01827nas a2200229   4500008004100000022001400041245011300055210006900168260004200237300001000279490000600289520107800295653002501373653002101398653003001419653002701449653002401476100002601500700001801526700001501544856003801559       2019                        eng d  a1927-032100aAlliances in Financial Ecosystems: A Source of Organizational Legitimacy for Fintech Startups and Incumbents0 aAlliances in Financial Ecosystems A Source of Organizational Leg  aOttawabTalent First Networkc01/2019  a20-320 v93 aFinancial ecosystems are transforming around new financial technology, or “fintech”. As such ecosystems transform, the basis for being seen as legitimate also changes for all actors. Thus, alliances between actors within financial ecosystems are increasingly formed to help gain, maintain, and repair organizational legitimacy. From interviews with fintech startups in Sweden and with venture capitalist firms investing in fintech startups in Sweden, we explore the intertwined quests for organizational legitimacy in a transforming financial ecosystem. As Swedish fintech startups seek to establish a sense of their legitimacy, simultaneously incumbents seek to maintain and repair their organizational legitimacy. Adopting a legitimacy-based view of strategic alliances, we set out the aspects of organizational legitimacy that incumbents and fintech startups look for in a potential partner and how these aspects meet the legitimacy needs of each partner. We argue that alliances further enhance the organizational legitimacy of both fintech startups and incumbents.10afinancial ecosystems10afintech startups10aorganizational legitimacy10arelational perspective10astrategic alliances1 aSvensson, Christopher1 aUdesen, Jakob1 aWebb, Jane  uhttps://timreview.ca/article/120901814nas a2200217   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520111900271653002001390653002801410653001501438653003201453653002401485100003101509700001801540856003801558       2019                        eng d  a1927-032100aUsing Action Research to Organize Technology Transfer in Complex Innovation Contexts0 aUsing Action Research to Organize Technology Transfer in Complex  aOttawabTalent First Networkc04/2019  a17-260 v93 aTechnology transfer projects increasingly consist of multiple, diverse organizations, with each pursuing their own agenda as well as that of the overarching programme. In this article, we adopt a participatory action research methodology in order to explain and improve the coordination of the autonomous innovation activities within an organizationally complex project. The context of the research involved the transfer of rice production technology from China to Mozambique. The action research identified four categories of boundary within the project that were hindering performance: Intellectual/Land property rights; Public/Private sector logics; Inside/Outside programme; and Collaboration/Competition between programme actors. The process of co-inquiry with stakeholders enabled by the action research allowed programme actors to reach an understanding of others, and it created a new thinking space for mutual problem solving. By these means, the action research process makes a resource of the differences between stakeholders rather than it being seen as a barrier to be compromised through negotiation.10aaction research10aagricultural innovation10aboundaries10ainternational collaboration10atechnology transfer1 aUssivane, Armando, Machevo1 aEllwood, Paul  uhttps://timreview.ca/article/123002504nas a2200229   4500008004100000022001400041245014300055210006900198260004200267300001000309490000600319520176400325653002502089653002102114653001002135653001302145653001902158653001602177100001902193700002502212856003702237       2018                        eng d  a1927-032100aUnderstanding the Role of Rural Entrepreneurs in Telecentre Sustainability: A Comparative Study of the Akshaya and eSeva Projects in India0 aUnderstanding the Role of Rural Entrepreneurs in Telecentre Sust  aOttawabTalent First Networkc01/2018  a16-230 v83 aIn rural areas of India, telecentres provide access to computers and other digital technologies and have been utilized as a delivery channel for various government services. Following a public–private partnership (PPP) model, there is a general belief among policy makers that the revenue from government-to-consumer (G2C) services would be sufficient to cover the village-level entrepreneurs’ cash flow requirements and therefore provide financial sustainability. Also, the literature suggests that telecentres have a large enough market for public-access businesses to be commercially viable. In India, around 100,000 telecentres are being set up to serve 600,000 villages – one telecentre for every six villages – to provide one-window access to government services. In the literature, a lack of government services is often quoted as a reason for telecentre failure. This study, using an exploratory approach, aims to understand the parameters that relate to the sustainability of telecentres across a number of common, government-related services. It is observed that some telecentres perform better than the others even though they have the same number of government-related services. Reasons for such differences are explored and the learnings from this research will benefit the stakeholders who are engaged in providing telecentre-based services in other developing countries. In addition, a theoretical framework is suggested to understand the dynamics between different types of sustainability parameters such as financial, social, staff, technology, and institutional. The findings of this research have policy implications in terms of the way services are designed and delivered through telecentres in developing countries such as India. 10adeveloping countries10aentrepreneurship10aIndia10aservices10asustainability10atelecentres1 aMishra, Gaurav1 aUnny R, Balakrishnan  uhttp://timreview.ca/article/113001952nas a2200241   4500008004100000022001400041245006200055210006200117260004200179300001000221490000600231520126400237653001301501653002101514653002001535653003401555653001001589653002501599653000901624100002001633700002101653856003601674       2016                        eng d  a1927-032100aWeighing the Pros and Cons of Engaging in Open Innovation0 aWeighing the Pros and Cons of Engaging in Open Innovation  aOttawabTalent First Networkc04/2016  a34-400 v63 aThe positive aspects of open innovation projects are widely discussed in innovation management research and practice by means of case studies and best practices. However, enterprises, particularly small and medium-sized enterprises (SMEs) also face miscellaneous challenges in open innovation practice, leading to uncertainty and even renunciation of open innovation project participation. Thus, it is essential for SMEs to find the right balance between possible positive effects and negative consequences – the latter being the less studied “dark sides” of open innovation. However, appropriate methods of finding this balance are still lacking. In this article, we discuss the assessment of open innovation project participation by presenting a weighing and decision process framework as a conceivable solution approach. The framework includes an internal, external, and integrated analysis as well as a recommendation and decision phase. Piece by piece, we investigate the current situation and the innovation goals of the enterprise as an initial point for a decision for or against engaging in open innovation. Furthermore, we discuss the development of a software tool that automatically applies this framework and allows self-assessment by SMEs.10abenefits10aentrepreneurship10aOpen innovation10aopen innovation participation10arisks10aself-assessment tool10aSMEs1 aUllrich, André1 aVladova, Gergana  uhttp://timreview.ca/article/98001759nas a2200217   4500008004100000022001400041245007100055210006900126260004200195300001000237490000600247520112600253653002301379653002101402653000801423653000701431653002001438653002801458100001901486856003601505       2015                        eng d  a1927-032100aCyber-Resilience: A Strategic Approach for Supply Chain Management0 aCyberResilience A Strategic Approach for Supply Chain Management  aOttawabTalent First Networkc04/2015  a13-180 v53 aRisk management and resilience strategies in supply chains have an important role in ensuring business continuity and reliability in a cost-efficient manner. Preventing or recovering from disruptions requires access and analysis of large amounts of data. Yet, given the multiple stakeholders, operations, and environmental contexts in which a global supply chain operates, managing risks and resilience becomes a challenging task. For this reason, information and communication technologies (ICT) are being developed to support managers with tailored tools and services to monitor disruptions, enhance instantaneous communication, and facilitate the quick recovery of supply chains. Hence, the objective of this article is to shed light on managerial strategies to improve the resilience of supply chains and thereby to point out how these could be automated by means of innovative ICT systems. In particular, this article concludes by warning about existing challenges to implementing such systems. If these challenges are not correctly addressed by managers, there is a major risk of further jeopardizing supply chains.10across-border trade10acyber-resilience10aICT10aIT10arisk management10asupply chain management1 aUrciuoli, Luca  uhttp://timreview.ca/article/88601420nas a2200205   4500008004100000022001400041245006300055210006200118260004200180300001000222490000600232520079500238653003001033653002401063653001801087653002001105100003201125700002101157856003601178       2013                        eng d  a1927-032100aRisk Management in Crowdsourcing-Based Business Ecosystems0 aRisk Management in CrowdsourcingBased Business Ecosystems  aOttawabTalent First Networkc12/2013  a32-380 v33 aThe benefits of crowdsourcing are enabled by open environments where multiple external stakeholders contribute to a firm's outcomes. However, crowdsourcing typically has been examined as a general process and not from the specific perspective of a mechanism for driving value creation and capture within a business ecosystem. In this conceptual article, we highlight this research gap by examining crowdsourcing from a business ecosystem perspective and by identifying the inherent business risks in crowdsourcing-based business ecosystems. We apply the concept of ecosystem health to the crowdsourcing context, in terms of how firms create and capture value, and we examine the methods by which these firms can maximize health by mitigating risk in crowdsourcing-based business ecosystems.10abusiness ecosystem health10abusiness ecosystems10acrowdsourcing10arisk management1 aKannangara, Suchita, Nirosh1 aUguccioni, Peter  uhttp://timreview.ca/article/751