02261nas a2200229   4500008004100000022001400041245007200055210006900127260004200196300001000238490000700248520159900255653001501854653002001869653001501889653001701904653002201921653001901943100001901962700002001981856003002001       2021                        eng d  a1927-032100aFraming Multi-Stakeholder Value Propositions: A wicked problem lens0 aFraming MultiStakeholder Value Propositions A wicked problem len  aOttawabTalent First Networkc04/2021  a26-370 v113 aBalancing various stakeholder (often contradictory) expectations creates tensions when developing value propositions for a new firm. Customers, funders, owners, and society-at-large often expect different value outcomes from a firm. They therefore have different motivations for being involved in the firm. These differences in value expectations are more strongly expressed in technology-based ventures, which often rely heavily on access to heterogeneous external resources such as capital, specialised knowledge, distribution, and service. In this paper, we use a wicked problem lens to explore specific challenges for companies to mediate seemingly contradictory propositions. We use two dimensions of wicked problems involving complexity and complicatedness, and conduct a secondary analysis of seven technology venture case studies from Australia and New Zealand. We then categorise the configuration types of these firms' stakeholder value propositions in the context of their scale-up process. We contribute to the value proposition and business model development research streams by suggesting that the challenge of mediating value propositions that conflict can manifest itself in four types of configurations: easy, complicated, complex and wicked. Complicated and complex propositions are thorny, but with structures and processes in place, they can be adequately addressed. On the other hand, wicked propositions consist of many unknowns and require firms to collaborate with stakeholders to derive outcomes that align company scaling objective with stakeholder value propositions.10acomplexity10acomplicatedness10ascaling-up10astakeholders10avalue proposition10awicked problem1 aOoi, Yat, Ming1 aHusted, Kenneth  utimreview.ca/article/143400771nas 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/143202339nas a2200217   4500008004100000022001400041245011100055210006900166260004200235300001000277490000700287520165400294653002101948653001401969653003301983653001902016653002202035100001602057700001802073856003002091       2021                        eng d  a1927-032100aManaging the Disruption of Mobility Services: How to align the value propositions of key ecosystem players0 aManaging the Disruption of Mobility Services How to align the va  aOttawabTalent First Networkc04/2021  a13-250 v113 aMany industries nowadays are facing drastic changes that enable and require new forms of interdependencies that facilitate complex ecosystems of interconnected actors. This paper investigates such a transformation facing the mobility sector, as user-centric bundles of mobility services are being introduced and compiled, by referring to the Mobility-as-a-Service (MaaS) concept. In the process, new value propositions arise that call for aligning the established players with new entrants. The implementation of MaaS is still in its infancy, and many open questions remain about how local authorities should support its emergence. One key challenge relates to decomposing the focal offering of the MaaS ecosystem into complementary value propositions for key players in the industry. This paper presents the results of a constructive design research project, building on interviews with a leading MaaS provider, as well as stakeholders representing national and local authorities in four European cities. The findings emphasize the need to balance a shared desire to disrupt conventional ways of offering mobility services against reluctance to overturn the industry's public and private incumbents. The co-design framework that results serves to summarize five steps that enable MaaS by guiding strategic interaction between local authorities and various players in the mobility ecosystem. In addition, the article builds on ecosystem research insights and emphasizes the need to align value propositions among multiple stakeholders. The study suggests that the mobility sector provides a prominent empirical context for future ecosystem research.10aDesign Framework10aecosystem10aMobility-as-a-Service (MaaS)10aUrban Mobility10avalue proposition1 aWolff, Joel1 aHakanen, Esko  utimreview.ca/article/143302228nas a2200277   4500008004100000022001400041245010200055210006900157260004200226300001000268490000700278520139300285653002601678653002101704653001701725653002901742653002201771653001801793100002001811700001701831700001701848700001901865700001801884700001801902856003001920       2021                        eng d  a1927-032100aUsing Web Text Analytics to Categorize the Business Focus  of Innovative Digital Health Companies0 aUsing Web Text Analytics to Categorize the Business Focus of Inn  aOttawabTalent First Networkc10/2021  a65-780 v113 aCategorizing the market focus of larger samples of companies can be a tedious and time-consuming process for both researchers and business analysts interested in developing insights about emerging business sectors. The objective of this article is to suggest a text analytics approach to categorizing the application areas of companies operating in the digital health sector based on the information provided on their websites. More specifically, we apply topic modeling on a collection of text documents, including information collected from the websites of a sample of 100 innovative digital health companies. The topic model helps in grouping the companies offering similar types of market offers. It enables identifying the companies that are most highly associated with each of the topics. In addition, it allows identifying some of the emerging themes that are discussed online by the companies, as well as their specific market offers. The results will be of interest to inspiring technology entrepreneurs, organizations supporting new ventures, and business accelerators interested to enhance their services to new venture clients. The development, operationalization, and automation of the company categorization process based on publicly available information is a methodological contribution that opens the opportunity for future applications in research and business practice.10aDigital health sector10amachine learning10aMarket offer10atopic modeling algorithm10avalue proposition10aweb analytics1 aAweisi, Abdulla1 aArora, Daman1 aEmby, Renée1 aRehman, Madiha1 aTanev, George1 aTanev, Stoyan  utimreview.ca/article/145701948nas a2200217   4500008004100000022001400041245010600055210006900161260004200230300001000272490000700282520126600289653000801555653002501563653002201588653001701610653002901627653002201656100002201678856003001700       2020                        eng d  a1927-032100aCompany Offers to Meet the Needs of Business-to-Business Customers: Customer Strategy and Orientation0 aCompany Offers to Meet the Needs of BusinesstoBusiness Customers  aOttawabTalent First Networkc03/2020  a79-870 v103 a<Companies develop and refine their market offer by creating new products for current and potential customers. Customer-focused research and development (R&D) is expected to shorten the time to market, improve cash flow, and reduce risks. It considers both customer strategy as well as customer orientation. In practice, this means that customer strategy directs current and potential customers to a company's offering, while customer orientation allocates R&D activities to meet customers' needs. This paper contributes to customer-driven R&D research by investigating whether a company's offer meets customer needs that can be supported by customer strategy and orientation. Specific focus is given to companies operating in business-to-business (B2B) markets. The paper is based on an analysis of quantitative survey data from 292 respondents representing key account management and sales management professionals in Finnish firms across several industries. The findings indicate that offer meeting customers' needs are supported by customer strategy and orientation. The paper provides guidelines on how companies can align their research and development activities to address both existing customers as well as current and potential needs and requirements.10aB2B10acustomer orientation10acustomer strategy10aMarket offer10aresearch and development10avalue proposition1 aMäntyneva, Mikko  utimreview.ca/article/133901726nas a2200649   4500008004100000022001400041245003600055210003300091260004200124300000800166490000700174653001200181653001500193653001700208653001800225653002100243653002600264653003400290653003000324653002800354653002100382653001300403653002300416653001200439653000900451653000800460653001500468653003300483653002500516653001600541653001700557653002000574653001700594653002200611653001600633653003500649653001500684653002600699653001500725653002000740653001400760653000800774653000800782653001900790653003000809653001500839653002500854653001900879653001600898653001700914653002200931653003200953653002000985100001801005700002301023856003001046       2020                        eng d  a1927-032100aEditorial: Insights (June 2020)0 aEditorial Insights June 2020  aOttawabTalent First Networkc06/2020  a3-40 v1010aBitcoin10ablockchain10acrowdfunding10acrypto assets10acryptocurrencies10adeveloping countries.10adistributed ledger technology10aEmployeedriven innovation10aentrepreneurial finance10aentrepreneurship10aEthereum10aFinancial industry10aFinTech10aICOs10aIEO10ainnovation10aintellectual property rights10ainternationalization10aIT industry10ajob autonomy10amining industry10amoral hazard10aneed for autonomy10anew company10aPorter's Five Forces framework10aregulation10ascaling company value10ascaling-up10aself-leadership10asignaling10aSME10aSTO10asustainability10atechnological environment10atechnology10atechnology readiness10atoken offering10atoken sales10atokenization10avalue proposition10avalue proposition alignment10aventure capital1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/136302061nas a2200217   4500008004100000022001400041245009400055210006900149260004200218300000900260490000700269520139000276653002601666653002301692653001901715653002001734653002201754100001901776700001801795856003001813       2020                        eng d  a1927-032100aExamining the Relationship Between Value Propositions and Scaling Value for New Companies0 aExamining the Relationship Between Value Propositions and Scalin  aOttawabTalent First Networkc02/2020  a5-130 v103 aTo scale company value rapidly, a new company needs to develop value propositions for diverse parties, customers, investors, partners, suppliers, employees, and other resource owners, as well as align these value propositions with its scaling objectives. The purpose of this paper is to examine the relationships between value propositions for a diverse set of parties, and efforts from a new company to scale company value rapidly. We review the value proposition literature and then examine the relationships between 19 assertions about value propositions, as well as six stable topics that best describe the SERS corpus, which is comprised of 137 assertions about scaling companies early, rapidly, and securely. Conducting a topic model of eight topics led to six stable topics: Fundraise, Enable, Position, Communicate, Innovate, and Complement. We find that of the 19 assertions about value propositions, four are connected to Complement, four to Innovate, one to Position, one to Fundraise, and one to Communicate. A total of eight assertions about value propositions are not connected to any of the six stable topics. This paper contributes to our understanding of how a new company scales company value rapidly, adding an application of topic modelling to perform small-scale data analysis. The findings are expected to be relevant to entrepreneurs and new companies worldwide.10ascaling company value10ascaling objectives10atopic modeling10atopic stability10avalue proposition1 aBailetti, Tony1 aTanev, Stoyan  utimreview.ca/article/132401917nas a2200229   4500008004100000022001400041245010100055210006900156260004200225300001000267490000700277520120500284653001601489653002601505653001501531653002201546653003201568100001901600700001801619700002001637856003001657       2020                        eng d  a1927-032100aWhat Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly?0 aWhat Makes Value Propositions Distinct and Valuable to New Compa  aOttawabTalent First Networkc06/2020  a14-270 v103 aOne of the most valuable resources a company owns is the "portfolio of value propositions" to its diverse external stakeholders, such as customers, investors, and resource owners. In this article, we fill a gap in the value proposition literature by identifying features that make the value propositions of new companies different from other resources, along with factors that make them valuable. A value proposition is conceived as being what enables and improves business transactions between a new company and external stakeholders. We reason that two features in particular make value propositions of new companies distinct: (1) business transactions between a new company and one or more external stakeholders, and (2) investments to create and improve a new company's value propositions that enable business transactions. We provide a definition of "value proposition" and postulate that a value proposition will benefit a new company when it: (1) strengthens the new company's capabilities to scale; (2) increases demand for the new company's products and services; and (3) increases the number, diversity, and rapidity of external investments in the new company's value proposition portfolio.10anew company10ascaling company value10ascaling-up10avalue proposition10avalue proposition alignment1 aBailetti, Tony1 aTanev, Stoyan1 aKeen, Christian  utimreview.ca/article/136501313nas a2200217   4500008004100000022001400041245010600055210006900161260004200230300001000272490000600282520061000288653002600898653002300924653001800947653002200965653002700987100002401014700002001038856003701058       2018                        eng d  a1927-032100aWhat Do Business Customers Value? An Empirical Study of Value Propositions in a Servitization Context0 aWhat Do Business Customers Value An Empirical Study of Value Pro  aOttawabTalent First Networkc05/2018  a36-430 v83 aThis study was conducted in response to calls from the research community and industry for a greater empirical exploration of value propositions. It uses customer value-in-use as a starting point and employs empirical data on value propositions in a servitization context. The findings demonstrate how customers articulate the value-in-use, or benefits, of a selected offering. These results are subsequently used to develop value proposition elements that are aligned with these benefits. The implications for the value proposition literature and for companies in a servitization situation are discussed.10acustomer value in use10aservice transition10aservitization10avalue proposition10avalue-in-use dimension1 aSakyi-Gyinae, Kwesi1 aHolmlund, Maria  uhttp://timreview.ca/article/115700919nas a2200349   4500008004100000022001400041245004200055210003900097260004200136300000800178490000600186653002200192653001500214653001300229653001800242653001600260653002100276653002300297653000800320653001600328653002000344653001200364653001400376653002000390653002500410653001800435653002200453653002000475100001800495700001900513856003700532       2017                        eng d  a1927-032100aEditorial: Cybersecurity (April 2017)0 aEditorial Cybersecurity April 2017  aOttawabTalent First Networkc04/2017  a3-40 v710aanomaly detection10aautomation10abig data10acybersecurity10aexploration10aHypponen’s law10aInternet of Things10aIOT10alegislation10amedical devices10aprivacy10areal time10arisk assessment10asecurity engineering10asmart devices10avalue proposition10avulnerabilities1 aMcPhee, Chris1 aWeiss, Michael  uhttp://timreview.ca/article/106502082nas a2200265   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520126800263653001901531653002601550653002201576653002601598653002501624653002601649653002201675100001901697700002201716700002401738700001701762856003701779       2016                        eng d  a1927-032100aDetecting White Spots in Innovation-Driven  Intellectual Property Management0 aDetecting White Spots in InnovationDriven Intellectual Property   aOttawabTalent First Networkc07/2016  a34-470 v63 aTechnology companies scan the competitive arena for patents to discover research activities and technology trends. Patents are the outcome of innovation processes that take several month or even years, depending on the industry. The process of publishing patents usually lasts longer. A huge time gap of up to several years between early research and development activities and published patents is the consequence. Therefore, a patent is a weak indicator for the identification of early innovation activities. However, the inventor needs intellectual assets such as data, knowledge, and expertise to carry out an innovation process. It is likely that these intellectual assets can improve the competitor analysis – rendering them primary targets. In this article, we introduce a systematic approach to detect intellectual property (IP) activities of stakeholders in selected technology fields (e.g., hiring experts, taking part in research projects, gathering specific data). A technology field with a low intensity of IP activities offers great opportunities, which we call a "white spot". Our proposed approach can help identify the white spots in innovation-driven IP management and thereby help devise recommendations to improve a company’s IP portfolio.10abusiness model10acompetitive advantage10acompetitive arena10aInnovation management10aintellectual capital10aintellectual property10avalue proposition1 aEckelt, Daniel1 aDülme, Christian1 aGausemeier, Jürgen1 aHemel, Simon  uhttp://timreview.ca/article/100301745nas a2200253   4500008004100000022001400041245009300055210006900148260004200217300001000259490000600269520099400275653001901269653001801288653001501306653001601321653001801337653001801355653002201373100001801395700002301413700001901436856003601455       2015                        eng d  a1927-032100aExploring the Benefits of Integrating Business Model Research within Living Lab Projects0 aExploring the Benefits of Integrating Business Model Research wi  aOttawabTalent First Networkc12/2015  a19-270 v53 aBusiness model and living lab research both have similar objectives – to maximize the probability of successful market introduction of innovative solutions – be it through different means. Yet, there are still only few studies or reports discussing both, with those studies that do touch the subject staying at a high level. iMinds Living Labs has gained a lot of experience in combined living lab and business model innovation projects and, rather than being competing approaches, our results have shown that these two research methodologies can be complementary, where the combined approach turns out to be more powerful than each individual approach used alone. The goal of this article is to promote the inclusion of business model research in a model of "a living lab as a service" (and vice versa) by explaining the benefits and by introducing a practical framework to implement such combined research tracks based on the experience at iMinds Living Labs over the past few years.10abusiness model10acollaboration10ainnovation10aliving labs10auser research10avalue network10avalue proposition1 aRits, Olivier1 aSchuurman, Dimitri1 aBallon, Pieter  uhttp://timreview.ca/article/94902043nas a2200229   4500008004100000022001400041245007700055210006900132260004200201300001000243490000600253520135200259653001801611653001401629653002701643653003001670653002201700100001801722700001701740700002001757856003601777       2015                        eng d  a1927-032100aA Value Blueprint Approach to Cybersecurity in Networked Medical Devices0 aValue Blueprint Approach to Cybersecurity in Networked Medical D  aOttawabTalent First Networkc06/2015  a17-250 v53 aCybersecurity for networked medical devices has been usually “bolted on” by manufacturers at the end of the design cycle, rather than integrated as a key factor of the product development and value creation process. The recently released cybersecurity guidelines by the United States Food and Drug Administration (FDA) offer an opportunity for manufacturers to find a way of positioning cybersecurity as part of front-end design, value creation, and market differentiation. However, the technological architecture and the functionality of such devices require an ecosystem approach to the value creation process. Thus, the present article adopts an ecosystem approach to including cybersecurity as part of their value proposition. It extends the value blueprint approach suggested by Ron Adner to include an additional dimension that offers the opportunity to define: the potential locations of cybersecurity issues within the ecosystem, the specific nature of these issues, the players that should be responsible for addressing them, as well as a way to articulate the added cybersecurity value as a competitive differentiator to potential customers. The value of the additional blueprint dimension is demonstrated through a case study of a representative networked medical device – a connected insulin pump and continuous glucose monitor. 10acybersecurity10aecosystem10amarket differentiation10anetworked medical devices10avalue proposition1 aTanev, George1 aTzolov, Peyo1 aApiafi, Rollins  uhttp://timreview.ca/article/90301640nas a2200217   4500008004100000022001400041245013800055210006900193260004200262300001000304490000600314520091200320653002701232653002701259653002601286653002201312100001501334700001901349700001801368856003601386       2014                        eng d  a1927-032100aDisruptive Innovation vs Disruptive Technology: The Disruptive Potential of the Value Propositions of 3D Printing Technology Startups0 aDisruptive Innovation vs Disruptive Technology The Disruptive Po  aOttawabTalent First Networkc12/2014  a27-360 v43 aThis article describes an empirical study focusing on the classification of existing business opportunities in the 3D printing technology sector. The authors address three research questions. First, how do technology startups integrate new 3D printing technologies into specific market offers? Second, which value propositions are most attractive in terms of interest from the public and investors? Third, how does the degree of disruptiveness of value propositions relate to the degree of interest from the public and investors? The most notable finding is the link between the business traction of 3D printing technology startups and the degree of disruptiveness of their value propositions. Thus, the article provides empirical support for the conceptualization of the degree of disruptiveness of the value proposition as a metric for the evaluation of the business potential of new technology startups. 10a3D printing technology10aadditive manufacturing10adisruptive innovation10avalue proposition1 aHahn, Finn1 aJensen, Søren1 aTanev, Stoyan  uhttp://timreview.ca/article/85501244nas a2200205   4500008003900000022001400039245010300053210006900156260004200225300001000267490000600277520057300283653001900856653002800875653002500903653003200928653002200960100002000982856003601002       2012                          d  a1927-032100aA Customer Value Creation Framework for Businesses That Generate Revenue with Open Source Software0 aCustomer Value Creation Framework for Businesses That Generate R  aOttawabTalent First Networkc03/2012  a18-220 v23 aTechnology entrepreneurs must create value for customers in order to generate revenue. This article examines the dimensions of customer value creation and provides a framework to help entrepreneurs, managers, and leaders of open source projects create value, with an emphasis on businesses that generate revenue from open source assets. The proposed framework focuses on a firm's pre-emptive value offering (also known as a customer value proposition). This is a firm's offering of the value it seeks to create for a customer, in order to meet his or her requirements.10acustomer value10acustomer value creation10aopen source business10atechnology entrepreneurship10avalue proposition1 aShanker, Aparna  uhttp://timreview.ca/article/53400550nas a2200181   4500008003900000022001400039245005900053210005600112260004200168300001000210490000600220653002200226653001900248653002300267653002200290100002000312856003600332       2012                          d  a1927-032100aQ&A. What Is Customer Value and How Do You Deliver It?0 aQA What Is Customer Value and How Do You Deliver It  aOttawabTalent First Networkc02/2012  a32-330 v210acustomer feedback10acustomer value10amarket orientation10avalue proposition1 aShanker, Aparna  uhttp://timreview.ca/article/525