01818nas a2200205   4500008004100000022001400041245005400055210004800109260004200157300001000199490000600209520127100215653001701486653001501503653001501518653001401533653001701547100001801564856003001582       2019                        eng d  a1927-032100aDesign Rules for ‘Triple Helix’ Organizations0 aDesign Rules for Triple Helix Organizations  aOttawabTalent First Networkc11/2019  a54-630 v93 aThe image of the triple helix with three forces spiraling around each other has proven to be a powerful and inspiring image of the collaboration between government, business, and academia. The partners in such collaborative arrangements no doubt share an interest in making the collaboration successful. However, they also have specific interests and goals of their own. Too many triple helix arrangements have failed, because they did not consider this basic fact. Achieving their own goals is not necessarily the intention with which partners enter the collaborative effort, but they may well end up following this strategy. We start this paper with a brief description of what can be considered a typical case of &lsquo;successful failure&rsquo; in a triple helix organization. We then review the literature regarding reasons for success or failure of triple helix organizations. We find that transparency and credible sanctions for self-interested behaviour are important requirements for successful triple helix arrangements. We then use notions from cybernetics and organizational design to develop basic rules for the design of triple helix arrangements. Basically, these rules and arrangements aim to ensure that self-interest and common purpose will concur.10adesign rules10aleadership10amotivation10asanctions10atriple helix1 aDankbaar, Ben  utimreview.ca/article/128301222nas 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/127801859nas 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/119100788nas a2200289   4500008004100000022001400041245003800055210003500093260004200128300000800170490000600178653002300184653003100207653001600238653001500254653001500269653001600284653001500300653002700315653002400342653001600366653002000382653001700402653002400419100001800443856003700461       2017                        eng d  a1927-032100aEditorial: Insights (August 2017)0 aEditorial Insights August 2017  aOttawabTalent First Networkc08/2017  a3-40 v710aacademic spin-offs10abusiness model development10acar sharing10aincubation10aleadership10aMachiavelli10amanagement10aorganizational culture10aresearch institutes10aresearchers10asharing economy10asocial media10atechnology transfer1 aMcPhee, Chris  uhttp://timreview.ca/article/109400780nas a2200241   4500008004100000022001400041245010600055210006900161260004200230300001000272490000600282653002700288653002600315653001500341653002000356653001600376653001800392653001500410653004000425653001500465100002100480856003700501       2017                        eng d  a1927-032100aQ&A. Does Machiavelli’s The Prince Have Relevant Lessons for Modern High-Tech Managers and Leaders?0 aQA Does Machiavelli s The Prince Have Relevant Lessons for Moder  aOttawabTalent First Networkc08/2017  a40-470 v710acut-throat competition10aInnovation management10aleadership10alean philosophy10aMachiavelli10aMachiavellian10amanagement10atechnological innovation leadership10aThe Prince1 aHamilton, Clovia  uhttp://timreview.ca/article/109900585nas a2200217   4500008004100000022001400041245005200055210004900107260004200156300000800198490000600206653001500212653001300227653001500240653001400255653001500269653001500284653001400299100001800313856003600331       2015                        eng d  a1927-032100aEditorial: Creativity in Innovation (July 2015)0 aEditorial Creativity in Innovation July 2015  aOttawabTalent First Networkc07/2015  a3-40 v510acreativity10aideation10ainnovation10aknowledge10aleadership10amanagement10aprocesses1 aMcPhee, Chris  uhttp://timreview.ca/article/90801999nas a2200325   4500008004100000022001400041245006900055210006800124260004200192300001000234490000600244520112200250653001101372653001501383653002001398653001901418653001601437653001801453653001501471653001401486653002301500653001501523653001501538653001301553653001301566100002101579700002001600700001701620856003601637       2015                        eng d  a1927-032100aSecuring Cyberspace: Towards an Agenda for Research and Practice0 aSecuring Cyberspace Towards an Agenda for Research and Practice  aOttawabTalent First Networkc11/2015  a26-340 v53 aIn this article, we seek to identify the important challenges preventing security in cyberspace and to identify the key questions that nations should set out to answer to play a leading role in securing cyberspace. An important assertion is that the challenge of securing cyberspace transcends the abilities of any single entity and requires a radical shift in our approach in how: i) research is conducted, ii) cybersecurity researchers are educated, iii) new defendable systems are developed, and iv) effective defensive countermeasures are deployed. Our response draws upon extensive source material and our personal experiences as cybersecurity professionals contributing to the establishment of the VENUS Cybersecurity Corporation, a not-for-profit corporation that aims to make Canada a global leader in cybersecurity. We view the challenge to be global and transdisciplinary in nature and this article to be of relevance world-wide to senior decision makers, policy makers, managers, educators, strategists, futurists, scientists, technologists, and others interested in shaping the online world of the future.10aCanada10achallenges10acountermeasures10acyber security10acybersafety10acybersecurity10acyberspace10adetection10aInternet of Things10aleadership10amitigation10aresearch10asecurity1 aLevesque, Renaud1 aWalsh, D’Arcy1 aWhyte, David  uhttp://timreview.ca/article/94301354nas a2200205   4500008004100000022001400041245008000055210006900135260004200204300001000246490000600256520074700262653002101009653001801030653001501048653001501063653001501078100001901093856003601112       2015                        eng d  a1927-032100aSetting the Stage for Collaborative Creative Leadership at Cirque du Soleil0 aSetting the Stage for Collaborative Creative Leadership at Cirqu  aOttawabTalent First Networkc07/2015  a59-650 v53 aDebates about the nature of leadership for creativity have been ongoing since the 1950s. But, despite the central role leadership plays in the management of creative processes, few contributions highlight the actual practice of leadership for collaborative creative ventures. This interview with the Director of Acrobatics and Coaching at Cirque du Soleil addresses the reflexive experience of a creative leader faced with the challenges of integrating multiple expertises around complex, technological, human, and poly-sensorial creative performances. In this context, leadership for collaborative creativity appears as a constant and dynamic balancing act between people, ideas, deliverables, and the position and personality of the leader.10aCirque du Soleil10acollaboration10acreativity10ainnovation10aleadership1 aSimon, Laurent  uhttp://timreview.ca/article/91501896nas a2200253   4500008004100000022001400041245006900055210006800124260004200192300001000234490000600244520117800250653001801428653003401446653001801480653001201498653001501510653001501525653002001540653001301560100001701573700001601590856003601606       2014                        eng d  a1927-032100aCollaborative Idea Management: A Driver of Continuous Innovation0 aCollaborative Idea Management A Driver of Continuous Innovation  aOttawabTalent First Networkc02/2014  a11-160 v43 aDespite the critical importance of innovation to most companies' ongoing success, many organizations fail to develop sustainable innovation management processes. The article explores the application of collaborative idea management to drive continuous innovation in large organizations based on our experience at Waabii, an innovation software and consulting service provider. First, we identify the key roadblocks faced by organizations in managing their innovation processes. Next, we describe the innovation model created at Waabii to help implement a sustainable innovation process, and we present a case study of an innovation management software solution, Exago Idea Market, which was implemented to create a collaborative and sustainable innovation environment in a large global telecommunications company. Finally, we offer recommendations for implementing this model of collaborative idea management. This article is particularly relevant to managers in larger organizations and practitioners of organizational change seeking to identify inhibitors of growth and business innovation and how to combat the roadblocks and create a sustainable innovation environment.10acollaboration10acollaborative idea management10acrowdsourcing10aculture10ainnovation10aleadership10aOpen innovation10astrategy1 aBank, Jesper1 aRaza, Adnan  uhttp://timreview.ca/article/76401823nas a2200253   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520106700276653001501343653002601358653001501384653002101399653001001420653002701430653001301457100001901470700002401489700002001513856003601533       2013                        eng d  a1927-032100aCorporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure0 aCorporate Lifecycles Modelling the Dynamics of Innovation and It  aOttawabTalent First Networkc10/2013  a22-290 v33 aCorporate leadership and corporate culture have to be aligned to market realities to ensure the long-term success of a firm.  As companies form, grow, and mature, the management of the enterprises also have to evolve through the business lifecycle. What is successful in the introduction stage may not be successful for a mature company. Firms are required to change their focus from product development, to market development, to process development, and finally to market and financial leadership. To be successful means that not only the types of employees hired have to evolve to support the culture required, but the leadership styles and management focus also have to change and adapt to the new realities that firms encounter in their market. The dynamic model presented in this article shows the broad strategic imperatives that must be met by firms, and it is presented through a graphical illustration of how successful firms manage their evolution and how firms can fail through mis-allocation of corporate efforts to non-mission critical initiatives.10ainnovation10aInnovation management10aleadership10amarket lifecycle10amodel10aorganizational culture10astaffing1 aKoplyay, Tamas1 aChillingworth, Lisa1 aMitchell, Brian  uhttp://timreview.ca/article/73301064nas 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/53600609nas 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/569