01452nas a2200241   4500008004100000022001400041245008900055210006900144260004200213300000900255490000700264520076900271653002201040653001401062653001501076653001001091653000801101653001301109653001901122100002001141700001901161856003001180       2021                        eng d  a1927-032100aStrategies for a Small to Medium-sized Enterprise to Engage in an Existing Ecosystem0 aStrategies for a Small to Mediumsized Enterprise to Engage in an  aOttawabTalent First Networkc10/2021  a5-190 v113 aRecent advances in ecosystem theory prescribe that companies need to develop offers that are modular and form unique or supermodular complementarities with other offers. However, both academic and managerial knowledge of the strategies that especially small and medium sized enterprises (SMEs) can use to engage in existing ecosystems for value creation remains scattered and predominantly vague. This article thus aims to explore applicable ecosystem engagement strategies from the perspective of SMEs, as discussed in previous scholarly literature. In so doing, the article puts forward and elaborates three distinct strategies that SMEs can apply to become part of value-creating ecosystems. In this way, the findings contribute to the literature on ecosystems.10aComplementarities10aecosystem10aengagement10aEntry10aSME10astrategy10avalue creation1 aBashuri, Ermela1 aBailetti, Tony  utimreview.ca/article/145301919nas a2200205   4500008004100000022001400041245011300055210006900168260004200237300001000279490000700289520126900296653001401565653001301579653003301592653001801625653001901643100002101662856003001683       2020                        eng d  a1927-032100aEcosystem Value Creation and Capture: A Systematic Review of Literature and Potential Research Opportunities0 aEcosystem Value Creation and Capture A Systematic Review of Lite  aOttawabTalent First Networkc01/2020  a16-340 v103 aCollaboration, co-creation, and competition are essential strategies for success in today’s modern businesses. In comparison with former ways of doing business in isolation, ecosystems nowadays have created ample opportunities for generating significantly more values. However, there are also potential threats in the pathway towards success in ecosystems. Ecosystem value creation and capture (EVCC) has recently gained significant attention in the academic literature of business and management. Yet, due to the complex structures of ecosystems and ambiguity in understanding value creation and capture in ecosystems, the contributions heretofore are fragmented, where scholars analysed different aspects of EVCC. The present study offers a systematic review of the literature to shed light on the EVCC studies. The content analysis of a fine-grained sample of articles relevant to EVCC revealed that despite the initiation of discussions in 2007, the topic did not gain noticeable attention until 2016. A 150% increase in the number of papers has since been observed. The paper contributes to the intersection of strategy and studies on EVCC by synthesizing existing knowledge, illuminating current EVCC research, and highlighting potential research avenues. 10aecosystem10astrategy10aSystematic literature review10avalue capture10avalue creation1 aKhademi, Behrooz  utimreview.ca/article/131101178nas a2200445   4500008004100000022001400041245003900055210003600094260004200130300000800172490000700180653000700187653002800194653001400222653001300236653003100249653002100280653002200301653001400323653001500337653001100352653001800363653002300381653001500404653001600419653003400435653002200469653002500491653001500516653001600531653001300547653003300560653001500593653001800608653001900626653001600645100001800661700002300679856003000702       2020                        eng d  a1927-032100aEditorial: Insights (January 2020)0 aEditorial Insights January 2020  aOttawabTalent First Networkc01/2020  a3-40 v1010aAI10aartificial intelligence10aB2B sales10abig data10abusiness-to-business sales10adata-based value10adigital solutions10aecosystem10aecosystems10aEthics10aGujarat State10aIndian IT industry10ainnovation10aIT clusters10aKnowledge Innovation clusters10aNetworks Analysis10aregional development10aRoboethics10aSmart robot10astrategy10aSystematic literature review10atechnology10avalue capture10avalue creation10avalue sales1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/129802013nas a2200241   4500008004100000022001400041245010000055210006900155260004200224300000900266490000600275520127200281653001901553653001601572653002001588653001901608653001901627653002301646100002301669700002301692700001801715856003801733       2019                        eng d  a1927-032100aHow to Create Value(s) in the Sharing Economy: Business Models, Scalability, and Sustainability0 aHow to Create Values in the Sharing Economy Business Models Scal  aOttawabTalent First Networkc02/2019  a5-240 v93 aBy organizing peer-to-peer exchanges and promoting access over ownership, the sharing economy is transforming a great variety of sectors. Enjoying fast growth, the sharing economy is an umbrella term encompassing heterogeneous initiatives that create different types of economic, environmental, or social value. This heterogeneity triggers tensions and intense disputes about the perimeter of the field. Do Airbnb and Uber belong to the sharing economy? How do we consider practices such as gifting, renting, and swapping that existed before the sharing economy boom? To sort out this complexity, we have adopted a pragmatic and grounded approach examining 27 initiatives that claim to be part of, or are perceived as emblematic of the sharing economy. We develop a typology of sharing economy business models revealing four configurations: shared infrastructure providers, commoners, mission-driven platforms, and matchmakers. Each configuration exhibits specific value-creation logics, scalability issues, sustainability impacts, and potential controversies. Our results provide guidance for sharing entrepreneurs, for established businesses that want to embrace the principles of the sharing economy, and for public actors wishing to regulate or support the field.10abusiness model10ascalability10asharing economy10asustainability10avalue creation10avalue distribution1 aAcquier, Aurélien1 aCarbone, Valentina1 aMassé, David  uhttps://timreview.ca/article/121500783nas a2200289   4500008004100000022001400041245003700055210003400092260004200126300000800168490000600176653001400182653001300196653002000209653002200229653001500251653002300266653001500289653002500304653002300329653002000352653002400372653001900396653002300415100001800438856003700456       2018                        eng d  a1927-032100aEditorial: Insights (March 2018)0 aEditorial Insights March 2018  aOttawabTalent First Networkc03/2018  a3-40 v810aanalytics10abig data10abusiness models10aclosed innovation10aecosystems10aemerging economies10ainnovation10ainternationalization10aInternet of Things10aOpen innovation10atechnology startups10avalue creation10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/114102017nas a2200301   4500008004100000022001400041245008000055210006900135260004200204300001000246490000600256520113200262653002101394653002201415653002301437653002201460653002001482653001601502653001301518653001901531100002701550700001701577700002101594700002301615700001901638700002101657856003701678       2017                        eng d  a1927-032100aThe Core Interaction of Platforms: How Startups Connect Users and Producers0 aCore Interaction of Platforms How Startups Connect Users and Pro  aOttawabTalent First Networkc09/2017  a17-290 v73 aThe platform economy is disrupting innovation while presenting both opportunities and challenges for startups. Platforms support value creation between multiple participant groups, and this operationalization of an ecosystem’s value co-creation represents the “core interaction” of a platform. This article focuses on that core interaction and studies how startups connect producers and users in value-creating core interaction through digital platforms. The study is based on an analysis of 29 cases of platform startups interviewed at a leading European startup event. The studied startups were envisioning even millions of users and hundreds or thousands of producers co-creating value on their platforms. In such platform businesses, our results highlight the importance of attracting a large user pool, providing novel services to those users, offering a new market for producers, supporting the core interaction in various ways, and utilizing elements of the platform canvas – an adaptation of the business model canvas, which we have accommodated for platform-based business models – to accomplish these goals.10acore interaction10adigital platforms10amultisided markets10aplatform business10aplatform canvas10aslush event10astartups10avalue creation1 aKorhonen, Heidi, M. E.1 aStill, Kaisa1 aSeppänen, Marko1 aKumpulainen, Miika1 aSuominen, Arho1 aValkokari, Katri  uhttp://timreview.ca/article/110300796nas a2200289   4500008004100000022001400041245005700055210005400112260004200166300000800208490000600216653002700222653001500249653001500264653001800279653002100297653001400318653001700332653001300349653001300362653001500375653001900390100001800409700002100427700002100448856003700469       2017                        eng d  a1927-032100aEditorial: Platforms and Ecosystems (September 2017)0 aEditorial Platforms and Ecosystems September 2017  aOttawabTalent First Networkc09/2017  a3-50 v710adigital transformation10aecosystems10ainnovation10aorchestrators10aplatform economy10aplatforms10astakeholders10astartups10astrategy10atechnology10avalue creation1 aMcPhee, Chris1 aDedehayir, Ozgur1 aSeppänen, Marko  uhttp://timreview.ca/article/110100775nas a2200265   4500008004100000022001400041245004900055210004600104260004200150300000800192490000600200653001800206653003000224653003200254653002100286653001500307653002600322653002000348653002200368653002400390653001900414653002200433100001800455856003600473       2014                        eng d  a1927-032100aEditorial: Seeking Solutions (February 2014)0 aEditorial Seeking Solutions February 2014  aOttawabTalent First Networkc02/2014  a3-40 v410acollaboration10aemployee entrepreneurship10aentrepreneurial orientation10aentrepreneurship10ainnovation10alocal open innovation10aOpen innovation10aSeeking Solutions10atechnology adoption10avalue creation10avirtual proximity1 aMcPhee, Chris  uhttp://timreview.ca/article/76200864nas a2200289   4500008004100000022001400041245005100055210004800106260004200154300000800196490000600204653002500210653004200235653003300277653002300310653002200333653002100355653001700376653001900393653001700412653003200429100001800461700002000479700001800499700002100517856003600538       2014                        eng d  a1927-032100aEditorial: Service and Innovation (April 2014)0 aEditorial Service and Innovation April 2014  aOttawabTalent First Networkc04/2014  a3-50 v410ainternationalization10aknowledge-intensive business services10aservice business development10aservice innovation10aservice providers10asocial platforms10avalue chains10avalue creation10avalue-in-use10aword-of-mouth communication1 aMcPhee, Chris1 aToivonen, Marja1 aRajala, Risto1 aWesterlund, Mika  uhttp://timreview.ca/article/77900981nas a2200337   4500008004100000022001400041245004900055210004600104260004200150300000800192490000600200653001800206653002600224653002500250653002600275653004200301653001600343653001800359653003300377653001900410653002300429653002700452653001500479653001700494653001900511100001800530700001800548700002000566700002100586856003600607       2014                        eng d  a1927-032100aEditorial: Service and Innovation (May 2014)0 aEditorial Service and Innovation May 2014  aOttawabTalent First Networkc05/2014  a3-50 v410acollaboration10ainnovation indicators10ainnovation practices10aintellectual property10aknowledge-intensive business services10aliving labs10aonline gaming10aservice business development10aservice design10aservice innovation10aservice-dominant logic10atrademarks10avalue chains10avalue creation1 aMcPhee, Chris1 aRajala, Risto1 aToivonen, Marja1 aWesterlund, Mika  uhttp://timreview.ca/article/78802721nas a2200301   4500008004100000022001400041245006500055210006500120260004200185300001000227490000600237520183900243653001302082653003102095653002402126653002502150653001702175653003002192653003202222653001902254653002102273653001802294653001602312653001902328100001802347700001802365856003602383       2014                        eng d  a1927-032100aEnabling Employee Entrepreneurship in Large Technology Firms0 aEnabling Employee Entrepreneurship in Large Technology Firms  aOttawabTalent First Networkc02/2014  a23-320 v43 aManagers of development projects in large technology firms face a dilemma. They operate under pressure to achieve predictable quality, cost, and schedule objectives but are also expected to encourage their employees to act entrepreneurially. Given the uncertain nature of the entrepreneurial process, these managers often cling to existing practices and values and consequently inhibit their employees’ ability to act entrepreneurially.

In this article, we examine the product development and entrepreneurship literature streams to identify the barriers that managers of development projects of large technology firms face in allowing employees to act entrepreneurially. We organize these barriers using the five components of entrepreneurial orientation: risk taking, proactiveness, innovativeness, competitive aggressiveness, and autonomy. Then, building on the literature and our combined 40 years of experience managing development projects in large technology firms, we provide recommendations to managers on how to overcome these barriers. 

A better understanding of how to enable employees to act entrepreneurially will increase the entrepreneurial orientation of development projects in large technology firms. The relationship between entrepreneurial orientation and development project performance is expected to be curvilinear. Therefore, an increase in entrepreneurial orientation is expected to improve the performance of development projects up to a point after which it is expected to decrease it. 

This article will be particularly relevant to researchers interested in the relationship between entrepreneurial orientation and project performance as well as managers in technology firms who want to achieve their operational milestones while maximizing the entrepreneurial value creation of their employees.10aautonomy10acompetitive aggressiveness10acorporate venturing10adevelopment projects10aemancipation10aemployee entrepreneurship10aentrepreneurial orientation10ainnovativeness10aintrapraneurship10aproactiveness10arisk taking10avalue creation1 aMiron, Walter1 aHudson, David  uhttp://timreview.ca/article/76600686nas a2200205   4500008004100000022001400041245012200055210006900177260004200246300001000288490000600298653002000304653001900324653002100343653002100364653001900385653001900404100002100423856003600444       2013                        eng d  a1927-032100aTIM Lecture Series – Green Business Models to Change the World: How Can Entrepreneurs Ride the Sustainability Wave?0 aTIM Lecture Series Green Business Models to Change the World How  aOttawabTalent First Networkc07/2013  a53-570 v310abusiness models10aeco-efficiency10aentrepreneurship10agreen innovation10asustainability10avalue creation1 aWesterlund, Mika  uhttp://timreview.ca/article/70701727nas 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/54501861nas a2200217   4500008004100000022001400041245007000055210006900125260004200194300000900236490000600245520122500251653001601476653001701492653002101509653001701530653002301547653001901570100001801589856003601607       2012                        eng d  a1927-032100aManaging Entrepreneurial Employees Who Bring Their Own IT to Work0 aManaging Entrepreneurial Employees Who Bring Their Own IT to Wor  aOttawabTalent First Networkc12/2012  a6-110 v23 aWhy do some employees invest their own time and money to acquire consumer information technology (IT) for use in the workplace as corporate IT? This behaviour occurs even when their firms already possess considerable IT resources. Moreover, IT governance policies typically oppose the use of unsanctioned IT within the firm. IT governance assumes that the only IT assets that are relevant to the firm are those that are owned by the firm. However, employees can create value for the firm by combining their personal IT assets with the firm's IT assets. Creating novel asset combinations is consistent with entrepreneurship but entrepreneurship theory does not address this type of voluntary employee entrepreneurship using personal IT assets. This article proposes a link between the theory of the firm and entrepreneurship theory to explain why employees act entrepreneurially. This link is significant because it advances the notion that employees of established firms can be entrepreneurial when they use their own consumer IT as corporate IT. This link is also significant because it suggests that managing employee entrepreneurship requires tolerance of value creation that is emergent and can occur within a firm. 10aconsumer IT10acorporate IT10aentrepreneurship10aintrapreneur10atheory of the firm10avalue creation1 aHudson, David  uhttp://timreview.ca/article/633