01222nas a2200445   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002800188653002600216653001800242653001800260653001300278653001700291653001900308653003100327653003100358653002100389653003100410653001400441653001500455653003500470653001500505653002600520653001400546653001500560653002200575653002000597653001400617653000900631653001300640653001700653653003500670100001800705700002300723856003000746       2019                        eng d  a1927-032100aEditorial: Insights (November 2019)0 aEditorial Insights November 2019  aOttawabTalent First Networkc11/2019  a3-40 v910aartificial intelligence10acompetitive advantage10acybersecurity10adeep learning10aDeepfake10adesign rules10adigitalization10aentrepreneurial ecosystems10aentrepreneurial university10aentrepreneurship10aentrepreneurship education10afake news10ainnovation10ainternational entrepreneurship10aleadership10aLearning Capabilities10amarketing10amotivation10anew venture teams10aquadruple helix10asanctions10aSMEs10ateamwork10atriple helix10auniversity business incubation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/127801840nas a2200229   4500008004100000022001400041245006900055210006700124260004200191300001000233490000600243520113000249653003101379653003101410653003101441653002001472653001701492653003501509100001901544700001701563856003001580       2019                        eng d  a1927-032100aA University Business School as an Entrepreneurial Ecosystem Hub0 aUniversity Business School as an Entrepreneurial Ecosystem Hub  aOttawabTalent First Networkc11/2019  a15-250 v93 aThis article assesses the progress of a business school toward achieving the status of an entrepreneurial ecosystem hub with emphasis on the components related to entrepreneurial universities, entrepreneurship education, university business incubators, and university-enterprise-government-civil society collaboration. The objective of a business school serving as an entrepreneurial ecosystem hub, is to stimulate economic development, generate employment, and create innovative technology-based ventures or service businesses. These components are discussed from theoretical and practical viewpoints in order to provide greater understanding of the concepts. An insider action research assessment of the university-affiliated business school was conducted to gauge the progress made in building an embryonic entrepreneurial ecosystem centered upon a business school as a hub. Emphasis is placed on the need to develop strong collaboration among key stakeholders for achieving success in building an effective entrepreneurial ecosystem based on a quadruple helix system, consistent with the lead-in quotation to the article.10aentrepreneurial ecosystems10aentrepreneurial university10aentrepreneurship education10aquadruple helix10atriple helix10auniversity business incubation1 aAllahar, Haven1 aSookram, Ron  utimreview.ca/article/128001665nas a2200265   4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520086800277653002001145653002301165653001601188653001501204653001301219653002001232653002001252653002501272100001801297700002001315700002601335856003801361       2018                        eng d  a1927-032100aExploring the Use of Stakeholder Analysis Methodology in the Establishment of a Living Lab0 aExploring the Use of Stakeholder Analysis Methodology in the Est  aOttawabTalent First Networkc12/2018  a26-390 v83 aThis article explores how to conduct a cost-effective stakeholder analysis to investigate opportunities and interest in establishing a living lab for an autonomous ferry connection. Using an action research approach, we share our experiences with the process and results, and we reflect openly on the strengths and weaknesses of both the stakeholder methodology generally as well as our own implementation specifically. According to the cyclic nature of action research and experiential learning, the research was conducted in two iterations, with the second iteration drawing upon input from the first. We compare and discuss these two approaches in terms of costs and benefits from a practitioner’s perspective. The article provides a contribution to stakeholder analysis methodology for complex, multi-stakeholder innovation initiatives, such as living labs.10aaction research10aautonomous vessels10aliving labs10amanagement10amaritime10aOpen innovation10aquadruple helix10astakeholder analysis1 aImset, Marius1 aHaavardtun, Per1 aTannum, Marius, Stian  uhttps://timreview.ca/article/120301912nas a2200301   4500008004100000022001400041245010400055210006900159260004200228300001000270490000600280520100100286653002001287653002601307653001401333653001001347653002001357653004301377653000901420653002501429653002501454653001701479100001601496700002101512700002001533700002101553856003601574       2016                        eng d  a1927-032100aAll Australian Regions Are Not Born Equal: Understanding the Regional Innovation Management Sandpit0 aAll Australian Regions Are Not Born Equal Understanding the Regi  aOttawabTalent First Networkc06/2016  a11-230 v63 aIn this article, we highlight and challenge an overly simplistic assessment of regions and regional innovation systems in Australia. Treating each region and place as equal and prescribing blanket policy is anathema to the reality. Having argued that places are not equivalent, we then move on to highlight that commonalities at a deeper institutional level are possible. We draw on fieldwork and ongoing action research from the Australian regions of Hunter and Central Coast (New South Wales) and Northern Tasmania. Results of the theory and case work have been instrumental in the development of 11 structural attributes of a regional innovation management (RIM) sandpit framework. The framework provides attributes but also important process insights related to regional programs, enterprise development, and project innovations. Although developing from the Australian context, we expect that the RIM Sandpit and its place-based insights can be generalized to other regions around the world.10aaction research10aconstructed advantage10aphronesis10apivot10aquadruple helix10aregional innovation management sandpit10aRIS310asmart specialization10astrategic management10atriple helix1 aKriz, Anton1 aMolloy, Courtney1 aKriz, Alexandra1 aSonntag, Sabrina  uhttp://timreview.ca/article/99302204nas a2200277   4500008004100000022001400041245011800055210006900173260004200242300000900284490000600293520134300299653001501642653002601657653002001683653002501703653001701728653001801745653002501763653002501788653002401813653001701837100002101854700001501875856003601890       2015                        eng d  a1927-032100aMaking Smart Regions Smarter: Smart Specialization and the Role of Universities in Regional Innovation Ecosystems0 aMaking Smart Regions Smarter Smart Specialization and the Role o  aOttawabTalent First Networkc10/2015  a7-150 v53 aWhat makes a "smart region" smarter? We argue that it is the active orchestration of the regional ecosystem around concepts such as knowledge co-creation and exploitation, opportunity exploration, and capacity building. Simply adding to the proliferation of software developers in the area, stimulating the activities of business clusters around information technology, and providing digitally enabled services for citizens is not enough to make a region smarter. Smartness is enhanced by a well-orchestrated regional innovation ecosystem with a strong "smart specialization strategy" that leverages the new societal roles played by universities. In this article, we describe the European Commission’s program for research and innovation strategies for smart specialization (RIS3) and show how the Helsinki Region in Finland is using smart specialization, ecosystem orchestration, and the active role of universities to enhance regional innovation and the "smartness" of the region. These activities are discussed in the context of policy documents and strategy papers from regional, national, and European authorities, which illustrates some differences between papers and practice. This is work in progress, and based on early results, we draw initial conclusions about how putting policy into practice can make smart regions smarter.10ainnovation10ainnovation ecosystems10aquadruple helix10arole of universities10asmart cities10asmart regions10asmart specialisation10asmart specialization10asocietal innovation10atriple helix1 aMarkkula, Markku1 aKune, Hank  uhttp://timreview.ca/article/932