01233nas a2200193   4500008004100000022001400041245005000055210004900105260004200154300001300196490000700209520067800216653002600894653003000920653001500950653002300965100002100988856003001009       2022                        eng d  a1927-032100aCan Blockchain Improve Healthcare Management?0 aCan Blockchain Improve Healthcare Management  aOttawabTalent First Networkc05/2022  a220102030 v123 aThe paper sets out to examine the relevance of blockchain technology for healthcare management in general, and specifically for consumer medical electronics and connected portable devices. After considering the pivotal role of electronic health records in the first part of the paper, we then analyze the holistic transformative role of blockchain for healthcare data management, illustrated by a set of emerging use cases. Following that, we address the fast-growing segment of consumer medical electronics and the Internet of Medical Things. Finally, we highlight the digital community-building role of public private partnerships for emerging healthcare strategy design.10aBlockchain Technology10aElectronic Health Records10ahealthcare10aInternet of Things1 aPilkington, Marc  utimreview.ca/article/148001761nas a2200253   4500008004100000022001400041245009400055210006900149260004200218300001000260490000700270520099300277653002501270653003101295653003001326653001401356653001701370653001601387653001301403653002001416100002201436700001901458856003001477       2021                        eng d  a1927-032100aAntecedents, Decisions, and Outcomes of a Sharing Economy: A Systematic Literature Review0 aAntecedents Decisions and Outcomes of a Sharing Economy A System  aOttawabTalent First Networkc12/2021  a59-710 v113 aThis article provides a comprehensive framework-based review of literature on "Sharing Economy" (SE) using an ADO (antecedents, decisions, and outcomes) framework. Based on extensive coverage of studies published over a period of 12 years between 2008 and 2020, we reviewed extant research on this phenomenon from both, more developed and emerging countries. Using PRISMA methodology inclusion and exclusion criteria, we selected 93 articles for the review. The motivation to undertake this research was to understand emerging consumer behavior that intends to collaborate for consumption with the help of technological innovation. We identified major theoretical frameworks developed for investigating SEs and collaborative consumption behavior. The findings of the paper reveal possible antecedents, decisions, and outcomes of SEs. Many areas in the SE domain remain underexplored, despite recent significant advancements, and for this the paper provides directions for future research.10aaccess-based economy10aantecedents and motivators10acollaborative consumption10adecisions10adeterminants10agig economy10aoutcomes10asharing economy1 aShirolkar, Shweta1 aPatil, Kanchan  utimreview.ca/article/147402080nas a2200217   4500008004100000022001400041245011300055210006900168260004200237300001000279490000700289520137500296653002801671653002601699653002901725653002001754100002001774700002101794700001701815856003001832       2021                        eng d  a1927-032100aCan Artificial Intelligence be a Critical Success Factor of Construction Projects? Practitioner perspectives0 aCan Artificial Intelligence be a Critical Success Factor of Cons  aOttawabTalent First Networkc12/2021  a17-320 v113 aThe construction sector has not been altogether successful in adopting automated systems. Related research on artificial intelligence has mainly been confined to the development of software models for a specific subset of construction work. This study aims to identify whether artificial intelligence is a potential critical success factor for construction project success. Data were collected through semi-structured interviews and analyzed using content analysis. The interviewees were selected on the basis of convenience and included highly experienced project managers from the global community with expertise in project management working on large construction projects. Our research shows that senior project managers perceive artificial intelligence as different from information technology and advanced project management software. Major drawbacks of artificial intelligence were found to be (i) lack of soft skills, (ii) lack of intelligence to interpret things in various ways like human beings, and (iii) lack of human relationship capabilities, including the ways people manage projects. The interviewees believe that artificial intelligence is still years away from becoming self-aware. This study improves the understanding of artificial intelligence as a success factor for construction projects and provides future directions for research in this field.10aartificial intelligence10aConstruction Projects10aCritical Success Factors10aProject Success1 aKumar, Virender1 aPandey, Amrendra1 aSingh, Rahul  utimreview.ca/article/147102300nas a2200265   4500008004100000022001400041245008700055210006900142260004200211300001000253490000700263520155000270653001901820653001501839653001301854653002201867653000901889653001601898653001101914653001801925100002001943700002101963700002001984856003002004       2021                        eng d  a1927-032100aCloud-Based Approach for Tracking and Monitoring of Hay Bales in Smart Agriculture0 aCloudBased Approach for Tracking and Monitoring of Hay Bales in   aOttawabTalent First Networkc02/2021  a17-230 v113 aThe introduction of new technology to agriculture has resulted in enormous amounts of data and their handling and utilization challenge. Data is typically gathered from several sources such as field sensors, machines, industrial processes, different laboratories and officials. This has led to several complicated systems that are not always compatible. Farmers are confused, unaware, and face challenges in seeing the benefits for their business in relation to the time required. This paper introduces an automatic digital tracking and monitoring system for round feed bales on farms. In this system, bale data from sensors, switches, and a GPS-device in the baling machine are collected by hardware and sent to the cloud with the bale ID read from a RFID tag attached to each bale. A digital inventory of bales forms instantly, and baling can be followed on the map application with a mobile device. Data in the cloud is utilized for the farmer's user interface. The farmer can manage and do various operations with bales. An important outcome is the yield report, showing basic statistics, quantities, and qualities of bales in a digitalized field parcel. If the farmer wants to sell bales, this can easily be done with the tool. It makes sales by connecting the farmer to an e-commerce portal. A key question and challenge to be resolved involves who owns the data. All the benefits of digitalization can be achieved only with good cooperation and mutual agreement from farmers who want to have control of their data under all circumstances.10abale inventory10abale trade10abig data10aprecision farming10aRFID10around bales10asilage10aSmart farming1 aPölönen, Ilpo1 aSuokannas, Antti1 aJuntunen, Antti  utimreview.ca/article/141901888nas a2200217   4500008004100000022001400041245006900055210006800124260004200192300000900234490000700243520123700250653003601487653002601523653001701549653001401566653002401580100001801604700001801622856003001640       2021                        eng d  a1927-032100aCoping with the Double-Edged Sword of Data Sharing in Ecosystems0 aCoping with the DoubleEdged Sword of Data Sharing in Ecosystems  aOttawabTalent First Networkc12/2021  a5-160 v113 aResearchers and practitioners agree upon the huge potential of Big Data Analytics (BDA) for firms' competitive advantage. Capitalizing on Big Data (BD) often requires sharing firms' data with their stakeholders in an ecosystem. Sharing data, however, is a double-edged sword, because firms might also risk losing their competitive advantage by doing so. This conceptual paper uses extant literature on data analytics to introduce a comprehensive data sharing strategy framework that helps firms decide which data can be shared in an ecosystem, which should be kept secret, or if additional rules and regulations are required for sharing the data. The framework combines two distinct categorizations of data, and it relates the data categories to firms' strategic competitive advantage by employing the Resource-Based View (RBV). Firstly, the framework is grounded in the stages of the data analytics process and secondly, it distinguishes between operative, strategic and monetizable data, a new categorization introduced by this paper. Depending on the categories of data a company intends to share, the framework recommends five distinct data sharing strategies that help mitigating the risk of losing their competitive advantage.10aBig Data Analytics Capabilities10acompetitive advantage10adata sharing10aecosystem10aResource-Based View1 aKugler, Petra1 aPlank, Thomas  utimreview.ca/article/147000771nas a2200217   4500008004100000022001400041245012400055210006900179260004200248300000900290490000700299653002400306653006000330653002600390653002200416653003200438100001800470700001700488700001800505856003000523       2021                        eng d  a1927-032100aInterview: Discussing Value Proposition Research in the Context of New Companies Committed to Scaling Early and Rapidly0 aInterview Discussing Value Proposition Research in the Context o  aOttawabTalent First Networkc04/2021  a6-120 v1110abusiness ecosystems10aimplicitly vs. explicitly formulated value propositions10anew scaling companies10avalue proposition10avalue proposition alignment1 aPayne, Adrian1 aFrow, Pennie1 aTanev, Stoyan  utimreview.ca/article/143201518nas a2200229   4500008004100000022001400041245008300055210006900138260004200207300001000249490000700259520083200266653001601098653001201114653002501126653002201151653002301173100002401196700002001220700001801240856003001258       2021                        eng d  a1927-032100aValue Proposition Misalignment and the Failure to Become a Born-Global Company0 aValue Proposition Misalignment and the Failure to Become a BornG  aOttawabTalent First Networkc04/2021  a38-510 v113 aThis inductive study explores factors by which some new and innovative firms try yet fail to achieve born-global status. Born-global studies have a survivorship bias, with errors of omission that paint a favourable picture of how innovative and well-funded new ventures internationalise. In this paper, we counter such biases by focussing on innovative ventures that expressed intentions to become born global but failed to do so. Our findings reveal that these new ventures fail in two ways. Either they underestimate the need to tailor a portfolio of value propositions and over-extend their efforts across too many markets, a pattern called "baby born-global". Or they over-commit to one market at a time, thus limiting their capacity to develop value propositions in similar markets, a pattern called "micro multinational".10aBorn-global10afailure10ainternationalisation10apremature scaling10avalue propositions1 aPrabaharan, Roshana1 aBliemel, Martin1 aTanev, Stoyan  utimreview.ca/article/143501758nas a2200229   4500008004100000022001400041245005700055210005600112260004200168300001000210490000700220520108100227653001501308653001501323653001901338653004001357653002801397653002901425100001901454700002501473856003001498       2020                        eng d  a1927-032100aBlockchain-enabled Clinical Study Consent Management0 aBlockchainenabled Clinical Study Consent Management  aOttawabTalent First Networkc02/2020  a14-240 v103 aWritten informed consent (WIC) is required in the context of voluntary participation in a clinical trial. The trial participant gives WIC in accordance with various regulatory requirements. We present a framework concept for a blockchain-based distributed ledger solution, which aims at implementing simple and secure management of WIC documentation, along the entire data value chain from acquiring consent to academic publication, and (commercially) exploiting the results of a clinical study. This may include (but is not limited to) clinical deployment, security monitoring, and conformity with data privacy and ethical standards. Thus, we present a potential “Health AI” application that goes beyond WIC documentation, to enabling the creation of a holistic data provenance trail graph. Such a framework concept aims to create sustainable value for study participants, clinicians, data scientists, and ultimately consumers. The framework’s usefulness is relevant for ensuring the ethical development of artificial intelligence applications in the healthcare domain.10aAI Ethics.10ablockchain10aClinical Study10aHealth Artificial Intelligence (AI)10aPlatform Business Model10aWritten Informed Consent1 aJung, Hans, H.1 aPfister, Franz, M.J.  utimreview.ca/article/132500480nas a2200157   4500008004100000022001400041245006200055210005800117260004200175300000800217490000700225100001900232700002100251700002000272856003000292       2020                        eng d  a1927-032100aEditorial: Rapid Product Development and R&D (March 2020)0 aEditorial Rapid Product Development and RD March 2020  aOttawabTalent First Networkc03/2020  a3-40 v101 aKunttu, Iivari1 aCamarda, Charles1 aPerttula, Antti  utimreview.ca/article/133102108nas a2200217   4500008004100000022001400041245009400055210006900149260004200218300001000260490000700270520146200277653001001739653001701749653002101766653001501787653001701802100002001819700002101839856003001860       2020                        eng d  a1927-032100aEnabling Rapid Product Development through Improved Verification and Validation Processes0 aEnabling Rapid Product Development through Improved Verification  aOttawabTalent First Networkc03/2020  a25-360 v103 aFierce competition in consumer electronics market has raised a lot of challenges for product development. Products now must enter to the market as fast as possible. The verification and validation (V&V) process is normally the most resource-demanding activity in product development (PD), and thus also has huge potential for improvement. The V&V process is traditionally executed near the end of the development process, and is one of the most critical activities because it identifies design errors. Error correction for a nearly complete product is often difficult and therefore can cause unexpected delays in product delivery. Performing V&V activities in early phases of the PD process and utilising V&V methods other than testing has proven to be a good approach to reduce risks associated with taking a long time to reach the market. However, V&V can only be carried out when verifiable requirements exist. This paper focuses on the importance of moving V&V activities to each phase of PD by defining the requirements for components and modules. In addition, we explore how some of product-level requirements can be verified before a product has been integrated, and explain the difference between definitions of verification and validation requirements. Finally, we present the idea of changing the focus of verification activities from being set-based in the early phase of development, to being point-based when the product is close to completion.10aagile10arequirements10aset-based design10avalidation10aVerification1 aPerttula, Antti1 aKukkamäki, Joni  utimreview.ca/article/133401541nas a2200229   4500008004100000022001400041245012200055210006900177260004200246300001000288490000700298520080000305653003201105653001301137653002401150653001901174653002901193100001701222700001901239700002301258856003001281       2020                        eng d  a1927-032100aHow to Digitally Enhance Bioeconomy Collaboration: Multidisciplinary Research Team Ideation for Technology Innovation0 aHow to Digitally Enhance Bioeconomy Collaboration Multidisciplin  aOttawabTalent First Networkc11/2020  a31-390 v103 aIn this paper we examine the potential of digital platforms for managing multidisciplinary collaboration and particularly the ideation processes of multidisciplinary research and development in the case of technology-supported vertical farming. The article draws on research data from semi-structured interviews and a collaborative workshop that was conducted with researchers representing biological, digital, and technological domains. The results of this research indicate that digital platforms may offer impactful, process-accelerating support during the kick-off phase of multidisciplinary technological innovations. A digital platform can support ideation and the prioritisation of ideas and can be especially fruitful when paired with face to face discussion and non-digital interaction.10adigitally enhanced teamwork10aideation10aMultidisciplinarity10asustainability10atechnological innovation1 aRyymin, Essi1 aLamberg, Laura1 aPakarinen, Annukka  utimreview.ca/article/140101740nas a2200181   4500008004100000022001400041245011900055210006900174260004200243300001000285490000700295520101700302653014701319100002001466700002001486700002201506856003001528       2020                        eng d  a1927-032100aIntegrated Innovation and Sustainability Analysis for New Technologies: An approach for collaborative R&D projects0 aIntegrated Innovation and Sustainability Analysis for New Techno  aOttawabTalent First Networkc02/2020  a37-500 v103 aIn order to effectively shape the impact of an innovation on sustainability, the early phases of the innovation process are crucial. This is especially true for complex collaborative R&D projects with multiple partners. We have found that there is an increasing need for simple methods that enable partners in such R&D projects to guide them towards sustainability-oriented innovations (SOI). In response, we have developed a methodology called Integrated Innovation and Sustainability Analysis (IISA). It is based on the early involvement of stakeholders, along with a sustainability assessment of the planned innovation to provide feedback loops into technology development. The overall goal of the method is to improve the potential impact on sustainability in the three dimensions: economic, environmental, and social. The IISA method and its application in two collaborative R&D projects with several research and industry partners that serve as practical examples, is presented and discussed in this paper.10aInnovation and sustainability analysis; R&D collaborations; sustainability-oriented innovation; stakeholder dialogue; stakeholder integration.1 aGasde, Johannes1 aPreiss, Philipp1 aLang-Koetz, Claus  utimreview.ca/article/132801836nas a2200217   4500008004100000022001400041245007600055210006900131260004200200300001000242490000700252520120600259653001501465653001801480653002001498653001501518653001801533100001801551700001901569856003001588       2020                        eng d  a1927-032100aMore for Less? Sharing Economy as a Driver of Public Welfare Innovation0 aMore for Less Sharing Economy as a Driver of Public Welfare Inno  aOttawabTalent First Networkc05/2020  a19-270 v103 aThis article investigates sharing economy as a path to welfare innovation. It is based on a case where a digital platform is activated in order to support sharing among citizens with lung disease, and thereby increase health and well-being. The case exemplifies how sharing economy currently is taken up by public actors in the attempt to prolong the goals of the public sector beyond itself. This implies drawing everyday sharing practices into a new middle between formal organization and private relations. In a critical response to literature on sharing economy that tends to reduce "sharing" to "transaction", the article draws attention to how sharing entangles with hopes, fears, and affectual engagements of everyday life, and to how it interacts with technology in unforeseen ways and beyond anticipated outcomes. Based on the analysis, the article concludes that there may be good reasons for public welfare authorities to engage in facilitating sharing among citizens. This is not because it is likely to provide "more for less" in relation to predetermined goals, but rather because it can open up other kinds of welfare outcomes that cannot be produced by public organizations themselves.10ainnovation10apublic sector10asharing economy10atechnology10awelfare state1 aPallesen, Eva1 aAakjær, Marie  utimreview.ca/article/135301409nas a2200193   4500008004100000022001400041245009000055210006900145260004200214300000900256490000700265520077600272653002601048653002201074653002501096100003601121700002801157856003001185       2020                        eng d  a1927-032100aMulti-Actor Network Perspective: CaliBaja an emergent binational innovation ecosystem0 aMultiActor Network Perspective CaliBaja an emergent binational i  aOttawabTalent First Networkc01/2020  a5-150 v103 aTo contribute to the field of management of technology and innovation, this paper focuses on a multi-actor network perspective to map stakeholders and identifies key actors in CaliBaja’s binational innovation ecosystem. This region has a unique territorial extension and population dynamics. It is a land of opportunity for global businesses, houses world-class colleges, universities and applied research institutes, and has been recently acknowledged as a global innovative mega-region. We apply social network analysis to this region as an innovative and valuable methodology to identify significant local contributors, defined as according to key elements and success factors that promote and establish communication and interaction among the network stakeholders. 10ainnovation ecosystems10aNetworks Analysis10aregional development1 aPérez-Núñez, Sylvia, Mónica1 aSerrano-Santoyo, Arturo  utimreview.ca/article/132002363nas 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/136602510nas a2200229   4500008004100000022001400041245009400055210006900149260004200218300000900260490000700269520180800276653001902084653000802103653003002111653002102141100002502162700002402187700001902211700002002230856003002250       2020                        eng d  a1927-032100aRapid Learning and Knowledge-Gap Closure During the Conceptual Design Phase – Rapid R&D0 aRapid Learning and KnowledgeGap Closure During the Conceptual De  aOttawabTalent First Networkc03/2020  a5-150 v103 aNew product development strategies, such as set-based concurrent engineering design (SBCED) or set-based design (SBD), have demonstrated improved ways to address knowledge gaps in alternate design concepts prior to the decision to select a single concept for development. Most of the corpus in this field addresses engineering product development that relies on systems and subsystems with years of prior experience in testing, development, and operation. These often have known or existing solutions, and use state-of-the-art (SOA), or near SOA technology. In addition, most papers do not dive into the details of how knowledge was attained to rapidly close critical knowledge gaps. This paper attempts to explain how a research-based method to construct knowledge can accelerate the knowledge capture critical for developing solutions to extremely challenging problems. This rapid R&D methodology enables a rapid acquisition of critical knowledge to understand potential failure modes of concepts in a set-based way. Thus, it enables intelligent decisions for the selection of the final concept as well as the continuous maturation of parallel concepts. The continuous, parallel maturation of multiple concepts enables effective off-ramps in the design process as requirements and new knowledge arise in the course of the development program, without incurring excessive rework, cost growth, and schedule creep. The goal of this paper is to describe a method that accelerates the generation of critical knowledge early in the conceptual design phase, as a way to close knowledge gaps quickly, and thus enable intelligent design decisions and concept selections early in the product development cycle. The methodological descriptions are illustrated with case examples from NASA technology development.10aknowledge gaps10aR&D10aRapid product development10aset-based design1 aCamarda, Charles, J.1 aScotti, Stephen, J.1 aKunttu, Iivari1 aPerttula, Antti  utimreview.ca/article/133202092nas a2200265   4500008004100000022001400041245010500055210006900160260004200229300001000271490000700281520126700288653001601555653002501571653002001596653003001616653003801646100001801684700002001702700001901722700001801741700001901759700001801778856003001796       2020                        eng d  a1927-032100aRapid Product Development in University-Industry Collaboration: Case Study of a Smart Design Project0 aRapid Product Development in UniversityIndustry Collaboration Ca  aOttawabTalent First Networkc03/2020  a49-590 v103 aUniversity-industry collaboration aims at mutually beneficial knowledge and technology exchange between higher education and business. Prototyping new products is one sweet spot where industry can gain new valuable knowledge and understanding of technology, while higher education institutions develop the skills and competences of students by encouraging them to work on authentic real-life problems. From the &ldquo;design thinking&rdquo; perspective, rapid product development can be defined as the creation of new products, in the shortest timescales possible, that meet the criteria of desirability, feasibility, and viability. This article addresses rapid product development by presenting a case study of developing prototypes in university-industry collaboration. As a result, the study highlights key design principles, such as the importance of involving teachers, business representatives, and students in collaborative project design, of focusing on the customers or service users who will benefit from the design, and of guiding students participating in co-creation activities. Presenting conclusions for both academics and the industry, the article contributes to design thinking and rapid product development in university-industry collaboration.10aco-creation10aCo-creation pedagogy10adesign thinking10aRapid product development10aUniversity-Industry Collaboration1 aJussila, Jari1 aRaitanen, Jukka1 aPartanen, Atte1 aTuomela, Vesa1 aSiipola, Ville1 aKunnari, Irma  utimreview.ca/article/133602028nas a2200253   4500008004100000022001400041245006100055210005800116260004200174300001000216490000700226520131200233653001401545653001301559653003101572653002101603653002201624653001601646100001901662700001701681700002501698700002101723856003001744       2020                        eng d  a1927-032100aSelling Data-Based Value in Business-to-Business Markets0 aSelling DataBased Value in BusinesstoBusiness Markets  aOttawabTalent First Networkc01/2020  a45-530 v103 aThe purpose of this paper is to study what aspects a sales function needs to consider when selling new data-based value in business-to-business (B2B) markets. The paper combines literature on the business-to-business sales process with data-based value. The study includes altogether 29 qualitative interviews from eight companies, representing seller companies at different stages in big data utilization. In addition, the study includes customer perspectives with six interviews from four customer companies. As a result, selling new data-based value is studied from several perspectives. First, we evaluate the impacts of the generated new data-based value from the seller and the market perspective. Secondly, we study what sales representatives need to understand, both from the customer’s perspective, and in relation to data and digital solutions during the sales process. Thirdly, on the customer side, we explore the roles of “digitalist” and old-school buyers, and their effect on the sales process. Our research findings highlight the crucial understanding of customer business and knowledge about real-time data management, digital twins, and artificial intelligence (AI) when selling data-based solutions that create real-time data, recommendations, and value for a customer’s business.10aB2B sales10abig data10abusiness-to-business sales10adata-based value10adigital solutions10avalue sales1 aRantala, Tuija1 aApilo, Tiina1 aPalomäki, Katariina1 aValkokari, Katri  utimreview.ca/article/131302265nas a2200277   4500008004100000022001400041245009500055210006900150260004200219300001000261490000700271520139300278653002901671653002501700653002701725653003301752653000801785653002901793653001901822653002701841100002001868700001801888700001801906700003301924856003001957       2020                        eng d  a1927-032100aSustainability-related Communication Patterns on the Websites of European Top R&D Spenders0 aSustainabilityrelated Communication Patterns on the Websites of   aOttawabTalent First Networkc10/2020  a43-540 v103 aMany firms struggle to incorporate "sustainability" into their operations in a way that can capture economic value and deliver social and environmental benefits. This article aims to answer two questions in this regard: (i) How do companies articulate the sustainability aspects of their businesses online, and (ii) In what ways does the degree of articulation of specific sustainability aspects relate to company performance metrics, such as sales and R&D expenditure. The research method measures the occurrences of a set of sustainability-related keywords on the websites of a sample of 387 firms that were ranked as top R&D spenders in Europe for 2013. We processed the keyword occurrences in a simplified version of latent semantic analysis based on the application of principal component analysis to identify the specific combinations of words used by companies to communicate sustainability issues on their websites. The results show that "sustainable innovation" and "sustainable operations" based on partnerships and cooperation represent a dominant part of companies' online communication strategies. One of the findings suggests a strong relationship between the communication of sustainable innovation aspects and sales, which offers a promising message to companies looking for evidence about the potential impact of their commitment to sustainable operations and innovation.10abusiness decision-making10aonline communication10aonline data collection10aprincipal component analysis10aR&D10aresearch and development10asustainability10asustainable innovation1 aLiotta, Giacomo1 aTanev, Stoyan1 aGorra, Andrea1 aPospieszala, Alicja, Izabela  utimreview.ca/article/139501540nas a2200205   4500008004100000022001400041245011100055210006900166260004200235300000900277490000700286520087900293653002101172653001501193653003301208653001501241100001901256700002901275856003001304       2020                        eng d  a1927-032100aA Two-Staged Approach to Technology Entrepreneurship: Differential Effects of Intellectual Property Rights0 aTwoStaged Approach to Technology Entrepreneurship Differential E  aOttawabTalent First Networkc06/2020  a5-130 v103 aIn this article we examine how the strength of the intellectual property rights (IPR) regime drives technology entrepreneurship innovation (TEI) that comprise novel unfamiliar technological products and new business models, which in turn lead to new product-market combinations. We consider TEI to be a two-stage process that involves access and use of new technologies and technological resources by entrepreneurs. While stronger IPR may constrain easy availability of new technologies and technological resources for entrepreneurs, use of these leads to TEI. We suggest that stronger IPR regimes could lead to TEI and its positive effect is felt through easy accessibility of the latest technologies and technology resources by entrepreneurs. Our model contributes to the understanding of the effect of strong IPR regimes on the different stages of the innovation process.10aentrepreneurship10ainnovation10aintellectual property rights10atechnology1 aPathak, Saurav1 aMuralidharan, Etayankara  utimreview.ca/article/136402715nas a2200217   4500008004100000022001400041245005400055210005400109260004200163300000900205490000600214520213200220653000702352653002902359653002802388653001202416653001502428653000802443100001602451856003002467       2019                        eng d  a1927-032100aArtificial Intelligence for Innovation in Austria0 aArtificial Intelligence for Innovation in Austria  aOttawabTalent First Networkc12/2019  a5-150 v93 aIt has been claimed that Artificial Intelligence (AI) carries enormous potential for service and product innovation. Policy makers world-wide nowadays aim to foster environments conducive for AI-based innovation. This paper addresses the current lack of empirical data for evidence-based innovation policies and the management of AI-based innovation. It focuses on &ldquo;AI and innovation management&rdquo; in addressing the question whether innovation that is based on new AI technology requires a management approach different from other forms of IT innovation. We present results from a study of Austrian companies on the degree of use and implementation of AI, and on challenges related to AI-based innovation management. This study used a keyword-list approach to define &ldquo;Artificial Intelligence&rdquo; and to find AI-based innovation projects in research databases. These projects facilitated the identification of experts from organisations developing AI-based innovation. In total, eleven experts were interviewed about their AI-based innovation activities. The results show that AI is a very fast emerging technology that is being applied in many sectors. A broad range of innovative solutions are being developed and some have already reached the market. Specific AI business models are, however, less clear and still developing. Companies are facing multiple challenges from regulation to human resources and data collection. Managing AI-based innovation will be particularly difficult for smaller enterprises, where problems are often more pronounced than in larger industries. Explicit challenges for managing AI-based innovations include the necessary attention to managing expectations and ensuring historic metadata expertise essential for many AI-based solutions. Policies to support AI-based innovation therefore should focus on human aspects. This includes increasing the availability of AI experts, but also concerns the development of new job profiles, such as experts in AI training. AI innovators also require clear AI regulation and research investments in key challenges, such as explainable AI.10aAI10aAI innovation management10aartificial intelligence10aAustria10ainnovation10aSME1 aPrem, Erich  utimreview.ca/article/128704471nas 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/129102220nas a2200253   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520142300263653003401686653001501720653002001735653001401755653003101769653003101800653003401831100002401865700002001889700001901909856003801928       2019                        eng d  a1927-032100aThe SDG-Check: Guiding Open Innovation towards Sustainable Development Goals0 aSDGCheck Guiding Open Innovation towards Sustainable Development  aOttawabTalent First Networkc03/2019  a20-370 v93 aThe “fuzzy front end” of innovation is argued to be crucial for the success and sustainability impact of a final product. Indeed, it is a promising area of focus in efforts to achieve the United Nations’ 2015 Sustainable Development Goals (SDGs), which provide a globally accepted framework for sustainability. However, the usability of the 17 goals and the large number of sub-goals represent barriers to innovation practitioners. Moreover, this early innovation stage proves to be a challenge for corporate practitioners and innovators, largely due to the concept’s intangible, qualitative nature and the lack of data. To help overcome these barriers, this article proposes a four-stage approach for structuring the innovation process using an online tool called the “SDG-Check”, which help assess an innovator’s sustainability orientation in the early phases of product and service development. It is a semi-quantitative tool to gather and combine assessments by experts involved in innovation processes with implications for the United Nations’ SDGs. Furthermore, this article presents our first experiences in applying the SDG-Check based on three living lab innovation cases. The results indicate that the tools can support and inspire a dialogue with internal and external stakeholders with regards to sustainability considerations in the early design stages of product and service development. 10afuzzy front end of innovation10aLiving lab10aOpen innovation10aSDG-Check10asustainability assessments10asustainability inspiration10asustainable development goals1 avon Geibler, Justus1 aPiwowar, Julius1 aGreven, Annika  uhttps://timreview.ca/article/122201531nas a2200193   4500008004100000022001400041245005500055210005300110260004200163300001000205490000600215520098800221100002101209700001801230700001901248700001701267700001501284856003801299       2019                        eng d  a1927-032100aSmart Mobility: Services, Platforms and Ecosystems0 aSmart Mobility Services Platforms and Ecosystems  aOttawabTalent First Networkc09/2019  a15-250 v93 aIn this study, we provide novel insight into building and managing growth in a new emerging market: the operation and maintenance of a heterogeneous and expanding vehicle fleet in a smart city environment. There are several different types of players in this emerging market and a dominant player is still missing. Based on our empirical findings, we identified three key characteristics of a growing business and the ability to reach a leading position: 1) co-creation through resource integration and service exchange is preferable for responding to market demands; 2) a digital platform is critical to create the necessary knowledge for resource integration and service exchange; and 3) smart services glue the ecosystem and platform together and create the outcome that solves the defined business problem. Most importantly, all three elements&mdash;ecosystem, platform and smart services&mdash;create a uniform environment in which to grow the business in a new emerging market.1 aPulkkinen, Jukka1 aJussila, Jari1 aPartanen, Atte1 aTrotsk, Igor1 aLaiho, Aki  uhttps://timreview.ca/article/126502125nas a2200193   4500008004100000022001400041245006600055210006500121260004200186300000900228490000600237520155300243653002201796653002501818653001301843653001901856100001901875856003701894       2018                        eng d  a1927-032100aFrugal or Fair? The Unfulfilled Promises of Frugal Innovation0 aFrugal or Fair The Unfulfilled Promises of Frugal Innovation  aOttawabTalent First Networkc04/2018  a6-130 v83 aFrugal innovation has become a popular buzzword among management and business scholars. However, despite its popularity, I argue that the frugal innovation literature, in its present form, is problematic for at least two reasons. First, the frugal innovation literature assumes that scarcity is a normal condition of the “Global South”. In this article, I show that this assumption neglects the fact that scarcity can be socially constructed to deny certain social sectors the access to resources essential for their flourishing. Second, despite all the good intentions underpinning the idea of “alleviating poverty”, frugal innovation studies rarely challenge, or even discuss, the causes of destitution and social exclusion. Innovation, as well as technology, is overwhelmingly framed in an agnostic and neutral way that sidelines the socio-economic complexity of the exclusion mechanisms that cause poverty and underdevelopment. By ignoring this, the frugal innovation literature risks limiting the understanding of the problems it seeks to solve and, most importantly, it risks limiting its impact. Most frugal innovation literature, in other words, seems to elude the fact that, rather than being a mere lack of resources or technology, poverty is a matter of social justice. In order to be empowering, technology has to be value-based, normative framed, socially controlled, and democratically debated. In this article, I propose that we should use these principles to develop a new wave of frugal innovation literature and practice. 10afrugal innovation10ainclusive innovation10ascarcity10asocial justice1 aPansera, Mario  uhttp://timreview.ca/article/114801903nas a2200253   4500008004100000022001400041245006500055210006400120260004200184300000900226490000600235520118600241653001801427653001101445653002601456653001701482653001501499653002001514653001201534653002001546100002301566700002201589856003801611       2018                        eng d  a1927-032100aLiving Labs versus Lean Startups: An Empirical Investigation0 aLiving Labs versus Lean Startups An Empirical Investigation  aOttawabTalent First Networkc12/2018  a7-160 v83 aAlthough we seem to be living in an era where founding a startup has never been easier, studies point to the high mortality rates of these organizations. This “startup hype” has also induced many practitioner-based innovation management approaches that lack empirical studies and validation. Moreover, a lot of these approaches have rather similar angles, but use different wordings. Therefore, in this article, we look into two of these “hyped” concepts: the lean startup and living labs. We review the academic studies on these topics and explore a sample of 86 entrepreneurial projects based on project characteristics and outcomes. Our main finding is that the two approaches appear to be complementary. Living labs are powerful instruments to implement the principles of the lean startup, as the real-life testing and multi-disciplinary approach of living labs seem to generate more actionable outcomes. However, living labs also require the flexibility of a startup – ideally a lean one – to actually deliver this promise. Thus, rather than picking a winner in this comparison, we argue that combining the concepts’ different strengths can bring clear benefits.10aentrepreneurs10aimpact10aInnovation management10alean startup10aLiving lab10aOpen innovation10atesting10auser innovation1 aSchuurman, Dimitri1 aProtic, Sonja, M.  uhttps://timreview.ca/article/120101859nas a2200241   4500008004100000022001400041245010600055210006900161260004200230300001000272490000600282520111100288653003301399653002201432653001601454653001501470653002001485100002001505700001801525700002201543700001401565856003801579       2018                        eng d  a1927-032100aTread Carefully: Managing Identities and Expectations in High-Tech Industry–Academia Collaborations0 aTread Carefully Managing Identities and Expectations in HighTech  aOttawabTalent First Networkc10/2018  a29-430 v83 aIndustry–academia collaborations are in continual flux. The changing role of academics is reflected in the interaction between industry and academia. In this article, we examine how meetings as a genre are used to establish and alter the roles and identities of participants. First, interactional analysis shows that a meeting set-up revolving around academic presentations confirms an old role division between collaborators where academic contributions are vulnerable to undervaluation. Second, we found that so called “leading individuals” show critical discourse awareness that allows partners to reposition themselves in relation to each other. They use interactional strategies to create a joint purpose, empower participants to jointly realign, and motivate them to openly share progress. This results in a power shift where academics feel free to pursue their agendas. With this article, we try to understand how the choice of linguistic features shapes social and interpersonal relations in industry–academia collaborations by focusing on open innovation as a socially contingent process. 10acritical discourse awareness10aindustry-academia10ainteraction10aleadership10aOpen innovation1 aDe Maeijer, Els1 aVan Hout, Tom1 aWeggeman, Mathieu1 aPost, Ger  uhttps://timreview.ca/article/119101907nas 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/110501919nas a2200289   4500008004100000022001400041245011500055210006900170260004200239300000900281490000600290520103200296653001501328653002201343653002301365653002401388653001501412653002701427100001801454700001801472700001901490700001601509700002301525700002501548700001901573856003701592       2017                        eng d  a1927-032100aMethods for Supporting Older Users in Communicating Their Emotions at Different Phases of a Living Lab Project0 aMethods for Supporting Older Users in Communicating Their Emotio  aOttawabTalent First Networkc02/2017  a7-190 v73 aIn this article, we focus on living lab methods that support the elicitation of emotions – a key success factor in whether a design solution will be accepted and taken up over the long term. We demonstrate the use of emotional goal models to help understand what is relevant for a target user group in the early phases of design. We promote animations and storyboards to envision the context of use and to gain an understanding of how design ideas can integrate into people’s lives. For the evaluation of ideas and to further understand user needs, we show how technology probes facilitate natural interactions with a suggested solution concept. All methods have in common that they enable older adults without design or development experience to participate in the design process and work towards a meaningful solution by helping to communicate feelings and goals that are often hard to define. Lastly, we present a process model that demonstrates our emotion-led design toolkit at various phases of a living lab process. 10aaging well10aco-design methods10aemotion-led design10aexpressing emotions10aLiving lab10apersonal alarm systems1 aPedell, Sonja1 aKeirnan, Alen1 aPriday, Gareth1 aMiller, Tim1 aMendoza, Antonette1 aLopez-Lorca, Antonio1 aSterling, Leon  uhttp://timreview.ca/article/105301650nas a2200229   4500008004100000022001400041245006400055210006300119260004200182300001000224490000600234520100100240653001401241653001201255653001401267653001501281653001701296653003201313100002201345700001601367856003701383       2017                        eng d  a1927-032100aNeedsfinding in Living Labs: A Structured Research Approach0 aNeedsfinding in Living Labs A Structured Research Approach  aOttawabTalent First Networkc02/2017  a42-510 v73 aLiving labs enable innovations to be facilitated and implemented quickly and efficiently. A key element of the living lab approach is the active involvement of users. In this article, we examine a structured needsfinding phase of a living lab infrastructure project within the context of bicycle commuting. Given that effectuation costs are high, it is essential for the lab to focus on tackling the right user needs. Thus, the living lab’s needsfinding phase aims to identify user needs and wants, as measured by bicycle commuting intention. We examined intention in a structured way by following the theory of planned behaviour. The results show that bicycle commuting intention can be explained by the variables of our model (R square=0.808). The specific insights arising from the needsfinding phase are an important focus for the activities and experiments in the later phases of the living lab. The generalized insights are also relevant to innovation experts outside the area of cycling.10acommuting10acycling10aintention10aLiving lab10aneedsfinding10atheory of planned behaviour1 aSavelkoul, Louise1 aPeutz, Murk  uhttp://timreview.ca/article/105701749nas 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/110401754nas a2200229   4500008004100000022001400041245005400055210005400109260004200163300001000205490000600215520108500221653001801306653001501324653002501339653002901364653001701393653001301410100003201423700003201455856003701487       2017                        eng d  a1927-032100aPlatforms for Innovation and Internationalization0 aPlatforms for Innovation and Internationalization  aOttawabTalent First Networkc05/2017  a23-310 v73 aThe high-tech global startup has many challenges related to both innovation and internationalization. From a Danish cluster of Welfare Tech firms, eight innovative and international firms were selected and interviewed. Such firms typically have to be agile and operate in virtual networks in almost all parts of their value chains. This article contributes to the understanding of how innovation and internationalization to a great extent are interlinked. The firms have developed a core product or service offering, which the firms often describe as “a platform”. Around the platform, they develop their products and services for new customers and users in new countries. The firms have to sustain a strong focus on the platform while at the same time developing their platform solution for new products, new customers, and new markets. This pivoting makes it possible to use the platform in a new context but is highly demanding for the firms. They need to be extremely agile and fast-moving but at the same time still to have a focus on the core of the firm: the platform. 10aglobalization10ainnovation10ainternationalization10alean and global startups10alean startup10aplatform1 aRasmussen, Erik, Stavnsager1 aPetersen, Nicolaj, Hannesbo  uhttp://timreview.ca/article/107402826nas a2200313   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520189600267653002302163653002102186653002302207653001602230653001402246653002202260653002902282653002702311653001702338653001902355100001802374700001802392700001802410700002202428700002502450856003702475       2016                        eng d  a1927-032100aThe Cuckoo’s Nest Approach for Co-Creating Business Ecosystems in Smart Cities0 aCuckoo s Nest Approach for CoCreating Business Ecosystems in Sma  aOttawabTalent First Networkc12/2016  a26-370 v63 aThe development of business ecosystems in smart cities is currently hampered by the absence of established approaches for facilitating long-term value and sustainability. In our view, the underlying reason is the lack of collective action involving various organizations in the design process. Collective action for the good of the whole ecosystem does not take place in existing participatory practices because of the dominating role of a single customer or designer organization (in urban development projects typically the owner-developer or lead architect), who uses their bargaining and decision-making power over others. This leads to sub-optimal behaviour where the system is optimized for the goals of one strong organization instead of collectively developed system-level goals of the business ecosystem as a whole. The Cuckoo’s Nest approach addresses this problem by inviting various expert organizations to design the system and assigning each organization design rights for the ecosystem and its system-level goal. The Cuckoo’s Nest approach enhances collective action among the organizations by making individuals from various organizations consider the interests, goals, objectives, and value-adding elements of other organizations – not just those of their own organizations. With the Cuckoo’s Nest approach, the business ecosystem comes first, and single organizations’ goals or specific design features come second. This article discusses the outcomes of two workshops where the Cuckoo’s Nest approach was used for the purpose of developing business ecosystems in connection with smart city development projects within the Helsinki Metropolitan Area. We outline the steps involved in the Cuckoo’s Nest approach and how they were applied in these two smart city projects, and we describe how it is being refined for further use in other locations and contexts.10abusiness ecosystem10abusiness network10acampus development10aco-creation10aco-design10acollective action10aCuckoo’s Nest Approach10aparticipatory planning10asmart cities10asustainability1 aArtto, Karlos1 aKyrö, Riikka1 aAhola, Tuomas1 aPeltokorpi, Antti1 aSandqvist, Kristiina  uhttp://timreview.ca/article/103901998nas a2200217   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520135500263653002501618653001501643653001201658653001301670653001801683100002101701700002101722856003701743       2016                        eng d  a1927-032100aManaging Innovation Ecosystems to Create and Capture Value in ICT Industries0 aManaging Innovation Ecosystems to Create and Capture Value in IC  aOttawabTalent First Networkc10/2016  a17-240 v63 aIn a new knowledge-intensive economic landscape, firms need to access external knowledge sources due to their inability to generate all necessary knowledge on their own. The interaction with and learning from external knowledge sources implies that firms depend upon decisions and actions made by business partners and external support organizations. This network of linkages can be considered as an ecosystem in which commercial enterprises and non-firm organizations interact with one another and work together to create and capture value. Previous studies have shown that a firm’s ability to successfully commercialize a new product depends not only on its own technology strategy but also its capabilities to manage an innovation ecosystem strategy. Dynamic markets, intense competition, and shorter product lifecycles force companies across different industries to create and capture value more rapidly by launching new innovations. Well-defined and executed innovation ecosystem strategies can help companies to develop new markets and business opportunities for the different types of innovations and enable their businesses to grow. This study provides new insight into how an ecosystem strategy can be formed based on the traditional strategy literature and proposes a conceptual framework for senior leaders to form an ecosystem strategy.10ainnovation ecosystem10amanagement10anetwork10astrategy10avalue capture1 aPellikka, Jarkko1 aAli-Vehmas, Timo  uhttp://timreview.ca/article/102401762nas a2200277   4500008004100000022001400041245013700055210006900192260004200261300001000303490000600313520088500319653002001204653001601224653001801240653001501258653003101273653001701304653001201321653002001333100002101353700003001374700001901404700002401423856003701447       2016                        eng d  a1927-032100aA Process for Co-Creating Shared Value with the Crowd: Tourism Case Studies from a Regional Innovation System in Western Switzerland0 aProcess for CoCreating Shared Value with the Crowd Tourism Case   aOttawabTalent First Networkc11/2016  a32-390 v63 aDespite the presence of a regional innovation system, the gross value added attributed to tourism in the Swiss region of Valais is declining. Innovation policies fostering private initiatives and collaboration between companies, researchers, and coaching services have been reinforced recently, and policy instruments are in place to support strategic industries. However, no incitement instrument is dedicated to supporting the co-creation and the creation of shared value through local actors. This article presents a co-creation process of shared value and the lessons learned while implementing a new mode of innovation and entrepreneurship in two case studies in the peripheral region of Valais, Switzerland. The aim of the process is the co-creation of shared value-based business models, with an emphasis on the use of crowdsourcing to find new ways to create shared value.10abusiness models10aco-creation10acrowdsourcing10ainnovation10aregional innovation system10ashared value10atourism10atourism cluster1 aGrèzes, Vincent1 aLehmann, Béatrice, Girod1 aSchnyder, Marc1 aPerruchoud, Antoine  uhttp://timreview.ca/article/103301674nas a2200253   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520091100292653001501203653002501218653001701243653001101260653002701271653001001298653001701308100002101325700001801346700001901364856003701383       2016                        eng d  a1927-032100aTransferable Practices for Knowledge Mobilization: Lessons from a Community-Engaged Health Research Study0 aTransferable Practices for Knowledge Mobilization Lessons from a  aOttawabTalent First Networkc09/2016  a46-520 v63 aCommunity-engaged health research can have both immediate and lasting impacts, yet is often plagued with various unknowns and unanticipated delays – this can be especially true in hospital settings with older adults. In this informal case study based on the authors’ collective experiences of an unraveling of the research process, the challenges and issues faced in assessing the health benefits of the “Music & Memory” iPod program in a complex continuing care hospital wing are discussed. Specifically, the lessons learned through the processes of acquiring ethical approval to work with a particularly vulnerable population, of effectively measuring the benefits of the program, and of the day-to-day logistical issues are recounted, with suggestions for overcoming these challenges through transferable practices for working with vulnerable or older adults and mobilizing the knowledge gained.10achallenges10acommunity engagement10acomplex care10ahealth10aknowledge mobilization10amusic10aolder adults1 aYsseldyk, Renate1 aParic, Angela1 aLuciani, Tracy  uhttp://timreview.ca/article/101901823nas 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/87302761nas a2200289   4500008004100000022001400041245012200055210006900177260004200246300001000288490000600298520190700304653000902211653003102220653001302251653002902264653001802293653000902311653000902320653000902329653002302338100001702361700001902378700001902397700001902416856003602435       2015                        eng d  a1927-032100aSecure by Design: Cybersecurity Extensions to Project Management Maturity Models for Critical Infrastructure Projects0 aSecure by Design Cybersecurity Extensions to Project Management   aOttawabTalent First Networkc06/2015  a26-340 v53 aMany systems that comprise our critical infrastructures – including electricity, transportation, healthcare, and financial systems – are designed and deployed as information technology (IT) projects using project management practices. IT projects provide a one-time opportunity to securely "design in" cybersecurity to the IT components of critical infrastructures. The project management maturity models used by organizations today to assess the quality and rigour of IT project management practices do not explicitly consider cybersecurity. This article makes three contributions to address this gap. First, it develops the argument that cybersecurity can and should be a concern of IT project managers and assessed in the same way as other project management capabilities. Second, it examines three widely used cybersecurity maturity models – i) the National Institute of Science and Technology (NIST) framework for improving critical infrastructure cybersecurity, ii) the United States Department of Energy’s Cybersecurity Capability Maturity Model (C2M2), and iii) the CERT Resilience Management Model (CERT RMM) from the Carnegie Mellon Software Engineering Institute – to identify six cybersecurity themes that are salient to IT project management. Third, it proposes a set of cybersecurity extensions to PjM3, a widely-deployed project management maturity model. The extensions take the form of a five-level cybersecurity capability perspective that augments the seven standard perspectives of the PjM3 by explicitly assessing project management capabilities that impact the six themes where IT project management and cybersecurity intersect. This article will be relevant to IT project managers, the top management teams of organizations that design and deploy IT systems for critical infrastructures, and managers at organizations that provide and maintain critical infrastructures.10aC2M210acapability maturity models10aCERT RMM10acritical infrastructures10acybersecurity10aNIST10aP3M310aPjM310aproject management1 aPayette, Jay1 aAnegbe, Esther1 aCaceres, Erika1 aMuegge, Steven  uhttp://timreview.ca/article/90402078nas a2200253   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520133100268653002401599653001101623653001801634653000901652653001401661653002001675653002301695100002701718700002201745700002101767856003601788       2014                        eng d  a1927-032100aChallenging the Stage-Gate Model in Crowdsourcing: The Case of Fiat Mio in Brazil0 aChallenging the StageGate Model in Crowdsourcing The Case of Fia  aOttawabTalent First Networkc09/2014  a28-350 v43 aA large crowdsourcing project managed by Fiat Brazil involved more than 17,000 participants from 160 different nationalities over 15 months. Fiat promoted a dialogue with an enthusiastic community by linking car experts, professionals, and lay people, through which more than 11,000 ideas were selected and developed to create a concept car using a collaborative process. Through an in-depth case study of this crowdsourcing project, we propose a new approach – the accordion model – which uses project management to help maximize the beneficial inputs of the crowd. Whereas the stage-gate process relies on a “funnel” of articulated sequences expressing a progressive reduction from an initial stock of potential ideas and concepts, in this article, we suggest that crowdsourced projects are more akin to a process that articulates a succession of broadening and funnelling periods that represent information requests and deliveries. We use the metaphorical terminology of “the sacred and the profane” to illustrate the interaction of sophisticated and ordinary ideas between the “sacred” experts from Fiat and the “profane” lay people associated with the project. Lessons learned from the Fiat Mio case suggest how both organizations and Internet users may benefit from successful crowdsourcing projects.10aautomobile industry10aBrazil10acrowdsourcing10aFiat10amarketing10aOpen innovation10aproject management1 aSaldanha, Fabio, Prado1 aCohendet, Patrick1 aPozzebon, Marlei  uhttp://timreview.ca/article/82901875nas a2200229   4500008004100000022001400041245002700055210002700082260004200109300001000151490000600161520129800167653001801465653001501483653001501498653002201513653001301535100001701548700002701565700001701592856003601609       2014                        eng d  a1927-032100aDefining Cybersecurity0 aDefining Cybersecurity  aOttawabTalent First Networkc10/2014  a13-210 v43 aCybersecurity is a broadly used term, whose definitions are highly variable, often subjective, and at times, uninformative. The absence of a concise, broadly acceptable definition that captures the multidimensionality of cybersecurity impedes technological and scientific advances by reinforcing the predominantly technical view of cybersecurity while separating disciplines that should be acting in concert to resolve complex cybersecurity challenges. In conjunction with an in-depth literature review, we led multiple discussions on cybersecurity with a diverse group of practitioners, academics, and graduate students to examine multiple perspectives of what should be included in a definition of cybersecurity. In this article, we propose a resulting new definition: "Cybersecurity is the organization and collection of resources, processes, and structures used to protect cyberspace and cyberspace-enabled systems from occurrences that misalign de jure from de facto property rights." Articulating a concise, inclusive, meaningful, and unifying definition will enable an enhanced and enriched focus on interdisciplinary cybersecurity dialectics and thereby will influence the approaches of academia, industry, and government and non-governmental organizations to cybersecurity challenges.10acybersecurity10acyberspace10adefinition10ainterdisciplinary10asecurity1 aCraigen, Dan1 aDiakun-Thibault, Nadia1 aPurse, Randy  uhttp://timreview.ca/article/83501884nas a2200205   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520127700235653001301512653002001525653002301545653002401568653002501592100002501617856003601642       2014                        eng d  a1927-032100aFormulating an Executive Strategy for Big Data Analytics0 aFormulating an Executive Strategy for Big Data Analytics  aOttawabTalent First Networkc03/2014  a25-340 v43 aThe recent surge in big data technologies has left many executives, both of well-established organizations and emerging startups, wondering how best to harness big data. In particular, the analytics aspect of big data is enticing for both information technology (IT) service providers and non-IT firms because of its potential for high returns on investment, which have been heavily publicized, if not clearly demonstrated, by multiple whitepapers, webinars, and research surveys. Although executives may clearly perceive the benefits of big data analytics to their organizations, the path to the goal is not as clear or easy as it looks. And, it is not just the established organizations that have this challenge; even startups trying to take advantage of this big data analytics opportunity are facing the same problem of lack of clarity on what to do or how to formulate an executive strategy. This article is primarily for executives who are looking for help in formulating a strategy for achieving success with big data analytics in their operations. It provides guidelines to them plan an organization's short-term and long-term goals, and presents a strategy tool, known as the delta model, to develop a customer-centric approach to success with big data analytics.10abig data10abusiness vision10aexecutive strategy10aIT entrepreneurship10apredictive analytics1 aPalem, Gopalakrishna  uhttp://timreview.ca/article/77301964nas a2200277   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520110000279653002101379653002801400653001501428653001701443653002901460653003001489653002501519653002501544653002601569653002401595653001401619100001701633856003601650       2014                        eng d  a1927-032100aResolving Legitimacy Deficits in Technology Startups through Professional Services Practices0 aResolving Legitimacy Deficits in Technology Startups through Pro  aOttawabTalent First Networkc06/2014  a22-270 v43 aAs new ventures, technology startups face a key challenge that is specifically associated with their young age: a perceived lack of organizational legitimacy. Organizational legitimacy is an important factor in the growth and survival of new ventures and is therefore an important issue for managers and entrepreneurs to address. Although there are many different typologies for defining types of organizational legitimacy, this article argues that technology startups should focus on developing external pragmatic legitimacy as a means of acquiring the resources required to grow and thrive. However, despite the many ways by which an organization can develop external pragmatic legitimacy, few are well suited to technology startups. Based on a review of the different types of organizational legitimacy and an assessment of their applicability to the context of technology startups, this article recommends that technology entrepreneurs should consider the creation of professional services practices to help develop external pragmatic legitimacy and overcome the “liability of newness”. 10aentrepreneurship10aimpression of viability10alegitimacy10anew ventures10aoperational verification10aorganizational legitimacy10apragmatic legitimacy10apragmatic validation10aprofessional services10atechnology startups10aviability1 aPayette, Jay  uhttp://timreview.ca/article/80101261nas a2200205   4500008004100000022001400041245004500055210004100100260004200141300001000183490000600193520067500199653001600874653002300890653002300913653003200936100002500968700002600993856003601019       2014                        eng d  a1927-032100aUniversity Spinoffs: What, Why, and How?0 aUniversity Spinoffs What Why and How  aOttawabTalent First Networkc12/2014  a44-500 v43 aUniversity spinoffs have remarkably strengthened the linkage between universities and industry. The number of technology patents and spinoffs coming out of university research has a significant impact on regional economic and social development. To further highlight the importance of university spinoffs, the aim of this article is to review available literature on university spinoffs and present a comprehensive overview of what university spinoffs are, why they are important, what makes them significant, and how they are or can be created. In addition to reviewing existing models of university spinoff creation, we also propose a new, multi-stage, holistic model.10astage model10atechnology patents10auniversity spinoff10auniversity-industry linkage1 aPattnaik, Pinaki, N.1 aPandey, Satyendra, C.  uhttp://timreview.ca/article/85701801nas a2200217   4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520114400265653001501409653002501424653001301449653002501462653002201487100002101509700001701530856003601547       2013                        eng d  a1927-032100aActor Roles in an Urban Living Lab: What Can We Learn from Suurpelto, Finland?0 aActor Roles in an Urban Living Lab What Can We Learn from Suurpe  aOttawabTalent First Networkc11/2013  a22-270 v33 aThere is a growing trend to involve citizens in city development to make urban areas more suitable to their needs and prevent social problems. City centres and neighbourhoods have increasingly been serving as regional living labs, which are ideal platforms to explore the needs of users as residents and citizens. This article examines the characteristics and success factors of urban living labs based on a case study of Suurpelto, Finland. Urban living lab activity is characterized by a practice-based innovation process with diffuse and heterogeneous knowledge production that aims to address urban problems of varying complexity. User involvement is critical for co-creating value, but equally important is collaboration between other living lab actors: enablers, providers, and utilizers. Enabler-driven labs can be successful in creating common goals but they need providers, such as development organizations, to boost development. Proactive networking, experimentation as a bottom-up process, using student innovators as resources, as well as commitment and longevity in development work are success factors for urban living labs.10ainnovation10aknowledge production10anetworks10aregional development10aurban living labs1 aJuujärvi, Soile1 aPesso, Kaija  uhttp://timreview.ca/article/74201801nas a2200229   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520106000274653002201334653003601356653002601392653003001418653001701448100001701465700003001482700002301512856003601535       2013                        eng d  a1927-032100aReinventing the Wheel: Contextualizing Existing Innovations as a Path to Market Success0 aReinventing the Wheel Contextualizing Existing Innovations as a   aOttawabTalent First Networkc10/2013  a16-210 v33 aIn the quest to create cutting-edge products, organizations often invest substantial time, attention, and capital in primary research and development (R&D). By themselves, these R&D investments to create avant-garde products may not provide good return-on-investment. In the context of Canadian businesses, there is a significant scarcity of resources available for R&D. What can Canadian firms do to stay innovative when they face a plethora of difficulties, including insufficient funding? This article explores how organizations can leverage external innovation and existing technologies to create products or services that cater to the market needs. We present a three-pillar model along with examples of companies that attained market success in large part by contextualizing existing technologies in order to create innovative products or services. This approach provides companies with a high-level framework to facilitate resource-parsimonious creation of commercializable, innovative products that are competitive in today’s global marketplace.10acommercialization10acontextualization of innovation10aInnovation management10amarket-focused innovation10aorganization1 aMoretz, Jeff1 aSankaranarayanan, Karthik1 aPercival, Jennifer  uhttp://timreview.ca/article/73202393nas a2200241   4500008003900000022001400039245009300053210006900146260004200215300001000257490000600267520168300273653000901956653001401965653002101979653001602000653002102016653001402037653002202051100002202073700002002095856003602115       2012                          d  a1927-032100aFrom Stories to Evidence: How Mining Data Can Promote Innovation in the Nonprofit Sector0 aFrom Stories to Evidence How Mining Data Can Promote Innovation   aOttawabTalent First Networkc07/2012  a10-150 v23 aBeing a director at a nonprofit organization often means making guesses instead of properly informed decisions. One source of the “information fog” is fragmented funding. Nonprofit organizations have multiple types of funders, most of whom are not their direct beneficiaries. Predicting funder behaviour is therefore more of an art than a science. Planning for the future, setting goals, and making decisions all suffer in the nonprofit sector because of a lack of timely and accurate information.

This article examines the opportunities to use newly available digitized information to address this information deficit. It shows how the rich, variegated and fast-changing landscape of information available online can be collected, combined, and repurposed in order to deliver it in actionable forms to decision makers across the nonprofit sector. This information can significantly improve planning decisions and enhance the effectiveness of the sector. 

The article concludes that a cultural shift is required in order for the nonprofit sector to exploit the opportunities presented by digital information. Nonprofits and funders are enjoined to increase their numeracy and to find creative ways to use data as part of their evaluation, planning and decision making. Researchers need to be adventurous in their use of quantitative information and specifically should employ linked datasets in order to explore previously unanswerable research and policy questions. The producers of data need to collect and publish their information in ways that facilitate reuse. Finally, funders need to support a variety of projects that seek to exploit these new opportunities.
10aAjah10acharities10acommunity sector10adata mining10afunding database10anonprofit10asocial innovation1 aLenczner, Michael1 aPhillips, Susan  uhttp://timreview.ca/article/57501481nas a2200217   4500008003900000022001400039245007800053210006900131260004200200300001000242490000600252520083400258653001601092653002501108653002101133653001801154653002501172653001201197100001801209856003601227       2012                          d  a1927-032100aGlobal Mindset: An Entrepreneur's Perspective on the Born-Global Approach0 aGlobal Mindset An Entrepreneurs Perspective on the BornGlobal Ap  aOttawabTalent First Networkc10/2012  a27-310 v23 aThe born-global approach calls for a startup to address the needs of a global market from inception. This approach provides an attractive alternative to the conventional staged approach to internationalization whereby a startup first operates in its home market and then enters one or more foreign markets sequentially. This article highlights the mindset change that an entrepreneur must make to move from the conventional staged approach to the born-global approach. The author of this article is an experienced entrepreneur and the article describes his own mindset change that occurred when enacting the born-global approach. The author uses his own experience and company as a case study to develop recommendations for other entrepreneurs who are evaluating the born-global approach to launch and grow a technology company. 10aborn global10aeconomic development10aentrepreneurship10aglobalization10ainternationalization10astartup1 aPoole, Robert  uhttp://timreview.ca/article/61701697nas a2200241   4500008004100000022001400041245007300055210006900128260004200197300001000239490000600249520097000255653003001225653002101255653001401276653002601290653001601316653003701332653001701369653001001386100002301396856003601419       2012                        eng d  a1927-032100aGovernance of Open Source Software Foundations: Who Holds the Power?0 aGovernance of Open Source Software Foundations Who Holds the Pow  aOttawabTalent First Networkc12/2012  a37-420 v23 aThe research reported in this article attempts to discover who holds the power in open source software foundations through the analysis of governance documents. Artificial neural network analysis is used to analyse the content of the bylaws of six open source foundations (Apache, Eclipse, GNOME, Plone, Python, and SPI) for the purpose of identifying power structures. Results of the research suggest that: i) the actions of an open source software foundation are centered around one of three groups: Members, Chairman/President/Executive Director, and Board of Directors; ii) in only one of the six foundations is the Board of Directors responsible for both the community and the product; and iii) artificial neural network analysis of the content of bylaws provides unbiased insights of the power structure of open source software foundations. These results may prove useful to those who contribute to open source foundations and use their products and services.10aartificial neural network10acontent analysis10akeystones10amanagement structures10aopen source10aopen source software foundations10aorganization10apower1 aPrattico, Ludovico  uhttp://timreview.ca/article/63601064nas a2200181   4500008003900000022001400039245005700053210005500110260004200165300001000207490000600217520054600223653002200769653002100791653001500812100001900827856003600846       2012                          d  a1927-032100aA Guide for Entrepreneurs Who Lead and Manage Change0 aGuide for Entrepreneurs Who Lead and Manage Change  aOttawabTalent First Networkc03/2012  a27-310 v23 aTo grow a business, entrepreneurs must know how to lead and manage change. However, the change management literature offers little in the way of specific, practical advice that leaders can use to guide their actions. This article builds on a review of the change management literature, a small field study, and years of experience supporting technology companies. It identifies and describes the top nine leadership actions (and their associated behavioural traits) that technology entrepreneurs who lead and manage change should carry out. 10achange management10aentrepreneurship10aleadership1 aPlante, Llynne  uhttp://timreview.ca/article/53602108nas 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/63401612nas a2200229   4500008003900000022001400039245005600053210005200109260004200161300001000203490000600213520097000219653002001189653001401209653002201223653001801245100002201263700002801285700001501313700001801328856003601346       2012                          d  a1927-032100aThe Physical Internet and Business Model Innovation0 aPhysical Internet and Business Model Innovation  aOttawabTalent First Networkc06/2012  a32-370 v23 aBuilding on the analogy of data packets within the Digital Internet, the Physical Internet is a concept that dramatically transforms how physical objects are designed, manufactured, and distributed. This approach is open, efficient, and sustainable beyond traditional proprietary logistical solutions, which are often plagued by inefficiencies. The Physical Internet redefines supply chain configurations, business models, and value-creation patterns. Firms are bound to be less dependent on operational scale and scope trade-offs because they will be in a position to offer novel hybrid products and services that would otherwise destroy value. Finally, logistical chains become flexible and reconfigurable in real time, thus becoming better in tune with firm strategic choices. This article focuses on the potential impact of the Physical Internet on business model innovation, both from the perspectives of Physical-Internet enabled and enabling business models.10abusiness models10alogistics10aphysical internet10asupply chains1 aMontreuil, Benoit1 aRougès, Jean-François1 aCimon, Yan1 aPoulin, Diane  uhttp://timreview.ca/article/56601632nas a2200217   4500008003900000022001400039245007300053210006900126260004200195300001000237490000600247520100000253653001201253653002001265653001401285653001801299653002301317653002201340100001601362856003601378       2012                          d  a1927-032100aPlatformation: Cloud Computing Tools at the Service of Social Change0 aPlatformation Cloud Computing Tools at the Service of Social Cha  aOttawabTalent First Networkc07/2012  a36-410 v23 aThe following article establishes some context and definitions for what is termed the “sharing imperative” – a movement or tendency towards sharing information online and in real time that has rapidly transformed several industries. As internet-enabled devices proliferate to all corners of the globe, ways of working and accessing information have changed. Users now expect to be able to access the products, services, and information that they want from anywhere, at any time, on any device. 

This article addresses how the nonprofit sector might respond to those demands by embracing the sharing imperative. It suggests that how well an organization shares has become one of the most pressing governance questions a nonprofit organization must tackle. Finally, the article introduces Platformation, a project whereby tools that enable better inter and intra-organizational sharing are tested for scalability, affordability, interoperability, and security, all with a non-profit lens.10acharity10acloud computing10anonprofit10aPlatformation10asharing imperative10asocial innovation1 aPatel, Anil  uhttp://timreview.ca/article/58000609nas a2200181   4500008003900000022001400039245009700053210006900150260004200219300001000261490000600271653002200277653002800299653001500327653003200342100001700374856003600391       2012                          d  a1927-032100aTIM Lecture Series: Leadership Position in Technology Entrepreneurship and Commercialization0 aTIM Lecture Series Leadership Position in Technology Entrepreneu  aOttawabTalent First Networkc06/2012  a49-530 v210acommercialization10aglobal entrepreneurship10aleadership10atechnology entrepreneurship1 aProgram, TIM  uhttp://timreview.ca/article/56900615nas a2200193   4500008003900000022001400039245008600053210006900139260004200208300001000250490000600260653001500266653002400281653001300305653003000318653001000348100002700358856003600385       2012                          d  a1927-032100aTIM Lecture Series - TELUS in Health: Improving Health Outcomes for All Canadians0 aTIM Lecture Series TELUS in Health Improving Health Outcomes for  aOttawabTalent First Networkc07/2012  a42-450 v210ahealthcare10amobile applications10apharmacy10aremote patient monitoring10aTELUS1 aPizzoferrato, Giovanni  uhttp://timreview.ca/article/58101513nas a2200133   4500008004100000022001400041245007300055210006900128260004200197520106200239100001901301700002301320856003601343       2011                        eng d  a1913-610200aCarleton Entrepreneurs: The First Keystone Off-The-Shelf Application0 aCarleton Entrepreneurs The First Keystone OffTheShelf Applicatio  aOttawabTalent First Networkc04/20113 aIn this article, we describe the first application of the Keystone Off-The-Shelf (KOTS) platform. KOTS integrates software applications available under open source licenses with proprietary applications and services offered by small local technology companies, most of which are Carleton University spin-offs.

KOTS is the engine behind the website for the Carleton Entrepreneurs program. The goals of this unique program are to: i) strengthen the entrepreneurial spirit at Carleton University; ii) help graduate and senior undergraduate students transform their ideas into compelling opportunities and successful ventures; and iii) share the best opportunities with potential investors, alumni, and friends of Carleton University. KOTS will enable the Carleton Entrepreneurs collective to achieve significant system-level outcomes that are not attainable without the platform. This collective is comprised of students, mentors, internal and external reviewers, top managers of technology university spin-off companies, academics, and friends of Carleton.1 aBailetti, Tony1 aPrattico, Ludovico  uhttp://timreview.ca/article/43300923nas a2200121   4500008004100000022001400041245004800055210004800103260004200151520055400193100001800747856003600765       2011                        eng d  a1913-610200aControl in Open Source Software Development0 aControl in Open Source Software Development  aOttawabTalent First Networkc01/20113 aIn this article, we examine typical fears associated with a perceived loss of control in an open source software development project. We describe various development models, including hybrid models that provide companies with control over key aspects of product development. Finally, a description of control within open source projects illustrates that self-regulating control mechanisms that exist in this model. A better understanding of control as a factor will help companies achieve their for-profit objectives using open source software.   
1 aPoole, Robert  uhttp://timreview.ca/article/41201468nas a2200121   4500008004100000022001400041245004600055210004300101260004200144520110600186100001801292856003601310       2011                        eng d  a1913-610200aA Money-Making Platform for Entrepreneurs0 aMoneyMaking Platform for Entrepreneurs  aOttawabTalent First Networkc06/20113 aNew technologies such as cloud computing and platforms are beginning to emerge as simple, practical ways for entrepreneurs to start businesses in a short period of time and with little money. They allow businesses to quickly take a concept to the market to see if it will work. If the business takes off, these same technologies are ready to scale the business to reach global markets and to stay profitable the entire time.

In this article, an outline is provided of key business models that have proliferated as a result of new technologies, namely multi-sided platforms, long-tail markets, and freemium business models. Next, the author describes FreebirdConnect.com, his new platform business that has emerged out of Carleton University's Technology Innovation Management program. This platform can be used by other entrepreneurs to start a new business venture that can reach new markets around the world. Finally, the article describes the steps that an entrepreneur can follow to start a low-risk, global business on the FreebirdConnect.com platform without substantial start-up capital. 
 1 aPoole, Robert  uhttp://timreview.ca/article/44601596nas a2200217   4500008003900000022001400039245012300053210006900176260004200245300001000287490000600297520088900303653002801192653002701220653002001247653001201267653002201279100002201301700001901323856003601342       2011                          d  a1927-032100aPatents to Exclude vs. Include: Rethinking the Management of Intellectual Property Rights in a Knowledge-Based Economy0 aPatents to Exclude vs Include Rethinking the Management of Intel  aOttawabTalent First Networkc12/2011  a12-170 v13 aTraditional patent theory emphasizes the importance of patents for excluding imitators. This view is far too restrictive and is at odds with many empirical and theoretical works. Therefore, we propose an analysis of patent management that considers the properties of knowledge-based economies explicitly. Patents are thus shown to be critical instruments for coordinating innovative activities between firms. They not only exclude potential infringers, but also “include” all the heterogeneous stakeholders of the innovation process. Patents facilitate coordination via two mechanisms: they encourage the emergence of markets for technology (market coordination) and they play an important role in formal and informal inter-firm collaboration (non-market coordination). We also link firms’ patenting strategy with the characteristics of the technological regime of their sector.10aknowledge-based economy10amarkets for technology10aOpen innovation10apatents10aR&D collaboration1 aCohendet, Patrick1 aPénin, Julien  uhttp://timreview.ca/article/50201150nas a2200145   4500008004100000022001400041245003400055210003000089260004200119520075400161100002100915700001500936700001700951856003600968       2011                        eng d  a1913-610200aThe Social Management of Risk0 aSocial Management of Risk  aOttawabTalent First Networkc04/20113 aIn this article, we discuss a conceptual framework on the social management of risk and highlight the role of the community sector in that process. We introduce the topic of risk, illustrate how it is distinct from the concept of uncertainty, and show how different social actors assess risk differently. Next, we introduce the "social management of risk" approach, which takes a broad view of the potential actors involved in pursuing societal objectives in relation to risk. Finally, we discuss the role of the community sector is the social management of risk. While this framework is presented in the context of social policy, it can be generalized to any situations where social actors respond to and manage risks in a multi-player environment.1 aPéloquin, David1 aKunz, Jean1 aGaye, Nicola  uhttp://timreview.ca/article/43501180nas a2200133   4500008004100000022001400041245005600055210005500111260004200166520076500208100001700973700002000990856003601010       2011                        eng d  a1913-610200aUsing Value Co-Creation to Redefine Business Models0 aUsing Value CoCreation to Redefine Business Models  aOttawabTalent First Networkc03/20113 aIn the information and communication technology (ICT) sector, a revolution is underway in the delivery channel of mobile service (or application) production and provision, and application stores are building up a central position as intermediaries in service delivery. The market is transforming from being one-sided to being two-sided. Thus in this article, we focus on integrating the business model concept with value co-creation with respect to the emergence of two-sided markets and intermediaries. As the transformation from a one-sided to a two-sided market and the birth of intermediaries bring forth value co-creation possibilities, this article aims to find out how value can be co-created in different mobile service production and provision models.1 aJärvi, Kati1 aPellinen, Antti  uhttp://timreview.ca/article/42501793nas a2200121   4500008004100000022001400041245007700055210006900132260004200201520137600243100001601619856003601635       2010                        eng d  a1913-610200aCommunications Enabled Applications: Building Value, not Monetising APIs0 aCommunications Enabled Applications Building Value not Monetisin  aOttawabTalent First Networkc05/20103 aOver the past decade there have been numerous attempts at opening telecom infrastructures to developers. As each attempt evolves to the next, there is an equal desire to monetise the exposure of telecom capabilities using traditional and well understood mechanisms: charge for necessary equipment upgrades and license the application programming interfaces on a per-invocation or "block of simultaneous invocations" basis. However, the various vendors and development companies involved in creating applications with embedded communications capabilities have had to re-examine their business and technology models in an increasingly competitive applications market where the rate of applications failing to gain market traction far outweighs the rate of success.

This article looks at the history of telecommunications APIs and the predominant business models that have accompanied those interfaces. By analysing the history of telecom APIs and recognising the gradual shift from a strongly vendor controlled environment to a highly accessible component of IT networks, we can recognise the shift in revenue generation from a typical monetisation model to a value based model. Additionally, we can examine how incumbents and new entrants are dealing with the more unpredictable business models and emerging methods for de-risking value based revenue opportunities. 
 1 aPyke, Craik  uhttp://timreview.ca/article/34701902nas a2200121   4500008004100000022001400041245008300055210006900138260004200207520147500249100002001724856003601744       2010                        eng d  a1913-610200aDeveloping a Service Industry to Support the Sahana Disaster Management System0 aDeveloping a Service Industry to Support the Sahana Disaster Man  aOttawabTalent First Networkc12/20103 aThe Sahana Software Foundation governs humanitarian free and open source software (HFOSS) projects that address the information-coordination challenges of disaster management. Sahana software has been proven effective and is recommended by numerous industry sources from both the emergency management and business sectors. It fulfills critical needs to enable organizations responding to disasters to share information across organizational lines and to track and effectively manage disaster efforts. These needs are substantial and are growing because of climate change and urban population growth, which is leaving increasing numbers of people vulnerable and susceptible to the effects of disasters.

Sahana fills a unique niche in the toolkit of emergency and disaster response agencies because it facilitates critical information sharing and coordination of efforts across all types of organizations and individuals involved, and is readily flexible to the needs that arise from any particular disaster. The software has its roots in the open source business community and has always been strongly supported by that industry. In this article, we describe an industry opportunity in HFOSS and provide evidence that Sahana software can be successfully commercialized. These factors make it a ripe time for open source businesses to engage cooperatively with the Sahana Software Foundation to support the growth of a service industry around Sahana software and HFOSS.1 aPrutsalis, Mark  uhttp://timreview.ca/article/40000932nas a2200121   4500008004100000022001400041245007500055210006900130260004200199520050900241100002400750856003600774       2010                        eng d  a1913-610200aIntegrating the Power of Open Source Telephony with Web 2.0 Technology0 aIntegrating the Power of Open Source Telephony with Web 20 Techn  aOttawabTalent First Networkc05/20103 aFor technology companies seeking to harness powerful open source technologies, few can argue against the usefulness of modern Web 2.0 platforms. Considering how ubiquitous the Internet has become, an entrepreneur would certainly be ill-advised to not use some Web 2.0 platform to facilitate access to Communication Enabled Applications.

This article enumerates the lessons learned by one startup in order to demonstrate the need for a balanced approach to CEA to facilitate access to untapped markets.1 aPoulin, Jean-Pierre  uhttp://timreview.ca/article/35100866nas a2200121   4500008004100000022001400041245004100055210003900096260004200135520051300177100001800690856003600708       2010                        eng d  a1913-610200aA New Engine of Economic Development0 aNew Engine of Economic Development  aOttawabTalent First Networkc11/20103 aAs our global economy shifts from one dominated by production to one based on knowledge, governments are looking for new ways to add value to the people they serve. Open Government initiatives have emerged as one response to these new economic realities. In this article, we discuss how the theory of a multi-sided stakeholder platform can be applied to create an innovative engine of regional economic development. We describe that engine, its parts, and the value that the participants realize from it. 
 1 aPoole, Robert  uhttp://timreview.ca/article/39100870nas a2200121   4500008004100000022001400041245007600055210006900131260004200200520045100242100001900693856003600712       2010                        eng d  a1913-610200aQ&A. What business models are currently used with open source software?0 aQA What business models are currently used with open source soft  aOttawabTalent First Networkc07/20103 aOver the past 15 years, I have seen OSS move from a technological novelty or curiosity to a key foundational element of our information economy. As a technology lawyer, I have found it fascinating to witness the parallel evolution of business models in this space. To answer this question, I will give a broad overview of some of the established and emerging OSS business models that companies, organizations, and individuals are currently using.1 aProwse, Thomas  uhttp://timreview.ca/article/36601781nas 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/26801145nas a2200121   4500008004100000022001400041245004500055210004100100260004200141520078500183100001900968856003600987       2009                        eng d  a1913-610200aThe GNOME Foundation Is All About People0 aGNOME Foundation Is All About People  aOttawabTalent First Networkc06/20093 aAs open source projects mature, they tend to join or create foundations which manage the project's financial and software assets, provide a marketing and legal entity, and sometimes help to set the direction of the project. As non-profit organizations, foundations have a specific structure defined by the jurisdiction in which they were formed. This structure typically includes a volunteer board of directors and sometimes paid staff such as a secretary or executive director.

As Executive Director of the GNOME Foundation, I am often asked "what do you do?". This article will introduce the structure of the GNOME project and its Foundation, describe how the Foundation works to support the GNOME project, and discuss the roles of the people within the GNOME Foundation. 
 1 aPeters, Stormy  uhttp://timreview.ca/article/26100627nas a2200121   4500008004100000022001400041245003300055210003000088260004200118520029200160100001700452856003600469       2009                        eng d  a1913-610200aAn Introduction to Open APIs0 aIntroduction to Open APIs  aOttawabTalent First Networkc04/20093 aThis article provides a glossary of terms associated with open APIs which can serve as an introduction to the other articles in this issue of the OSBR. We conclude with some additional resources, video and text, which present further thoughts on the business value inherent in open APIs.1 aProgram, TIM  uhttp://timreview.ca/article/24101115nas a2200121   4500008004100000022001400041245005400055210005300109260004200162520073500204100001800939856003600957       2009                        eng d  a1913-610200aMotivating Stakeholders for Co-created Innovation0 aMotivating Stakeholders for Cocreated Innovation  aOttawabTalent First Networkc12/20093 aToday's profit orientation forces companies to focus on their core competencies and, at the same time, provide customers with multiple new offerings. To meet these two requirements, companies need to develop innovations in collaboration with different stakeholders including suppliers, customers, and users. While Managers and researchers discuss the benefits coming from the process of co-creating innovations with the various stakeholders, little is known about what motivates different stakeholders to engage in the co-creation of innovations. The purpose of this article is to highlight the first results of a qualitative study that focuses on the different types of value stakeholders can expect from co-creating innovations.1 aPedrosa, Alex  uhttp://timreview.ca/article/31101080nas a2200121   4500008004100000022001400041245005800055210005400113260004200167520069400209100001900903856003600922       2009                        eng d  a1913-610200aThe Role of Consumers Within an Open Source Community0 aRole of Consumers Within an Open Source Community  aOttawabTalent First Networkc01/20093 aThe software provided by the GNOME Project is produced by a large community comprised of several thousand developers, translators, quality assurance testers, and documentation writers. Consumers are represented in the community by technical users and organizations that distribute GNOME technologies. And while the community reaches out regularly to non-technical end users and welcomes any that approach the community, these two worlds rarely interact. 

This article draws upon our experience within the GNOME Project to examine the question "Why do consumers and the community rarely interact?". Our insights may prove useful for other projects and consumers wishing more interaction.1 aPeters, Stormy  uhttp://timreview.ca/article/22201422nas a2200121   4500008004100000022001400041245006000055210006000115260004200175520103100217100001601248856003601264       2009                        eng d  a1913-610200aUse of Open Source Software by the Brazilian Government0 aUse of Open Source Software by the Brazilian Government  aOttawabTalent First Networkc05/20093 aIn most countries, government initiatives that encourage the use of open source software are primarily motivated by the goal of reducing costs. In Brazil, the goal is different. According to Rog?rio Santanna, Secretary of Logistics and IT at the Brazilian Ministry of Planning, Budget and Management, "open source is a strategic choice of the Brazilian Federal Government since 2003 because it reduces costs, increases the competition, creates jobs and develops the knowledge and intelligence of our country. Our preference for open source is not motivated only by economic aspects. But there is also the possibility to develop new products, distribute the knowledge, access to new technologies and to stimulate the development of software in collaborative environments". 

This article shows how the Brazilian Government is using OSS, gives some examples of successful Brazilian projects that use OSS, explains some difficulties for implementing OSS, and makes a comparison of the advantages and disadvantages of using OSS.1 aPaiva, Edgy  uhttp://timreview.ca/article/25001039nas 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/17400962nas a2200145   4500008004100000022001400041245005200055210005200107260004200159520051500201100002200716700001900738700002300757856003600780       2008                        eng d  a1913-610200aFree and Open Source Licenses in Community Life0 aFree and Open Source Licenses in Community Life  aOttawabTalent First Networkc10/20083 aThe objective of this article is to examine how software licenses in build and shape political and technological boundaries.

We examine the cases of the Geographic Resources Analysis Support System( GRASS) geographical information system and the OpenSolaris operating system. The first project is GPL licensed software developed by a worldwide community of voluntary programmers; the second project is sponsored by a company and released under the Common Development and Distribution License (CDDL) license.1 aPaoli, Stefano De1 aTeli, Maurizio1 aD'Andrea, Vincenzo  uhttp://timreview.ca/article/19301140nas a2200121   4500008004100000022001400041245006200055210006100117260004200178520074300220100001900963856003600982       2008                        eng d  a1913-610200aHow is Copyright Relevant to Source Data and Source Code?0 aHow is Copyright Relevant to Source Data and Source Code  aOttawabTalent First Networkc02/20083 aOne of the essentials of a healthy and democratic economy is that the rules of engagement should be understandable to people whose interests are affected by them.

There are two aspects of copyright law to which all software and database professionals ought to be familiar, but usually are not. First, they should know that factual data listed in an obvious structure is not covered by copyright law, no matter how much work went into collecting it. Second, they should know that under the Canadian Copyright Act, programming code is considered to be a "literary work".

This article outlines how copyright is related to source data and source code, and why this is important to both technical and business professionals in the field.1 aPotvin, Joseph  uhttp://timreview.ca/article/12102096nas a2200133   4500008004100000022001400041245002400055210002400079260004200103520173500145100002201880700002401902856003601926       2008                        eng d  a1913-610200aLanguage Insecurity0 aLanguage Insecurity  aOttawabTalent First Networkc06/20083 aDeveloping reliable and secure software has become a challenging task, mainly because of the unmanageable complexity of the software systems we build today. Software flaws have many causes, but our observations show that they mostly come from two broad sources: i) design, such as a malicious or unintentional backdoor; and ii) implementation, such as a buffer overflow.

To address these problems, our research group at Defence Research and Development Canada (DRDC) Valcartier first worked on design issues. A prototype of a UML design verifier was built. Our approach was successful, but we faced two difficulties: i) specifying interesting security properties at the design level; and ii) scalability of the verification process. Building on this experience, we studied design patterns for the implementation of security mechanisms. The output was a security design pattern catalog, available from the authors, that can help software architects choose mature and proven designs instead of constantly trying to reinvent the wheel.

This paper addresses the implementation issues from our evaluation of currently available automatic source code verifiers that search for program sanity and security bugs. From this evaluation, it becomes clear that the choice of programming language to use when starting an open source project can have many important consequences on security, maintainability, reliability, speed of development, and collaboration. As a corollary, software quality is largely dependent on the adequacy of the programming language with respect to the desired properties of the system developed. Therefore, the adoption of open source software (OSS) should consider the programming language that was used. 
 1 aMichaud, Frederic1 aPainchaud, Frederic  uhttp://timreview.ca/article/15801706nas a2200121   4500008004100000022001400041245003300055210002900088260004200117520136400159100002501523856003601548       2008                        eng d  a1913-610200aThe Personal Research Portal0 aPersonal Research Portal  aOttawabTalent First Networkc02/20083 aDigital technologies have forever changed the way that knowledge is disseminated and accessed. Yet, the main problem knowledge workers face is invisibility: if people don't know that you know, and people are not aware of what you know, you do not exist.

Governments and institutions are being pushed to foster Open Access (OA) literature as a way to achieve universal reach of research diffusion at inexpensive and immediate levels. Most efforts have been made at the institutional level, dedicating little energy to what the individual can do to contribute. The philosophy and tools around web 2.0 bring clear opportunities for individuals to contribute and to build a broader personal presence on the Internet and a better diffusion for their work, interests or publications.

We propose the concept of the personal research portal (PRP) as a means to create a digital identity for knowledge workers--tied to one's digital public notebook and personal repository--and a virtual network of colleagues working in the same field. Complementary to formal publishing or taking part in offline meetings, the PRP would be a knowledge management system that would enhance reading, storing, and creation at both the private and public levels, and contribute to create an online identity that, in turn, will help to create  a network whose currency is knowledge.1 aPeña-López, Ismael  uhttp://timreview.ca/article/12300850nas a2200121   4500008004100000022001400041245007100055210006900126260004200195520043600237100001900673856003600692       2008                        eng d  a1913-610200aTreasury of the iCommons: Reflections of a Commons Sourcing Lawyer0 aTreasury of the iCommons Reflections of a Commons Sourcing Lawye  aOttawabTalent First Networkc10/20083 aThis article advances the thesis that commons sourcing is the emerging third wave of commercial transformation. It begins with the iCommons concept and its origin in open source software (OSS) methodologies and emergence in other business models. It then defines commons sourcing and situates it with respect to the two earlier waves of commercial transformation. It concludes with some reflections by a commons sourcing lawyer.
 1 aProwse, Thomas  uhttp://timreview.ca/article/19601779nas 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/5900863nas a2200121   4500008004100000022001400041245003500055210003500090260004200125520052000167100001900687856003500706       2007                        eng d  a1913-610200aEnterprise Open Source Support0 aEnterprise Open Source Support  aOttawabTalent First Networkc11/20073 aOpen Source Software (OSS) has permeated the enterprise. Some organizations still prohibit the use of OSS altogether, but they are unquestionably in the minority. For most companies, it's not a question of "should we use OSS"? but rather, "how and where can we best take advantage of open source solutions"? 

As companies have shifted from prohibiting OSS use to embracing it, they must now deal with technical support issues. This article examines the various option available to support companies that use OSS.1 aPeters, Stormy  uhttp://timreview.ca/article/5400899nas a2200121   4500008004100000022001400041245003700055210003700092260004200129520055200171100001900723856003500742       2007                        eng d  a1913-610200aFive Stage Approach to Licensing0 aFive Stage Approach to Licensing  aOttawabTalent First Networkc10/20073 aThis article will set out a practical five stage approach to Open Source Software (OSS) legal issues for organizations that are working, or thinking of working, in this area.  While OSS affords a plethora of legal challenges and ongoing developments that merit treatment, I will focus on a general framework for managing OSS legal issues.  Since I will provide general legal information and not legal advice, I strongly encourage your organization to work with legal counsel with competency in the OSS area to address its specific circumstances.
1 aProwse, Thomas  uhttp://timreview.ca/article/6400491nas a2200133   4500008004100000022001400041245004700055210004700102260004200149520009300191100001600284700002200300856003500322       2007                        eng d  a1913-610200aOntario Research Commercialization Program0 aOntario Research Commercialization Program  aOttawabTalent First Networkc07/20073 aBrad DeFoe and Dmitri Prokopiev describe the Ontario Research Commercialization Program.1 aDeFoe, Brad1 aProkopiev, Dmitri  uhttp://timreview.ca/article/9600946nas a2200121   4500008004100000022001400041245004400055210004400099260004200143520058500185100001900770856003500789       2007                        eng d  a1913-610200aOpen Source Licensing in the Enterprise0 aOpen Source Licensing in the Enterprise  aOttawabTalent First Networkc10/20073 aStudies show that most open source projects are licensed under the General Public License (GPL) and it is estimated that over 75% of open source projects are licensed under either the GPL or the LGPL (Lesser GPL). Yet, it has been my company's experience that the open source software used by our enterprise customers is primarily Apache licensed software. This article examines several factors which may shed some light on this disparity, including the issues raised by enterprise customers and the software product selection process used by OpenLogic (http://www.openlogic.com).1 aPeters, Stormy  uhttp://timreview.ca/article/65