01924nas 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/121201816nas a2200217   4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520113800260653002901398653002401427653002301451653002301474653002301497100001701520700002301537856003801560       2019                        eng d  a1927-032100aUnderstanding Digital Innovation from a Layered Architectural Perspective0 aUnderstanding Digital Innovation from a Layered Architectural Pe  aOttawabTalent First Networkc02/2019  a51-630 v93 aManaging successful digital innovation processes is a challenging task, especially when it involves heterogeneous actors with different sets of knowledge. By gaining a better understanding of how different architectural layers of digital technology interplay with digital innovation, we can be better prepared for managing the complex and messy processes that often arise when working with digital innovation. In this article, we therefore ask: How does the layered architecture of digital technology interplay with digital innovation processes? A case study approach was selected to studied events involving multiple actors in an innovation and development project called the Smart Lock project. The theoretical basis for our study is digital innovation from the perspective of knowledge exchange and relationships. A temporal bracketing strategy was used to support a process analysis of the case data. The article primarily contributes to the body of research concerning digital innovation and provides an example to practitioners of how digital innovation processes can be coordinated and managed based on the innovation at hand.10acollaborative innovation10aconcept development10adigital innovation10adigital technology10ainnovation process1 aLund, Jesper1 aEbbesson, Esbjörn  uhttps://timreview.ca/article/1218