02228nas a2200217   4500008004100000022001400041245008200055210006900137260004200206300001000248490000700258520154600265653002201811653002501833653002801858653003801886653002101924100001801945700001701963856003001980       2020                        eng d  a1927-032100aThe Role of Academics, Users, and Customers in Industrial Product Development0 aRole of Academics Users and Customers in Industrial Product Deve  aOttawabTalent First Networkc03/2020  a60-690 v103 aIndustrial research and development (R&D) is often adopted as a leading strategy for innovation in high-technology firms. It has been recognized that collaboration with external actors has become increasingly crucial for R&D practices in a world where product and service innovation are increasingly challenging for companies involved in knowledge-intensive technology areas. Thus, high-technology firms are increasingly engaging in collaborative relationships with external stakeholders to transfer valuable new knowledge for industrial purposes, or to create new knowledge through a joint learning process. These external stakeholders may include research institutes such as universities, customer firms, or end users of the firm's products or services. Academic involvement in industrial innovation projects has traditionally focussed on the early stages of a product's development process, when new ideas and innovations are being developed. On the other hand, the interaction between a firm and its customers takes place during the final stages of the R&D process, when innovations are brought to market. In this paper, we explore how users and customers can be involved in university-industry collaboration projects from the beginning of the product development process. Based on a case study comprising five long-term university-industry collaborations in Finland, this paper presents collaborative practices through which academic actors, users, and industrial customers may actively take part in the industrial innovation processes.10acommercialization10acustomer involvement10astakeholder involvement10aUniversity-Industry Collaboration10auser involvement1 aKunttu, Leena1 aNeuvo, Yrjö  utimreview.ca/article/133700918nas a2200325   4500008004100000022001400041245008000055210006900135260004200204300000800246490000600254653002200260653001900282653001700301653002100318653001400339653001500353653002500368653001500393653001500408653000900423653001300432653001500445653002500460653001300485100001800498700001900516700001900535856003800554       2019                        eng d  a1927-032100aEditorial: Technology Commercialization and Entrepreneurship (January 2019)0 aEditorial Technology Commercialization and Entrepreneurship Janu  aOttawabTalent First Networkc01/2019  a3-80 v910acommercialization10adigitalization10ae-leadership10aentrepreneurship10aframework10ainnovation10ainternationalization10alegitimacy10amanagement10aSMEs10astartups10atechnology10atechnology intensity10aventures1 aMcPhee, Chris1 aGiones, Ferran1 aDutta, Dev, K.  uhttps://timreview.ca/article/120701924nas a2200229   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520122000261653002201481653002301503653002301526653001701549653004001566653000901606100002101615700002001636856003801656       2019                        eng d  a1927-032100aE-Leadership in Small and Medium-Sized Enterprises in the Developing World0 aELeadership in Small and MediumSized Enterprises in the Developi  aOttawabTalent First Networkc01/2019  a64-740 v93 aSmall- and medium-sized enterprises (SMEs) play an important role in the economies of many developing countries. A critical challenge faced by SME leaders, as digitization continues, is how to adopt digital technologies to create value and enable faster product commercialization. There is a paucity of empirical research examining how e-leadership in SMEs drives technology and new product commercialization processes in the developing world. In this study, we have broadened the notion of what constitutes e-leadership, from the perspective of how advanced information technologies affect the leadership dynamic and the appropriation of advanced information technologies. Although there have been several studies on leading technologies in developed countries, we focus on developing an e-leadership framework for SMEs in developing economies. Using this framework and five selection criteria, we conducted 11 interviews with a sample of successful SMEs selected from a pool of 2,240 firms in the city of Johannesburg, South Africa. We conclude by highlighting the five key findings of this study, which explain how SMEs can develop effective e-leadership to foster commercialization and improve firm performance.10acommercialization10adeveloping country10adigital technology10ae-leadership10asmall- and medium-sized enterprises10aSMEs1 aBelitski, Maksim1 aLiversage, Bain  uhttps://timreview.ca/article/121200663nas a2200241   4500008004100000022001400041245004100055210003800096260004200134300000800176490000600184653002200190653002300212653003000235653001100265653001800276653000900294653001700303653003500320653001000355100001800365856003800383       2018                        eng d  a1927-032100aEditorial: Insights (September 2018)0 aEditorial Insights September 2018  aOttawabTalent First Networkc09/2018  a3-30 v810acommercialization10aemerging economies10aentrepreneurial marketing10aexport10aglobalization10alean10apartnerships10atransnational entrepreneurship10atrust1 aMcPhee, Chris  uhttps://timreview.ca/article/118102172nas a2200253   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520144300257653002201700653001201722653001501734653002801749653002301777653001701800653001301817653002601830653000801856100001701864856003701881       2017                        eng d  a1927-032100aAccelerating Research Innovation by Adopting the Lean Startup Paradigm0 aAccelerating Research Innovation by Adopting the Lean Startup Pa  aOttawabTalent First Networkc05/2017  a32-430 v73 aConverting scientific expertise into marketable products and services is playing an increasingly important role in the launching of new ventures, the growth of existing firms, and the creation of new jobs. In this article, we explore how the lean startup paradigm, which validates the market for a product with a business model that can sustain subsequent scaling, has led to a new process model to accelerate innovation. We then apply this paradigm to the context of research at universities and other research organizations. The article is based on the assumption that the organizational context matters, and it shows how a deeper understanding of the research context could enable an acceleration of the innovation process. We complement theoretical examples with a case example from VTT Technical Research Institute of Finland. Our findings show that many of the concepts from early-acceleration phases – and the lean startup paradigm – can also be relevant in innovation discussions within the research context. However, the phase of value-proposition discovery is less adequately addressed, and that of growth discovery, with its emphasis on building on a scalable, sustainable business does not seem to be addressed with the presented innovation approaches from the research context. Hence, the entrepreneurial activities at the research context differ from those in startups and internal startups in established organizations.10acommercialization10acontext10ainnovation10ainnovation acceleration10ainnovation paradox10alean startup10aresearch10aresearch organization10aVTT1 aStill, Kaisa  uhttp://timreview.ca/article/107500618nas a2200205   4500008004100000022001400041245006500055210006200120260004200182300001000224490000600234653002200240653002100262653001400283653001300297653002400310653001700334100002400351856003700375       2017                        eng d  a1927-032100aQ&A. Are Universities Ready for Knowledge Commercialization?0 aQA Are Universities Ready for Knowledge Commercialization  aOttawabTalent First Networkc07/2017  a63-680 v710acommercialization10aentrepreneurship10aknowledge10aresearch10atechnology transfer10auniversities1 aKhan, Mohammad Saud  uhttp://timreview.ca/article/109100804nas a2200289   4500008004100000022001400041245004400055210004100099260004200140300000800182490000600190653002900196653002100225653001200246653002200258653002800280653001800308653001800326653002200344653001700366653001300383653001600396653002900412100001800441700001900459856003600478       2015                        eng d  a1927-032100aEditorial: Cybersecurity (January 2015)0 aEditorial Cybersecurity January 2015  aOttawabTalent First Networkc01/2015  a3-40 v510aautomotive manufacturing10abotnet takedowns10abotnets10acommercialization10acritical infrastructure10acyber-attacks10acybersecurity10aemployee training10agamification10aInternet10aoutsourcing10aquantum key distribution1 aMcPhee, Chris1 aBailetti, Tony  uhttp://timreview.ca/article/86002110nas a2200313   4500008004100000022001400041245011900055210006900174260004200243300001000285490000600295520114100301653002501442653001801467653001501485653002201500653002001522653001901542653001601561653002901577653001401606653001801620100002201638700002801660700002401688700002701712700002101739856003601760       2015                        eng d  a1927-032100aIdentifying the Challenges in Commercializing High Technology: A Case Study of Quantum Key Distribution Technology0 aIdentifying the Challenges in Commercializing High Technology A   aOttawabTalent First Networkc01/2015  a26-360 v53 aThis article examines the challenges in commercializing high technologies successfully and sustainably using quantum key distribution (QKD) technology as a case study. Quantum communication is increasingly relevant to cybersecurity and nanotechnology, which will replace current technologies and change the way we live. To understand how such high technology could be successfully commercialized, we interviewed individuals from four metrology institutions and two international companies. The result revealed that scattered and small markets, supply chain development, technology validation/certification, a lack of available or adequate infrastructure, and after-sales services are the most serious challenges facing successful commercialization of quantum communication technology. To validate these challenges, we conducted a survey of 60 experts, 49 of whom agreed that above-mentioned factors could affect the commercialization success of QKD technology. Likewise, the survey revealed that technical development, customer orientation/awareness, and government regulations could also hinder the commercialization of QKD technology.10aafter-sales services10acertification10achallenges10acommercialization10ahigh technology10ainfrastructure10amarket size10aquantum key distribution10astandards10asupply chains1 aNatsheh, Anas, Al1 aGbadegeshin, Saheed, A.1 aRimpiläinen, Antti1 aImamovic-Tokalic, Irna1 aZambrano, Andrea  uhttp://timreview.ca/article/86402393nas a2200241   4500008004100000022001400041245008400055210006900139260004200208300001000250490000600260520164100266653002201907653002601929653001601955653002801971653002301999653002202022653002402044653002402068100002302092856003602115       2014                        eng d  a1927-032100aCommercialization and Public Good: Conflict, Complement, or Critical Component?0 aCommercialization and Public Good Conflict Complement or Critica  aOttawabTalent First Networkc07/2014  a27-350 v43 aThe controversy regarding the role of science in society – and how science can best achieve its role – may well date as far back as the beginnings of science itself. The specific arguments and the possible mechanisms for science to impact society, however, have changed over time. This article picks up the conversation with regards to the specific role of publicly funded science, presuming, similar to Brecht in this article's opening quotation, that publicly funded science has the goal of making positive contributions to society. 

To achieve this goal, today’s scientists and research managers face a myriad options of publication venues, protection mechanism, and collaborations with external partners including licensing and other options for commercialization. Oftentimes, the goal of achieving positive contributions to society is perceived as being in fundamental conflict with the restrictions many commercialization arrangements place on the use of knowledge. This article argues that, although commercialization may at times conflict with the goal of achieving positive contributions to society, it can also be complementary to pursuits towards societal contributions, or even a critical component in achieving the desired positive contributions to society. More specifically, it suggests that the use of the term “science for the public good” as description of the goal to achieve positive societal contributions might create confusion with the economic term “public good”. Thus, it seeks to reframe the discussion of how science can contribute to society in an era of increased openness and interaction. 10acommercialization10aintellectual property10apublic good10apublicly funded science10ascience in society10asocietal benefits10atechnology transfer10auniversity research1 aSchillo, R. Sandra  uhttp://timreview.ca/article/81000879nas a2200301   4500008004100000022001400041245006300055210006000118260004200178300000800220490000600228653001600234653002000250653002200270653001500292653002100307653001500328653002400343653002300367653001200390653002800402653002200430653001300452653003500465653002300500100001800523856003600541       2014                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship (December 2014)0 aEditorial Innovation and Entrepreneurship December 2014  aOttawabTalent First Networkc12/2014  a3-50 v410a3D printing10abusiness models10acommercialization10adisruption10aentrepreneurship10ainnovation10ainnovation capacity10ainnovation culture10apatents10asocial entrepreneurship10asocial innovation10aspinoffs10auniversity technology transfer10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/85201639nas a2200229   4500008004100000022001400041245006200055210006200117260004200179300001000221490000600231520093800237653002201175653003101197653003301228653001201261653002601273653003201299653002401331100001801355856003601373       2014                        eng d  a1927-032100aTurning Technology into Business Using University Patents0 aTurning Technology into Business Using University Patents  aOttawabTalent First Networkc12/2014  a37-430 v43 aWe present an education paradigm that stimulates innovation and entrepreneurship through a master's-level university course: "Turning Technology into Business". The course was specifically designed to connect technological research with education using patented technologies developed at the research faculties of a technical university in the Netherlands. We outline the structure and the main content of the course and explain the selection process of both the patents used in the course and the students admitted to the course. This program was initiated at Delft University of Technology in 2003 and has resulted in 10 startups that have commercialized new technologies and at least two additional dozen startups that are indirect spinoffs. To illustrate the potential of this approach, we describe the case of Holland Container Innovations, a company founded by students who developed a foldable sea container during the course.10acommercialization10aentrepreneurship education10amulti-disciplinary team work10apatents10astudent entrepreneurs10atechnology entrepreneurship10auniversity research1 aHartmann, Dap  uhttp://timreview.ca/article/85601503nas a2200217   4500008004100000022001400041245012900055210006900184260004200253300001000295490000600305520076600311653003701077653001101114653002201125653005001147653000701197653002001204100002501224856003601249       2013                        eng d  a1927-032100aAddressing Canada's Commercialization Crisis and Shortage of Venture Capital: Will the Federal Government’s Solution Work?0 aAddressing Canadas Commercialization Crisis and Shortage of Vent  aOttawabTalent First Networkc09/2013  a26-310 v33 aLack of funding is a major challenge to innovation in Canada’s emerging technology industry. This article will focus on this supply-side challenge within the complex venture capital ecosystem and discuss: i) the current shortage of venture capital available to commercialize Canada’s R&D; ii) the causes and consequences of that venture capital shortage; iii) how the federal government will address this shortage through its innovative 2013 Venture Capital Action Plan, which commits $400 million and seeks to raise at least another $800 million from outside investors; and iv) how a separate decision in the federal 2013 budget to phase out federal tax credits for labour-sponsored venture capital funds could imperil the 2013 Venture Capital Action Plan.10a2013 Venture Capital Action Plan10aCanada10acommercialization10alabour-sponsored venture capital corporations10aVC10aventure capital1 aHurwitz, Stephen, A.  uhttp://timreview.ca/article/72500832nas a2200265   4500008004100000022001400041245007500055210006900130260004200199300000800241490000600249653002100255653002400276653002200300653002000322653002000342653003700362653002400399653002800423653002400451653002100475100001800496700001600514856003600530       2013                        eng d  a1927-032100aEditorial: Managing Innovation for Tangible Performance (October 2013)0 aEditorial Managing Innovation for Tangible Performance October 2  aOttawabTalent First Networkc10/2013  a3-50 v310aapplied research10aboundary management10acommercialization10acompany culture10acompetitiveness10afirm-level innovation management10ainnovation literacy10ainnovative capabilities10amanaging innovation10amarket lifecycle1 aMcPhee, Chris1 aCohn, Sorin  uhttp://timreview.ca/article/73000664nas a2200205   4500008004100000022001400041245007700055210006900132260004200201300000800243490000600251653002200257653002000279653003700299653002800336653002400364100001800388700001600406856003600422       2013                        eng d  a1927-032100aEditorial: Managing Innovation for Tangible Performance (September 2013)0 aEditorial Managing Innovation for Tangible Performance September  aOttawabTalent First Networkc09/2013  a3-50 v310acommercialization10acompetitiveness10afirm-level innovation management10ainnovative capabilities10amanaging innovation1 aMcPhee, Chris1 aCohn, Sorin  uhttp://timreview.ca/article/72102627nas a2200241   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520192000235653002402155653003002179653002202209653001802231653001402249653001902263653003202282100001602314700001902330856003602349       2013                        eng d  a1927-032100aKeystone Business Models for Network Security Processors0 aKeystone Business Models for Network Security Processors  aOttawabTalent First Networkc07/2013  a25-330 v33 aNetwork security processors are critical components of high-performance systems built for cybersecurity. Development of a network security processor requires multi-domain experience in semiconductors and complex software security applications, and multiple iterations of both software and hardware implementations. Limited by the business models in use today, such an arduous task can be undertaken only by large incumbent companies and government organizations. Neither the “fabless semiconductor” models nor the silicon intellectual-property licensing (“IP-licensing”) models allow small technology companies to successfully compete. This article describes an alternative approach that produces an ongoing stream of novel network security processors for niche markets through continuous innovation by both large and small companies. This approach, referred to here as the "business ecosystem model for network security processors", includes a flexible and reconfigurable technology platform, a “keystone” business model for the company that maintains the platform architecture, and an extended ecosystem of companies that both contribute and share in the value created by innovation. New opportunities for business model innovation by participating companies are made possible by the ecosystem model. This ecosystem model builds on: i) the lessons learned from the experience of the first author as a senior integrated circuit architect for providers of public-key cryptography solutions and as the owner of a semiconductor startup, and ii) the latest scholarly research on technology entrepreneurship, business models, platforms, and business ecosystems. This article will be of interest to all technology entrepreneurs, but it will be of particular interest to owners of small companies that provide security solutions and to specialized security professionals seeking to launch their own companies.10abusiness ecosystems10abusiness model innovation10acommercialization10acybersecurity10aplatforms10asemiconductors10atechnology entrepreneurship1 aLow, Arthur1 aMuegge, Steven  uhttp://timreview.ca/article/70300707nas a2200229   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273653001300279653002200292653001500314653002500329653001600354653001100370653001900381653001800400100002300418856003600441       2013                        eng d  a1927-032100aQ&A. What Are the Components of Canada's Innovation Ecosystem and How Well Is it Performing?0 aQA What Are the Components of Canadas Innovation Ecosystem and H  aOttawabTalent First Networkc09/2013  a38-410 v310aacademia10acommercialization10ainnovation10ainnovation ecosystem10aperformance10apolicy10aprivate sector10apublic sector1 aWatters, David, B.  uhttp://timreview.ca/article/72701801nas 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/73200715nas a2200241   4500008004100000022001400041245008800055210006900143260004200212300001000254490000600264653001100270653002200281653001600303653001200319653002100331653001800352653001500370653002400385653001200409100001600421856003600437       2013                        eng d  a1927-032100aTIM Lecture Series – Enhancing Competitive Position Through Innovation Beyond R&D0 aTIM Lecture Series Enhancing Competitive Position Through Innova  aOttawabTalent First Networkc05/2013  a34-380 v310aCanada10acommercialization10acompetition10aculture10aentrepreneurship10aglobalization10ainnovation10amanaging innovation10ametrics1 aCohn, Sorin  uhttp://timreview.ca/article/68602201nas a2200205   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520155900279653002201838653001501860653002401875653001501899653002001914100002501934856003601959       2013                        eng d  a1927-032100aTime to Innovate: Reflections and Recommendations on Time Management for Innovation Managers0 aTime to Innovate Reflections and Recommendations on Time Managem  aOttawabTalent First Networkc09/2013  a13-190 v33 aEffective time management is a critical success factor for most projects; however, it is particularly challenging for projects involving substantial innovation. For most projects, time (i.e., the schedule) becomes a management "red flag" that signals when something goes wrong or gets out of control. The challenge for projects involving significant innovation is that one or more critical activities may be of an unknown duration or involve factors outside the normal design process and require "red flagging" from the outset. Managers of innovation projects have to distinguish between those activities or work packets that are a part of “business as usual” and those that involve innovation. They must identify and quantify the schedule risks and develop strategies to mitigate them. For example, one strategy to manage time-related risk is to decouple the innovation value as perceived by the customer (innovation output) from the technology innovation that is needed to deliver the product value in a cost-effective manner (innovation input). This strategy should take into account the likely consequences of longer-than-anticipated innovation time. Two common risks associated with poor time management for innovation are running out of financial runway to reach sustainable revenue and missing a critical market window. In this article, the author reflects on almost 30 years of experience in the Canadian innovation system across several industry sectors and provides some practical recommendations on time management for innovation managers.10acommercialization10ainnovation10aproduct development10atechnology10atime management1 aCrawhall, Robert, J.  uhttp://timreview.ca/article/72301727nas a2200217   4500008004100000022001400041245005700055210005700112260001200169300000900181490000600190520113200196653002001328653002201348653001501370653003201385653001801417653001901435100001901454856003601473       2012                        eng d  a1927-032100aBusiness Model Discovery by Technology Entrepreneurs0 aBusiness Model Discovery by Technology Entrepreneurs  c04/2012  a5-160 v23 aValue creation and value capture are central to technology entrepreneurship. The ways in which a particular firm creates and captures value are the foundation of that firm's business model, which is an explanation of how the business delivers value to a set of customers at attractive profits. Despite the deep conceptual link between business models and technology entrepreneurship, little is known about the processes by which technology entrepreneurs produce successful business models. This article makes three contributions to partially address this knowledge gap. First, it argues that business model discovery by technology entrepreneurs can be, and often should be, disciplined by both intention and structure. Second, it provides a tool for disciplined business model discovery that includes an actionable process and a worksheet for describing a business model in a form that is both concise and explicit. Third, it shares preliminary results and lessons learned from six technology entrepreneurs applying a disciplined process to strengthen or reinvent the business models of their own nascent technology businesses.10abusiness models10acommercialization10ainnovation10atechnology entrepreneurship10avalue capture10avalue creation1 aMuegge, Steven  uhttp://timreview.ca/article/54501264nas a2200193   4500008003900000022001400039245006200053210006100115260004200176300001000218490000600228520071000234653002200944653001500966653002100981653001501002100001701017856003601034       2012                          d  a1927-032100aCreativity: Linking Theory and Practice for Entrepreneurs0 aCreativity Linking Theory and Practice for Entrepreneurs  aOttawabTalent First Networkc08/2012  a10-150 v23 aIn this article, creativity research is brought into focus for those involved in the practice of entrepreneurship. The author provides a background on creativity research, how it is defined, and systems models that attempt to explain it. The author distinguishes between creative and innovative activities, and provides advice to entrepreneurs to help realize the creative potential of their organizations. The author reinforces the view that entrepreneurs create new value by investing in ideas, and specific recommendations are made for creating supportive structures, building teams of creative individuals, and successfully championing ideas to acquire the resources they need to produce innovations. 10acommercialization10acreativity10aentrepreneurship10ainnovation1 aDuxbury, Tom  uhttp://timreview.ca/article/59400609nas 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