01969nas a2200265   4500008004100000022001400041245014000055210006900195260004200264300000900306490000700315520112200322653001501444653003401459653002001493653001601513653002201529653002801551653001701579100002101596700001601617700001901633700002101652856003001673       2021                        eng d  a1927-032100aAn Exploration of Blockchain-based Traceability in Food Supply Chains: On the Benefits of Distributed Digital Records from Farm to Fork0 aExploration of Blockchainbased Traceability in Food Supply Chain  aOttawabTalent First Networkc06/2021  a6-180 v113 aThere are growing internal and external pressures for traceability in food supply chains due to food scandals. Traceability refers to tracking food from the consumer back to the farm and vice versa for quality control and management. However, many traceability solutions have failed to meet the needs of supply chain stakeholders. Blockchain is a novel distributed database technology that could solve some issues of traditional traceability systems, such as cost of adoption and vulnerabilities to hacking and data tampering. This study aims to gain insights on the benefits of applying blockchain technology for traceability in food supply chains through literature review and an investigation of five companies that are experimenting with blockchain-based food traceability. Our findings suggest that, upon implementation and contribution by all supply chain participants, blockchain-based traceability can provide cost-savings, reduced response time to food scandals and food-borne illness outbreaks, improved security and accuracy, better compliance with government regulations, and thus increase consumer trust.10ablockchain10adistributed ledger technology10afood innovation10aFood safety10afood supply chain10asupply chain management10atraceability1 aWesterlund, Mika1 aNene, Soham1 aLeminen, Seppo1 aRajahonka, Mervi  utimreview.ca/article/144601638nas a2200229   4500008004100000022001400041245007200055210006900127260004200196300001000238490000700248520094400255653002701199653003201226653002101258653001701279653003101296100001601327700001801343700001701361856003001378       2021                        eng d  a1927-032100aIdeologies in Energy Transition: Community Discourses on Renewables0 aIdeologies in Energy Transition Community Discourses on Renewabl  aOttawabTalent First Networkc10/2021  a79-910 v113 aThis paper examines discourses in five Finnish municipalities' energy transition processes to identify and explain different ideological discourses among its members. The study fills a gap in research extending the idea of sense making to capture the ideologies that hide in discourses during socio-technical transitions. We identify three types of ideological discourses labelled as Clan, Solarpunk and Native. The implications of the ideologies embedded in municipal, multi-partner networks that participate in energy transition affect who will be heard in a local context. This impacts future choices directly related to sustainability outcomes. We propose that discourses in these multi-partner networks, conceptualized from the perspective of municipal energy systems, help us to uncover underlying ideologies that imperil change. And yet at the same time, these revelations offer opportunities for sustainability-oriented innovation.10aIdeological Discourses10aMunicipal Energy Transition10aRenewable Energy10aSense making10aSustainability Transitions1 aBerg, Petra1 aNarayan, Rumy1 aRajala, Arto  utimreview.ca/article/145801912nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000700279520118300286653001801469653002701487653001501514653002501529653003101554653002801585100001801613700002101631856003001652       2021                        eng d  a1927-032100aThe Interplay of Digital Transformation and Collaborative Innovation on Supply Chain Ambidexterity0 aInterplay of Digital Transformation and Collaborative Innovation  aOttawabTalent First Networkc03/2021  a45-560 v113 aThis study aims at investigating the impact of digital transformation on the efficiency and adaptability of a supply chain (SC). It also identifies the role of collaborative innovation as a catalyst in these relationships. Survey data from Japanese manufacturing companies was examined using hierarchical multiple regression analysis to test the study’s hypotheses. According to the results, collaborative innovation with SC members, that is, suppliers and customers, strengthens the impact of digital transformation on adaptability, but not on efficiency. In contrast, collaborative innovation with market participants, such as competitors and partners, reinforces the positive relationship between digital transformation and efficiency, with no evidence supporting its effect on the innovation-adaptability relationship. These findings encourage firms to widen the scope of their collaborative innovation activities to include different types of partners. For firms with limited abilities to conduct such complex collaboration projects, the findings can assist managers in making well-informed decisions to include partners that accommodate prioritized organizational goals.10acollaboration10adigital transformation10ainnovation10aresource-based view.10asupply chain ambidexterity10asupply chain management1 aAbdalla, Sara1 aNakagawa, Koichi  utimreview.ca/article/142801810nas a2200241   4500008004100000022001400041245010400055210006900159260004200228300001000270490000700280520107100287653001501358653002101373653002301394653001501417653002101432100001801453700002101471700002601492700002001518856003001538       2021                        eng d  a1927-032100aSimulating a Biorefinery Ecosystem to Manage and Motivate Sustainable Regional Nutrient Circulation0 aSimulating a Biorefinery Ecosystem to Manage and Motivate Sustai  aOttawabTalent First Networkc02/2021  a33-430 v113 aCreating an ecologically sustainable circulation of nutrients requires local solutions with commitment from all participating parties. Due to vast differences between various regions, it is very complicated, if not impossible, to create fair, simple, and applicable legislation that can consider all of these differences in a meaningful way. Thus, there is a need for clear and easy ways of developing sustainable and viable solutions locally, as well as communicating them with local community and all the way up to the supervising governmental representatives. To meet this need, we developed a simulation tool that allows the user to explore the effectiveness and impact of a local biorefinery in waste management. As an iterative model based on state machine agents, it can easily be modified for a multitude of scenarios with changes taking place over time, while considering the viewing points of all involved. In this article, we report the first version of this tool and demonstrate its usefulness in estimating suitable biogas reactor size in a biorefinery.10aBioreactor10acircular economy10anutrient recycling10asimulation10awaste management1 aKoskela, Olli1 aDempers, Clemens1 aKymäläinen, Maritta1 aNummela, Jarkko  utimreview.ca/article/142101953nas 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/141802228nas a2200217   4500008004100000022001400041245008200055210006900137260004200206300001000248490000700258520154600265653002201811653002501833653002801858653003801886653002101924100001801945700001701963856003001980       2020                        eng d  a1927-032100aThe Role of Academics, Users, and Customers in Industrial Product Development0 aRole of Academics Users and Customers in Industrial Product Deve  aOttawabTalent First Networkc03/2020  a60-690 v103 aIndustrial research and development (R&D) is often adopted as a leading strategy for innovation in high-technology firms. It has been recognized that collaboration with external actors has become increasingly crucial for R&D practices in a world where product and service innovation are increasingly challenging for companies involved in knowledge-intensive technology areas. Thus, high-technology firms are increasingly engaging in collaborative relationships with external stakeholders to transfer valuable new knowledge for industrial purposes, or to create new knowledge through a joint learning process. These external stakeholders may include research institutes such as universities, customer firms, or end users of the firm's products or services. Academic involvement in industrial innovation projects has traditionally focussed on the early stages of a product's development process, when new ideas and innovations are being developed. On the other hand, the interaction between a firm and its customers takes place during the final stages of the R&D process, when innovations are brought to market. In this paper, we explore how users and customers can be involved in university-industry collaboration projects from the beginning of the product development process. Based on a case study comprising five long-term university-industry collaborations in Finland, this paper presents collaborative practices through which academic actors, users, and industrial customers may actively take part in the industrial innovation processes.10acommercialization10acustomer involvement10astakeholder involvement10aUniversity-Industry Collaboration10auser involvement1 aKunttu, Leena1 aNeuvo, Yrjö  utimreview.ca/article/133702029nas a2200217   4500008004100000022001400041245010600055210006900161260004200230300001000272490000700282520131800289653001901607653002201626653001501648653002901663653004501692100002301737700002101760856003001781       2020                        eng d  a1927-032100aWhich Factors Influence a Company’s Evaluation of the Contribution of Basic Research to Innovation?0 aWhich Factors Influence a Company s Evaluation of the Contributi  aOttawabTalent First Networkc08/2020  a38-510 v103 aThis paper empirically analyses how individuals in companies evaluate the contributions of basic research by universities and public research institutes to industry from multiple perspectives: manager as a spokesperson of the company (science-based industry or others), position within the company (managers or inventors), affiliations of inventors (large pharmaceutical companies or biotech start-ups), and educational background. This paper focuses on the case of Japan. Questionnaire surveys were sent to managers and inventors in established companies and start-ups across several industries. This study found that, 1) the more science-oriented the company, the higher their managers evaluate academic research, 2) inventors evaluate academic research more highly than managers, 3) inventors from biotech start-ups evaluate academic research more highly than inventors from large companies in the pharmaceutical industry, and 4) the more advanced their educational background, the more highly inventors evaluate academic research. This study suggests that 'closeness to science' is an important factor for companies to evaluate contributions of basic research to innovation. The findings also suggest that problems within the current educational system are an indirect cause of the innovation crisis in Japan.10aBasic research10aBiotech start-ups10ainnovation10aPharmaceutical companies10aUniversity and Public research institute1 aNagane, Hiromi, S.1 aSumikura, Koichi  utimreview.ca/article/137902075nas a2200253   4500008004100000022001400041245007700055210006900132260004200201300001000243490000600253520135000259653001301609653001501622653001201637653001701649653002001666653001301686653002301699100001901722700002101741700002101762856003801783       2019                        eng d  a1927-032100aDigital Payments: Impact Factors and Mass Adoption in Sub-Saharan Africa0 aDigital Payments Impact Factors and Mass Adoption in SubSaharan   aOttawabTalent First Networkc07/2019  a41-550 v93 aThis study explores impact factors that affect the adoption of digital payment systems in sub-Saharan Africa. In this article, we investigate the impact factors that subject-matter experts consider most important to the success of FinTech payment models. The data and their responses are evaluated through the lens of Christensen’s market-creation theory, which contends that the adoption of market-creating innovations by a mass swathe of heretofore non-consumers “pulls” framework conditions into place, including missing infrastructure and enabling regulation. Then, we compare the findings with the literature and three case studies of mobile money adoption in Kenya, South Africa, and Nigeria. This study addresses a gap in the literature regarding the payment and money transfer segment of FinTech innovations in Africa using a multiple case study methodology. We drew together information from multiple sources, including semi-structured interviews, archival data in the form of industry and regulatory reports, and observational field notes. Our findings suggest that enabling environments (Kenya) do jumpstart adoption and difficult frameworks (Nigeria) do evolve. This study will help FinTech innovators, academics, and policymakers to understand how technology and framework conditions impact payment business models in Africa. 10aadoption10ablockchain10aFinTech10amobile money10anon-consumption10apayments10asub-Saharan Africa1 aSoutter, Leigh1 aFerguson, Kenzie1 aNeubert, Michael  uhttps://timreview.ca/article/125402525nas a2200265   4500008004100000022001400041245011500055210006900170260004200239300001000281490000600291520170600297653002802003653002602031653000902057653001702066653002702083100002002110700001202130700001902142700001702161700002602178700001802204856003702222       2018                        eng d  a1927-032100aConvergent Innovation in Food through Big Data and Artificial Intelligence for Societal-Scale Inclusive Growth0 aConvergent Innovation in Food through Big Data and Artificial In  aOttawabTalent First Networkc02/2018  a49-650 v83 aInclusive innovation has not yet reached societal scale due to a well-entrenched divide between wealth creation and social equity. Taking food as the initial test bed, we have proposed the convergent innovation model to address such challenges still facing 21st century society by bridging sectors and disciplines around an integrated goal on both sides of the social-economic divide for innovations that target wealth creation with an upfront consideration of its externalities. The convergent innovation model is empowered by two key enablers that integrate an advanced digital infrastructure with leading scientific knowledge on the drivers of human behaviour in varying contexts. This article discusses the structure, methods, and development of an artificial intelligence platform to support convergent innovation. Insights are gathered on consumer sentiment and behavioural drivers through the analysis of user-generated content on social media platforms. Empirical results show that user discussions related to marketing, consequences, and occasions are positive. Further regression modelling finds that economic consequences are a strong predictor of consumer global sentiment, but are also sensitive to both the actual price and economic awareness. This finding has important implications for inclusive growth and further emphasizes the need for affordable and accessible foods, as well as for consumer education. Challenges and opportunities inspired by the research results are discussed to inform the design, marketing, and delivery of convergent innovation products and services, while also contributing to dimensions of inclusion and economic performance for equitable health and wealth.10aartificial intelligence10aconvergent innovation10afood10asocial media10auser-generated content1 aDubé, Laurette1 aDu, Pan1 aMcRae, Cameron1 aSharma, Neha1 aJayaraman, Srinivasan1 aNie, Jian-Yun  uhttp://timreview.ca/article/113901816nas a2200229   4500008004100000022001400041245008000055210006900135260004200204300001000246490000600256520113400262653001401396653001301410653002301423653002001446653002301466100002101489700002001510700001901530856003701549       2018                        eng d  a1927-032100aData Science as an Innovation Challenge: From Big Data to Value Proposition0 aData Science as an Innovation Challenge From Big Data to Value P  aOttawabTalent First Networkc03/2018  a16-250 v83 aAnalyzing “big data” holds huge potential for generating business value. The ongoing advancement of tools and technology over recent years has created a new ecosystem full of opportunities for data-driven innovation. However, as the amount of available data rises to new heights, so too does complexity. Organizations are challenged to create the right contexts, by shaping interfaces and processes, and by asking the right questions to guide the data analysis. Lifting the innovation potential requires teaming and focus to efficiently assign available resources to the most promising initiatives. With reference to the innovation process, this article will concentrate on establishing a process for analytics projects from first ideas to realization (in most cases: a running application). The question we tackle is: what can the practical discourse on big data and analytics learn from innovation management? The insights presented in this article are built on our practical experiences in working with various clients. We will classify analytics projects as well as discuss common innovation barriers along this process. 10aanalytics10abig data10adigital innovation10aidea generation10ainnovation process1 aKayser, Victoria1 aNehrke, Bastian1 aZubovic, Damir  uhttp://timreview.ca/article/114301692nas 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/116402499nas a2200277   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284520159900290653002801889653002601917653002101943653002101964653002701985653003502012653002902047653002102076653001302097653002202110100002102132700003002153856003802183       2018                        eng d  a1927-032100aImpact of Business Intelligence Solutions on Export Performance of Software Firms in Emerging Economies0 aImpact of Business Intelligence Solutions on Export Performance   aOttawabTalent First Networkc09/2018  a39-490 v83 aThe article is written with the aim of understanding how well software firms in emerging economies perform when exporting their goods. Focusing on Paraguay as a representative context, a multiple-case-study research design was adopted using different sources of evidence, including 15 in-depth interviews with founders, shareholders, and CEOs. The data were analyzed using grounded theory in order to develop patterns and categories, and to understand differences and regularities. The revised Uppsala internationalization process model was used as a theoretical framework. This article highlights the experts’ views of the impact of business intelligence on the export performance of software firms in Paraguay. Although only a few of the interviewees currently use business intelligence solutions to support international strategic decision-making processes, most of them reveal a desire to use them because they expect it will have a positive impact on export performance and international competitiveness. The main factors for selecting a business intelligence solution are transparency of cost and benefits, excellent client service, and an attractive pricing model. The study results apply to all stakeholders who support the impact of business intelligence systems on the export performance of software firms in emerging economies. The article fulfils an identified need and call for research to study the use and impact of business intelligence on the way an emerging country’s exportation of goods actually performs, and the ability of its software firms to globalize successfully.10aartificial intelligence10abusiness intelligence10aemerging markets10aglobal marketing10ainternational business10ainternational entrepreneurship10ainternational management10amachine learning10aParaguay10asoftware industry1 aNeubert, Michael1 aVan der Krogt, Augustinus  uhttps://timreview.ca/article/118502640nas a2200265   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520177400276653002802050653002302078653001902101653002102120653002702141653003902168653003502207653002902242653002402271653002102295100002102316856003702337       2018                        eng d  a1927-032100aThe Impact of Digitalization on the Speed of Internationalization of Lean Global Startups0 aImpact of Digitalization on the Speed of Internationalization of  aOttawabTalent First Networkc05/2018  a44-540 v83 aLean global startups need to internationalize early and fast. The digitalization of new foreign market development helps them to more efficiently identify new market opportunities in global markets. With this approach, they are saving resources while developing the most attractive markets. This article examines how lean global startups develop new foreign markets more rapidly due to digitalization. Thus, the aim is to understand the impact of digitalization on speed of internationalization of lean global startups. The study addresses a gap in the scholarly literature and a practical need to evaluate new foreign markets and business opportunities more quickly and more regularly and to understand what helps lean global startups react more quickly to opportunities and threats with respect to changing market attractiveness. Furthermore, it outlines why and how digitalization is important throughout the internationalization process. The research followed a multiple case-study design using different sources of evidence, including 73 interviews with senior managers of lean global startups. The findings reveal that digitalization allows lean global startups to increase decision-making efficiency and to optimize strategies and processes for evaluating international markets. The findings suggest that lean global startups can benefit from the use of digital technologies by applying a more efficient foreign market development process with regular reviews and a reduced workflow, by faster mediation between local market realities and strategic goals, by analyzing all foreign markets instead of just a sample of them, and by optimizing decision-making processes including the ability to make long-term, strategic decisions due to better market information. 10aartificial intelligence10abig data analytics10adigitalization10aglobal marketing10ainternational business10ainternational business development10ainternational entrepreneurship10ainternational management10alean global startup10amachine learning1 aNeubert, Michael  uhttp://timreview.ca/article/115801294nas a2200229   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520063200257653001900889653001800908653002500926653002000951653000900971653001300980100001600993700001701009856003801026       2018                        eng d  a1927-032100aInformation Security Best Practices: First Steps for Startups and SMEs0 aInformation Security Best Practices First Steps for Startups and  aOttawabTalent First Networkc11/2018  a32-420 v83 aThis article identifies important first steps toward understanding and implementing information security. From the broad selection of existing best practices, we introduce a lightweight yet comprehensive security framework with four useful first steps: identifying assets and risks; protecting accounts, systems, clouds, and data; implementing a continuity plan; and monitoring and reviewing. This article is intended primarily for startups and less mature companies, but it is likely to be of interest to any reader seeking an introduction to basic information security concepts and principles as well as their implementation.10abest practices10acybersecurity10ainformation security10arisk management10aSMEs10astartups1 aKaila, Urpo1 aNyman, Linus  uhttps://timreview.ca/article/119801737nas 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/106601605nas a2200241   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520080400264653002101068653004001089653002101129653002201150653003501172653003001207653002701237653004101264100002101305856003701326       2017                        eng d  a1927-032100aLean Internationalization: How to Globalize Early and Fast in a Small Economy0 aLean Internationalization How to Globalize Early and Fast in a S  aOttawabTalent First Networkc05/2017  a16-220 v73 aThis study examines the early market internationalization of 32 high-tech startups that operate internationally from small and open economies. It uses a comparative cross-national multiple case study research design to explore how such startups may differ in their speed of internationalization. Based on interviews with the founders, the speed of early market internationalization in these startups increases significantly due to the application of lean market development processes. The findings provide a basis for developing propositions for further comparative studies focusing on the early and fast internationalization of high-tech startups based in emerging and developed markets. The study contributes to the literature on networks, internationalization, and international entrepreneurship.10aborn-global firm10aearly and fast internationalization10aglobal marketing10ahigh-tech startup10ainternational entrepreneurship10alean internationalization10asmall and open economy10aUppsala internationalization process1 aNeubert, Michael  uhttp://timreview.ca/article/107301749nas 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/110401940nas a2200337   4500008004100000022001400041245004500055210004500100260004200145300000900187490000600196520109200202653001301294653002101307653001501328653001201343653001501355653001601370653000901386653001301395653002701408653001501435653001501450653001001465653002001475100001801495700002001513700001601533700001601549856003701565       2017                        eng d  a1927-032100aReflecting on 10 Years of the TIM Review0 aReflecting on 10 Years of the TIM Review  aOttawabTalent First Networkc07/2017  a5-200 v73 aIn July 2007, the first issue of this journal was published under the banner of the Open Source Business Resource. Re-launched with a broader scope in 2011 as the Technology Innovation Management Review, the journal now celebrates its 10th anniversary. In this article, we review the 10-year history of the journal to examine what themes have been covered, who has contributed, and how much the articles have been read and cited. During those 10 years, the journal has published 120 monthly issues, including more than 800 publications by more than 800 international authors from industry, academia, the public sector, and beyond. As discovered with topic modelling, the journal has covered seven themes: open source business, technology entrepreneurship, growing a business, research approaches, social innovation, living labs, and cybersecurity. Overall, the website has attracted over 1 million readers from around the world – 31% from Asia, 30% from the Americas, 26% from Europe, 8% from Africa, and 5% from Oceania – with over 25,000 readers now accessing the site each month. 10abusiness10aentrepreneurship10ainnovation10ajournal10amanagement10aopen source10aOSBR10aresearch10ascientometric analyses10atechnology10aTIM Review10atopic10atopic modelling1 aMcPhee, Chris1 aSantonen, Teemu1 aShah, Ahmed1 aNazari, Ali  uhttp://timreview.ca/article/108701438nas a2200193   4500008004100000022001400041245009300055210006900148260004200217300001000259490000600269520083000275653002401105653001901129653002001148653002001168100001901188856003701207       2017                        eng d  a1927-032100aThe Sharing Economy and the Future of Personal Mobility: New Models Based on Car Sharing0 aSharing Economy and the Future of Personal Mobility New Models B  aOttawabTalent First Networkc08/2017  a27-310 v73 aThe sharing economy is an emerging phenomenon that shapes the cultural, economic, and social landscape of our modern world. With variations of the concept of the sharing economy emerging in so many fields, the area of shared mobility – the shared use of a motor vehicle, bicycle, or other mode that enables travellers to gain short-term access to transportation modes on an on-demand basis – has developed as the forerunner of the transformation to be expected in other areas. This article examines how the sphere of personal mobility has been affected by the growth of sharing economy. It contributes to the growing body of shared mobility literature by uncovering innovative mobility-based models that represent solutions on the intersection of shared mobility, physical infrastructure, and integrated-mobility schemes.10aintegrated solution10amobility modes10ashared mobility10asharing economy1 aNovikova, Olga  uhttp://timreview.ca/article/109702229nas a2200253   4500008004100000022001400041245012500055210007100180260004200251300001000293490000600303520137500309653003101684653002601715653003301741653001701774653004001791100002101831700001901852700001701871700002401888700002601912856003701938       2017                        eng d  a1927-032100aA University–Industry Collaborative Entrepreneurship Education Program as a Trading Zone: The Case of Osaka University0 aUniversity–Industry Collaborative Entrepreneurship Education Pro  aOttawabTalent First Networkc06/2017  a38-490 v73 aTwo complementary problems are that busy practitioners find it difficult to access academic knowledge and university students lack practical experience. University–industry collaborative education is a potential solution for both of these problems by bringing together theoretical insights from universities and experiential know-how from industry. However, university–industry collaborative education has not been sufficiently studied to offer clear frameworks and mechanisms to foster effective knowledge exchanges between these two groups. In this article, we propose the metaphor of a “trading zone” as a potential analytical framework for implementing this method of education. Applying this framework to the analysis of a university–industry collaborative education program, this study proposes that the exchange of knowledge between students and practitioners is the essential learning experience and that it is made more meaningful by the heterogeneity between students and practitioners. The shared language provided by the program and those who deliver it make the exchanges efficient, and the temporary and extraordinary nature of the program accelerate those exchanges. Here, we analyze the case of Osaka University in Japan to illustrate the framework and develop associated propositions to encourage further study and validation of the framework.10aentrepreneurship education10aexperiential learning10atechnology commercialization10atrading zone10auniversity–industry collaboration1 aNakagawa, Koichi1 aTakata, Megumi1 aKato, Kosuke1 aMatsuyuki, Terumasa1 aMatsuhashi, Toshihiko  uhttp://timreview.ca/article/108301536nas a2200217   4500008004100000022001400041245008000055210006900135260004200204300001000246490000600256520088100262653002501143653001601168653001601184653001701200100002501217700001901242700002001261856003701281       2016                        eng d  a1927-032100aCo-Creating User Stories: A Tool for Making Sense of Business Opportunities0 aCoCreating User Stories A Tool for Making Sense of Business Oppo  aOttawabTalent First Networkc08/2016  a33-390 v63 aThis article discusses co-creation as a means of sensemaking among business-to-business actors, and presents a case study from the information and communications sector, in which the aim is to understand current and future media consumption and behaviour. We propose to expand the notion of co-creation in such a way that it also recognizes interaction and sensemaking between different stakeholders within an industry or sector, compared to the current view, in which the focus is on the consumers’ role in co-creation activities. Stakeholder co-creation entails jointly creating meaning of a chosen complex phenomenon by using practical tools, such as narratives in the form of user stories. Sensemaking is a narrative process and can thus be used in combination with practical facilitation tools in order to co-create user stories or other stories, and in other contexts.10abusiness-to-business10aco-creation10asensemaking10auser stories1 aNyström, Anna-Greta1 aMustonen, Miia1 aYrjölä, Seppo  uhttp://timreview.ca/article/100901759nas a2200241   4500008004100000022001400041245007700055210006900132260004200201300001000243490000600253520103500259653001701294653002401311653002701335653001401362653001801376100001701394700001901411700002401430700002701454856003601481       2016                        eng d  a1927-032100aCrowdfunding: Finding the Optimal Platform for Funders and Entrepreneurs0 aCrowdfunding Finding the Optimal Platform for Funders and Entrep  aOttawabTalent First Networkc03/2016  a31-400 v63 aAs a steadily expanding source of venture capital, crowdfunding has become an alternative to traditional funding sources, such as banks and financial investors. The phenomenon of crowdfunding is represented by a growing number of Internet sites, here called crowdfunding platforms, devoted to the service. In this article, we investigate crowdfunding and their payout models, which are standard components on crowdfunding platforms. We consider the perspectives of both entrepreneurs and funders to determine the most attractive combination of models found on crowdfunding platforms. Our findings indicate that the most popular crowdfunding platforms, at the time of this study, reflect the preferences of entrepreneurs. The funders’ favoured crowdfunding model, which we call the equity model, is not currently found, in combination with the often-grouped, non-financial crowdfunding models of pre-order, sponsoring, or reward, on any of the top platforms. Thus, the research identifies a new market for crowdfunding platforms.10acrowdfunding10acrowdfunding models10acrowdfunding platforms10afinancing10apayout models1 aGedda, David1 aNilsson, Billy1 aSåthén, Zebastian1 aSolberg Søilen, Klaus  uhttp://timreview.ca/article/97302022nas a2200265   4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520126800260653001901528653002601547653001601573653001501589653001401604653001001618653001401628653000801642653002301650653002901673100001801702856003601720       2015                        eng d  a1927-032100aThe Creativity Canvas: A Business Model for Knowledge and Idea Management0 aCreativity Canvas A Business Model for Knowledge and Idea Manage  aOttawabTalent First Networkc07/2015  a50-580 v53 aInnovation depends on ideas generated through creativity and the knowledge and research that make it possible to put ideas to work. However, these two activities are very dependent on the people who perform them. As demonstrated by a pilot project realized at Hydro-Québec’s research institute (IREQ), any approach that does not take this understanding into account is doomed to failure. This article proposes that what must be developed is a knowledge and idea management system designed as a coherent ecosystem that takes all controlling factors into account and is based on stakeholder interest and preferences. This ecosystem is the result of a meticulous design of each of the elements that must generally be taken into account in a business model. A business model approach includes not only developing a value proposition for knowledge and idea management that suits the target clientele but also a good understanding of the resources and activities required to deliver this value proposition and especially the ways to finance them. Key to the development of such an ecosystem is the creation of fully functional innovation communities, which are responsible for building up and nurturing their ideas and knowledge assets and getting value out of them.10abusiness model10abusiness model canvas10acommunities10acreativity10aecosystem10aideas10aknowledge10aR&D10aresearch institute10atechnological innovation1 aNaggar, Raouf  uhttp://timreview.ca/article/91400850nas a2200313   4500008004100000022001400041245006000055210005700115260004200172300000800214490000600222653001500228653000900243653001600252653001500268653001400283653002300297653000900320653001500329653001700344653002400361653001500385653003200400653001000432100001800442700002300460700001700483856003600500       2015                        eng d  a1927-032100aEditorial: Innovation Tools and Techniques (March 2015)0 aEditorial Innovation Tools and Techniques March 2015  aOttawabTalent First Networkc03/2015  a3-50 v510ainnovation10alean10aliving labs10amanagement10aprocesses10aproject management10arisk10asignalling10asmart cities10asystems engineering10atechniques10atechnology entrepreneurship10atools1 aMcPhee, Chris1 aGalbraith, Brendan1 aNoori, Nadia  uhttp://timreview.ca/article/87602110nas a2200313   4500008004100000022001400041245011900055210006900174260004200243300001000285490000600295520114100301653002501442653001801467653001501485653002201500653002001522653001901542653001601561653002901577653001401606653001801620100002201638700002801660700002401688700002701712700002101739856003601760       2015                        eng d  a1927-032100aIdentifying the Challenges in Commercializing High Technology: A Case Study of Quantum Key Distribution Technology0 aIdentifying the Challenges in Commercializing High Technology A   aOttawabTalent First Networkc01/2015  a26-360 v53 aThis article examines the challenges in commercializing high technologies successfully and sustainably using quantum key distribution (QKD) technology as a case study. Quantum communication is increasingly relevant to cybersecurity and nanotechnology, which will replace current technologies and change the way we live. To understand how such high technology could be successfully commercialized, we interviewed individuals from four metrology institutions and two international companies. The result revealed that scattered and small markets, supply chain development, technology validation/certification, a lack of available or adequate infrastructure, and after-sales services are the most serious challenges facing successful commercialization of quantum communication technology. To validate these challenges, we conducted a survey of 60 experts, 49 of whom agreed that above-mentioned factors could affect the commercialization success of QKD technology. Likewise, the survey revealed that technical development, customer orientation/awareness, and government regulations could also hinder the commercialization of QKD technology.10aafter-sales services10acertification10achallenges10acommercialization10ahigh technology10ainfrastructure10amarket size10aquantum key distribution10astandards10asupply chains1 aNatsheh, Anas, Al1 aGbadegeshin, Saheed, A.1 aRimpiläinen, Antti1 aImamovic-Tokalic, Irna1 aZambrano, Andrea  uhttp://timreview.ca/article/86401751nas a2200217   4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520109200254653002101346653002601367653002201393653002001415653001901435653001901454100002401473856003601497       2015                        eng d  a1927-032100aOptimizing Innovation with the Lean and Digitize Innovation Process0 aOptimizing Innovation with the Lean and Digitize Innovation Proc  aOttawabTalent First Networkc03/2015  a29-380 v53 aActionable knowledge to improve innovation and bring value to the customers and organizations is essential in today's economy. In the past, there have attempts to apply Lean Thinking and Six Sigma to the innovation processes, with mixed results. The aim of this article is discuss how to improve innovation processes using the Lean and Digitize Innovation process, which integrates digitization into the Lean Six Sigma method. Through the redesign of innovation processes and their automation, the process aims to add value to customers, improve effectiveness, eliminate waste, minimize operating costs, and reduce time-to-market. This new method is characterized by seven stages, or "the 7 Ds" (define, discover, design, develop, digitize, deploy, and diffusion), with 29 steps. This article describes the Lean and Digitize Innovation process and presents cases where the approach has been successful in helping innovation processes from start to end: from the definition of the value for the customers up to the implementation of a prototype and engineering of the delivery processes. 10aagile innovation10aInnovation management10alean and digitize10alean innovation10alean six sigma10are-engineering1 aNicoletti, Bernardo  uhttp://timreview.ca/article/87902418nas a2200241   4500008004100000022001400041245010200055210006900157260004200226300001000268490000600278520166200284653002201946653001801968653001601986653002302002653003702025100001802062700002102080700002102101700001802122856003602140       2015                        eng d  a1927-032100aScaling Spatial Transformation: Smart Specialization of Urban Capabilities in the Helsinki Region0 aScaling Spatial Transformation Smart Specialization of Urban Cap  aOttawabTalent First Networkc10/2015  a42-510 v53 aSocieties are shifting towards more complex structures and agile networks through spatial transformation. That shift affects the ways in which citizens interact with and within their physical and virtual surroundings. The interactions define purposes for the modern hybrid spaces, depending on individual demands in relation to space and time. As facilities per se are becoming less relevant, spatial concepts and service that support, attract, and engage modern individuals must be invented. The capabilities of user-orientated processes are important in terms of connectivity, co-creation, and communication, involvement in change, and control as well as governance. This article explores the potential scaling in diverse spatial transformations and summarizes the lessons learned from managing a campus as a small city to managing a larger-scale urban area. The study uses a case study methodology: the data was collected through interviews and document analysis. The framework of five urban capabilities (5Cs), which were initially introduced by the urbanist John Worthington, guided the content analysis of data. The results indicate that the lessons learned in the diverse urban projects can be scaled from a minor urban-area campus to a large urban area. Users of spaces have a need and will to collaborate, co-create, and impact their environments. This view expands the roles of decision makers and planners to controlling the uses of spaces for supporting grassroot initiatives. Consequently, active citizens engage and contribute, which can be a driving force for co-creation, shared ownership, and attractiveness of small- and large-scale areas.10acampus management10ahybrid spaces10amobile work10ascaling businesses10aurban development and management1 aNiemi, Renita1 aRytkönen, Eelis1 aEriksson, Robert1 aNenonen, Suvi  uhttp://timreview.ca/article/93601596nas a2200241   4500008004100000022001400041245008900055210006900144260004200213300000900255490000600264520085500270653002301125653003101148653001601179653001901195653001901214653002301233100002201256700001601278700002401294856003601318       2015                        eng d  a1927-032100aA Technology-Assisted Design Methodology for  Employee-Driven Innovation in Services0 aTechnologyAssisted Design Methodology for EmployeeDriven Innovat  aOttawabTalent First Networkc02/2015  a6-140 v53 aThe role of employees is becoming more important in managing complex service processes and in serving the variety of customer needs in the service industry. Within efforts to promote innovation in service fields, employee-driven innovation and service design are gaining attention. Though the relationship between employee-driven innovation and service design has been discussed, the effectiveness of service-design methodologies for employee-driven innovation has not been studied sufficiently. In this article, we propose a technology-assisted design methodology to promote employee-driven innovation in services. Through our case study at an elderly-care facility, we confirmed that the proposed design methodology assisted by the communication support system could trigger employee-driven innovation and expand its influence in the service field.10adesign methodology10aemployee-driven innovation10aobservation10arepresentation10aservice design10aservice innovation1 aWatanabe, Kentaro1 aFukuda, Ken1 aNishimura, Takuichi  uhttp://timreview.ca/article/86900725nas a2200253   4500008004100000022001400041245007100055210006700126260004200193300001000235490000600245653001600251653001800267653001800285653002100303653000800324653001300332100002100345700001700366700001600383700001600399700002000415856003600435       2015                        eng d  a1927-032100aTIM Lecture Series – Three Collaborations Enabling Cybersecurity0 aTIM Lecture Series Three Collaborations Enabling Cybersecurity  aOttawabTalent First Networkc06/2015  a45-480 v510abook launch10acollaboration10acybersecurity10aentrepreneurship10aNSA10aresearch1 aFrincke, Deborah1 aCraigen, Dan1 aNadima, Ned1 aLow, Arthur1 aThomas, Michael  uhttp://timreview.ca/article/90601940nas a2200241   4500008004100000022001400041245006800055210006500123260004200188300001000230490000600240520124500246653001601491653001901507653002701526653001601553653002101569653001501590653002201605653001801627100001701645856003601662       2014                        eng d  a1927-032100a3D Printing: A Revolutionary Advance  for the Field of Urology?0 a3D Printing A Revolutionary Advance for the Field of Urology  aOttawabTalent First Networkc03/2014  a19-240 v43 aOver the past decade, 3D printing has garnered considerable attention due to its broad applications, its ease of customization, and its increasing affordability. What began as the straightforward replication of simple objects has now progressed into a sophisticated industry for the fabrication of detailed products, which stands to threaten conventional forms of manufacturing and change the face of consumerism. More recently, the technology has found a footing within the medical field with the promise of applying 3D printing for the process of organ generation. With the reality of an aging population, the need for replacement organs globally will increase proportionately, while the number of donors remains static. In the field of urology specifically, the need for organ transplants is ever increasing as the number of patients in renal failure continues to rise. This article reviews the development of biological 3D printing, or biofabrication, within the field of urology and examines both the pros and the cons of this emerging technology. The cost implications of this technology for healthcare facilities are considered, as well as the entrepreneurial opportunities that arise from the emergence and evolution of 3D printing.10a3D printing10abiofabrication10abiological 3D printing10abioprinting10aentrepreneurship10anephrology10aorgan transplants10arenal failure1 aNeu, Rebecca  uhttp://timreview.ca/article/77201466nas a2200253   4500008004100000022001400041245005100055210004600106260004200152300000900194490000600203520075100209653002000960653001900980653002100999653000901020653001401029653003201043653002501075653003701100100002201137700001701159856003601176       2014                        eng d  a1927-032100aThe Business of Open Source Software: A Primer0 aBusiness of Open Source Software A Primer  aOttawabTalent First Networkc01/2014  a4-110 v43 aThis article is meant as a primer for those interested in gaining a basic understanding of the business of open source software. Thus, we cover four main areas: i) what motivates businesses to get involved in open source; ii) common open source licenses and how they relate to community and corporate interests; iii) issues regarding the monetization of an open source program; and iv) open source business models currently employed. This article is particularly suitable for people who want a general understanding of the business of open source software; people who want to understand the significant issues regarding an open source program's potential to generate income; and entrepreneurs who want to create a company around open source code.10abusiness source10adual licensing10aentrepreneurship10aopen10aopen core10aopen source business models10aopen source licenses10aopen source software development1 aWidenius, Michael1 aNyman, Linus  uhttp://timreview.ca/article/75600631nas a2200205   4500008004100000022001400041245008700055210006900142260004200211300001000253490000600263653002000269653002100289653001400310653001400324653001600338100001800354700001700372856003600389       2014                        eng d  a1927-032100aThe Businesses of Open Data and Open Source: Some Key Similarities and Differences0 aBusinesses of Open Data and Open Source Some Key Similarities an  aOttawabTalent First Networkc01/2014  a12-170 v410abusiness models10aentrepreneurship10alicensing10aopen data10aopen source1 aLindman, Juho1 aNyman, Linus  uhttp://timreview.ca/article/75701320nas a2200253   4500008004100000022001400041245009600055210006900151260004200220300001000262490000600272520057800278653001700856653001900873653001800892653001500910653001700925653001400942653001400956653002400970100001900994700001701013856003601030       2014                        eng d  a1927-032100aInnovation Opportunities: An Overview of Standards and Platforms in the Video Game Industry0 aInnovation Opportunities An Overview of Standards and Platforms   aOttawabTalent First Networkc07/2014  a15-210 v43 aThe video game industry offers insights into the significance of standards and platforms. Furthermore, it shows examples of how new entrants can offer innovative services, while reducing their own risk, through bridging the boundaries between standards. Through an exploration of both past and present, this article aims to serve as a primer for understanding, firstly, the technological standards and platforms of the video game industry, and secondly, the recent innovations within the video game industry that have enabled products to be made available across platforms.10aarcade games10acomputer games10aconsole games10ainnovation10amobile games10aplatforms10astandards10avideo game industry1 aLaakso, Mikael1 aNyman, Linus  uhttp://timreview.ca/article/80802229nas a2200301   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520132500235653002701560653003001587653002201617653002601639653002801665653001601693653002701709653002801736653002301764653001401787653002601801100002001827700002601847700001801873856003601891       2014                        eng d  a1927-032100aUsing a Capability Perspective to Sustain IT Improvement0 aUsing a Capability Perspective to Sustain IT Improvement  aOttawabTalent First Networkc06/2014  a28-390 v43 aA firm’s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm’s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function’s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.10acapability improvement10acapability maturity model10achange management10acompetency capability10aenterprise architecture10aIT function10aorganizational culture10aorganizational learning10aprocess capability10ashadow IT10atechnology capability1 aRenaud, Paul, E1 aNarkier, Sheppard, D.1 aBot, Sonia, D  uhttp://timreview.ca/article/80201930nas a2200169   4500008004100000022001400041245007300055210006900128260004200197300000900239490000600248520134600254653008901600100001701689700001801706856003601724       2013                        eng d  a1927-032100aCode Forking, Governance, and Sustainability in Open Source Software0 aCode Forking Governance and Sustainability in Open Source Softwa  aOttawabTalent First Networkc01/2013  a7-120 v33 aThe right to fork open source code is at the core of open source licensing. All open source licenses grant the right to fork their code, that is to start a new development effort using an existing code as its base. Thus, code forking represents the single greatest tool available for guaranteeing sustainability in open source software. In addition to bolstering program sustainability, code forking directly affects the governance of open source initiatives. Forking, and even the mere possibility of forking code, affects the governance and sustainability of open source initiatives on three distinct levels: software, community, and ecosystem. On the software level, the right to fork makes planned obsolescence, versioning, vendor lock-in, end-of-support issues, and similar initiatives all but impossible to implement. On the community level, forking impacts both sustainability and governance through the power it grants the community to safeguard against unfavourable actions by corporations or project leaders. On the business-ecosystem level forking can serve as a catalyst for innovation while simultaneously promoting better quality software through natural selection. Thus, forking helps keep open source initiatives relevant and presents opportunities for the development and commercialization of current and abandoned programs.10acode forking; open source software; sustainability; innovation; planned obsolescence1 aNyman, Linus1 aLindman, Juho  uhttp://timreview.ca/article/64401601nas a2200253   4500008004100000022001400041245006000055210006000115260004200175300001000217490000600227520085000233653003501083653001801118653002401136653001601160653002601176653002101202653002401223100002001247700002601267700001801293856003601311       2013                        eng d  a1927-032100aEnabling Sustainable Improvement in IT Entrepreneurship0 aEnabling Sustainable Improvement in IT Entrepreneurship  aOttawabTalent First Networkc06/2013  a28-380 v33 aFirms must embrace processes that enable the information technology (IT) function to become a strategic partner to the business functions it serves. Process ambidexterity is a way for processes to be augmented to improve alignment and adaptability to new markets and technologies. By applying the principles of process ambidexterity, the key elements required for sustainable change within the capabilities that comprise the IT function of the firm are identified. Furthermore, the scope and depth of the dysfunction that is widespread across large firms that depend upon IT are outlined to provide a contextual basis for presenting a solution framework to address sustainable change. This framework for sustainable change is of primary benefit to IT executives seeking to systematically transform the IT function and enable IT entrepreneurship.10acapability maturity assessment10aIT capability10aIT entrepreneurship10aIT function10aprocess ambidexterity10aprocess maturity10asustainable metrics1 aRenaud, Paul, E1 aNarkier, Sheppard, D.1 aBot, Sonia, D  uhttp://timreview.ca/article/69401561nas a2200229   4500008004100000022001400041245005000055210004800105260004200153300001000195490000600205520094000211653002201151653001501173653002001188653001601208653001401224653002101238100001701259700001901276856003601295       2013                        eng d  a1927-032100aGoing Open: Does it Mean Giving Away Control?0 aGoing Open Does it Mean Giving Away Control  aOttawabTalent First Networkc01/2013  a27-310 v33 aOpen source software has evolved from being an effort driven by a collective of volunteers to become an integral part of commercial software. Constant demands for new features besides maintaining product quality made companies seek open source as an answer for these demands. These growing demands brought with them control of quality, architecture, contribution management, and community management. 

This article explores the governance strategies adopted by open source software projects to manage the quality of complements (such as plug-ins that extend a platform's functionality) developed by community members outside the core team. The outcomes of the research contribute to our understanding of the strategies followed by different open source platform owners (the open source project initiators) to manage external innovation in the case of platform extensions in two areas: i) governance models and ii) regulatory tools. 10aand collaboration10agovernance10aOpen innovation10aopen source10aplatforms10aregulatory tools1 aNoori, Nadia1 aWeiss, Michael  uhttp://timreview.ca/article/64701914nas a2200217   4500008004100000022001400041245008600055210006900141260001200210300000900222490000600231520125800237653002001495653001401515653003201529653003701561653002301598100002201621700001701643856003601660       2013                        eng d  a1927-032100aIntroducing “Business Source”: The Future of Corporate Open Source Licensing?0 aIntroducing Business Source The Future of Corporate Open Source   c06/2013  a5-120 v33 aThe benefits of the open source development model have been proven by the test of time; however, making this development model economically feasible can be challenging. In this article, Monty Widenius puts forth a suggestion for a new type of license, which is the result of the lessons learned from decades of work on open source, both as programmer and entrepreneur. The result, “business source”, is a license that seeks to enable a business model that can both harness the benefits of open source while generating sufficient income for the program’s continued development. The business source license automatically changes terms after a given period: an initial non-open source license with specific usage restrictions that transforms to a fully open source license on a specific future date.

In this article, we contribute a proposal for a novel license, a set of recommendations for managers, and a sample text of a business source license. This work will be of relevance to four main groups: i) those developing or managing a closed source program but who are interested in the benefits open source offers; ii) those managing open core programs; iii) projects in development; and iv) investors interested in funding open source projects.10abusiness source10aopen core10aopen source business models10aopen source software development10asoftware licensing1 aWidenius, Michael1 aNyman, Linus  uhttp://timreview.ca/article/69101586nas a2200265   4500008004100000022001400041245004400055210004400099260004200143300001000185490000600195520090100201653001501102653001401117653001101131653001401142653001201156653002001168653002701188653001501215100001901230700001801249700001701267856003601284       2013                        eng d  a1927-032100aNiche Formation in the Mashup Ecosystem0 aNiche Formation in the Mashup Ecosystem  aOttawabTalent First Networkc05/2013  a13-170 v33 aMashups enable end-users to "mix and match" data and services available on the web to create applications. Their creation is supported by a complex ecosystem of i) data providers who offer open APIs to users, ii) users who combine APIs into mashups, and iii) platforms, such as the ProgrammableWeb or Mashape, that facilitate the construction and publication of mashups. In this article, we argue that the evolution of the mashup ecosystem can be explained in terms of ecosystem niches anchored around hub or keystone APIs. The members of a niche are focused on an area of specialization (e.g., mapping applications) and contribute their knowledge to the value proposition of the ecosystem as a whole. To demonstrate the formation of niches in the mashup ecosystem, we model groups of related mashups as species, and we reconstruct the evolution of mashup species through phylogenetic analysis.  10aecosystems10aevolution10agrowth10akeystones10amashups10aniche formation10arecombinant innovation10aspeciation1 aWeiss, Michael1 aSari, Solange1 aNoori, Nadia  uhttp://timreview.ca/article/68301498nas a2200229   4500008003900000022001400039245004400053210004300097260004200140300000900182490000600191520089000197653001601087653001501103653001601118653001301134653002001147100001901167700002101186700002501207856003601232       2012                          d  a1927-032100aLiving Labs as Open-Innovation Networks0 aLiving Labs as OpenInnovation Networks  aOttawabTalent First Networkc09/2012  a6-110 v23 aLiving labs bring experimentation out of companies’ R&D departments to real-life environments with the participation and co-creation of users, partners, and other parties. This study discusses living labs as four different types of networks characterized by open innovation: utilizer-driven, enabler-driven, provider-driven, and user-driven. The typology is based on interviews with the participants of 26 living labs in Finland, Sweden, Spain, and South Africa. Companies can benefit from knowing the characteristics of each type of living lab; this knowledge will help them to identify which actor drives the innovation, to anticipate likely outcomes, and to decide what kind of role they should play while "living labbing". Living labs are networks that can help them create innovations that have a superior match with user needs and can be upscaled promptly to the global market.10aco-creation10ainnovation10aliving labs10anetworks10aOpen innovation1 aLeminen, Seppo1 aWesterlund, Mika1 aNyström, Anna-Greta  uhttp://timreview.ca/article/60202108nas 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/63401345nas a2200181   4500008003900000022001400039245009200053210006900145260004200214300001000256490000600266520079600272653001501068653001001083653001101093100002301104856003601127       2012                          d  a1927-032100aOpen Invention Network: A Defensive Patent Pool for Open Source Projects and Businesses0 aOpen Invention Network A Defensive Patent Pool for Open Source P  aOttawabTalent First Networkc01/2012  a12-170 v23 aThis article explores how patents impact innovation within free/libre open source software (F/LOSS) businesses and projects. The number of software patent suits brought each year is increasing and is diverting millions of dollars in funds from developers to lawyers. With patent suits on the rise, the US Supreme Court has left the F/LOSS community in a position where it must either wait years for legislation or address the issue of patent suits itself. However, defending the Linux kernel and related technologies is a different challenge than the one that faces proprietary software businesses. This article describes Open Invention Network, an initiative that is designed to meet the particular challenges facing the F/LOSS community and businesses by providing a defensive patent pool.10ainnovation10alinux10apatent1 aNicholson, Deborah  uhttp://timreview.ca/article/51101501nas a2200241   4500008003900000022001400039245006000053210005700113260004200170300001000212490000600222520080600228653002201034653002601056653001501082653002601097653002001123653001601143100002401159700002101183700001901204856003601223       2012                          d  a1927-032100aA Small-Firm Perspective on the Benefits of Living Labs0 aSmallFirm Perspective on the Benefits of Living Labs  aOttawabTalent First Networkc09/2012  a44-490 v23 aDecreasing energy consumption is a global priority and the energy market is in constant change. The search for energy-saving innovations provides an opportunity to initiate a user-centered approach using the living labs model. This article describes how Process Vision, a small-yet-leading Northern European provider of energy IT systems, applied the livings labs approach to develop novel energy-efficiency management solutions. We discuss the company’s participation in the APOLLON consortium, a cross-border living labs initiative on energy efficiency. More specifically, we describe the Finland-based company’s experiences of a pilot project launched in the living lab and report on the perceived managerial challenges of applying the living labs approach from the perspective of a small firm.10aenergy efficiency10aInnovation management10aLiving lab10amanagerial challenges10aOpen innovation10aUser-driven1 aNiitamo, Veli-Pekka1 aWesterlund, Mika1 aLeminen, Seppo  uhttp://timreview.ca/article/60802012nas a2200121   4500008004100000022001400041245007000055210006900125260004200194520159300236100002501829856003601854       2010                        eng d  a1913-610200aHow the FreeBSD Project's Processes Help Companies Build Products0 aHow the FreeBSD Projects Processes Help Companies Build Products  aOttawabTalent First Networkc01/20103 aThe processes that open source projects use to produce new work and maintain the quality of their code base is a subject that comes up infrequently in discussions of open source. One reason for this is that engineers and programmers are usually loathe to deal with issues that are not directly related to the piece of code or technology that they are working on.

Successful businesses know that good processes lead to continued success. The attributes that attract a business to an open source project are stability, reliability, and longevity. Stability gives a business the confidence to invest time into developing products on the project's platform, safe in the knowledge that the next incremental step in development won't be torpedoed by some unforeseen change. Reliability is often not associated with open source and many projects are perceived as being too cutting edge for a business to build upon. Longevity is of value as many businesses are inherently conservative in their approaches, attempting to reduce the risks of adopting any technique or technology. One way to reduce risk is to work with an open source project that has a proven track record of delivering quality products, on schedule.

This article attempts to dispel the myth of the perceived tension between a formally run business and the apparently less formally run open source projects with which a business interacts. We describe how one particular open source project has developed processes which provide its users, customers, and partners with a product that is stable, reliable, and long lived. 
 1 aNeville-Neil, George  uhttp://timreview.ca/article/31501576nas a2200145   4500008004100000022001400041245006500055210006400120260004200184520111600226100001601342700001801358700001801376856003601394       2009                        eng d  a1913-610200aTellTable: Collaborative Work Using Single User Applications0 aTellTable Collaborative Work Using Single User Applications  aOttawabTalent First Networkc07/20093 aMany work environments require collaborative writing and editing of documents in diverse formats. In simple cases, there is essentially one author who receives approvals and comments from others. In other cases, the document is genuinely collaboratively authored using asynchronous or synchronous methods. A common way to collaboratively edit a document is to exchange draft versions between authors via email. This method introduces the possibility of conflicting changes and missed contributions as well as a significant burden as all members of the team are responsible for version control. The principle difficulty is that independent changes can be made to different versions, which must later be reconciled manually. It is also difficult to determine when and why a change was made.

This article introduces TellTable, an open source system designed to allow single-user software applications to be managed in a collaborative manner. We will discuss current collaboration models, the technical aspects of the TellTable software framework, security issues in its implementation, and tests of performance.1 aAdler, Andy1 aNash, John, C1 aNoël, Sylvie  uhttp://timreview.ca/article/27301328nas a2200121   4500008004100000022001400041245002500055210002500080260004200105520100700147100001701154856003501171       2007                        eng d  a1913-610200aDefining Open Source0 aDefining Open Source  aOttawabTalent First Networkc09/20073 aThe Open Source Initiative and the Free Software Foundation  share a common goal: that everyone should be free to modify and redistribute the software they commonly use. 'Should' is of course a normative word. For the FSF, 'should' is a moral imperative. Anything else is an immoral restriction on people's activities, just as are restrictions on speech, press, movement, and religion. For the OSI, freedom is a necessary precondition for a world where "software doesn't suck", in the words of a founder of the OSI.

The FSF started from its founder's GNU Manifesto widely published in 1985. Given the manifesto's hostility to copyright, and given the failure of the Free Software Foundation to gain any traction amongst commercial users of software even with a 13-year head start, a group of people gathered together in 1998 to talk about a new strategy to get the corporate world to listen to hackers. They were impressed by Eric Raymond's Cathedral and the Bazaar's take-up among business leaders.1 aNelson, Russ  uhttp://timreview.ca/article/74