01763nas a2200265   4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520104500254653001401299653001101313653001501324653002101339653001501360653001501375653001501390653001301405653001301418653001301431100001701444856003601461       2016                        eng d  a1927-032100aDeveloping a Startup and Innovation Ecosystem in Regional Australia0 aDeveloping a Startup and Innovation Ecosystem in Regional Austra  aOttawabTalent First Networkc06/2016  a24-320 v63 aTechnology is enabling change at an ever increasing pace, not only in urban contexts, but also in regional centres, where the Internet in particular is enabling entrepreneurs to compete in the global marketplace despite the size and remoteness of their home cities or towns. In regional Australia, the challenges of high unemployment, fading traditional industries, a lack of economic diversity, and a "brain drain" of talent to urban centres highlight the need for novel economic development strategies. Innovation and entrepreneurship are highlighted as potential solutions, but both require knowledge and support to be successful. In this article, the author shares lessons learned as an entrepreneur and through the ongoing development of a self-sustaining startup and innovation ecosystem in the remote region of Cairns, Australia. The model described in this article is now being applied to other regions in Australia, where trained champions are driving the development of startup and innovation ecosystems adapted to regional needs.10aAustralia10aCairns10aecosystems10aentrepreneurship10aincubation10ainnovation10amentorship10aregional10astartups10atheSPACE1 aHaines, Troy  uhttp://timreview.ca/article/99400934nas a2200313   4500008004100000022001400041245007200055210006900127260004200196300000800238490000600246653001400252653002600266653001400292653002100306653002200327653002500349653001500374653002400389653001000413653001700423653004300440653001100483653003500494653001200529653002500541100001800566856003600584       2016                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship in Australia (June 2016)0 aEditorial Innovation and Entrepreneurship in Australia June 2016  aOttawabTalent First Networkc06/2014  a3-40 v610aAustralia10adesign-led innovation10aecosystem10aentrepreneurship10ahidden innovation10ahigh-growth startups10ainnovation10ainnovation catalyst10aISPIM10ajob creation10aNational Innovation and Science Agenda10apolicy10aregional innovation management10aregions10astrategic management1 aMcPhee, Chris  uhttp://timreview.ca/article/99102028nas a2200289   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520120800263653001401471653002501485653001501510653002101525653001601546653001501562653001501577653001701592653001201609100002201621700001801643700002201661700001901683856003601702       2016                        eng d  a1927-032100aEmployment Dynamics of Australian Entrepreneurship: A Management Perspective0 aEmployment Dynamics of Australian Entrepreneurship A Management   aOttawabTalent First Networkc06/2016  a33-400 v63 aThis article attempts to draw together the literature on high-growth firms and management capability using Australian Government data from the Expanded Analytical Business Longitudinal Database. We tracked cohorts of new micro-sized firms (startups) over five years from birth. Compared with startups that had a low employment growth trajectory, medium- and high-growth micro-startups exhibited higher financial performance, higher innovation activity, and a greater propensity to seek external (debt or equity) finance. From a management perspective, medium- and high-growth startups were also significantly more likely to monitor and assess their performance across a wider range of performance indicators. High-growth micro-startups exhibited significantly higher operational process and organizational/managerial innovation, a higher likelihood of foreign ownership, and a greater demand for equity finance than medium-growth micro-startups. This data is consistent with other evidence that suggests that sustained high growth comes from superior strategic management and may suggest an ongoing role for government policy in building firm management capability in order to foster employment growth. 10aAustralia10acreative destruction10aemployment10aentrepreneurship10ahigh growth10ainnovation10amanagement10aproductivity10astartup1 aHendrickson, Luke1 aBucifal, Stan1 aBalaguer, Antonio1 aHansell, David  uhttp://timreview.ca/article/99501214nas a2200193   4500008004100000022001400041245013500055210006900190260004200259300000900301490000600310520055500316653001400871653002100885653001500906653004300921100002000964856003600984       2016                        eng d  a1927-032100aInnovation Rhetoric and Reality: An Introduction to the TIM Review's Special Issue on Innovation and Entrepreneurship in Australia0 aInnovation Rhetoric and Reality An Introduction to the TIM Revie  aOttawabTalent First Networkc06/2016  a5-100 v63 aIn this introduction to the Technology Innovation Management Review's special issue on Innovation and Entrepreneurship in Australia, Guest Editor Rowena Barrett reflects on the perceptions of "innovation", both in terms of its evolving concepts and terminology (the rhetoric) and its frontline application (the reality). Prompted by the recent launch and ongoing implementation of Australia Government's National Innovation and Science Agenda's, this special issue focuses on insights into innovation and entrepreneurship from the Australian context.10aAustralia10aentrepreneurship10ainnovation10aNational Innovation and Science Agenda1 aBarrett, Rowena  uhttp://timreview.ca/article/99201843nas a2200193   4500008004100000022001400041245010100055210006900156260004200225300001000267490000600277520122200283653001401505653002401519653002201543653002601565100002201591856003601613       2016                        eng d  a1927-032100aRevealing Hidden Innovation: Patterns of External Innovation Investment in Australian Businesses0 aRevealing Hidden Innovation Patterns of External Innovation Inve  aOttawabTalent First Networkc06/2016  a41-480 v63 aRecent theory and literature suggests that many businesses now innovate based on the adoption and modification of knowledge, technology, and innovations sourced externally rather than developed in-house. Yet, little is known about the value and economic impact of expenditures on outsourced innovation activities, which are often referred to as "hidden innovation" by many scholars. The issue is due largely to a lack of consistent measurement, available data, and analyses of expenditures on hidden innovation. In contrast, there is a long history of cross-country data collection on in-house research and development (R&D) activities and costs, and much research focuses on innovations involving in-house R&D effort. This study reviews results from a survey aimed at collecting new economy-wide data on external innovation investments in Australia. The results estimate total unmeasured or "hidden" investment in external innovation activities by Australian businesses at $3.5 to $4 billion in 2014, an amount large enough to stimulate important economic activity and warrant future research. This article discusses the implications of these results for policy, business strategy, and future research on innovation.10aAustralia10aexternal investment10ahidden innovation10ainnovation investment1 aO’Brien, Kieran  uhttp://timreview.ca/article/996