, modification and implementation were made to create a centralized and open service, to collect and publish event-related data via an application programming interface (API) in the Häme region. A smartphone application was then developed, making use of the developed Events API and other data sources, to provide citizens with the most common digital services, and a platform for digital participation in Häme.10aSmart city,1 aJussila, Jari1 aKukkamäki, Joni1 aMäntyneva, Mikko1 aHeinisuo, Juuso uhttps://timreview.ca/article/126601423nas a2200169 4500008004100000022001400041245003400055210003400089260004200123300001000165490000600175520097500181100001701156700002201173700002001195856003801215 2019 eng d a1927-032100aOpen Strategy in a Smart City0 aOpen Strategy in a Smart City aOttawabTalent First Networkc09/2019 a36-440 v93 aTo attract new companies and a talented workforce in a way that increases income streams, cities are searching for strategic capabilities by using a variety of strategic practices. The present study participates in the theoretical debate between micro- and macro-strategizing by focusing on the interplay between the city organization and its institutional environment. As such, the study elucidates the open strategy process used in the strategy work of a medium-sized city in Finland. To make the strategy work open and encourage citizens’ participation, the city decided to utilize crowdsourcing as a tool that was part of a broader strategy process to develop a city strategy in a participative manner. The present study analyzes the responses of almost 2000 citizens who addressed the role of an open strategy in developing a smart city. The study contributes by depicting how the open strategy was utilized in practice and what types of outcomes it produced.1 aEinola, Suvi1 aKohtamäki, Marko1 aHietikko, Harri uhttps://timreview.ca/article/126702142nas a2200277 4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520135000265653001501615653001501630653001901645653001501664653002701679653000801706653000801714653001101722653002101733100002101754700002301775700002801798856003801826 2019 eng d a1927-032100aUrban Living Labs: Towards an Integrated Understanding of their Key Components0 aUrban Living Labs Towards an Integrated Understanding of their K aOttawabTalent First Networkc03/2019 a50-620 v93 aIn today’s ongoing urbanization and escalating climate change, there is an increasing demand on cities to be innovative and inclusive to handle these emerging issues. As an answer to these challenges, and in order to generate and adopt sustainable innovations and nature-based solutions in the urban areas, the concept of urban living labs has emerged. However, to date, there is confusion concerning the concept of the urban living lab and its key components. Some interpret the urban living lab as an approach, others as a single project, and some as a specific place – and some just do not know. In order to unravel this complexity and better understand this concept, we sought to identify the key components of an urban living lab by discussing the perspective of city representatives in the context of an urban living lab project. To achieve this goal, we reviewed previous literature on this topic and carried out two workshops with city representatives, followed by an open-ended questionnaire. In this article, we identify and discuss seven key components of an urban living lab: governance and management structure; financing models; urban context; nature-based solutions; partners and users (including citizens); approach; and ICT and infrastructure. We also offer an empirically derived definition of the urban living lab concept.10adefinition10ainnovation10akey components10aLiving lab10anature-based solutions10aNBS10aULL10aUNaLab10aurban living lab1 aChronéer, Diana1 aStåhlbröst, Anna1 aHabibipour, Abdolrasoul uhttps://timreview.ca/article/122401758nas a2200169 4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520122600261100002601487700001901513700001801532856003801550 2019 eng d a1927-032100aWorld Heritage meets Smart City in an Urban-Educational Hackathon in Rauma0 aWorld Heritage meets Smart City in an UrbanEducational Hackathon aOttawabTalent First Networkc09/2019 a45-540 v93 aUNESCO World Heritage cities can become smart cities if they take into account their cultural heritage and integrate diverse actors, including universities in their innovation practices. This article addresses the hackathon as an innovation contest method in the urban and educational context. Specifically, it concentrates on hackathon design, particularly the focus of the event, as well as the outputs. Although the design plays an integral part in a hackathon, particularly in goal achievement, design has not yet been thoroughly studied in mainly descriptive hackathon research. To address the subject, this article presents a case study of a dual-focused, i.e., combined urban and educational hackathon in the City of Rauma, which has a World Heritage Old Town that aims to integrate its historical uniqueness with modern city services. As a result, the article portrays the process and outputs of a hackathon carried out with the collaboration of two higher education institutions (HEIs) and the Entrepreneur Association of Rauma. Presenting conclusions for both academics and the public sector, the article contributes to the literature on urban and educational hackathons in smart cities with a heritage context.1 aSuominen, Anu, Helena1 aHalvari, Seija1 aJussila, Jari uhttps://timreview.ca/article/126802147nas a2200265 4500008004100000022001400041245013000055210006900185260004200254300000900296490000600305520127500311653002301586653001801609653003101627653002501658653003601683653002401719653002101743653001401764653001301778100002001791700003201811856003801843 2018 eng d a1927-032100aCollaboration Strategies in Innovation Ecosystems: An Empirical Study of the German Microelectronics and Photonics Industries0 aCollaboration Strategies in Innovation Ecosystems An Empirical S aOttawabTalent First Networkc11/2018 a4-120 v83 aEffective collaboration between companies and research organizations is key to successful innovation systems. Against the background of digitalization, a shift from traditional innovation systems towards innovation ecosystems can be observed. In this article, we investigate how companies operating in innovation ecosystems address the challenge of collaboration in dynamic innovation ecosystems. We focus on microelectronics and photonics in Germany as examples of knowledge- and research-intensive industries and analyze the strategies of companies to collaborate with research organizations. We explore whether and to what extent companies develop different and new strategies for collaborating with research institutions within innovation ecosystems, on the basis of which we identify two ideal types of strategies. Whereas ideal type A is aiming towards obtaining specific knowledge in order to further develop a particular technology or product (i.e., towards incremental innovation), ideal type B seeks to harness the new and full potential of innovation ecosystems (i.e., aiming at rather radical innovation). Finally, our findings contribute to a better understanding of innovation ecosystems and give managerial implications for collaborating in such systems. 10abusiness ecosystem10acollaboration10adevelopment and innovation10ainnovation ecosystem10ainnovation ecosystem strategies10aknowledge ecosystem10amicroelectronics10aphotonics10aresearch1 aSchroth, Fabian1 aHäußermann, Johann, Jakob uhttps://timreview.ca/article/119500754nas a2200277 4500008004100000022001400041245004600055210004300101260004200144300000800186490000600194653002600200653002100226653002200247653001500269653001500284653001400299653002500313653001300338653000900351653001900360100001800379700002200397700002000419856003700439 2018 eng d a1927-032100aEditorial: Frugal Innovation (April 2018)0 aEditorial Frugal Innovation April 2018 aOttawabTalent First Networkc04/2018 a3-50 v810adevelopment processes10aemerging markets10afrugal innovation10agrassroots10ahealthcare10ainclusion10ainternationalization10apatterns10aSMEs10asustainability1 aMcPhee, Chris1 aGupta, Deepak, S.1 aHossain, Mokter uhttp://timreview.ca/article/114700859nas a2200337 4500008004100000022001400041245004300055210004000098260004200138300000800180490000600188653001300194653001500207653001900222653001500241653001000256653001400266653001500280653001000295653001700305653001200322653001600334653001600350653001600366100001800382700001900400700002300419700002100442700002000463856003800483 2018 eng d a1927-032100aEditorial: Living Labs (December 2018)0 aEditorial Living Labs December 2018 aOttawabTalent First Networkc12/2018 a3-60 v810aanalysis10aconstructs10acultural space10adefinition10aENoLL10aframework10ainnovation10aISPIM10alean startup10alibrary10aliving labs10amethodology10astakeholder1 aMcPhee, Chris1 aLeminen, Seppo1 aSchuurman, Dimitri1 aWesterlund, Mika1 aHuizingh, Eelko uhttps://timreview.ca/article/120001665nas a2200265 4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520086800277653002001145653002301165653001601188653001501204653001301219653002001232653002001252653002501272100001801297700002001315700002601335856003801361 2018 eng d a1927-032100aExploring the Use of Stakeholder Analysis Methodology in the Establishment of a Living Lab0 aExploring the Use of Stakeholder Analysis Methodology in the Est aOttawabTalent First Networkc12/2018 a26-390 v83 aThis 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’s perspective. The article provides a contribution to stakeholder analysis methodology for complex, multi-stakeholder innovation initiatives, such as living labs.10aaction research10aautonomous vessels10aliving labs10amanagement10amaritime10aOpen innovation10aquadruple helix10astakeholder analysis1 aImset, Marius1 aHaavardtun, Per1 aTannum, Marius, Stian uhttps://timreview.ca/article/120301692nas a2200229 4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520095300285653002401238653002301262653002601285653002301311653004001334100001801374700001601392700001701408856003701425 2018 eng d a1927-032100aHow Doctoral Students and Graduates Can Facilitate Boundary Spanning between Academia and Industry0 aHow Doctoral Students and Graduates Can Facilitate Boundary Span aOttawabTalent First Networkc06/2018 a48-540 v83 aThe mobility of scientific competences from universities to industrial firms enables firms to absorb and utilize the knowledge developed in academia. However, too few young doctors are currently employed in industry, despite the fact that they could transfer and integrate valuable academic knowledge for industrial purposes and facilitate its utilization towards commercial ends. In this article, we investigate the role of doctoral students and graduates as academic boundary spanners by presenting three joint programs between universities and industrial players that facilitate and promote the industrial involvement of doctoral students and graduates. The cases highlight the meaning of university–industry collaboration in doctoral education and present practical examples of how industrial firms may facilitate the transfer of academic knowledge to industry through jointly organized doctoral education and postdoctoral mobility programs. 10aacademic engagement10adoctoral education10aindustrial engagement10aknowledge transfer10auniversity–industry collaboration1 aKunttu, Leena1 aHuttu, Essi1 aNeuvo, Yrjö uhttp://timreview.ca/article/116401599nas a2200253 4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520086300260653001601123653002601139653002301165653001501188653000801203653001201211653002101223100002101244700002101265700002201286856003701308 2018 eng d a1927-032100aInnovation Instruments to Co-Create Needs-Based Solutions in a Living Lab0 aInnovation Instruments to CoCreate NeedsBased Solutions in a Liv aOttawabTalent First Networkc05/2018 a22-350 v83 aThis multiple case study focuses on co-creation facilitated with innovation instruments in three different environments – a school, a hospital, and an airport – in which 12 SMEs and startups developed solutions based on predefined needs of customer organizations, and where stakeholders actively participated through user involvement methods facilitated by a living lab. The article provides new knowledge regarding the benefits of the co-creation, user involvement, and use of the living lab approach within different contexts. Our findings show concrete benefits of co-creation for stakeholders such as companies, customer organizations, and end users. Based on our results, we propose a new, generic model for using innovation instruments to facilitate co-creation for the development of needs-based products and services in different service domains.10aco-creation10ainnovation instrument10ainnovation process10aLiving lab10aSME10astartup10auser involvement1 aHaukipuro, Lotta1 aVäinämö, Satu1 aHyrkäs, Pauliina uhttp://timreview.ca/article/115601640nas a2200241 4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520096100257653001501218653001501233653001001248653001501258653001601273653001301289100002101302700001901323700001801342856003801360 2018 eng d a1927-032100aKey Constructs and a Definition of Living Labs as Innovation Platforms0 aKey Constructs and a Definition of Living Labs as Innovation Pla aOttawabTalent First Networkc12/2018 a51-620 v83 aDespite the growing popularity of using living labs as innovation platforms and the increasing scholarly attention toward the topic, still relatively little is known about many of their central characteristics. We use a qualitative research approach to identify key constructs of living labs and to understand how these constructs show up in the operation of living labs. So doing, we used theoretical constructs from the literature on user innovation, co-creation, and living labs to analyze a sample of membership applications to the European Network of Living Labs (ENoLL). The results from the content analysis of 40 applications revealed nine key constructs that are characteristic to living labs: 1) objective, 2) governance, 3) openness, 4) stakeholders, 5) funding, 6) value, 7) communications, 8) infrastructure, and 9) methods. These key constructs provide new insight that helps us to provide a definition of living labs as innovation platforms.10aconstructs10adefinition10aENoLL10ainnovation10aliving labs10aplatform1 aWesterlund, Mika1 aLeminen, Seppo1 aHabib, Christ uhttps://timreview.ca/article/120502342nas a2200217 4500008004100000022001400041245010700055210006900162260004200231300001000273490000600283520166600289653001301955653002201968653001701990653002202007653001802029100001902047700002102066856003702087 2018 eng d a1927-032100aOvercoming Barriers to Frugal Innovation: Emerging Opportunities for Finnish SMEs in Brazilian Markets0 aOvercoming Barriers to Frugal Innovation Emerging Opportunities aOttawabTalent First Networkc04/2018 a38-480 v83 aFrugal innovation has become a popular concept, in academia but also in industry at large. Although there has been a great deal of discussion about the relevance of frugal innovation to the developed world, the notion’s full acceptance within small and medium-sized enterprises (SMEs) still seems far in the distance. The opportunities and barriers seen with practical implementation of frugal innovation during the development processes have received little attention. This article considers these opportunities and barriers in the context of Finnish SMEs, providing insight specifically into the approaches these companies take in Brazilian markets. Qualitative data were drawn from a case study forming part of an extensive action research-based development project called SCALA, aimed at creating suitable and scalable mobile learning services for global markets. The concepts of frugal innovation and proceeding from user needs – essential parts of the development processes – are examined by observing three Finnish SMEs and their top managers, with particular focus on their interaction with Brazilian partners. Development sessions and meetings shed light on how the companies perceived and responded to testing their products/services with six individual schools in Brazil. Although frugal innovation is seen as essential for guaranteeing long-term competitiveness of Finnish SMEs – and access to rapidly growing, unsaturated emerging markets such as Brazil can be a step in the right direction – our study highlights numerous barriers and ways to overcome them in the real-world implementation of frugality in SMEs’ development processes. 10abarriers10aBrazilian markets10aFinnish SMEs10afrugal innovation10aopportunities1 aHyypiä, Mirva1 aKhan, Rakhshanda uhttp://timreview.ca/article/115102103nas a2200229 4500008004100000022001400041245009200055210006900147260004200216300000900258490000600267520136000273653002201633653003301655653002401688653002501712653002401737653002301761653003401784100001801818856003701836 2018 eng d a1927-032100aThe Prime Mover Matrix: A Conversation Piece for Building Strategic Innovative Capacity0 aPrime Mover Matrix A Conversation Piece for Building Strategic I aOttawabTalent First Networkc07/2018 a5-130 v83 aThe article introduces the Prime Mover Matrix as a conversation piece that will help management build strategic innovation capacity and gain desired influence on industrial standards and thus power. After all, just because a company calls itself innovative and invests in R&D does not mean it is actually innovative. To be strategically innovative means that a company deliberately builds its technical innovative capacity and business innovative capacity in relation to the influence of other actors’ actions and innovations. By doing this, a company will be able to increase its influence on industrial standards and gain the necessary power to reach its objectives. It is a relative position towards a moving target, which is why companies must continuously change through learning. This means that management needs help to reflect on how their own company’s innovative capacity compares to their competitors, and they must unceasingly steer their capacity towards the desired innovation position. Today, we lack intuitive and usable tools that will facilitate strategic conversations on how to best invest for desired innovation capacity. In order to fill this void, this article proposes the Prime Mover Matrix: a model that functions as a conversation piece for triggering an assessment of an industry’s technical, business, and prime movers. 10aanalytical models10abusiness innovative capacity10aconversation pieces10aindustrial standards10ainnovation strategy10aPrime Mover Matrix10atechnical innovative capacity1 aHoppe, Magnus uhttp://timreview.ca/article/116702054nas a2200205 4500008004100000022001400041245011800055210006900173260004200242300001000284490000600294520138600300653001501686653002401701653002601725653002101751653002001772100001901792856003701811 2018 eng d a1927-032100aThe Role of Middle Managers in the Implementation of a Corporate Incubator: A Case Study in the Automotive Sector0 aRole of Middle Managers in the Implementation of a Corporate Inc aOttawabTalent First Networkc07/2018 a31-390 v83 aLately, there has been a growing tendency of corporations to establish corporate incubators as a strategic tool of transformation. However, the managers of those incubators are often lacking the appropriate knowledge and experience when it comes to setting the right framework for implementing such novel innovation units. In this context, the role of middle managers needs to be re-evaluated in order to support them with the right toolset for such an endeavour to become successful. This article analyzes the role of middle managers in the implementation of a corporate incubator by conducting an in-depth single case study within a large German automotive company. In addition to insights from a comprehensive literature review, the study’s interviews with 13 experts reveal challenges as well as key success factors from the perspective of middle managers on the stated research problem. In particular, the ability of middle managers to influence employees and top management has been considered with the aim of avoiding resistance and failure. The findings from this study contribute to the research streams of corporate incubation and middle management. In addition, the findings are particularly relevant for managers of large corporations who are facing the challenge of transforming their organization due to digitalization and unpredictable developments in the market. 10acase study10acorporate incubator10aInnovation management10aintrapreneurship10amiddle managers1 aHirte, Rebecca uhttp://timreview.ca/article/116902305nas a2200265 4500008004100000022001400041245008300055210006900138260004200207300000900249490000600258520151400264653001301778653001501791653001501806653001301821653002001834653002001854100002801874700002101902700002301923700002301946700003301969856003702002 2018 eng d a1927-032100aA Taxonomy of Factors Influencing Drop-Out Behaviour in Living Lab Field Tests0 aTaxonomy of Factors Influencing DropOut Behaviour in Living Lab aOttawabTalent First Networkc05/2018 a5-210 v83 aThe concept of a “living lab” is a relatively new research area and phenomenon that facilitates user engagement in open innovation activities. Studies on living labs show that the users’ motivation to participate in a field test is higher at the beginning of the project than during the rest of the test, and that participants have a tendency to drop out before completing the assigned tasks. However, the literature still lacks theories describing the phenomenon of drop-out within the area of field tests in general and living lab field tests in particular. As the first step in constructing a theoretical discourse, the aims of this study are to present an empirically derived taxonomy for the various factors that influence drop-out behaviour; to provide a definition of “drop-out” in living lab field tests; and to understand the extent to which each of the identified items influence participant drop-out behaviour. To achieve these aims, we first extracted factors influencing drop-out behaviour in the field test from our previous studies on the topic, and then we validated the extracted results across 14 semi-structured interviews with experts in living lab field tests. Our findings show that identified reasons for dropping out can be grouped into three themes: innovation-related, process-related, and participant-related. Each theme consists of three categories with a total of 44 items. In this study, we also propose a unified definition of “drop-out” in living lab field tests.10adrop-out10afield test10aLiving lab10ataxonomy10auser engagement10auser motivation1 aHabibipour, Abdolrasoul1 aGeorges, Annabel1 aStåhlbröst, Anna1 aSchuurman, Dimitri1 aBergvall-Kåreborn, Birgitta uhttp://timreview.ca/article/115501313nas a2200217 4500008004100000022001400041245010600055210006900161260004200230300001000272490000600282520061000288653002600898653002300924653001800947653002200965653002700987100002401014700002001038856003701058 2018 eng d a1927-032100aWhat Do Business Customers Value? An Empirical Study of Value Propositions in a Servitization Context0 aWhat Do Business Customers Value An Empirical Study of Value Pro aOttawabTalent First Networkc05/2018 a36-430 v83 aThis study was conducted in response to calls from the research community and industry for a greater empirical exploration of value propositions. It uses customer value-in-use as a starting point and employs empirical data on value propositions in a servitization context. The findings demonstrate how customers articulate the value-in-use, or benefits, of a selected offering. These results are subsequently used to develop value proposition elements that are aligned with these benefits. The implications for the value proposition literature and for companies in a servitization situation are discussed.10acustomer value in use10aservice transition10aservitization10avalue proposition10avalue-in-use dimension1 aSakyi-Gyinae, Kwesi1 aHolmlund, Maria uhttp://timreview.ca/article/115701907nas a2200229 4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520118700292653001501479653002601494653001501520653001501535653001601550100002301566700002701589700002401616856003701640 2017 eng d a1927-032100aConvergent Innovation in Emerging Healthcare Technology Ecosystems: Addressing Complexity and Integration0 aConvergent Innovation in Emerging Healthcare Technology Ecosyste aOttawabTalent First Networkc09/2017 a44-540 v73 aPrecision Medicine and Digital Health are emerging areas in healthcare, and they are underpinned by convergent or cross-industry innovation. However, convergence results in greater uncertainty and complexity in terms of technologies, value networks, and organization. There has been limited empirical research on emerging and convergent ecosystems, especially in addressing the issue of integration. This research identifies how organizations innovate in emerging and convergent ecosystems, specifically, how they address the challenge of integration. We base our research on empirical analyses using a series of longitudinal case studies employing a combination of case interviews, field observations, and documents. Our findings identify a need to embrace the complexity by adopting a variety of approaches that balance “credibility-seeking” and “advantage-seeking” behaviours, to navigate, negotiate, and nurture both the innovation and ecosystem, in addition to a combination of “analysis” and “synthesis” actions to manage aspects of integration. We contribute to the convergent innovation agenda and provide practical approaches for innovators in this domain. 10acomplexity10aconvergent innovation10aecosystems10ahealthcare10aintegration1 aPhillips, Mark, A.1 aHarrington, Tomás, S.1 aSrai, Jagjit, Singh uhttp://timreview.ca/article/110502404nas a2200265 4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520159900292653001901891653002001910653002901930653000901959653001401968653002301982100002102005700002102026700001702047700001802064700001902082856003702101 2017 eng d a1927-032100aDesigning a Business Model for Environmental Monitoring Services Using Fast MCDS Innovation Support Tools0 aDesigning a Business Model for Environmental Monitoring Services aOttawabTalent First Networkc11/2017 a36-460 v73 aThe free availability of open data provides opportunities to start new businesses and gain business intelligence. However, although data is often used to support decisions and actions, the possibilities offered by modern sensor technologies with connections to cloud-based data collection services are not being effectively capitalized. Data collection systems are also not generally open source solutions, even though open and flexibly adjustable systems would broaden the opportunities for solutions and larger revenue streams. In this article, we used action research methods to discover new business opportunities in a semi-open information system that utilizes environmental monitoring data. We applied a four-stage innovation process for industry, which included context definition, idea generation, and selection, and produced multi-criteria decision support (MCDS) data to help the design of business model. This was done to reveal business opportunities for an environmental monitoring service. Among these opportunities, one service-style business model canvas was identified as feasible and selected for further development. We identified items that are needed in the commercialization process of environmental monitoring services. Our process combines open environmental monitoring data, participative innovation process, and MCDS support, and it supports and accelerates a co-creative business model creation process that is cost-beneficial in terms of saving time. The results are applicable to the creation of an open data information system that supports data-driven innovation.10abusiness model10adata collection10aenvironmental monitoring10aMCDS10aopen data10aservice innovation1 aEskelinen, Tuomo1 aRäsänen, Teemu1 aSantti, Ulla1 aHapponen, Ari1 aKajanus, Miika uhttp://timreview.ca/article/111902315nas a2200277 4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284520146000290653001901750653002601769653003101795653002401826653002701850653001901877653000801896100001701904700002101921700002101942700001901963700001801982856003702000 2017 eng d a1927-032100aEffects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs0 aEffects of Business Model Development Projects on Organizational aOttawabTalent First Networkc08/2017 a15-260 v73 aPrevious research has shown that links between organizational culture and innovativeness/performance may act as a “social glue” 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.10abusiness model10abusiness model canvas10acompeting values framework10adevelopment project10aorganizational culture10aservice design10aSME1 aSantti, Ulla1 aEskelinen, Tuomo1 aRajahonka, Mervi1 aVillman, Kaija1 aHapponen, Ari uhttp://timreview.ca/article/109601737nas a2200277 4500008004100000022001400041245010200055210006900157260004200226300000900268490000600277520092300283653001401206653001801220653002101238653002301259653000801282653001601290653001801306653002501324653001801349653001801367100002001385700001701405856003701422 2017 eng d a1927-032100aThe Internet of (Vulnerable) Things: On Hypponen's Law, Security Engineering, and IoT Legislation0 aInternet of Vulnerable Things On Hypponens Law Security Engineer aOttawabTalent First Networkc04/2017 a5-110 v73 aThe Internet of Things (IoT) and the resulting network-connectedness of everyday objects and appliances in our lives bring not only new features and possibilities, but also significant security concerns. These security concerns have resulted in vulnerabilities ranging from those limited in effect to a single device to vulnerabilities that have enabled IoT-based botnets to take over hundreds of thousands of devices to be used for illegal purposes. This article discusses the vulnerable nature of the IoT – as symbolized by Hypponen’s law – and the parts both manufacturers and consumers play in these vulnerabilities. This article makes the case for the importance of security engineering for IoT manufacturers, highlights some significant issues to help consumers address these vulnerabilities, and argues for legislation as perhaps the only reliable means of securing the Internet and its connected devices.10aconsumers10acybersecurity10aHypponen’s law10aInternet of Things10aIOT10alegislation10amanufacturers10asecurity engineering10asmart devices10avulnerability1 aHypponen, Mikko1 aNyman, Linus uhttp://timreview.ca/article/106601749nas a2200253 4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520097600267653001501243653002501258653002501283653002301308653002901331653001001360100002301370700001801393700003001411700001701441856003701458 2017 eng d a1927-032100aOrchestration Roles to Facilitate Networked Innovation in a Healthcare Ecosystem0 aOrchestration Roles to Facilitate Networked Innovation in a Heal aOttawabTalent First Networkc09/2017 a30-430 v73 aThis study examines orchestration roles in a networked innovation context characterized by significant transformation. In particular, an exploratory case study approach is taken to study the roles of innovation network orchestrators and their actions to facilitate networked activities in different phases of the innovation process. The context of the case study, a healthcare ecosystem that aims to co-create technological innovations to support the pediatric surgery journey, provides valuable insights about orchestration and adds knowledge on specific limitations set by the orchestrator-specific and context-related issues in a professional context. The findings of this study highlight the need for careful coordination that allows shared understanding of the goals of the orchestration process and achievable innovation implementations. It is shown that parallel, evolving, and even changing orchestrator roles are needed in complex networked innovation settings. 10acase study10aexploratory approach10ahealthcare ecosystem10ahigh-level experts10ainnovation orchestration10aroles1 aPikkarainen, Minna1 aErvasti, Mari1 aHurmelinna-Laukkanen, Pia1 aNätti, Satu uhttp://timreview.ca/article/110401794nas a2200277 4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520099400261653000801255653002001263653001601283653001201299653001801311100002301329700002601352700002101378700002001399700002301419700001801442700001901460856003701479 2017 eng d a1927-032100aOvercoming Barriers to Experimentation in Business-to-Business Living Labs0 aOvercoming Barriers to Experimentation in BusinesstoBusiness Liv aOttawabTalent First Networkc02/2017 a20-260 v73 aBusiness-to-business (B2B) living lab projects have been mentioned in different areas of academic research, but the innovation management literature requires deeper analysis of their potential opportunities and challenges. Real-life experimentation is a key requirement for living labs as it enables deeper insights in the potential success of innovations. However, the literature has not provided insights on how living lab projects can implement real-life experimentation in B2B innovation projects and does not describe appropriate conditions for experimentation in these settings. In this study, we identified three main barriers preventing real-life experimentation in B2B living lab projects: the technological complexity, the need for integration, and the difficulty in identifying testers. The barriers are discussed in detailed and potential solutions are provided to help overcome these barriers and stimulate the adoption of real-life experimentation in B2B innovation projects.10aB2B10aexperimentation10aliving labs10atesting10auser research1 aD’Hauwers, Ruben1 aHerregodts, Aron-Levi1 aGeorges, Annabel1 aCoorevits, Lynn1 aSchuurman, Dimitri1 aRits, Olivier1 aBallon, Pieter uhttp://timreview.ca/article/105400780nas a2200241 4500008004100000022001400041245010600055210006900161260004200230300001000272490000600282653002700288653002600315653001500341653002000356653001600376653001800392653001500410653004000425653001500465100002100480856003700501 2017 eng d a1927-032100aQ&A. Does Machiavelli’s The Prince Have Relevant Lessons for Modern High-Tech Managers and Leaders?0 aQA Does Machiavelli s The Prince Have Relevant Lessons for Moder aOttawabTalent First Networkc08/2017 a40-470 v710acut-throat competition10aInnovation management10aleadership10alean philosophy10aMachiavelli10aMachiavellian10amanagement10atechnological innovation leadership10aThe Prince1 aHamilton, Clovia uhttp://timreview.ca/article/109900698nas a2200205 4500008004100000022001400041245012600055210006900181260004200250300001000292490000600302653002200308653001700330653001300347653002500360653002000385100002000405700003000425856003700455 2017 eng d a1927-032100aQ&A. How Do Digital Platforms for Ideas, Technologies, and Knowledge Transfer Act as Enablers for Digital Transformation?0 aQA How Do Digital Platforms for Ideas Technologies and Knowledge aOttawabTalent First Networkc09/2017 a55-600 v710adigital platforms10adigitization10aenablers10aknowledge management10aOpen innovation1 aHossain, Mokter1 aLassen, Astrid, Heidemann uhttp://timreview.ca/article/110601898nas a2200253 4500008004100000022001400041245004900055210004900104260004200153300001000195490000600205520121400211653002001425653001201445653001201457653002401469653001401493653002301507653001501530653002101545100002301566700001801589856003701607 2017 eng d a1927-032100aReflecting on Actions in Living Lab Research0 aReflecting on Actions in Living Lab Research aOttawabTalent First Networkc02/2017 a27-340 v73 aLiving labs deploy contemporary open and user-centred engagement processes in real-world contexts where all relevant stakeholders are involved and engaged with the endeavour to create and experiment with different innovations. The approach is evidently successful and builds on the perspective that people have a democratic right to have influence over changes that might affect them, such as those brought about by an innovation. In this article, we will reflect on and discuss a case in which end users took part in the development of a method that stimulates learning and adoption of digital innovations in their own homes while testing and interacting with it. The results show that, when end users were stimulated to use the implemented innovation through different explicit assignments, they both increased their understanding of the situation as well as changed their behaviour. Living lab processes are complex and dynamic, and we find that it is essential that a living lab have the capability to adjust its roles and actions. We argue that being reflective is beneficial for innovation process managers in living labs because it allows them to adjust processes in response to dynamic circumstances. 10aaction research10aApollon10acontext10adigital innovations10aend users10ainnovation process10aLiving lab10aresearch process1 aStåhlbröst, Anna1 aHolst, Marita uhttp://timreview.ca/article/105501660nas a2200253 4500008004100000022001400041245010300055210006900158260004200227300000900269490000600278520086300284653002201147653002701169653002101196653001501217653002601232653002401258100002301282700001901305700001901324700002601343856003701369 2017 eng d a1927-032100aA Structured Approach to Academic Technology Transfer: Lessons Learned from imec’s 101 Programme0 aStructured Approach to Academic Technology Transfer Lessons Lear aOttawabTalent First Networkc08/2017 a5-140 v73 aIn this article, we describe imec’s 101 Programme for academic technology transfer and explain how it supports researchers by following a structured process in a limited amount of time and by carefully involving different stakeholders and people with relevant skills and expertise. The programme combines insights in terms of processes and of team composition from the entrepreneurship literature and puts them into practice in an internal incubation programme that is generated from the bottom-up. Based on hands-on experiences and interviews with key stakeholders in the process, we evaluate the programme and distill lessons learned. The article highlights the importance of a structured technology transfer process in the early stages of opportunity discovery and entrepreneurial action, and it offers insights on team formation for academic spin-offs.10aacademic spin-off10aentrepreneurial action10aentrepreneurship10aincubation10aresearch valorization10atechnology transfer1 aSchuurman, Dimitri1 aDe Vocht, Stan1 aDe Cleyn, Sven1 aHerregodts, Aron-Levi uhttp://timreview.ca/article/109501302nas a2200205 4500008004100000022001400041245010100055210006900156260004200225300000900267490000600276520067100282653002100953653001000974653002300984653001101007653002301018100001801041856003701059 2017 eng d a1927-032100aValue Propositions for the Internet of Things: Guidance for Entrepreneurs Selling to Enterprises0 aValue Propositions for the Internet of Things Guidance for Entre aOttawabTalent First Networkc11/2017 a5-110 v73 aThis article provides entrepreneurs with guidance to help understand and express the specific and compelling value proposition for their Internet of Things (IoT) offer. IoT enables such a wide range of possible short- and long-term opportunities that IoT entrepreneurs may fall into the trap of considering IoT generally rather than positioning their offer to a buyer in a specific manner that helps win deals. The process of understanding and expressing a compelling value proposition will help the IoT entrepreneur focus their offer, understand who the real buyer is, and demonstrate tangible value to that buyer in a manner that is directed towards winning deals.10aentrepreneurship10aguide10aInternet of Things10aoffers10avalue propositions1 aHudson, David uhttp://timreview.ca/article/111602082nas a2200265 4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520126800263653001901531653002601550653002201576653002601598653002501624653002601649653002201675100001901697700002201716700002401738700001701762856003701779 2016 eng d a1927-032100aDetecting White Spots in Innovation-Driven Intellectual Property Management0 aDetecting White Spots in InnovationDriven Intellectual Property aOttawabTalent First Networkc07/2016 a34-470 v63 aTechnology companies scan the competitive arena for patents to discover research activities and technology trends. Patents are the outcome of innovation processes that take several month or even years, depending on the industry. The process of publishing patents usually lasts longer. A huge time gap of up to several years between early research and development activities and published patents is the consequence. Therefore, a patent is a weak indicator for the identification of early innovation activities. However, the inventor needs intellectual assets such as data, knowledge, and expertise to carry out an innovation process. It is likely that these intellectual assets can improve the competitor analysis – rendering them primary targets. In this article, we introduce a systematic approach to detect intellectual property (IP) activities of stakeholders in selected technology fields (e.g., hiring experts, taking part in research projects, gathering specific data). A technology field with a low intensity of IP activities offers great opportunities, which we call a "white spot". Our proposed approach can help identify the white spots in innovation-driven IP management and thereby help devise recommendations to improve a company’s IP portfolio.10abusiness model10acompetitive advantage10acompetitive arena10aInnovation management10aintellectual capital10aintellectual property10avalue proposition1 aEckelt, Daniel1 aDülme, Christian1 aGausemeier, Jürgen1 aHemel, Simon uhttp://timreview.ca/article/100301763nas a2200265 4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520104500254653001401299653001101313653001501324653002101339653001501360653001501375653001501390653001301405653001301418653001301431100001701444856003601461 2016 eng d a1927-032100aDeveloping a Startup and Innovation Ecosystem in Regional Australia0 aDeveloping a Startup and Innovation Ecosystem in Regional Austra aOttawabTalent First Networkc06/2016 a24-320 v63 aTechnology is enabling change at an ever increasing pace, not only in urban contexts, but also in regional centres, where the Internet in particular is enabling entrepreneurs to compete in the global marketplace despite the size and remoteness of their home cities or towns. In regional Australia, the challenges of high unemployment, fading traditional industries, a lack of economic diversity, and a "brain drain" of talent to urban centres highlight the need for novel economic development strategies. Innovation and entrepreneurship are highlighted as potential solutions, but both require knowledge and support to be successful. In this article, the author shares lessons learned as an entrepreneur and through the ongoing development of a self-sustaining startup and innovation ecosystem in the remote region of Cairns, Australia. The model described in this article is now being applied to other regions in Australia, where trained champions are driving the development of startup and innovation ecosystems adapted to regional needs.10aAustralia10aCairns10aecosystems10aentrepreneurship10aincubation10ainnovation10amentorship10aregional10astartups10atheSPACE1 aHaines, Troy uhttp://timreview.ca/article/99400772nas a2200265 4500008004100000022001400041245006200055210005900117260004200176300000800218490000600226653002200232653001700254653002200271653001600293653002000309653002000329653002000349100001800369700001900387700002300406700002100429700002000450856003600470 2016 eng d a1927-032100aEditorial: Living Labs and User Innovation (January 2016)0 aEditorial Living Labs and User Innovation January 2016 aOttawabTalent First Networkc01/2016 a3-60 v610aclosed innovation10afield trials10aimpact assessment10aliving labs10aOpen innovation10auser engagement10auser innovation1 aMcPhee, Chris1 aLeminen, Seppo1 aSchuurman, Dimitri1 aWesterlund, Mika1 aHuizingh, Eelko uhttp://timreview.ca/article/95502028nas a2200289 4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520120800263653001401471653002501485653001501510653002101525653001601546653001501562653001501577653001701592653001201609100002201621700001801643700002201661700001901683856003601702 2016 eng d a1927-032100aEmployment Dynamics of Australian Entrepreneurship: A Management Perspective0 aEmployment Dynamics of Australian Entrepreneurship A Management aOttawabTalent First Networkc06/2016 a33-400 v63 aThis 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. 10aAustralia10acreative destruction10aemployment10aentrepreneurship10ahigh growth10ainnovation10amanagement10aproductivity10astartup1 aHendrickson, Luke1 aBucifal, Stan1 aBalaguer, Antonio1 aHansell, David uhttp://timreview.ca/article/99502726nas a2200205 4500008004100000022001400041245007800055210006900133260004200202300000900244490000600253520210400259653003102363653002102394653001302415100001702428700001702445700002102462856003702483 2016 eng d a1927-032100aEntrepreneurial Growth Ambitions: The Case of Finnish Technology Startups0 aEntrepreneurial Growth Ambitions The Case of Finnish Technology aOttawabTalent First Networkc10/2016 a5-160 v63 aTechnology 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 – and the fall of Nokia’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’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' 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. 10aentrepreneurial innovation10agrowth ambitions10astartups1 aWallin, Arto1 aStill, Kaisa1 aHenttonen, Katja uhttp://timreview.ca/article/102301606nas a2200229 4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520090000282653001401182653001701196653001701213653002201230653003001252653001501282100002301297700002001320856003601340 2016 eng d a1927-032100aThe Evolution of Intermediary Activities: Broadening the Concept of Facilitation in Living Labs0 aEvolution of Intermediary Activities Broadening the Concept of F aOttawabTalent First Networkc01/2016 a45-580 v63 aInnovation 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 – the "smart floor". 10aco-design10aelderly care10afacilitation10ahealth technology10ainnovation intermediaries10aLiving lab1 aHakkarainen, Louna1 aHyysalo, Sampsa uhttp://timreview.ca/article/96002664nas a2200265 4500008004100000022001400041245010700055210006900162260004200231300001000273490000600283520183200289653002002121653001902141653002702160653002602187653002802213100001902241700002502260700002002285700001702305700001602322700002302338856003702361 2016 eng d a1927-032100aImplementing Knowledge Translation Strategies in Funded Research in Canada and Australia: A Case Study0 aImplementing Knowledge Translation Strategies in Funded Research aOttawabTalent First Networkc09/2016 a16-270 v63 aThere is an emerging literature describing the use of knowledge translation strategies to increase the relevance and usability of research, yet there are few real-world examples of how this works in practice. This case study reports on the steps taken to embed knowledge translation strategies in the Movember Foundation's Men’s Mental Health Grant Rounds in 2013–14, which were implemented in Australia and Canada, and on the support provided to the applicants in developing their knowledge translation plans. It identifies the challenges faced by the Men’s Mental Health Program Team and how these were resolved. The strategies explored include articulating knowledge translation requirements, ensuring a common understanding of knowledge translation, assessing knowledge translation plans, methods of engaging end users, and building capacity with applicants. An iterative approach to facilitating knowledge translation planning within project development was rolled out in Australia just prior to Canada so that lessons learned were immediately available to refine the second roll out. Implementation included the use of external knowledge translation expertise, the development of knowledge translation plans, and the need for internal infrastructure to support monitoring and reporting. Differences in the Australian and Canadian contexts may point to differential exposure to the concepts and practices of knowledge translation. This case study details an example of designing and implementing an integrated knowledge translation strategy that moves beyond traditional dissemination models. Lessons learned point to the importance of a long lead-up time, the use of knowledge translation expertise for capacity building, the need for flexible implementation, and the need for efficiencies in supporting applicants.10afunded research10aimplementation10aknowledge mobilization10aknowledge translation10aorganizational learning1 aMoore, Gabriel1 aFitzpatrick, Therese1 aLim-Carter, Ivy1 aHaynes, Abby1 aFlego, Anna1 aSnelgrove, Barbara uhttp://timreview.ca/article/101602532nas a2200241 4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520182500265653001502090653001302105653002002118653001602138653001202154653002202166653001702188100003102205700001702236856003702253 2016 eng d a1927-032100aPriority Systems at Theme Parks from the Perspective of Managers and Customers0 aPriority Systems at Theme Parks from the Perspective of Managers aOttawabTalent First Networkc11/2016 a40-470 v63 aWaiting times are becoming an increasingly important customer-experience challenge in theme parks. The seemingly ever-present problem of long queues for rides and attractions is being tackled by the development of priority systems. These innovations allow customers to join an alternative queue that bypasses the congestion faced by regular customers. In other words, by paying extra, customers can purchase the right to be served sooner. Such systems are becoming prevalent, but there is a lack of empirical research into priority systems at theme parks in the academic and management literature, which suggests that in-depth empirical analysis is necessary in order to understand the consumer decision-making process when making this purchase. This article examines priority systems at theme parks both from the viewpoint of park management and of customers. To address this gap, we surveyed nearly 1,000 customers at a major theme park in Spain and conducted semi-structured interviews with 10 theme park managers to assess both customer and manager attitudes towards waiting generally and priority systems specifically. Our results reveal that these priority systems facilitate market segmentation. When theme parks offer this "wait or pay" option, different groups of customers are identified based on their attitudes: those who wait in regular lines and those who are willing to pay to avoid lines. Thus, this innovative system creates an important source of new revenue while also improving the customer experience by reducing waiting times and minimizing congestion. Following a discussion of our results, we offer practical recommendations to managers who need to address the challenges of waiting times in theme parks and wish to improve both profits and customer experiences by implementing a priority system.10ainnovation10amanagers10apriority queues10atheme parks10atourism10atourist behaviour10awaiting time1 aHernandez-Maskivker, Gilda1 aRyan, Gerard uhttp://timreview.ca/article/103400869nas a2200301 4500008004100000022001400041245006300055210006000118260004200178300000800220490000600228653002000234653002200254653001200276653001800288653002400306653001600330653002000346653002200366653002200388653002000410100001800430700001900448700002300467700002100490700002000511856003600531 2015 eng d a1927-032100aEditorial: Living Labs and User Innovation (December 2015)0 aEditorial Living Labs and User Innovation December 2015 aOttawabTalent First Networkc12/2015 a3-50 v510abusiness models10aclosed innovation10acontext10acrowdsourcing10ainnovation networks10aliving labs10aOpen innovation10aspaces and places10aurban living labs10auser innovation1 aMcPhee, Chris1 aLeminen, Seppo1 aSchuurman, Dimitri1 aWesterlund, Mika1 aHuizingh, Eelko uhttp://timreview.ca/article/94702255nas a2200217 4500008004100000022001400041245012300055210006900178260004200247300001000289490000600299520157400305653001101879653001501890653001501905653001901920653001501939653001901954100002801973856003602001 2015 eng d a1927-032100aGovernance Solutions for Wicked Problems: Metropolitan Innovation Ecosystems as Frontrunners to Sustainable Well-Being0 aGovernance Solutions for Wicked Problems Metropolitan Innovation aOttawabTalent First Networkc10/2015 a31-410 v53 aThe growing specialization and interdependence of societies as well as their rapid technological and economic transformation have increased the level of uncertainty and complexity in decision making and the role of wicked problems in policy making. This article analyzes the nature and evolution of wicked problems and argues that they stem from the gap between the complexity of the policy problem and the variety of the corresponding governance arrangements. This complexity gap can be closed with new governance solutions that include participation, interaction, and cooperation among stakeholders; collective learning processes; coordination by mutual adjustment and clear systemic direction, decentralization, diversity, and experimentation; and effective measures to overcome system rigidities and development bottlenecks. For several reasons, cities and metropolitan areas provide ideal ecosystems for addressing wicked problems. They have the requisite variety of resources, capabilities and services, physical proximity that facilitates rich face-to-face communication, learning and cooperation, as well as the right scope for producing and experimenting with the necessary public goods and services. The article concludes by arguing that Finland could become a global frontrunner in solving wicked problems in policy making by adopting a strategy of sustainable well-being. This strategy would build on the world-class well-being knowledge within the Finnish welfare state and the rapidly growing international research on subjective well-being and happiness.10acities10acomplexity10agovernance10asustainability10awell-being10awicked problem1 aHämäläinen, Timo, J. uhttp://timreview.ca/article/93501823nas a2200277 4500008004100000022001400041245012500055210006900180260004200249300001000291490000600301520090000307653003001207653003901237653002501276653001701301653002501318653003401343653002501377653002501402100002101427700001901448700002101467700002101488856003601509 2015 eng d a1927-032100aOrchestrators of Innovation-Driven Regional Development: Experiences from the INNOFOKUS Project and Change2020 Programme0 aOrchestrators of InnovationDriven Regional Development Experienc aOttawabTalent First Networkc10/2015 a52-620 v53 aThe article takes a practical view of regional innovation ecosystems and presents ways to advance more efficient uses of public funding instruments by regional developers. Documenting the views of Finnish regional developers into two workbooks and a toolbox, the results of the INNOFOKUS project and its Change2020 development programme identified that promoting a high-impact project culture and smart specialization in Finland requires a continuous learning and participation process. Key individuals who can make this happen are innovation orchestrators who facilitate activities and compose the big picture. This article aims to bring forth an overview of the building blocks of an enriching and energizing environment and high-impact projects, and it presents an overview of how to enable the work of innovation orchestrators, who play a critical role in facilitating innovation ecosystems.10aagile project development10aexperimentation-driven development10ahigh-impact projects10aorchestrator10aregional development10aregional innovation ecosystem10asmart specialisation10asmart specialization1 aRajahonka, Mervi1 aPienonen, Toni1 aKuusisto, Riikka1 aHandelberg, Jari uhttp://timreview.ca/article/93701933nas a2200373 4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520083100276653001201107653002201119653002701141653001501168653002501183653001201208653002801220653002301248653002001271653001701291653001801308653002401326100002301350700001501373700001901388700002201407700002201429700002601451700002401477700002201501856003601523 2015 eng d a1927-032100aPersonal Health Systems Technologies: Critical Issues in Service Innovation and Diffusion0 aPersonal Health Systems Technologies Critical Issues in Service aOttawabTalent First Networkc02/2015 a46-570 v53 aPersonal health system (PHS) technologies can enhance public and private health service delivery and provide new business opportunities in Europe and around the world. Although much PHS technology has already been developed and could potentially provide virtually everyone with access to personalized healthcare, research driven primarily by a technology push may fail, because it fails to situate PHS within the wider health and social care service systems. In this article, we explore the scattered PHS research and innovation landscape, as well its relevant markets, using several types of analyses: bibliometrics, patent analysis, social network analysis, stakeholder workshops, and interviews. Our analyses aim to identify critical issues in the development and implementation of service systems around PHS technologies. 10aehealth10aforesight studies10ahealth and social care10ahealthcare10ainnovation ecosystem10amhealth10apersonal health systems10aservice innovation10aservice systems10astakeholders10asystem design10atechnology adoption1 aSchartinger, Doris1 aMiles, Ian1 aSaritas, Ozcan1 aAmanatidou, Effie1 aGiesecke, Susanne1 aHeller-Schuh, Barbara1 aPombo-Juarez, Laura1 aSchreier, Günter uhttp://timreview.ca/article/87301536nas a2200217 4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520088000260653001501140653002501155653001901180653002701199653001501226100001901241700002201260856003601282 2015 eng d a1927-032100aSustainable Innovation: A Competitive Advantage for Innovation Ecosystems0 aSustainable Innovation A Competitive Advantage for Innovation Ec aOttawabTalent First Networkc10/2015 a24-300 v53 aIn this article, we elaborate the emerging concept of sustainable innovation and analyze the relevance of innovation as a means to solve wicked problems and enhancing sustainable well-being. We also examine the changing conditions for innovation creation: building global knowledge hubs and local innovation ecosystems. As a result, the drivers of innovation and opportunities to utilize the untapped innovation potential of people outside traditional innovation contexts are expanded and diversified. Ultimately, the success of sustainable innovation constitutes its impact on the well-being of people and vice versa: sustainable well-being is an important source of innovation and growth. The article adds to the conceptual development of sustainable innovation and its motivation, which lies in combining competitiveness, the well-being of people, and inclusive solutions.10ainnovation10ainnovation ecosystem10asustainability10asustainable innovation10awell-being1 aOksanen, Kaisa1 aHautamäki, Antti uhttp://timreview.ca/article/93400793nas a2200253 4500008004100000022001400041245011500055210006900170260004200239300001000281490000600291653000900297653002400306653001500330653002100345653002100366653001700387653002400404653001700428653001800445653002200463100001800485856003600503 2015 eng d a1927-032100aTIM Lecture Series – Improving the Self-Service Customer Experience: The Case of IBM Watson and Purple Forge0 aTIM Lecture Series Improving the SelfService Customer Experience aOttawabTalent First Networkc09/2015 a36-400 v510aapps10acognitive computing10aIBM Watson10amobile platforms10anatural language10aPurple Forge10aquestion and answer10aself-service10avirtual agent10avoice recognition1 aHurley, Brian uhttp://timreview.ca/article/92900619nas a2200217 4500008004100000022001400041245006600055210006100121260004200182300001000224490000600234653000900240653001100249653002800260653001300288653002100301653001400322653001200336100001700348856003600365 2015 eng d a1927-032100aTIM Lecture Series – When Are Software Systems Safe Enough?0 aTIM Lecture Series When Are Software Systems Safe Enough aOttawabTalent First Networkc12/2015 a56-580 v510arisk10asafety10asafety-critical systems10asecurity10asoftware systems10astandards10atesting1 aHobbs, Chris uhttp://timreview.ca/article/95301475nas a2200301 4500008004100000022001400041245012800055210006900183260004200252300001000294490000600304520055700310653001900867653001400886653001500900653001500915653002500930653001500955653002700970653001400997653002501011653002001036100002301056700001801079700002301097700001701120856003601137 2015 eng d a1927-032100aViability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context0 aViability Radar A Practical Tool for Assessing the Viability of aOttawabTalent First Networkc05/2015 a17-300 v53 aThis article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. 10abusiness model10aecosystem10ahealthcare10ainnovation10ainstitutionalization10atechnology10atransformative service10aviability10aviability assessment10aviability radar1 aHeikkilä, Marikka1 aSaarni, Jouni1 aKaartemo, Valtteri1 aKoponen, Aki uhttp://timreview.ca/article/89501736nas a2200205 4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520109300261653002301354653002501377653002901402653001801431100002301449700002201472856003601494 2015 eng d a1927-032100aWho Inhabits a Business Ecosystem? The Technospecies as a Unifying Concept0 aWho Inhabits a Business Ecosystem The Technospecies as a Unifyin aOttawabTalent First Networkc05/2015 a31-440 v53 aCurrently, many terms are used to describe business ecosystems and their inhabitants. These terms have meanings that can cause definitional confusion and an ambiguous level of analysis as to what constitutes a business ecosystem. To understand business ecosystem relationships, an unambiguous understanding of the ecosystem components is required. The importance of standardized terminology and clear definitions of these components has been recognized in the literature. From a managerial perspective, identifying the relationships a firm is situated in is valuable and useful information that can be practically applied. We propose a business ecosystem model anchored around interdependent technospecies similar to the biological model that many of the existing concepts are drawn from. Technospecies are unique entities based on their organizational routines, capabilities, and use of technology. This article will present an alternative formulation of the business ecosystem model with the aim of synthesizing the diverse terminology presently in use into a concise, common language. 10abusiness ecosystem10abusiness environment10acomplex adaptive systems10atechnospecies1 aWeber, Michael, L.1 aHine, Michael, J. uhttp://timreview.ca/article/89601758nas a2200217 4500008004100000022001400041245011400055210006900169260004200238300001000280490000600290520105400296653002701350653002101377653002501398653002601423653002001449100001401469700002101483856003601504 2014 eng d a1927-032100aDeveloping a Social Network as a Means of Obtaining Entrepreneurial Knowledge Needed for Internationalization0 aDeveloping a Social Network as a Means of Obtaining Entrepreneur aOttawabTalent First Networkc09/2014 a11-180 v43 aAn internationalization process for startups is based on the exchange of knowledge and other resources required for early internationalization and fast growth, and it requires ventures to identify opportunities, conduct business, and gain a competitive advantage in a foreign market. But, how do entrepreneurs obtain the knowledge required for internationalization? Previous research suggests a role for the utilization of social networks, leading managers to ask three basic questions: i) what kinds of knowledge-based resources are urgently needed by international new ventures?, ii) how do needs for knowledge change according to different stages in the internationalization process?, and iii) how can changing needs for knowledge be met by developing and leveraging a social network? In this article, we review the related literature, discuss potential answers to these basic questions, and we suggest how a dynamic process can guide new ventures to acquire knowledge for developing resources and conducting business toward internationalization.10abusiness relationships10aentrepreneurship10ainternationalization10aknowledge acquisition10asocial networks1 aHan, Chen1 aAfolabi, Adeleye uhttp://timreview.ca/article/82701640nas a2200217 4500008004100000022001400041245013800055210006900193260004200262300001000304490000600314520091200320653002701232653002701259653002601286653002201312100001501334700001901349700001801368856003601386 2014 eng d a1927-032100aDisruptive Innovation vs Disruptive Technology: The Disruptive Potential of the Value Propositions of 3D Printing Technology Startups0 aDisruptive Innovation vs Disruptive Technology The Disruptive Po aOttawabTalent First Networkc12/2014 a27-360 v43 aThis article describes an empirical study focusing on the classification of existing business opportunities in the 3D printing technology sector. The authors address three research questions. First, how do technology startups integrate new 3D printing technologies into specific market offers? Second, which value propositions are most attractive in terms of interest from the public and investors? Third, how does the degree of disruptiveness of value propositions relate to the degree of interest from the public and investors? The most notable finding is the link between the business traction of 3D printing technology startups and the degree of disruptiveness of their value propositions. Thus, the article provides empirical support for the conceptualization of the degree of disruptiveness of the value proposition as a metric for the evaluation of the business potential of new technology startups. 10a3D printing technology10aadditive manufacturing10adisruptive innovation10avalue proposition1 aHahn, Finn1 aJensen, Søren1 aTanev, Stoyan uhttp://timreview.ca/article/85500671nas a2200241 4500008004100000022001400041245005000055210004700105260004200152300000800194490000600202653001600208653002300224653000900247653001800256653002400274653002100298653001500319653002300334100001800357700001800375856003600393 2014 eng d a1927-032100aEditorial: Emerging Technologies (March 2014)0 aEditorial Emerging Technologies March 2014 aOttawabTalent First Networkc03/2014 a3-60 v410a3D printing10abig data analytics10aBYOD10acrowdsourcing10aemerging technology10aentrepreneurship10ainnovation10aIT consumerization1 aMcPhee, Chris1 aHudson, David uhttp://timreview.ca/article/76902721nas a2200301 4500008004100000022001400041245006500055210006500120260004200185300001000227490000600237520183900243653001302082653003102095653002402126653002502150653001702175653003002192653003202222653001902254653002102273653001802294653001602312653001902328100001802347700001802365856003602383 2014 eng d a1927-032100aEnabling Employee Entrepreneurship in Large Technology Firms0 aEnabling Employee Entrepreneurship in Large Technology Firms aOttawabTalent First Networkc02/2014 a23-320 v43 aManagers 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’ 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.10aautonomy10acompetitive aggressiveness10acorporate venturing10adevelopment projects10aemancipation10aemployee entrepreneurship10aentrepreneurial orientation10ainnovativeness10aintrapraneurship10aproactiveness10arisk taking10avalue creation1 aMiron, Walter1 aHudson, David uhttp://timreview.ca/article/76600543nas a2200205 4500008004100000022001400041245004100055210003700096260004200133300001000175490000600185653001700191653001500208653001800223653001200241653001500253100001400268700001900282856003600301 2014 eng d a1927-032100aQ&A. What Motivates Cyber-Attackers?0 aQA What Motivates CyberAttackers aOttawabTalent First Networkc10/2014 a40-420 v410acyber-attack10acybercrime10acybersecurity10ahackers10amotivation1 aHan, Chen1 aDongre, Rituja uhttp://timreview.ca/article/83801735nas a2200217 4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520106100276653003201337653001601369653001501385653002301400653001301423100001701436700002801453856003601481 2014 eng d a1927-032100aRadical Versus Incremental Innovation: The Importance of Key Competences in Service Firms0 aRadical Versus Incremental Innovation The Importance of Key Comp aOttawabTalent First Networkc04/2014 a15-250 v43 aToday, innovation often takes place using open practices and relies on many sources for knowledge and information. The purpose of this article is to study how different knowledge-based antecedents influence the ability of service organizations to innovate. Using data about the Norwegian service sector from the 2010 Community Innovation Survey, we examined how three types of competence, namely R&D activities, employee-based activities, and customer-related activities, influence the propensity of firms to introduce radical or incremental innovations. The results show that R&D-based competence is important for service firms when pursuing radical innovations, whereas employee-based activities such as idea collaboration are only found to influence incremental innovations. The use of customer information was found to be an important driver for both radical and incremental innovations. The findings points to managerial challenges in creating and balancing the types of competence needed, depending on type of innovation targeted by an organization. 10acommunity innovation survey10acompetences10ainnovation10ainnovation novelty10aservices1 aEngen, Marit1 aHolen, Inger, Elisabeth uhttp://timreview.ca/article/78100778nas a2200265 4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284653001300290653001400303653001300317653001800330653001800348653001400366653001500380653002000395653001500415653001500430653001300445100001800458856003600476 2014 eng d a1927-032100aTIM Lecture Series – The Laboratory for Analytic Sciences: Developing the Art and Science of Analysis0 aTIM Lecture Series The Laboratory for Analytic Sciences Developi aOttawabTalent First Networkc07/2014 a52-540 v410aanalysis10aanalytics10abig data10acollaboration10acybersecurity10aframework10ainnovation10ainstrumentation10amonitoring10aprediction10astrategy1 aHarris, David uhttp://timreview.ca/article/81301639nas a2200229 4500008004100000022001400041245006200055210006200117260004200179300001000221490000600231520093800237653002201175653003101197653003301228653001201261653002601273653003201299653002401331100001801355856003601373 2014 eng d a1927-032100aTurning Technology into Business Using University Patents0 aTurning Technology into Business Using University Patents aOttawabTalent First Networkc12/2014 a37-430 v43 aWe present an education paradigm that stimulates innovation and entrepreneurship through a master's-level university course: "Turning Technology into Business". The course was specifically designed to connect technological research with education using patented technologies developed at the research faculties of a technical university in the Netherlands. We outline the structure and the main content of the course and explain the selection process of both the patents used in the course and the students admitted to the course. This program was initiated at Delft University of Technology in 2003 and has resulted in 10 startups that have commercialized new technologies and at least two additional dozen startups that are indirect spinoffs. To illustrate the potential of this approach, we describe the case of Holland Container Innovations, a company founded by students who developed a foldable sea container during the course.10acommercialization10aentrepreneurship education10amulti-disciplinary team work10apatents10astudent entrepreneurs10atechnology entrepreneurship10auniversity research1 aHartmann, Dap uhttp://timreview.ca/article/85601547nas a2200217 4500008004100000022001400041245008400055210006900139260004200208300001000250490000600260520087900266653001501145653002501160653000901185653004201194653001501236100002101251700002101272856003601293 2014 eng d a1927-032100aUsing Trademarks to Measure Innovation in Knowledge-Intensive Business Services0 aUsing Trademarks to Measure Innovation in KnowledgeIntensive Bus aOttawabTalent First Networkc05/2014 a18-300 v43 aWe present an empirical approach to measuring service innovation on the company level through the analysis of trademarks. Prior empirical investigations in several industries have shown that a trademark may be used as an innovation indicator. This article explores the use and relevance of trademarks by conducting a survey in the knowledge-intensive business services (KIBS) industries with 278 participating companies. Our survey results explain the use of trademarks as a way to protect innovation and intellectual property for KIBS. In sum, we show that trademarks can be described as adequate and useful indicators to measure new service innovations in the KIBS industries. Additionally, we show that trademarks have the potential to overcome weaknesses of traditional measurement concepts towards KIBS innovation and might make special surveys redundant in the future.10ainnovation10ainnovation indicator10aKIBS10aknowledge-intensive business services10atrademarks1 aGotsch, Matthias1 aHipp, Christiane uhttp://timreview.ca/article/79001503nas a2200217 4500008004100000022001400041245012900055210006900184260004200253300001000295490000600305520076600311653003701077653001101114653002201125653005001147653000701197653002001204100002501224856003601249 2013 eng d a1927-032100aAddressing Canada's Commercialization Crisis and Shortage of Venture Capital: Will the Federal Government’s Solution Work?0 aAddressing Canadas Commercialization Crisis and Shortage of Vent aOttawabTalent First Networkc09/2013 a26-310 v33 aLack of funding is a major challenge to innovation in Canada’s emerging technology industry. This article will focus on this supply-side challenge within the complex venture capital ecosystem and discuss: i) the current shortage of venture capital available to commercialize Canada’s R&D; ii) the causes and consequences of that venture capital shortage; iii) how the federal government will address this shortage through its innovative 2013 Venture Capital Action Plan, which commits $400 million and seeks to raise at least another $800 million from outside investors; and iv) how a separate decision in the federal 2013 budget to phase out federal tax credits for labour-sponsored venture capital funds could imperil the 2013 Venture Capital Action Plan.10a2013 Venture Capital Action Plan10aCanada10acommercialization10alabour-sponsored venture capital corporations10aVC10aventure capital1 aHurwitz, Stephen, A. uhttp://timreview.ca/article/72502298nas a2200265 4500008004100000022001400041245008400055210006900139260004200208300000900250490000600259520147500265653002301740653001801763653002201781653003601803653004301839100001901882700001701901700001801918700002101936700001901957700002001976856003601996 2013 eng d a1927-032100aDeveloping an Innovation Engine to Make Canada a Global Leader in Cybersecurity0 aDeveloping an Innovation Engine to Make Canada a Global Leader i aOttawabTalent First Networkc08/2013 a5-140 v33 aAn engine designed to convert innovation into a country’s global leadership position in a specific product market is examined in this article, using Canada and cybersecurity as an example. Five entities are core to the innovation engine: an ecosystem, a project community, an external community, a platform, and a corporation. The ecosystem is the focus of innovation in firm-specific factors that determine outcomes in global competition; the project community is the focus of innovation in research and development; and the external community is the focus of innovation in resources produced and used by economic actors that operate outside of the focal product market. Strategic intent, governance, resource flows, and organizational agreements bind the five entities together. Operating the innovation engine in Canada is expected to improve the level and quality of prosperity, security, and capacity of Canadians, increase the number of Canadian-based companies that successfully compete globally in cybersecurity product markets, and better protect Canada’s critical infrastructure. Researchers interested in learning how to create, implement, improve, and grow innovation engines will find this article interesting. The article will also be of interest to senior management teams in industry and government, chief information and technology officers, social and policy analysts, academics, and individual citizens who wish to learn how to secure cyberspace. 10abusiness ecosystem10acybersecurity10ainnovation engine10ainnovation in commercialization10ainnovation in research and development1 aBailetti, Tony1 aCraigen, Dan1 aHudson, David1 aLevesque, Renaud1 aMcKeen, Stuart1 aWalsh, D’Arcy uhttp://timreview.ca/article/71101694nas a2200241 4500008004100000022001400041245005500055210005500110260004200165300001000207490000600217520101300223653001801236653002501254653001501279653002301294653002001317100001801337700002101355700001701376700002301393856003601416 2013 eng d a1927-032100aFrom Idea Crowdsourcing to Managing User Knowledge0 aFrom Idea Crowdsourcing to Managing User Knowledge aOttawabTalent First Networkc12/2013 a23-310 v33 aThis article explores how technology companies can benefit from user knowledge in product and service innovation beyond mere idea generation through crowdsourcing. We investigate a case from the telecommunications sector to discover the ways a company can overcome the challenges of motivating users to participate in innovation activity and gaining from their knowledge in the innovation process. In particular, we seek to learn how the company has created understanding about the future uses of technology and the developments of the market with the lead users. In addition, we analyze the key means of capturing value from the knowledge gathered from the users, including the essential organizational practices that support user innovation and the ways the company makes sense of the vast volume and variety of user knowledge. Our empirical inquiry increases the understanding of how technology companies can complement and use crowdsourcing to effectively utilize knowledge resident in user communities. 10acrowdsourcing10aknowledge management10alead users10aonline communities10auser innovation1 aRajala, Risto1 aWesterlund, Mika1 aVuori, Mervi1 aHares, Jukka-Pekka uhttp://timreview.ca/article/75002495nas a2200241 4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520177700274653002002051653001902071653002402090653001502114653001602129653001302145653001602158100002102174700002202195856003602217 2013 eng d a1927-032100aThe Habitation Lab: Using a Design Approach to Foster Innovation for Sustainable Living0 aHabitation Lab Using a Design Approach to Foster Innovation for aOttawabTalent First Networkc11/2013 a15-210 v33 aThis article describes a first step towards a strategy for using living labs as a means to foster innovation and develop new concepts of sustainable living from an architectural point of view. The overall aim is to enable truly sustainable living through radically reduced energy and resource use thus addressing both environmental and social aspects of sustainability. Earlier research has shown that contemporary housing developments, including those with a sustainable profile, do not profoundly question modern lifestyles and consumption, which is a necessity to overcome limitations of a technological focus on environmental efficiency in construction. Thus, we see an opportunity for the discipline of architecture to engage in current investments in living lab facilities in order to push innovation in the field of sustainable housing.
We introduce the concept of a "Habitation Lab", which will provide an arena for radical and high-risk design experimentation between users, building-sector actors, and academia, and we describe a case study of a planned Habitation Lab within a living lab facility where traditional solutions for daily living and habitation are questioned and new architectural innovations are explored and evaluated. The idea of using experimental activities in the field of housing is not new, and we argue that new investments should build on earlier experiences to avoid perpetuating misconceptions and repeating past failures. Furthermore, to ensure the dissemination and uptake of results, the design of the Habitation Lab should consider the innovation and learning trajectories of the building sector. We propose a transdisciplinary setting to provide a neutral arena for value creation and to increase the distribution of experiences. 10aexperimentation10aHabitation Lab10ahousing development10ainnovation10aliving labs10aresiding10asustainable1 aFemenías, Paula1 aHagbert, Pernilla uhttp://timreview.ca/article/74101733nas a2200229 4500008004100000022001400041245009900055210006900154260004200223300001000265490000600275520104600281653001801327653001401345653002001359653001601379653001301395653001601408100002301424700002001447856003601467 2013 eng d a1927-032100aHow Do We Keep the Living Laboratory Alive? Learning and Conflicts in Living Lab Collaboration0 aHow Do We Keep the Living Laboratory Alive Learning and Conflict aOttawabTalent First Networkc12/2013 a16-220 v33 aLiving lab environments are often promoted as a way to engage private companies, citizens, researchers, and public organizations in mutually beneficial learning. Based on an in-depth case study of a four-year living lab collaboration in gerontechnology, we agree that successful living lab development hinges on learning between the parties, yet its emergence cannot be presumed or taken for granted. Diverse competences and interests of participating actors often make technology development projects complicated and volatile. The study describes two specific challenges faced in a living lab project: i) power issues between the actors and ii) end-user reluctance to participate in the development of new technology. Despite the hardships, we suggest that the living lab environment worked as a catalyst for learning between users and developers. Nevertheless, realizing the benefits of this learning may be more challenging than is usually expected. Learning for interaction is needed before effective learning in interaction is possible.10acollaboration10aconflicts10agerontechnology10ahealth care10alearning10aliving labs1 aHakkarainen, Louna1 aHyysalo, Sampsa uhttp://timreview.ca/article/74902669nas a2200229 4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520197600268653001702244653002002261653001402281653003102295653002002326653002002346100001702366700002002383856003602403 2013 eng d a1927-032100aQuantitative Metrics and Risk Assessment: The Three Tenets Model of Cybersecurity0 aQuantitative Metrics and Risk Assessment The Three Tenets Model aOttawabTalent First Networkc08/2013 a15-240 v33 aProgress in operational cybersecurity has been difficult to demonstrate. In spite of the considerable research and development investments made for more than 30 years, many government, industrial, financial, and consumer information systems continue to be successfully attacked and exploited on a routine basis. One of the main reasons that progress has been so meagre is that most technical cybersecurity solutions that have been proposed to-date have been point solutions that fail to address operational tradeoffs, implementation costs, and consequent adversary adaptations across the full spectrum of vulnerabilities. Furthermore, sound prescriptive security principles previously established, such as the Orange Book, have been difficult to apply given current system complexity and acquisition approaches. To address these issues, the authors have developed threat-based descriptive methodologies to more completely identify system vulnerabilities, to quantify the effectiveness of possible protections against those vulnerabilities, and to evaluate operational consequences and tradeoffs of possible protections.
This article begins with a discussion of the tradeoffs among seemingly different system security properties such as confidentiality, integrity, and availability. We develop a quantitative framework for understanding these tradeoffs and the issues that arise when those security properties are all in play within an organization. Once security goals and candidate protections are identified, risk/benefit assessments can be performed using a novel multidisciplinary approach, called “QuERIES.” The article ends with a threat-driven quantitative methodology, called “The Three Tenets”, for identifying vulnerabilities and countermeasures in networked cyber-physical systems. The goal of this article is to offer operational guidance, based on the techniques presented here, for informed decision making about cyber-physical system security. 10aavailability10aconfidentiality10aintegrity10aquantitative cybersecurity10arisk assessment10avulnerabilities1 aHughes, Jeff1 aCybenko, George uhttp://timreview.ca/article/71202027nas a2200241 4500008003900000022001400039245004400053210004300097260004200140300001000182490000600192520138900198653002701587653002601614653001901640653000901659653001801668653001001686653001401696100001801710700002101728856003601749 2012 d a1927-032100aBuilding Trust in High-Performing Teams0 aBuilding Trust in HighPerforming Teams aOttawabTalent First Networkc06/2012 a38-410 v23 aFacilitation of growth is more about good, trustworthy contacts than capital. Trust is a driving force for business creation, and to create a global business you need to build a team that is capable of meeting the challenge. Trust is a key factor in team building and a needed enabler for cooperation. In general, trust building is a slow process, but it can be accelerated with open interaction and good communication skills. The fast-growing and ever-changing nature of global business sets demands for cooperation and team building, especially for startup companies. Trust building needs personal knowledge and regular face-to-face interaction, but it also requires empathy, respect, and genuine listening. Trust increases communication, and rich and open communication is essential for the building of high-performing teams. Other building materials are a shared vision, clear roles and responsibilities, willingness for cooperation, and supporting and encouraging leadership.
This study focuses on trust in high-performing teams. It asks whether it is possible to manage trust and which tools and operation models should be used to speed up the building of trust. In this article, preliminary results from the authors’ research are presented to highlight the importance of sharing critical information and having a high level of communication through constant interaction. 10ahigh-performance teams10ahigh-performing teams10asocial capital10ateam10ateam building10atrust10awellbeing1 aHakanen, Mila1 aSoudunsaari, Aki uhttp://timreview.ca/article/56701243nas a2200217 4500008003900000022001400039245010300053210006900156260004200225300001000267490000600277520056300283653002400846653001900870653002200889653002000911653001400931100002300945700002100968856003600989 2012 d a1927-032100aEcosystem Under Construction: An Action Research Study on Entrepreneurship in a Business Ecosystem0 aEcosystem Under Construction An Action Research Study on Entrepr aOttawabTalent First Networkc06/2012 a18-240 v23 aIn 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.10abusiness ecosystems10abusiness model10abusiness networks10ahealth exercise10awellbeing1 aHeikkilä, Marikka1 aKuivaniemi, Leni uhttp://timreview.ca/article/56400466nas a2200157 4500008003900000022001400039245005100053210004800104260004200152300000800194490000600202653002500208100001800233700002100251856003600272 2012 d a1927-032100aEditorial: Open Source Business (January 2012)0 aEditorial Open Source Business January 2012 aOttawabTalent First Networkc01/2012 a3-40 v210aopen source business1 aMcPhee, Chris1 aHawthorn, Leslie uhttp://timreview.ca/article/51500576nas a2200205 4500008003900000022001400039245004500053210004200098260004200140300000800182490000600190653001400196653002100210653001400231653002800245653002200273100001800295700002100313856003600334 2012 d a1927-032100aEditorial: Social Innovation (July 2012)0 aEditorial Social Innovation July 2012 aOttawabTalent First Networkc07/2012 a3-40 v210acharities10acommunity sector10anonprofit10asocial entrepreneurship10asocial innovation1 aMcPhee, Chris1 aHuddart, Stephen uhttp://timreview.ca/article/57301104nas a2200205 4500008003900000022001400039245005300053210005300106260004200159300001000201490000600211520053800217653001700755653001300772653002100785653001500806653002300821100001800844856003600862 2012 d a1927-032100aEntrepreneurial Effort in the Theory of the Firm0 aEntrepreneurial Effort in the Theory of the Firm aOttawabTalent First Networkc02/2012 a13-160 v23 aThis 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.10aemancipation10aemployee10aentrepreneurship10atechnology10atheory of the firm1 aHudson, David uhttp://timreview.ca/article/52101861nas a2200217 4500008004100000022001400041245007000055210006900125260004200194300000900236490000600245520122500251653001601476653001701492653002101509653001701530653002301547653001901570100001801589856003601607 2012 eng d a1927-032100aManaging Entrepreneurial Employees Who Bring Their Own IT to Work0 aManaging Entrepreneurial Employees Who Bring Their Own IT to Wor aOttawabTalent First Networkc12/2012 a6-110 v23 aWhy do some employees invest their own time and money to acquire consumer information technology (IT) for use in the workplace as corporate IT? This behaviour occurs even when their firms already possess considerable IT resources. Moreover, IT governance policies typically oppose the use of unsanctioned IT within the firm. IT governance assumes that the only IT assets that are relevant to the firm are those that are owned by the firm. However, employees can create value for the firm by combining their personal IT assets with the firm's IT assets. Creating novel asset combinations is consistent with entrepreneurship but entrepreneurship theory does not address this type of voluntary employee entrepreneurship using personal IT assets. This article proposes a link between the theory of the firm and entrepreneurship theory to explain why employees act entrepreneurially. This link is significant because it advances the notion that employees of established firms can be entrepreneurial when they use their own consumer IT as corporate IT. This link is also significant because it suggests that managing employee entrepreneurship requires tolerance of value creation that is emergent and can occur within a firm. 10aconsumer IT10acorporate IT10aentrepreneurship10aintrapreneur10atheory of the firm10avalue creation1 aHudson, David uhttp://timreview.ca/article/63302108nas a2200289 4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520126700263653001601530653002501546653002401571653002101595653000901616653001701625653001901642100001901661700002201680700001901702700002101721700002001742700002001762856003601782 2012 eng d a1927-032100aNeuromarketing: Understanding Customers' Subconscious Responses to Marketing0 aNeuromarketing Understanding Customers Subconscious Responses to aOttawabTalent First Networkc12/2012 a12-210 v23 aThis article presents neuromarketing as a way to detect brain activation during customer engagement. Neuromarketing is a field of marketing research that studies consumers' sensorimotor, cognitive, and affective response to marketing stimuli. We established a Virtual Customer Journey model based on the consultative selling process to study customer engagement by using brain scans. Consultative selling suggests that a customer’s shopping experience is managed by the salesperson’s behaviour and in-store marketing assets, and that the customer gets engaged step by step. A total of 16 test subjects were shown video clips and still pictures from a consultative sales process at Nokia’s flagship stores, and their brain activity was scanned. The results show that test subjects were able to associate themselves with people and events on the video and they felt safe and comfortable during the consultative selling process. The study implies that laboratories can build virtual environments that resemble real shopping environments where customers can participate in the buying process and respond to events displayed on the screen, and that neuroimaging is useful in providing valuable information on customer behaviour that is not achievable otherwise.10abrain scans10aconsultative selling10acustomer engagement10acustomer journey10afMRI10aneuroimaging10aneuromarketing1 aSuomala, Jyrki1 aPalokangas, Lauri1 aLeminen, Seppo1 aWesterlund, Mika1 aHeinonen, Jarmo1 aNumminen, Jussi uhttp://timreview.ca/article/63401575nas a2200313 4500008003900000022001400039245008000053210006900133260004200202300001000244490000600254520065100260653002500911653002800936653002100964653002800985653003201013653001101045100001901056700001801075700001701093700001801110700001801128700001901146700001901165700002001184700002101204856003601225 2012 d a1927-032100aAn Overview of Four Issues on Technology Entrepreneurship in the TIM Review0 aOverview of Four Issues on Technology Entrepreneurship in the TI aOttawabTalent First Networkc05/2012 a28-340 v23 aThe field of technology entrepreneurship is in its infancy when compared to other fields such as economics and management. Articles on technology entrepreneurship have been published in at least 62 journals, of which only 18 contribute to technology innovation management or entrepreneurship. Less than a handful of these 62 journals are considered to be "good" journals and none can claim a leadership position in technology entrepreneurship. The purpose of this article is to provide an overview of the 20 journal articles published in the February, March, April, and May 2012 issues of the Technology Innovation Management Review (TIM Review).10acreative destruction10aglobal entrepreneurship10ajournal articles10asocial entrepreneurship10atechnology entrepreneurship10atheory1 aBailetti, Tony1 aBot, Sonia, D1 aDuxbury, Tom1 aHudson, David1 aMcPhee, Chris1 aMuegge, Steven1 aWeiss, Michael1 aWells, Jonathan1 aWesterlund, Mika uhttp://timreview.ca/article/55702258nas a2200181 4500008003900000022001400039245008000053210006900133260004200202300000800244490000600252520168800258653002101946653002201967653003001989100002102019856003602040 2012 d a1927-032100aRenewing the Future: Social Innovation Systems, Sector Shift, and Innoweave0 aRenewing the Future Social Innovation Systems Sector Shift and I aOttawabTalent First Networkc07/2012 a5-90 v23 aAgainst a backdrop of various “occupy” movements signifying civic dissatisfaction with the social contract, and in an era of fiscal restraint affecting governments and communities in many parts of the world, we need new and more effective ways to address complex social challenges. While continuous innovation is commonly understood to be a source of growth, productivity improvement, and competitive advantage in the technology and manufacturing sectors, the author’s focus is on social innovation systems, designed to replace maladaptive institutions and obsolete policy frameworks with novel and disruptive means for improving outcomes on issues such as population health and climate change.
This article proposes a definition of such systems, and examines how system-level tools including impact investing, open data platforms, and “change labs” are fostering collaboration among the private, public, and community sectors. We argue that a key priority at this time is to make these and other tools and processes for social innovation available to community organizations and their government and business partners everywhere, in a manner that allows for continuous cycles of implementation and learning.
The author describes one such project currently being developed in Canada by Social Innovation Generation and other partners, called Innoweave. Innoweave is a technology-enabled social innovation system for sharing the tools and processes of social innovation with the community sector. The article concludes with a call for multi-sectoral participation in social innovation systems as an investment in society’s adaptive capacity and future wellbeing.
10acommunity sector10asocial innovation10asocial innovation systems1 aHuddart, Stephen uhttp://timreview.ca/article/57400531nas a2200181 4500008003900000022001400039245005200053210005100105260004200156300001000198490000600208653000900214653002400223653001600247653003200263100001800295856003600313 2012 d a1927-032100aTIM Lecture Series: The Business of Mobile Apps0 aTIM Lecture Series The Business of Mobile Apps aOttawabTalent First Networkc03/2012 a32-340 v210aapps10amobile applications10asmartphones10atechnology entrepreneurship1 aHurley, Brian uhttp://timreview.ca/article/53701553nas a2200241 4500008003900000022001400039245006000053210005900113260004200172300001000214490000600224520086900230653001601099653001801115653002101133653001801154653002501172653001301197100001901210700002301229700002301252856003601275 2012 d a1927-032100aTo Internationalize Rapidly from Inception: Crowdsource0 aTo Internationalize Rapidly from Inception Crowdsource aOttawabTalent First Networkc10/2012 a17-210 v23 aTechnology entrepreneurs continuously search for tools to accelerate the internationalization of their startups. For the purpose of internationalizing rapidly from inception, we propose that technology startups use crowdsourcing to internalize the tacit knowledge embodied in members of a crowd distributed across various geographies. For example, a technology startup can outsource to a large crowd the definition of a customer problem that occurs across various geographies, the development of the best solution to the problem, and the identification of attractive business expansion opportunities.
In this article, we analyze how three small firms use crowdsourcing, discuss the benefits of crowdsourcing, and offer six recommendations to technology entrepreneurs interested in using crowdsourcing to rapidly internationalize their startups from inception.10aborn global10acrowdsourcing10aentrepreneurship10aglobalization10ainternationalization10astartups1 aHeidari, Elnaz1 aAkhavannia, Mohsen1 aKannangara, Nirosh uhttp://timreview.ca/article/61501396nas a2200193 4500008003900000022001400039245007800053210006900131260004200200300001000242490000600252520080000258653001601058653002601074653003301100653001201133100002101145856003601166 2011 d a1927-032100aIntellectual Property Rights: Unlocking the Value of this New Asset Class0 aIntellectual Property Rights Unlocking the Value of this New Ass aOttawabTalent First Networkc12/2011 a23-280 v13 aDiscussing the value of intellectual property (IP) has become a common theme in today’s mainstream press and is now central to the business strategy of a growing number of technology companies, both large and small, domestically and internationally. This focus on IP and intellectual property rights (IPR) is a trend that has developed over the last several years as a result of a convergence of factors including the growth of the patent monetization industry, ongoing reforms to U.S. patent law, the emergence of China and other countries in the Far East as technology-production hubs, and the advocacy of the “knowledge-centric” economy. In this article, we look at the monetization of patents and the emergence of a vibrant industry based on IPR as a new and highly prized asset class.10aasset class10aintellectual property10aintellectual property rights10apatents1 aHenry, Daniel, J uhttp://timreview.ca/article/50401360nas a2200133 4500008004100000022001400041245006000055210006000115260004200175520093200217100002001149700002101169856003601190 2011 eng d a1913-610200aIntroducing the Oregon State University Open Source Lab0 aIntroducing the Oregon State University Open Source Lab aOttawabTalent First Networkc08/20113 aThe Oregon State University Open Source Lab (OSUOSL) is the home of growing, high-impact open source communities. Its world-class hosting services enable the Linux operating system, Apache web server, the Drupal content management system, and over 50 other leading open source software projects to collaborate with contributors and distribute software to millions of users globally. Through custom software development, vendor partnerships, and industry events such as the Government Open Source Conference (GOSCON), the lab's staff and students encourage open source adoption in education, government, health care, and other sectors. In addition, the lab creates real-world educational opportunities for its students by providing high-value development and hosting services for open source communities. In this article, we describe the benefits of the OSUOSL to open source projects and to students of Oregon State University.1 aCasson, Anthony1 aHawthorn, Leslie uhttp://timreview.ca/article/46101449nas a2200157 4500008004100000022001400041245008400055210006900139260004200208520092600250100002201176700002301198700001701221700001701238856003601255 2011 eng d a1913-610200aA Network-Centric Snapshot of Value Co-Creation in Finnish Innovation Financing0 aNetworkCentric Snapshot of Value CoCreation in Finnish Innovatio aOttawabTalent First Networkc03/20113 aIn this article, we apply the concept of value co-creation to the analysis of linkages between organizations and their human and financial resources to observe the emergence of cooperative activities in a specific innovation system. Through visual network analysis of a federated and socially constructed dataset of organizations and their related actors, we show how co-creation occurs through financial linkages.
We use the ecosystem concept as a metaphoric reference to value co-creation with a network-centric mindset. Business financing linkages reveal convergence and co-creation in the innovation ecosystem, and network analysis is used to visualize the relationships between firms. Through the lens of relationship-based synergy, we provide a snapshot of innovation funding, which highlights the collaboration of venture capital and government agencies in co-creating the emerging Finnish innovation ecosystem.1 aHuhtamäki, Jukka1 aRussell, Martha, G1 aStill, Kaisa1 aRubens, Neil uhttp://timreview.ca/article/42401753nas a2200133 4500008004100000022001400041245005800055210005600113260004200169520133300211100001701544700002201561856003601583 2011 eng d a1913-610200aPrivate-Collective Innovation: Let There Be Knowledge0 aPrivateCollective Innovation Let There Be Knowledge aOttawabTalent First Networkc01/20113 aMany innovators (companies or individuals) opt for a private innovation model. This model uses resources to create a product whose intellectual property (IP) is protected by the firm. At the opposite end of the scale is the collective innovation model, in which innovators collaborate and expend resources to produce a public good. Many free/libre open source software (F/LOSS) projects rely on collective innovation. Some innovators are now combining the two models into a private-collective innovation model, in which an innovator may chose to collaborate with other innovators and spend private resources while still keeping some IP private. For example, a company may release its product's source code to the public in the hope of attracting a community of contributing developers. Such a company commits its own resources to a project, but may still hold on to the intellectual property.
The success of private-collective innovation is dependent on many factors including: project interest and value, company reputation, and project status. There are benefits and risks to private-collective innovation which must be carefully weighed before making a decision to employ this model. Private-collective innovation involves the sharing of knowledge and, in some cases, the sharing of IP that may or may not be patented.
1 aKousari, Ali1 aHenselmans, Chris uhttp://timreview.ca/article/41101579nas a2200121 4500008004100000022001400041245006200055210006000117260004200177520118200219100002001401856003601421 2011 eng d a1913-610200aA Rapid Prototyping Environment for Student Entrepreneurs0 aRapid Prototyping Environment for Student Entrepreneurs aOttawabTalent First Networkc06/20113 aThis article describes a project initiated in the Technology Innovation Management (TIM) program at Carleton University to develop a common development and test environment for entrepreneurs associated with the program. This environment will support a collaborative entrepreneurial community that is building complementary products around a core platform; the goal is to accelerate the quick delivery of projects to market while acknowledging that the community's resources are limited. As described in this article, the solution that was developed is called the TIM Rapid Prototyping Environment (TIMRPE).
Thee TIMRPE provides a competitive advantage for entrepreneurs in the TIM program. A TIM entrepreneur can quickly jump into the development of their prototype, knowing that timely assistance and support is available. This environment now hosts several entrepreneurial projects, some of which have been described in recent issues of the OSBR, including this one. This article introduces the rapid prototyping approach, provides an overview of the TIMRPE, shares lessons learned from the early experiences with the environment, and outlines the project's next steps.
1 aHorsfall, Frank uhttp://timreview.ca/article/44801386nas a2200145 4500008004100000022001400041245005300055210005200108260004200160520093300202100002501135700002101160700002301181856003601204 2011 eng d a1913-610200aRenewal Through Co-Creation in Business Networks0 aRenewal Through CoCreation in Business Networks aOttawabTalent First Networkc03/20113 aThis article presents four models of business renewal within networks based on a theoretical framework developed from earlier literature. According to the typical dimensions of business development, our framework distinguishes between the exploitation of present knowledge for efficiency and the exploration of new knowledge for new business development. Furthermore, the two network development and governance types (i.e., hub-spoke and multiplex) form the other dimension of the framework. The framework was empirically tested with five case companies and their business networks. The framework of network models may help managers to structure the business network and its renewal based on the strategic targets of a firm. Furthermore, the theoretical contribution of the paper deepens the understanding of how co-creation and interaction between the participants differ according to business focus and complexity of networks.1 aHyötyläinen, Raimo1 aValkokari, Katri1 aKalliokoski, Petri uhttp://timreview.ca/article/42602053nas a2200133 4500008004100000022001400041245006600055210006500121260004200186520161300228100002201841700002001863856003601883 2011 eng d a1913-610200aTrusted to Lead: Trustworthiness and its Impact on Leadership0 aTrusted to Lead Trustworthiness and its Impact on Leadership aOttawabTalent First Networkc03/20113 aThis article discusses trust in leadership, a major issue in current business management. Paradoxically, in the environment of continuous change that characterizes many organizations today, trust is needed more but is enacted less. Trust forms a foundation for functioning relationships and co-operation. Trust is intangible - it is an intellectual asset, a skill, and an influencing power for leaders. Leadership by trust emphasizes trustful behaviour towards employees. In this article, we suggest that, in trust formation, it is trustworthiness in leader behaviour that matters. Showing trustworthiness by competence, integrity, benevolence, and credibility makes a difference in daily leadership work. The importance of trust in leadership has been widely recognized in the literature and business practice.
This article focuses on how leaders enact on trust by showing trustworthiness to subordinates. The ways of building and sustaining trust and the effects of trustworthy and untrustworthy leader behaviour are examined. Two real life cases from industrial companies are presented and their implications are discussed. In conclusion, a leader's competence (ability) is one of the key dimensions in showing trustworthiness. As to untrustworthy behaviour, it is worth noting that building and sustaining trust is reciprocal in nature. A practical implication for leaders is that the development of an awareness of trustworthiness and skills for demonstrating it should be a top priority in the current business environment, which demands strong interaction, cooperation, and communication abilities.1 aSavolainen, Taina1 aHäkkinen, Sari uhttp://timreview.ca/article/42901097nas a2200121 4500008004100000022001400041245006600055210006500121260004200186520069100228100002000919856003600939 2010 eng d a1913-610200aBloom: A Relationship Visualization Tool for Complex Networks0 aBloom A Relationship Visualization Tool for Complex Networks aOttawabTalent First Networkc08/20103 aFaced with an ever-increasing capacity to collect and store data, organizations must find a way to make sense of it to their advantage. Methods are required to simplify the data so that it can inform strategic decisions and help solve problems. Visualization tools are becoming increasingly popular since they can display complex relationships in a simple, visual format.
This article describes Bloom, a project at Carleton University to develop an open source visualization tool for complex networks and business ecosystems. It provides an overview of the visualization technology used in the project and demonstrates its potential impact through a case study using real-world data.1 aHorsfall, Frank uhttp://timreview.ca/article/37302763nas a2200133 4500008004100000022001400041245005600055210005300111260004200164520234800206100001802554700002102572856003602593 2010 eng d a1913-610200aEditorial: Humanitarian Open Source (December 2010)0 aEditorial Humanitarian Open Source December 2010 aOttawabTalent First Networkc12/20103 aIn 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.1 aMcPhee, Chris1 aHawthorn, Leslie uhttp://timreview.ca/article/39801583nas a2200121 4500008004100000022001400041245004300055210004300098260004200141520122400183100001801407856003601425 2010 eng d a1913-610200aFundamentals of a Volume Market Engine0 aFundamentals of a Volume Market Engine aOttawabTalent First Networkc07/20103 aThis article discusses the unique challenges commercial open source companies face in bringing their products and services to market. It recommends an overhaul of traditional software vendor market approaches in favour of a volume market strategy and identifies the core technology, content, and best practice methodologies of that strategy.
The article is organized into five sections. The first section discusses the nature of open source customer relationships. It explains why the traditional sales funnel metrics do not apply in a commercial open source context. The second section introduces the concept of "progressive engagement" and discusses the lifecycle of open source relationships. The third section, multi-channel demand generation, identifies techniques for improving lead flow and quality by incorporating traditional lead sourcing techniques into the volume market model. The fourth section makes the case for marketing automation software and discusses some of the critical elements of an automated marketing infrastructure. The fifth section covers high-value content - the raw fuel of a volume market engine. It offers helpful insights for marketers to build and manage their content portfolios.1 aHolahan, Fred uhttp://timreview.ca/article/36301927nas a2200133 4500008004100000022001400041245008500055210006900140260004200209520146500251100002001716700002101736856003601757 2010 eng d a1913-610200aIEEE Humanitarian Projects: Open Hardware for the Benefit of the Poorest Nations0 aIEEE Humanitarian Projects Open Hardware for the Benefit of the aOttawabTalent First Networkc12/20103 aAn opportunity to solve some of the pressing needs of impoverished nations may be effectively addressed by the active sharing of open hardware solutions. As other articles in this issue of the OSBR demonstrate, open source software is already being used as an effective technology to address humanitarian needs in developing countries. The adoption of open hardware, as an alternative to commercial off-the-shelf products, may be another effective solution to global development challenges. In this article, we will not discuss the socio-economic aspects inherent with global initiatives; but there is a need for meaningful dialogue to come up with appropriate and long-lasting solutions.
The focus of this article is on one of the recent activities of the Institute of Electrical and Electronic engineers (IEEE): the Humanitarian Technology Challenge. The Challenge identified three humanitarian problems that could be solved through technology and challenged participants to find an open-source approach to tackle them. The challenges were Reliable Electricity, Data Connectivity, and Personal Identification Records. This article describes the work part of the Reliable Electricity challenge from three perspectives: i) that of the initial HTC Reliable Electricity team; ii) its offspring, called Community Solutions Initiatives (CSI); and iii) an IEEE Canada group called the Humanitarian Initiatives Committee. All of these groups are part of the IEEE.1 aMcKnight, Glenn1 aHerrera, Alfredo uhttp://timreview.ca/article/40100884nas a2200121 4500008004100000022001400041245005400055210005100109260004200160520050700202100001700709856003600726 2010 eng d a1913-610200aQ&A. Should All Women Aspire to Be Entrepreneurs?0 aQA Should All Women Aspire to Be Entrepreneurs aOttawabTalent First Networkc07/20103 aMany authors, in this issue of the OSBR and elsewhere, highlight the relative lack of women entrepreneurs and suggest ways that we can overcome the challenges women face so that we can increase the numbers. However, I wish to offer another perspective. I do not want to be an entrepreneur and I am not the only woman who feels this way. Here, I wish to highlight the importance filling gaps as a form of leadership. This alternative to entrepreneurship is valuable and is also in need of encouragement.1 aHuston, Cate uhttp://timreview.ca/article/45701516nas a2200121 4500008004100000022001400041245006400055210006300119260004200182520111600224100001801340856003601358 2010 eng d a1913-610200aTriSano: Collaborating for the Good of Global Public Health0 aTriSano Collaborating for the Good of Global Public Health aOttawabTalent First Networkc12/20103 aHealthcare and public health continue to experience significant changes, driven primarily due to new legislation and economic challenges. These changes mean that those in healthcare and public health are under pressure to respond differently in order to meet the health needs of the population. Additionally, public health is collaborative, by nature. Epidemiologists, informaticians, public health officials, nurses, and doctors fluidly come together to prevent disease and protect the health of the global citizens.
This article explores how collaboration and open source software helps healthcare and public health address their challenges across the globe. It is based on the experiences of the TriSano project from the past three years. It traces the history of the project and the refinement of its business model and product offerings to illustrate how collaboration based on a shared business vision with industry thought leaders leads to sustainable software and communities. Finally, insights are shared from working at the intersection of a humanitarian open source project and the business world.1 aHerrick, Mike uhttp://timreview.ca/article/40501671nas a2200121 4500008004100000022001400041245003100055210002600086260004200112520133700154100002201491856003601513 2009 eng d a1913-610200aThe 100-Mile Client Roster0 a100Mile Client Roster aOttawabTalent First Networkc06/20093 aIn 2005, two Canadians began a one-year experiment in eating only locally grown foods and started what is now known as The 100-Mile Diet. In the open source world, we know about giving back to our software community, but this is sometimes to the detriment of our physical community. It is hard to see the businesses around us when so many interactions take place online and in the digital neighbourhood. The world has gotten smaller in the last hundred years and products made on the other side of the world are common in businesses and households.
As we muddle through our current economic crisis, we are encouraged to support our neighbours, their jobs, and to "buy local." Many household repair services must be locally obtained, but this is not necessarily true for software-related services. Many businesses are choosing to outsource the production of software and related support services to a cheaper labour force in other countries. As consumers, we know that buying locally often costs a premium; we also know it supports our neighbours and recycles our money back into our own physical community.
This article examines the importance of giving back to the local community. It uncovers ways for businesses to expand and gain new revenue streams when they focus on open source software and use open business models.
1 aHogbin, Emma Jane uhttp://timreview.ca/article/25901781nas a2200133 4500008004100000022001400041245011000055210006900165260004200234520129800276100002101574700001601595856003601611 2009 eng d a1913-610200aApplied Collaboration Studios: Transforming Complex Problems into Systems of Continuous Social Innovation0 aApplied Collaboration Studios Transforming Complex Problems into aOttawabTalent First Networkc07/20093 aThis paper asserts that the voluntary or social sector plays a pivotal role in generating and disseminating social innovations through collaboration with diverse partners. The authors explore the potential to engender a quantum shift in the sector's efficiency, reach, and impact through the combined use of open source technologies, social process tools and collaboration platforms. The objective is to contribute to a new generation of intelligent social systems, enabling an evolutionary recalibration of relationships among ourselves, our social and economic institutions, and the planet.
As a means of integrating and disseminating the most promising approaches, the concept of Applied Collaboration Studios is proposed. Its primary activities would be: i) dissemination of open source technologies; ii) ongoing instruction and coaching in the use of social process tools; iii) the assembly and launch of multiple collaboration platforms; and iv) collaboration with other like initiatives to create ecologies of scale that inform and precipitate systems change toward greater resilience.
The paper concludes with a reflection on the conditions necessary for such a project to come into being as an open source initiative, and an invitation to contribute to an ongoing discussion.
1 aHuddart, Stephen1 aPatel, Anil uhttp://timreview.ca/article/26800959nas a2200133 4500008004100000022001400041245004100055210003800096260004200134520057500176100001700751700002100768856003600789 2009 eng d a1913-610200aEditorial: Collaboration (July 2009)0 aEditorial Collaboration July 2009 aOttawabTalent First Networkc07/20093 a 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.
1 aLavigne, Dru1 aHuddart, Stephen uhttp://timreview.ca/article/26602434nas a2200133 4500008004100000022001400041245005100055210004800106260004200154520203300196100001702229700001802246856003602264 2009 eng d a1913-610200aEditorial: Tech Entrepreneurship (August 2009)0 aEditorial Tech Entrepreneurship August 2009 aOttawabTalent First Networkc08/20093 aEntrepreneurship 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'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's issue of the OSBR. Successful entrepreneurs do not exist in isolation and are able to see massive opportunity by leveraging those around them.1 aLavigne, Dru1 aHudson, David uhttp://timreview.ca/article/27500832nas a2200121 4500008004100000022001400041245006000055210005900115260004200174520044000216100001800656856003600674 2009 eng d a1913-610200aEnabling the Creative Entrepreneur: Business Ecosystems0 aEnabling the Creative Entrepreneur Business Ecosystems aOttawabTalent First Networkc08/20093 aTo 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.
1 aHurley, Brian uhttp://timreview.ca/article/27601090nas a2200121 4500008004100000022001400041245003800055210003700093260004200130520074300172100001700915856003600932 2009 eng d a1913-610200aOpen Source BI: A Market Overview0 aOpen Source BI A Market Overview aOttawabTalent First Networkc09/20093 aThe following survey provides a list of open source software tools used in business intelligence (BI) and data warehousing systems. The tool selection criteria was based on the frequency and currency of the releases and on whether the product has released a stable build which could be used in a production environment. We only present those solutions which have had updates within the past two years. Our study looked at BI tools in the following categories: i) databases; ii) extract, transform, and load; iii) master data management; iv) BI reporting tools; and v) data mining. In the case of an open source software bundle that overlaps categories, we divide the software bundle into its separate parts for ease of categorization.
1 aHolub, Steve uhttp://timreview.ca/article/28701631nas a2200121 4500008004100000022001400041245004600055210004200101260004200143520126800185100002001453856003601473 2009 eng d a1913-610200aThe Steady March of the European Penguins0 aSteady March of the European Penguins aOttawabTalent First Networkc05/20093 aOpen source licenses allow public administrations to change, share and re-use their applications freely. Open standards allow for connectivity and interoperability between the applications. For a wider use of open source software by public administrations, it is equally important to require the use of open standards in the public sector. Open source projects can face difficulties when using proprietary standards, especially if these latter require usage royalties.
The member states of the European Union made steady progress in 2008 in developing information technology policies on open source and open standards. Spain and France have taken the lead, yet in all EU member states examples of administrations using open source software can be found. Europe's competition commissioner Neelie Kroes warned the EU's institutions to follow suit and use open standards: "I know a smart business decision when I see one".
This article provides an overview of the advancements and some of the setbacks of the implementation of open source and open standards by public administrations in the 27 member states of the European Union in 2008. It is mostly based on the news items the author wrote for the European Union's Open Source Observatory and Repository.
1 aHillenius, Gijs uhttp://timreview.ca/article/24901290nas a2200133 4500008004100000022001400041245005800055210005600113260004200169520087200211100001901083700001801102856003601120 2009 eng d a1913-610200aValue Co-creation: Lessons from Lead to Win Ecosystem0 aValue Cocreation Lessons from Lead to Win Ecosystem aOttawabTalent First Networkc12/20093 aWhile the concepts of value co-creation and business ecosystems have become dominant, there is lack of conceptual clarity as to the role of co-creation in a business ecosystem. The objective of this article is to provide concrete examples of co-creation in vendor neutral ecosystems using lessons learned from operating the Lead to Win ecosystem. In a vendor neutral ecosystem, no vendor dominates and membership is open to all individuals and organizations that meet specific criteria.
The article is organized into three sections. The first section provides a short description of the Lead to Win ecosystem. The second section uses concrete examples to illustrate the lessons learned about co-creation in vendor neutral ecosystems. The third section describes key takeaways based on our five months experience operating the keystone of the Lead to Win ecosystem.1 aBailetti, Tony1 aHudson, David uhttp://timreview.ca/article/30801995nas a2200121 4500008004100000022001400041245005800055210005500113260004200168520160600210100002101816856003601837 2008 eng d a1913-610200aExperiments, Expertise and Google Summer of Code (TM)0 aExperiments Expertise and Google Summer of Code TM aOttawabTalent First Networkc12/20083 aComputer 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't look like much fun to today's incoming student populations. There's a general perception that Computer Science means spending one'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'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.1 aHawthorn, Leslie uhttp://timreview.ca/article/21001039nas a2200157 4500008004100000022001400041245009200055210006900147260004200216520051400258100001900772700001700791700001800808700001900826856003600845 2008 eng d a1913-610200aA Flat Network for the Unflat World: Open Educational Resources in Developing Countries0 aFlat Network for the Unflat World Open Educational Resources in aOttawabTalent First Networkc08/20083 aOpen educational resources (OER) apply the principles of openness - particularly the freedoms of use, modification and redistribution - to digital materials for teaching, learning, and research. OER can potentially touch all areas of education, from elementary schools to higher education to professional development all over the world, but we are particularly excited about the potential to expand access to education in developing countries. That is the focus of our research and the topic of this article.1 aMuegge, Steven1 aMora, Monica1 aHassin, Kamal1 aPullin, Andrew uhttp://timreview.ca/article/17400882nas a2200121 4500008004100000022001400041245005800055210005700113260004200170520049200212100002000704856003600724 2008 eng d a1913-610200aImplementing Open Data: The Open Data Commons Project0 aImplementing Open Data The Open Data Commons Project aOttawabTalent First Networkc02/20083 aFree and libre/open source software (F/LOSS) movements have spawned similar solutions in many other contexts, each at differing stages of development. As F/LOSS enters the routine and familiarity of middle age, the open content movement--open source for non-software copyright and best embodied by the work of Creative Commons--has just graduated university and is getting a feel for the world. Even younger is the open data movement, whose legal tools have just started to come online.1 aHatcher, Jordan uhttp://timreview.ca/article/12200753nas a2200121 4500008004100000022001400041245003800055210003800093260004200131520040200173100002000575856003600595 2008 eng d a1913-610200aKey Elements of Social Innovation0 aKey Elements of Social Innovation aOttawabTalent First Networkc09/20083 aThis article describes four key elements of social innovation: i) social technology; ii) innovation intermediaries; iii) people who drive innovation; and iv) openness. By taking experiences from social technology and examining the impact of "open everything", this article posits the value of innovation intermediaries as critical enablers of success in the emergent field of social innovation.
1 aHewitt, Allyson uhttp://timreview.ca/article/18501464nas a2200121 4500008004100000022001400041245006700055210006600122260004200188520105500230100002101285856003601306 2008 eng d a1913-610200aOpen Source, Social Innovation and a New Economy of Engagement0 aOpen Source Social Innovation and a New Economy of Engagement aOttawabTalent First Networkc09/20083 aOpen source technologies and social innovation have emerged at a time when it is critical to adopt inclusive, creative, multi-disciplinary approaches to solving complex social and environmental problems. This article examines the relationship between open source, social innovation and engagement. It reviews four areas where their interplay has afforded organizations working in the (mainly Canadian) social sector with new tools and approaches to managing change. These tools include: i) collaboration and learning platforms; ii) social networking programs; iii) resource allocation websites; and iv) advocacy tools.
An examination of two organizations leading social change in Canada suggests that to address society's larger problems, social innovators must also make use of economic incentives, facilitated or hosted conversations, and partnerships. Finally, two areas where innovation is urgently needed are identified as sustainability education and the means by which we participate in democratic processes and government decision-making.1 aHuddart, Stephen uhttp://timreview.ca/article/18402691nas a2200121 4500008004100000022001400041245007800055210006900133260004200202520227300244100001602517856003602533 2008 eng d a1913-610200aWhy Give Knowledge Away for Free? The Case for Open Educational Resources0 aWhy Give Knowledge Away for Free The Case for Open Educational R aOttawabTalent First Networkc08/20083 aAn apparently extraordinary trend is emerging. Although learning resources are often considered as key intellectual property in a competitive higher education world, more institutions and individuals are sharing digital learning resources openly and without cost, as open educational resources (OER). The issues of why this is happening, who is involved, and the important implications were addressed in a 2006 study carried out by the OECD Centre for Educational Research and Innovation with the support of the Hewlett Foundation. The main conclusions are summarised here, together with some insights from a follow-up, and not yet published, study from spring 2008.
Higher education is facing a number of challenges: globalisation, an aging society, growing competition between higher educational institutions both nationally and internationally, and rapid technological development. OER is itself one of these challenges, but may also be a sound strategy for individual institutions to meet them. The trend towards sharing software programmes through open source software and research outcomes through open access publishing is already so strong that it is generally thought of as a movement. It is now complemented by the trend towards sharing learning resources: the OER movement.
OER are a fascinating technological development and, potentially, a major educational tool. They accelerate the blurring of formal and informal learning, and of educational and broader cultural activities. They raise basic philosophical issues dealing with the nature of ownership, the validation of knowledge, and concepts such as altruism and collective goods. They reach into issues of property and its distribution across the globe. They offer the prospect of a radically new approach to the sharing of knowledge, at a time when effective use of knowledge is seen as the key to economic success, for both individuals and nations.
OER projects can expand access to learning for everyone, but most of all, for non-traditional groups of students. They thus widen participation in higher education. They can be an efficient way of promoting lifelong learning, both for individuals and for government, and can bridge the gap between non-formal, informal, and formal learning.1 aHylén, Jan uhttp://timreview.ca/article/17501779nas a2200145 4500008004100000022001400041245004300055210004200098260004200140520136200182100001901544700001801563700001701581856003501598 2007 eng d a1913-610200aConference Report: Open Education 20070 aConference Report Open Education 2007 aOttawabTalent First Networkc11/20073 aOpen Education Resources (OER) are educational material and resources that the general public can freely use for teaching, learning, and research. Like Open Source Software (OSS), OER contain content that is freely reused and redistributed without the traditional restrictions imposed by copyright. OER also includes the tools used to develop, improve, and distribute this content to communities.
The Open Education 2007: Localizing and Learning conference was held at Utah State University in September. The conference focused on the ability of people to learn as simply publishing OER content online does not guarantee that it can be effectively used for learning. This theme was investigated from two perspectives. The first was from the developer perspective with the sharing of efforts to localize the educational content and make it more relevant to the people using it. The second was from the user perspective where organizations utilizing or deploying OER spoke of their experiences, challenges, and successes.
This report provides an overview of the sustainability, localization, technological, legal and interoperability issues raised at the conference. It concludes with the authors' views regarding the future direction of OERs, based on their research being conducted at Carleton University's Technology Innovation Management program.1 aPullin, Andrew1 aHassin, Kamal1 aMora, Monica uhttp://timreview.ca/article/5900971nas a2200121 4500008004100000022001400041245004100055210004000096260004200136520062000178100001600798856003500814 2007 eng d a1913-610200aFree as in Adjective, Not as in Verb0 aFree as in Adjective Not as in Verb aOttawabTalent First Networkc10/20073 aOpen source provides an avenue for distributing academic research well beyond the covers of journals or the lunchtime chatter of sharp-minded thinkers to a much broader audience. Interestingly, the choice of open source license is often a choice of community. By understanding the goals and underlying philosophy of a research project, one is better equipped to find a suitable license and attract a community with similar interests.
This article provides an examination of a particular academic research project's licensing goals and presents some of the lessons learned during the license selection process.
1 aHayes, Amos uhttp://timreview.ca/article/6900415nas a2200133 4500008004100000022001400041245001800055210001800073260004200091520007400133100002100207700001800228856003500246 2007 eng d a1913-610200aLead Projects0 aLead Projects aOttawabTalent First Networkc07/20073 aCorporate Directory Platform and the Ottawa Tech Community described.1 aHoddinott, Peter1 aAlam, Richard uhttp://timreview.ca/article/9800876nas a2200133 4500008004100000022001400041245002300055210002300078260004200101520052400143100001900667700002100686856003500707 2007 eng d a1913-610200aOpen Source Assets0 aOpen Source Assets aOttawabTalent First Networkc09/20073 aThe Open Source Definition or OSD defines the criteria to which the distribution terms of software must comply for it to be deemed to be open source software. The term open source, however, is used to label a broad assortment of phenomena that fall well outside the established OSD. In addition, there is ambiguity in what is meant to be covered by the terms source and open.
We envisage a definition of open source that equally applies to software, hardware schematics, content, and processes, not just software.1 aBailetti, Tony1 aHoddinott, Peter uhttp://timreview.ca/article/7500970nas a2200121 4500008004100000022001400041245002500055210002500080260004200105520064800147100001800795856003500813 2007 eng d a1913-610200aOpen Source on Trial0 aOpen Source on Trial aOttawabTalent First Networkc10/20073 aThe way we develop software is continuously evolving: the everyday processes and practices used to produce software are becoming more efficient, and it is common for a team of developers to change several times over the life of a software project and for the components used to come from a variety of sources. However, the benefits of these changes cannot be fully appreciated unless correct policies and strategies are used to capture value from innovation. This is where the worlds of technology and Intellectual Property (IP) law collide and where license compliance is fundamental in protecting a company's IP and avoiding legal conflicts.1 aHassin, Kamal uhttp://timreview.ca/article/6600501nas a2200121 4500008004100000022001400041245006600055210006300121260004200184520009700226100002100323856003500344 2007 eng d a1913-610200aQ&A. How one can develop a business model around open source?0 aQA How one can develop a business model around open source aOttawabTalent First Networkc07/20073 aHow can one develop a business model around open source if the resource is freely available?1 aHoddinott, Peter uhttp://timreview.ca/article/89