01896nas a2200217   4500008004100000022001400041245009500055210006900150260004200219300001300261490000700274520123900281653001501520653001201535653003101547653001501578653001701593653001901610100001901629856003001648       2022                        eng d  a1927-032100aThe Diffusion of Blockchain as a General Purpose Technology Driving Digital Transformation0 aDiffusion of Blockchain as a General Purpose Technology Driving   aOttawabTalent First Networkc05-2022  a220102010 v123 aDigital transformation as a process is integrally linked to the creation and diffusion of a set of general purpose technologies (GPTs) that provide both the motive force, as well as the means, for the transformation of existing industries and the creation of entirely new ones. This article takes as its subject the diffusion of one such technology - blockchain - and explores the relationship between the Schumpeterian innovation at the core of its diffusion and digital transformation as a macro process. Theoretically, I work from Rogers' definition of diffusion as a locally heterogeneous process in which variation in a new technology&rsquo;s use and adaptation are driven by the decisions of entrepreneurs working in specific contexts, as well as Schumpeter's concept of innovation as a form of recombination. I explore variation in these processes of innovation and recombination across three broad clusters of implementations: Digital Economies, Extra-Institutional Trust, and Digital Finance. I find that each of these clusters is marked by a distinct form of innovation defined by differing patterns of recombination with other digital GPTs, and by the role that institutions and institutional actors play in this variation.10ablockchain10adigital10ageneral purpose technology10ainnovation10ainstitutions10atransformation1 aWindawi, Jason  utimreview.ca/article/147802245nas a2200301   4500008004100000022001400041245019100055210006900246260004200315300001000357490000700367520121700374653001501591653002101606653002601627653002501653653002701678653003201705653002401737653001501761653002401776653002601800100002601826700002101852700002201873700001801895856003001913       2021                        eng d  a1927-032100aA Cross-Pollination of Ideas about Distributed Ledger Technological Innovation through a Multidisciplinary and Multisectoral lens: Insights from the Blockchain Technology Symposium ’210 aCrossPollination of Ideas about Distributed Ledger Technological  aOttawabTalent First Networkc06/2021  a58-660 v113 aBlockchain Technology Symposium 2021 (BTS'21) is a forum where academic researchers, industry professionals, and decision makers came together to present recent advancements, discuss adoption barriers, tackle common challenges, and explore future roadmaps surrounding blockchain and its related technologies such as consensus algorithms, smart contracts, cryptocurrencies, and distributed ledger technologies generally. As a follow-up to BTS'18 and BTS'20, which were hosted by Ryerson University and The Fields Institute, and by popular demand, BTS 2021 gathered a diverse audience from academia, industry, and policy makers to engage in a dialogue around crucial topics in the adoption of blockchain technology, with the aim of cross-fertilizing ideas from these communities to address the challenges and seize the opportunities brought forward by this promising technology. BTS'21 featured multidisciplinary and multi-sectoral talks and presentations on four major themes: (1) decentralized finance (DeFi), (2) decentralized identity, (3) decentralized health and (4) decentralized supply chain management. This article provides reflections on some of the key insights found in the BTS&rsquo;21 presentations.10ablockchain10adecentralization10adecentralized finance10adecentralized health10adecentralized identity10adecentralized supply chains10adistributed ledgers10ainnovation10atechnology adoption10atechnology management1 aLemieux, Victoria, L.1 aMashatan, Atefeh1 aSafavi-Naini, Rei1 aClark, Jeremy  utimreview.ca/article/144500980nas a2200373   4500008004100000022001400041245003900055210003600094260004200130300000600172490000700178653002300185653002200208653001400230653001400244653000900258653001600267653001500283653002600298653002300324653002500347653002100372653001400393653001600407653001200423653001900435653001900454653001900473653001600492653002700508100001800535700002300553856003000576       2021                        eng d  a1927-032100aEditorial: Insights (January 2021)0 aEditorial Insights January 2021  aOttawabTalent First Networkc01/2021  a30 v1110aDigital disruption10adigital ecosystem10aeCommerce10aecosystem10aFAIR10aGlobal eCom10ainnovation10aInnovation management10ainnovation process10ainternationalization10ainteroperability10aknowledge10aopportunity10aroadmap10ascientometrics10asmall business10asustainability10atext mining10auniversity cooperation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/141602156nas a2200217   4500008004100000022001400041245007800055210006900133260004200202300000900244490000700253520151100260653001601771653001501787653002601802653001501828653002001843100002301863700002201886856003001908       2021                        eng d  a1927-032100aExpect the Unexpected: Investigating co-creation projects in a Living Lab0 aExpect the Unexpected Investigating cocreation projects in a Liv  aOttawabTalent First Networkc12/2021  a6-200 v113 aLiving Labs (LLs) are complex multi-stakeholder environments that enable real-life testing and experimentation of products, services, and systems. Despite increasing attention by practitioners as well as policymakers, and growing scholarly interest in the field, the literature exploring congruency between organisational objectives and outcomes when utilising LLs is still scarce. To fill this gap, a qualitative case study is employed to gain an in-depth understanding of objectives and project outcomes of organisations utilising LLs. The LL JOSEPHS® was chosen as this study's empirical context, in which 14 different projects were analysed. In-depth interviews revealed eight categories of measurable project outcomes: market acceptance, price acceptability, exposure, product testing, market intelligence, legitimisation, method testing, and networking. This study not only highlights what companies have achieved in comparison to their original project objectives, but also identifies additional unplanned outcomes that they accomplished. The findings offer important project-level insights into the potential and limitations of LLs. The results form a basis upon which to develop a better understanding of how innovation performance can be nurtured in LLs. Insights from the study may also help firms and facilitators by providing a deeper understanding of LLs at an individual project-level, and by articulating potential objectives and outcomes associated with organisations' involvement in LLs.10aco-creation10ainnovation10aInnovation management10aLiving lab10aOpen innovation1 aDe Vita, Katharina1 aDe Vita, Riccardo  utimreview.ca/article/146101912nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000700279520118300286653001801469653002701487653001501514653002501529653003101554653002801585100001801613700002101631856003001652       2021                        eng d  a1927-032100aThe Interplay of Digital Transformation and Collaborative Innovation on Supply Chain Ambidexterity0 aInterplay of Digital Transformation and Collaborative Innovation  aOttawabTalent First Networkc03/2021  a45-560 v113 aThis study aims at investigating the impact of digital transformation on the efficiency and adaptability of a supply chain (SC). It also identifies the role of collaborative innovation as a catalyst in these relationships. Survey data from Japanese manufacturing companies was examined using hierarchical multiple regression analysis to test the study’s hypotheses. According to the results, collaborative innovation with SC members, that is, suppliers and customers, strengthens the impact of digital transformation on adaptability, but not on efficiency. In contrast, collaborative innovation with market participants, such as competitors and partners, reinforces the positive relationship between digital transformation and efficiency, with no evidence supporting its effect on the innovation-adaptability relationship. These findings encourage firms to widen the scope of their collaborative innovation activities to include different types of partners. For firms with limited abilities to conduct such complex collaboration projects, the findings can assist managers in making well-informed decisions to include partners that accommodate prioritized organizational goals.10acollaboration10adigital transformation10ainnovation10aresource-based view.10asupply chain ambidexterity10asupply chain management1 aAbdalla, Sara1 aNakagawa, Koichi  utimreview.ca/article/142801628nas a2200205   4500008004100000022001400041245009200055210006900147260004200216300001000258490000700268520099000275653001501265653002601280653002301306653001901329100002401348700002001372856003001392       2021                        eng d  a1927-032100aSMEs and the Innovation Management Process:  A multi-level process conceptual framework0 aSMEs and the Innovation Management Process A multilevel process   aOttawabTalent First Networkc01/2021  a22-330 v113 aThe aim of this paper is to propose a conceptual framework to manage the innovation process in small businesses. It is based on research from 11 case studies in the Montreal software industry using contingency and resource dependency theories. This conceptual framework provides a view of the innovation process that differs from the linear approach often used in many studies to investigate innovation in small and medium sized businesses (SMEs). The linear approach considers the process as a set of activities that includes developing from one stage to another, while depending on the previous one. We conceptualize the innovation process in small businesses as an interactive process that involves a set of six subprocesses and several keys points of resources mobilization, which requires interacting with both internal and external business actors. Successful mobilization of innovation resources at all key points determines the success or failure of SMEs' innovation processes.10ainnovation10aInnovation management10ainnovation process10asmall business1 aDossou-Yovo, Angelo1 aKeen, Christian  utimreview.ca/article/141401301nas a2200469   4500008004100000022001400041245004000055210003700095260004200132300000800174490000700182653002700189653001500216653001900231653003000250653001800280653002100298653000900319653002100328653002100349653003400370653001300404653002000417653002400437653002300461653001400484653001300498653001500511653001000526653002100536653002100557653001900578653002000597653002400617653001300641653005100654653004100705653001400746100001800760700002300778856003000801       2020                        eng d  a1927-032100aEditorial: Insights (December 2020)0 aEditorial Insights December 2020  aOttawabTalent First Networkc12/2020  a3-30 v1010a5G technology; Bitcoin10ablockchain10abusiness model10abusiness model innovation10acrypto assets10acryptocurrencies10aDiem10aDiem Association10adigital currency10adistributed ledger technology10aFacebook10afiat currencies10afinancial inclusion10aFinancial industry10afront-end10aideation10ainnovation10aLibra10alocal currencies10aManagement Model10anot-for-profit10aresearch center10astrategic foresight10astrategy10atechnology firms; project portfolio management10atokenization; product innovativeness10avisioning1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/141001178nas 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/129801726nas a2200649   4500008004100000022001400041245003600055210003300091260004200124300000800166490000700174653001200181653001500193653001700208653001800225653002100243653002600264653003400290653003000324653002800354653002100382653001300403653002300416653001200439653000900451653000800460653001500468653003300483653002500516653001600541653001700557653002000574653001700594653002200611653001600633653003500649653001500684653002600699653001500725653002000740653001400760653000800774653000800782653001900790653003000809653001500839653002500854653001900879653001600898653001700914653002200931653003200953653002000985100001801005700002301023856003001046       2020                        eng d  a1927-032100aEditorial: Insights (June 2020)0 aEditorial Insights June 2020  aOttawabTalent First Networkc06/2020  a3-40 v1010aBitcoin10ablockchain10acrowdfunding10acrypto assets10acryptocurrencies10adeveloping countries.10adistributed ledger technology10aEmployeedriven innovation10aentrepreneurial finance10aentrepreneurship10aEthereum10aFinancial industry10aFinTech10aICOs10aIEO10ainnovation10aintellectual property rights10ainternationalization10aIT industry10ajob autonomy10amining industry10amoral hazard10aneed for autonomy10anew company10aPorter's Five Forces framework10aregulation10ascaling company value10ascaling-up10aself-leadership10asignaling10aSME10aSTO10asustainability10atechnological environment10atechnology10atechnology readiness10atoken offering10atoken sales10atokenization10avalue proposition10avalue proposition alignment10aventure capital1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/136301242nas a2200433   4500008004100000022001400041245004300055210004000098260004200138300000600180490000700186653001900193653002200212653001500234653002400249653001500273653001500288653001500303653002600318653001400344653002200358653001900380653003200399653002900431653001000460653002300470653002100493653002700514653001700541653002400558653002900582653003300611653002600644653004500670653002200715100001800737700002300755856003000778       2020                        eng d  a1927-032100aEditorial: ISPIM Bangkok (August 2020)0 aEditorial ISPIM Bangkok August 2020  aOttawabTalent First Networkc08/2020  a30 v1010aBasic research10abiotech startups.10aco-working10aConceptual research10adisruption10aincubators10ainnovation10aIntegrative marketing10ainvestors10aknowledge-sharing10aOpen marketing10aorganizational capabilities10aPharmaceutical companies10aroles10aservice ecosystems10aservice entities10aservice-dominant logic10astakeholders10astrategic marketing10astrategy-innovation link10astructured literature review10atriadic relationships10aUniversity and Public research institute10avalue co-creation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/138001517nas a2200217   4500008004100000022001400041245010000055210006900155260004200224300001000266490000700276520083700283653001501120653002101135653002701156653002101183100002601204700001901230700002001249856003001269       2020                        eng d  a1927-032100aEmbracing Product Innovativeness in Technology Firms: The Impact of Management Model Principles0 aEmbracing Product Innovativeness in Technology Firms The Impact   aOttawabTalent First Networkc12/2020  a31-450 v103 aExtending the debate on how to enable and manage innovation requires a discussion of the potential beneficial impact of management models and corresponding principles. In this paper, we draw on literature involving product innovativeness and management models to propose that product innovativeness is facilitated and influenced by practices and principles traceable in different management models. We test our hypotheses with data from a sample of high technology firms. Findings suggest that management models and principles have varying impacts on product innovativeness. Specifically, we found the principles of obliquity, emergence, and intrinsic motivation as significant enablers of product innovativeness, along with extrinsic motivation. Also, each management model differently impacted and fostered product innovativeness.10ainnovation10aManagement Model10aProduct innovativeness10aTechnology firms1 aBüyükbalcı, Pınar1 aErtemsir, Esin1 aBoukari, Zayneb  utimreview.ca/article/140801589nas a2200241   4500008004100000022001400041245008400055210006900139260004200208490000700250520081700257653001601074653002001090653002601110653001501136653001001151653002801161653002701189653003801216100003201254700003101286856003001317       2020                        eng d  a1927-032100aHuman-Centered Design for Collaborative Innovation in Knowledge-based Economies0 aHumanCentered Design for Collaborative Innovation in Knowledgeba  aOttawabTalent First Networkc09/20200 v103 aThis research explores a university-industry collaboration based on the case study of an innovation project based on Stanford University's ME310 Design Innovation program. The Porto Design Factory and IKEA Industry joined forces to tackle a problem using what has come to be called a human-centered design approach. The case study provides an understanding of outcomes that reveal the potential of using a human-centered design approach to solve technical problems while enhancing customer experience. It also identifies the benefits that each institution gained by collaborating. The outcomes show that companies benefit from building interfaces with external partners, and that universities are relevant players in the innovation ecosystem, satisfying their third mission of being entrepreneurial institutions.10aco-creation10adesign thinking10aHuman-Centered Design10ainnovation10aME31010anew product development10aProject-based Learning10aUniversity-Industry Collaboration1 ada Silva, Tiago, Filipe Per1 aMarques, João, Paulo Coel  utimreview.ca/article/138501836nas a2200217   4500008004100000022001400041245007600055210006900131260004200200300001000242490000700252520120600259653001501465653001801480653002001498653001501518653001801533100001801551700001901569856003001588       2020                        eng d  a1927-032100aMore for Less? Sharing Economy as a Driver of Public Welfare Innovation0 aMore for Less Sharing Economy as a Driver of Public Welfare Inno  aOttawabTalent First Networkc05/2020  a19-270 v103 aThis article investigates sharing economy as a path to welfare innovation. It is based on a case where a digital platform is activated in order to support sharing among citizens with lung disease, and thereby increase health and well-being. The case exemplifies how sharing economy currently is taken up by public actors in the attempt to prolong the goals of the public sector beyond itself. This implies drawing everyday sharing practices into a new middle between formal organization and private relations. In a critical response to literature on sharing economy that tends to reduce "sharing" to "transaction", the article draws attention to how sharing entangles with hopes, fears, and affectual engagements of everyday life, and to how it interacts with technology in unforeseen ways and beyond anticipated outcomes. Based on the analysis, the article concludes that there may be good reasons for public welfare authorities to engage in facilitating sharing among citizens. This is not because it is likely to provide "more for less" in relation to predetermined goals, but rather because it can open up other kinds of welfare outcomes that cannot be produced by public organizations themselves.10ainnovation10apublic sector10asharing economy10atechnology10awelfare state1 aPallesen, Eva1 aAakjær, Marie  utimreview.ca/article/135301945nas a2200229   4500008004100000022001400041245010500055210006900160260004200229300001000271490000700281520122900288653001401517653001301531653001501544653001901559653003301578653002001611100002201631700003201653856003001685       2020                        eng d  a1927-032100aProject Portfolio Management in the Front-End of Innovation of Research Centers: a Literature Review0 aProject Portfolio Management in the FrontEnd of Innovation of Re  aOttawabTalent First Networkc12/2020  a46-590 v103 aThe beginning of an innovation process, also known as “front-end of innovation” (FEI), counts as an essential contributor to the successful development of new products and for their market appeal. Nevertheless, while helpful procedures and techniques for developing new products are well-known and widely applied, FEI is still an understudied area, and models for managing it are not yet commonly used in technology-oriented companies. FEI, also known as "fuzzy front end", can even be "fuzzier" in not-for-profit research centers. That is because the focus of these centers is advancing of scientific knowledge, rather than commercializing the results of those activities. This study summarizes the insights from a literature review on the topic of “project portfolio management” (PPM) in relation to innovation and, more specifically, with FEI and its components of ideation, innovation management, innovation strategy, foresight, and incremental or radical innovation. The authors selected and reviewed content from 170 papers published in SCOPUS prior to February 2019. The discussion uses a theoretical framework called "Front-End of Innovation Integrative Ontology (FEI2O)" to assist in framing the discussion.10afront-end10aideation10ainnovation10anot-for-profit10aProject Portfolio Management10aresearch center1 aCastro, Rui, Nuno1 aFerreira, João, José Pint  utimreview.ca/article/140901540nas a2200205   4500008004100000022001400041245011100055210006900166260004200235300000900277490000700286520087900293653002101172653001501193653003301208653001501241100001901256700002901275856003001304       2020                        eng d  a1927-032100aA Two-Staged Approach to Technology Entrepreneurship: Differential Effects of Intellectual Property Rights0 aTwoStaged Approach to Technology Entrepreneurship Differential E  aOttawabTalent First Networkc06/2020  a5-130 v103 aIn this article we examine how the strength of the intellectual property rights (IPR) regime drives technology entrepreneurship innovation (TEI) that comprise novel unfamiliar technological products and new business models, which in turn lead to new product-market combinations. We consider TEI to be a two-stage process that involves access and use of new technologies and technological resources by entrepreneurs. While stronger IPR may constrain easy availability of new technologies and technological resources for entrepreneurs, use of these leads to TEI. We suggest that stronger IPR regimes could lead to TEI and its positive effect is felt through easy accessibility of the latest technologies and technology resources by entrepreneurs. Our model contributes to the understanding of the effect of strong IPR regimes on the different stages of the innovation process.10aentrepreneurship10ainnovation10aintellectual property rights10atechnology1 aPathak, Saurav1 aMuralidharan, Etayankara  utimreview.ca/article/136401787nas a2200229   4500008004100000022001400041245007400055210006900129260004200198300001000240490000700250520113100257653002101388653001401409653001501423653001101438653000901449100002801458700001901486700002201505856003001527       2020                        eng d  a1927-032100aUsing Foresight to Shape Future Expectations in Circular Economy SMEs0 aUsing Foresight to Shape Future Expectations in Circular Economy  aOttawabTalent First Networkc07/2020  a42-510 v103 aFuture foresight in business plays a central role in firms&rsquo; strategic planning, innovation, and product development activities. This is particularly true for the firms that are operating in rapidly changing business environments, in which a firm may obtain significant competitive advantages by coming up with new innovations and customer solutions. This article studies future foresight mechanisms and practices in innovative SMEs operating in circular economy&ndash;related industries. The future demands set by legislation and regulation, consumer buying behaviour, and environmental consciousness, all have a strong impact on an SME&rsquo;s future horizon, in which there may be prosperous business opportunities as well as several challenges. This paper presents a qualitative case study conducted on seven Finnish circular economy-oriented SMEs. The case study reveals that the SMEs in this industrial sector are quite active in foresight activities, and that they have developed a variety of practices for effectively utilizing foresight information in their product development and strategic planning activities.10acircular economy10aforesight10ainnovation10aPESTEL10aSMEs1 aJärvenpää, Anne-Mari1 aKunttu, Iivari1 aMäntyneva, Mikko  utimreview.ca/article/137402029nas a2200217   4500008004100000022001400041245010600055210006900161260004200230300001000272490000700282520131800289653001901607653002201626653001501648653002901663653004501692100002301737700002101760856003001781       2020                        eng d  a1927-032100aWhich Factors Influence a Company’s Evaluation of the Contribution of Basic Research to Innovation?0 aWhich Factors Influence a Company s Evaluation of the Contributi  aOttawabTalent First Networkc08/2020  a38-510 v103 aThis paper empirically analyses how individuals in companies evaluate the contributions of basic research by universities and public research institutes to industry from multiple perspectives: manager as a spokesperson of the company (science-based industry or others), position within the company (managers or inventors), affiliations of inventors (large pharmaceutical companies or biotech start-ups), and educational background. This paper focuses on the case of Japan. Questionnaire surveys were sent to managers and inventors in established companies and start-ups across several industries. This study found that, 1) the more science-oriented the company, the higher their managers evaluate academic research, 2) inventors evaluate academic research more highly than managers, 3) inventors from biotech start-ups evaluate academic research more highly than inventors from large companies in the pharmaceutical industry, and 4) the more advanced their educational background, the more highly inventors evaluate academic research. This study suggests that 'closeness to science' is an important factor for companies to evaluate contributions of basic research to innovation. The findings also suggest that problems within the current educational system are an indirect cause of the innovation crisis in Japan.10aBasic research10aBiotech start-ups10ainnovation10aPharmaceutical companies10aUniversity and Public research institute1 aNagane, Hiromi, S.1 aSumikura, Koichi  utimreview.ca/article/137901602nas a2200229   4500008004100000022001400041245011700055210006900172260004200241300001000283490000600293520088200299653001101181653001501192653002401207653000901231653002801240100002001268700002201288700002401310856003801334       2019                        eng d  a1927-032100aAre High-Tech Companies More Competitive Than Others? An Empirical Study of Innovative and Exporting French SMEs0 aAre HighTech Companies More Competitive Than Others An Empirical  aOttawabTalent First Networkc01/2019  a33-480 v93 aThe main objective of this research work is to question the relationship between the technological intensity of SMEs (defined by the share of R&D expenditure in turnover, according to the OECD) and their growth potential (defined by their innovation and export capabilities). Through a multiple case study conducted with a panel of nine French SMEs, and through an analysis combining a qualitative approach (illustrative cases study) and a quantitative one (multidimensional statistical methods), several hypotheses were tested. Finally, this study points out that technological intensity, as defined by the OECD, is not directly correlated with the growth potential of SMEs. On the other hand, a company’s technological intensity would have an impact on the way it manages its innovation and internationalization process, and thus the way it manages its internal practices. 10aexport10ainnovation10amultiple-case study10aSMEs10atechnological intensity1 aEnjolras, Manon1 aCamargo, Mauricio1 aSchmitt, Christophe  uhttps://timreview.ca/article/121002715nas a2200217   4500008004100000022001400041245005400055210005400109260004200163300000900205490000600214520213200220653000702352653002902359653002802388653001202416653001502428653000802443100001602451856003002467       2019                        eng d  a1927-032100aArtificial Intelligence for Innovation in Austria0 aArtificial Intelligence for Innovation in Austria  aOttawabTalent First Networkc12/2019  a5-150 v93 aIt has been claimed that Artificial Intelligence (AI) carries enormous potential for service and product innovation. Policy makers world-wide nowadays aim to foster environments conducive for AI-based innovation. This paper addresses the current lack of empirical data for evidence-based innovation policies and the management of AI-based innovation. It focuses on &ldquo;AI and innovation management&rdquo; in addressing the question whether innovation that is based on new AI technology requires a management approach different from other forms of IT innovation. We present results from a study of Austrian companies on the degree of use and implementation of AI, and on challenges related to AI-based innovation management. This study used a keyword-list approach to define &ldquo;Artificial Intelligence&rdquo; and to find AI-based innovation projects in research databases. These projects facilitated the identification of experts from organisations developing AI-based innovation. In total, eleven experts were interviewed about their AI-based innovation activities. The results show that AI is a very fast emerging technology that is being applied in many sectors. A broad range of innovative solutions are being developed and some have already reached the market. Specific AI business models are, however, less clear and still developing. Companies are facing multiple challenges from regulation to human resources and data collection. Managing AI-based innovation will be particularly difficult for smaller enterprises, where problems are often more pronounced than in larger industries. Explicit challenges for managing AI-based innovations include the necessary attention to managing expectations and ensuring historic metadata expertise essential for many AI-based solutions. Policies to support AI-based innovation therefore should focus on human aspects. This includes increasing the availability of AI experts, but also concerns the development of new job profiles, such as experts in AI training. AI innovators also require clear AI regulation and research investments in key challenges, such as explainable AI.10aAI10aAI innovation management10aartificial intelligence10aAustria10ainnovation10aSME1 aPrem, Erich  utimreview.ca/article/128701891nas a2200229   4500008004100000022001400041245009100055210006900146260004200215300001000257490000600267520118500273653002001458653001601478653001501494653002701509653002201536100002001558700002501578700002001603856003801623       2019                        eng d  a1927-032100aBridging Participatory Policy Trends and Research Traditions through Social Innovation0 aBridging Participatory Policy Trends and Research Traditions thr  aOttawabTalent First Networkc04/2019  a27-360 v93 aThis study explores whether social innovation may serve as a bridge between participatory policy trends and research traditions when striving for improved societal relevance and impact of research and innovation (R&I). Despite their shared aim of relevance and impact through civic involvement, European R&I policies and participatory action research approaches seldom refer to each other or harness each other’s resources. The study advances the knowledge regarding how the participatory elements in the policies and research approaches relate through a participatory case study of a joint R&I process to develop a model for social innovation support in Sweden. The case study helps distinguish potential synergies between various degrees of involvement advocated in the policies and research approaches, as well as between the reliance on trending policy concepts vs. scientific notions of validity. Social innovation is perceived as a potential bridge between these elements, as it draws upon participatory academic traditions, while simultaneously tapping into current policy trends of co-creation, in the development of new approaches and solutions to societal challenges. 10aaction research10aco-creation10ainnovation10aparticipatory research10asocial innovation1 aLindberg, Malin1 aHallencreutz, Daniel1 aTengqvist, Anna  uhttps://timreview.ca/article/123102039nas a2200229   4500008004100000022001400041245008800055210006900143260004200212300001000254490000600264520135100270653002001621653001701641653001501658653001501673653001301688653001801701653003401719100001801753856003801771       2019                        eng d  a1927-032100aChoosing an Outlet for Action Research: Publication Patterns in Innovation Journals0 aChoosing an Outlet for Action Research Publication Patterns in I  aOttawabTalent First Networkc04/2019  a66-770 v93 aWith the aim to help innovation researchers choose outlets for articles based on participatory and action research methods, this article describes and discusses publication patterns of action research. A bibliographic study of 33 innovation journals ranked 4, 3, 2, and 1 in the 2018 Academic Journal Guide is complemented by a case study of this journal, the Technology Innovation Management Review, as an example of an established open access journal in the field with a wider scope and target group. From these two studies, we learn that the overall trend is towards more publications of action research articles in a diversity of outlets. Indirectly, the study supports the general view that articles striving towards adding practical relevance to research are becoming more frequent. There is no support for the notion that more renowned and higher-ranked journals would be more hesitant to accept articles with action research methods. The study also notes that there are interesting outlets beside those highly ranked and indexed in more conventional ways. The conclusion reached is that we lack a clear answer to the question of what are the best outlets for those of us who are interested in both innovation and action research. Instead, the study invites us to reflect upon what kind of impact we want to have and then act accordingly. 10aaction research10abibliography10acase study10ainnovation10ajournals10aparticipative10aparticipatory action research1 aHoppe, Magnus  uhttps://timreview.ca/article/123404471nas a2200289   4500008004100000022001400041245010400055210006900159260004200228300001000270490000600280520359100286653002803877653002103905653001603926653002003942653001503962653002503977653001504002653001804017653002204035100002204057700002304079700003004102700001904132856003004151       2019                        eng d  a1927-032100aConnected Health Innovation:  Data Access Challenges in the Interface of AI Companies and Hospitals0 aConnected Health Innovation Data Access Challenges in the Interf  aOttawabTalent First Networkc12/2019  a43-550 v93 aThe purpose of this paper is to explore the challenges and potential solutions regarding data access for innovation in the realm of connected health. Theoretically, our study combines insights from data management and innovation network orchestration studies, taking thereby a new approach into issues that have emerged in these research streams. Empirically, we study these issues in the context of a development endeavor involving an AI-driven surgery journey solution in collaboration with hospitals and companies. Our study indicates that the challenges and solutions in data access can be categorised according to the level where they emerge: individual, organisational, and institutional. Depending on the level, the challenges require solutions to be searched from different categories. While solutions are generally still scarce, organizational level solutions seem The purpose of this paper is to explore the challenges and potential solutions regarding data access for innovation in the realm of connected health. Theoretically, our study combines insights from data management and innovation network orchestration studies, taking thereby a new approach into issues that have emerged in these research streams. Empirically, we study these issues in the context of a development endeavor involving an AI-driven surgery journey solution in collaboration with hospitals and companies. Our study indicates that the challenges and solutions in data access can be categorised according to the level where they emerge: individual, organisational, and institutional. Depending on the level, the challenges require solutions to be searched from different categories. While solutions are generally still scarce, organizational level solutions seem to hold wide-ranging potential in addressing many challenges. By discussing these dynamics, this paper provides new knowledge for academics and practitioners on the challenges and solutions for data access and management in networked contexts. The greatest challenges among healthcare providers and health technology companies lay on uncertainties and interpretations concerning regulation, data strategy, and guidelines. Creating guidelines for data use and access in a hospital can be a first step to creating connected health innovations in collaboration with AI companies. For their part, these companies need to put effort into gaining in-depth knowledge and understanding of the processes and standards in healthcare context. Our paper is one of the first to combine data management and innovation network orchestration literatures, and to provide empirical evidence on data access related issues in this setting.to hold wide-ranging potential in addressing many challenges. By discussing these dynamics, this paper provides new knowledge for academics and practitioners on the challenges and solutions for data access and management in networked contexts. The greatest challenges among healthcare providers and health technology companies lay on uncertainties and interpretations concerning regulation, data strategy, and guidelines. Creating guidelines for data use and access in a hospital can be a first step to creating connected health innovations in collaboration with AI companies. For their part, these companies need to put effort into gaining in-depth knowledge and understanding of the processes and standards in healthcare context. Our paper is one of the first to combine data management and innovation network orchestration literatures, and to provide empirical evidence on data access related issues in this setting.10aartificial intelligence10aconnected health10aData access10adata management10agovernance10ainformation mobility10ainnovation10aorchestration10apatient- centered1 aKemppainen, Laura1 aPikkarainen, Minna1 aHurmelinna-Laukkanen, Pia1 aReponen, Jarmo  utimreview.ca/article/129100575nas a2200205   4500008004100000022001400041245004400055210004100099260004200140300000800182490000600190653002000196653001500216653001800231653002700249100001800276700001800294700001900312856003800331       2019                        eng d  a1927-032100aEditorial: Action Research (April 2019)0 aEditorial Action Research April 2019  aOttawabTalent First Networkc04/2019  a3-60 v910aaction research10ainnovation10aparticipative10aparticipatory research1 aMcPhee, Chris1 aHoppe, Magnus1 aLindhult, Erik  uhttps://timreview.ca/article/122800571nas a2200205   4500008004100000022001400041245004200055210003900097260004200136300000800178490000600186653002000192653001500212653001800227653002700245100001800272700001800290700001900308856003800327       2019                        eng d  a1927-032100aEditorial: Action Research (May 2019)0 aEditorial Action Research May 2019  aOttawabTalent First Networkc05/2019  a3-50 v910aaction research10ainnovation10aparticipative10aparticipatory research1 aMcPhee, Chris1 aHoppe, Magnus1 aLindhult, Erik  uhttps://timreview.ca/article/123601577nas a2200541   4500008004100000245006500041210006200106260001200168300000800180490000600188653002600194653002400220653002600244653002000270653003300290653002400323653001800347653002500365653004200390653002100432653002600453653002200479653002500501653002700526653002900553653001900582653001700601653001500618653001500633653003200648653000900680653001700689653001500706653002200721653002600743653001500769653002400784653002500808653001800833653002000851653002000871653002500891653001300916653002700929100001800956700002300974856003800997       2019                        eng d00aEditorial: Celebrating Innovation in Florence (October 2019)0 aEditorial Celebrating Innovation in Florence October 2019  c10/2019  a3-40 v910abehavioural economics10abehavioural science10abibliometric analysis10abusiness models10aBuyer-Supplier Relationships10achoice architecture10acollaboration10aconsumer-to-business10aContent creator-based business models10acontent creators10acreativity management10adigital platforms10adigital technologies10adigital transformation10aDigital user involvement10adigitalization10adigitization10adisruption10ae-commerce10ahuman-centered data economy10aIIoT10aIndustry 4.010ainnovation10ainnovation policy10aintellectual commerce10aLiving lab10amission-led science10amultisided platforms10apersonal data10aresearch impact10asocial commerce10aSupplier Integration10ataxonomy10auser-generated content1 aTanev, Stoyan1 aSandstrom, Gregory  uhttps://timreview.ca/article/127000603nas a2200217   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002300188653002700211653001500238653002600253653001500279653002000294653001500314100001800329856003800347       2019                        eng d  a1927-032100aEditorial: Insights (February 2019)0 aEditorial Insights February 2019  aOttawabTalent First Networkc02/2019  a3-40 v910adigital innovation10adigital transformation10ainnovation10ainnovation ecosystems10amanagement10asharing economy10atechnology1 aMcPhee, Chris  uhttps://timreview.ca/article/121400600nas a2200217   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653002000180653002500200653001700225653001500242653002600257653002400283653001900307100001800326856003800344       2019                        eng d  a1927-032100aEditorial: Insights (June 2019)0 aEditorial Insights June 2019  aOttawabTalent First Networkc06/2019  a3-30 v910aaction research10adevelopment projects10adigitization10ainnovation10amanagement innovation10awomen entrepreneurs10awomen managers1 aMcPhee, Chris  uhttps://timreview.ca/article/124401222nas 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/127800860nas a2200313   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653001700188653002000205653001500225653001500240653001600255653002000271653001700291653001900308653001000327653003700337653002200374100001800396700002300414700002800437700002200465700002100487856003800508       2019                        eng d  a1927-032100aEditorial: Living Labs (March 2019)0 aEditorial Living Labs March 2019  aOttawabTalent First Networkc03/2019  a3-50 v910aaccelerators10abusiness models10aframeworks10ainnovation10aliving labs10aOpen innovation10astakeholders10asustainability10atools10aUN Sustainable Development Goals10aurban living labs1 aMcPhee, Chris1 aStåhlbröst, Anna1 aHabibipour, Abdolrasoul1 aRunardotter, Mari1 aChronéer, Diana  uhttps://timreview.ca/article/122000918nas 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/120701877nas a2200241   4500008004100000022001400041245017200055210006900227260004200296300001000338490000600348520106700354653002601421653001901447653001501466653003501481653002601516653001401542653000901556100001801565700002201583856003001605       2019                        eng d  a1927-032100aThe Impact of Digitalization and Resources on Gaining Competitive Advantage in International Markets: Mediating Role of Marketing, Innovation and Learning Capabilities0 aImpact of Digitalization and Resources on Gaining Competitive Ad  aOttawabTalent First Networkc11/2019  a26-390 v93 aInternational Entrepreneurship as a field of studies depends on digitalization as an essential factor that drives internationalization. Riding on the wave of digitalization, firms can produce and market their products and services globally through digital platforms with reduced costs and time savings. Yet, digitalization as a determinant of competitive advantages for small and medium enterprises in international markets is rarely examined. This study fills the gap by testing the direct and indirect effects of digitalization on enterprise, specifically focusing on price, product and service advantages in digitalized international markets. Based on the data collected from 143 exporting SME manufacturers in Malaysia, results from our analysis revealed that digitalization has no direct effect on competitive advantage, but rather has strong indirect effects on product and service advantages. Managers and policymakers can thus leverage digitalization to improve their company's internationalization plans according to its intended competitive strategies.10acompetitive advantage10adigitalization10ainnovation10ainternational entrepreneurship10aLearning Capabilities10amarketing10aSMEs1 aLee, Yan, Yin1 aFalahat, Mohammad  utimreview.ca/article/128101598nas a2200205   4500008004100000022001400041245006200055210006100117260004200178300001000220490000600230520100700236653001501243653001501258653001401273653002201287100002401309700002101333856003801354       2019                        eng d  a1927-032100aInnovation Ecosystems as Structures for Value Co-Creation0 aInnovation Ecosystems as Structures for Value CoCreation  aOttawabTalent First Networkc02/2019  a25-350 v93 aDespite the many recent discussions on “innovation ecosystems” as well as on open innovation or other co-innovation models, a more in-depth understanding of the multi-actor processes of value co-creation remains rather scarce. Hence, in this case study, we provide significant novel insight about innovation ecosystems as structures enabling multi-actor value co-creation in real-life innovation ecosystems. Based on our empirical findings, we identified two key principles: 1) in order to encourage the active participation of ecosystem actors in the value co-creation process, efforts must be made to ensure a clear vision and a shared value base on which the ecosystem activities can be built and 2) facilitation is needed to support the ecosystem actors to make new connections and to share their knowledge and resources in concrete ways. Most importantly, the more diversity there is among the ecosystem actors, the greater the support for innovativeness within the value co-creation process. 10aecosystems10ainnovation10aplatforms10avalue co-creation1 aKetonen-Oksi, Sanna1 aValkokari, Katri  uhttps://timreview.ca/article/121601674nas a2200205   4500008004100000022001400041245005700055210005500112260004200167300000900209490000600218520106800224653001501292653002601307653003201333653002201365653002401387100001901411856003801430       2019                        eng d  a1927-032100aA Management Innovation Approach to Project Planning0 aManagement Innovation Approach to Project Planning  aOttawabTalent First Networkc06/2019  a4-130 v93 aInnovation is viewed as indispensable to the economic and social development of countries, and the subject has been widely researched. The initial research focused on the development of new products and services by firms applying technological initiatives. The concept has expanded to cover many domains and features of innovation that led to innovation in non-technological areas, currently referred to as “management innovation”. Many tools were developed by management specialists and gurus such as strategic planning, vision and mission statements, benchmarking, customer-satisfaction measurement, and outsourcing to target performance improvements in firms. The output of this article is a project development planning model that integrates management innovation tools related to the field of project planning as a novel approach tested by a consulting firm over several applications. The article has implications for managers, consultants, and professionals involved in the design, planning, and implementation of a varied range of development projects.10ainnovation10amanagement innovation10amanagement innovation tools10ascenario planning10astrategic foresight1 aAllahar, Haven  uhttps://timreview.ca/article/124501711nas a2200229   4500008004100000022001400041245006800055210006700123260004200190300001000232490000600242520103400248653002301282653001601305653001901321653003301340653001301373653002401386653001501410100002601425856003001451       2019                        eng d  a1927-032100aMultidimensional Data-Driven Artificial Intelligence Innovation0 aMultidimensional DataDriven Artificial Intelligence Innovation  aOttawabTalent First Networkc12/2019  a16-280 v93 aThis is a critical time for the development and adoption of Artificial Intelligence (AI). The field has existed since the 1950s and is only now emerging as viable for commercial markets. Many enterprises are placing bets on AI that will determine their future. Today AI innovation becomes useful when it enriches decision-making that is enhanced by applying Big Data (BD) and Advanced Analytics (AA), with some element of human interaction using digital platforms. This research investigates an opportunity for cross-fertilization between AI, BD, and AA with related disciplines. The paper aims to investigate the potential relationship of AI, BD, and AA with digital business platforms. In doing so, it develops a multidimensional BD-driven AI innovation taxonomy framework with an AA/BD/AA innovation value chain, related levels of BD, and analytics maturity improvement. This framework can be used with a focus on data-driven human-machine relationships, and applying AI at different levels of data driven automation maturity.10aAdvanced Analytics10aAI maturity10aAI value chain10aArtificial Intelligence (AI)10abig data10aenterprise platform10ainnovation1 aYablonsky, Sergey, A.  utimreview.ca/article/128802136nas a2200241   4500008004100000022001400041245007600055210006900131260004200200300000900242490000600251520141800257653002001675653002501695653001501720653001201735653000901747653002601756100002501782700002801807700002101835856003801856       2019                        eng d  a1927-032100aNavigating Boundaries in Additive Manufacturing through Action Research0 aNavigating Boundaries in Additive Manufacturing through Action R  aOttawabTalent First Networkc04/2019  a7-160 v93 aAction research – both as praxis but also from a critical orientation – can elaborate modes of action, identifying the borders and margins that act as both the productive spaces for collaboration as well as the fuzzy areas that require reflection and clarification. In this exploratory case study, action research is used to follow an additive manufacturing project team in real time as it navigates fuzzy areas to integrate knowledge to produce commercializable science innovation in one of New Zealand’s National Science Challenges (NSC): Science for Technological Innovation – Kia Kotahi Mai: Te Ao Pūtaiao me Te Ao Hangarau (SfTI). Through action research as praxis and as critical orientation, we have identified key mechanisms in interdisciplinary and transdisciplinary research for commercialization, particularly in the context of New Zealand’s indigenous Māori people. Our preliminary analysis indicates that an explicit understanding of the fuzzy spaces can help teams find creative and collaborative means to navigate the productive but challenging “interstices of disciplines” (Mengis et al., 2018) to produce science innovation and discoveries and to galvanize relationships with industry and Māori participants. The findings also indicate that action research can promote structural, relational, and knowledge changes within teams, helping them solve complex problems in real time. 10aaction research10acritical orientation10ainnovation10ascience10aSfTI10atransformative praxis1 aRuckstuhl, Katharina1 aRabello, Rafaela, C. C.1 aDavenport, Sally  uhttps://timreview.ca/article/122902142nas a2200277   4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520135000265653001501615653001501630653001901645653001501664653002701679653000801706653000801714653001101722653002101733100002101754700002301775700002801798856003801826       2019                        eng d  a1927-032100aUrban Living Labs: Towards an Integrated Understanding of their Key Components0 aUrban Living Labs Towards an Integrated Understanding of their K  aOttawabTalent First Networkc03/2019  a50-620 v93 aIn today’s ongoing urbanization and escalating climate change, there is an increasing demand on cities to be innovative and inclusive to handle these emerging issues. As an answer to these challenges, and in order to generate and adopt sustainable innovations and nature-based solutions in the urban areas, the concept of urban living labs has emerged. However, to date, there is confusion concerning the concept of the urban living lab and its key components. Some interpret the urban living lab as an approach, others as a single project, and some as a specific place – and some just do not know. In order to unravel this complexity and better understand this concept, we sought to identify the key components of an urban living lab by discussing the perspective of city representatives in the context of an urban living lab project. To achieve this goal, we reviewed previous literature on this topic and carried out two workshops with city representatives, followed by an open-ended questionnaire. In this article, we identify and discuss seven key components of an urban living lab: governance and management structure; financing models; urban context; nature-based solutions; partners and users (including citizens); approach; and ICT and infrastructure. We also offer an empirically derived definition of the urban living lab concept.10adefinition10ainnovation10akey components10aLiving lab10anature-based solutions10aNBS10aULL10aUNaLab10aurban living lab1 aChronéer, Diana1 aStåhlbröst, Anna1 aHabibipour, Abdolrasoul  uhttps://timreview.ca/article/122400632nas a2200217   4500008004100000022001400041245007100055210006800126260004200194300000800236490000600244653002100250653002100271653001000292653001500302653001000317653001300327100001800340700001900358856003700377       2018                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship in India (January 2018)0 aEditorial Innovation and Entrepreneurship in India January 2018  aOttawabTalent First Networkc01/2018  a3-40 v810aemerging markets10aentrepreneurship10aIndia10ainnovation10arural10astartups1 aMcPhee, Chris1 aSaurabh, Punit  uhttp://timreview.ca/article/112800860nas a2200313   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653001800236653001800254653001500272653001800287653001400305653002500319653001500344653002600359653001900385653001100404653001000415653001300425653001300438653002600451653001300477100001800490856003800508       2018                        eng d  a1927-032100aEditorial: Innovation Strategy and Practice (November 2018)0 aEditorial Innovation Strategy and Practice November 2018  aOttawabTalent First Networkc11/2018  a3-30 v810abest practice10acollaboration10acreativity10acybersecurity10aframework10ainformation security10ainnovation10ainnovation ecosystems10amaturity model10amethod10amodel10apractice10aresearch10aresearch institutions10astrategy1 aMcPhee, Chris  uhttps://timreview.ca/article/119400783nas 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/114100813nas a2200313   4500008004100000022001400041245003500055210003200090260004200122300000800164490000600172653002000178653001600198653001300214653002100227653001700248653001500265653002500280653002500305653001600330653001300346653001800359653001700377653001000394653002300404653001700427100001800444856003700462       2018                        eng d  a1927-032100aEditorial: Insights (May 2018)0 aEditorial Insights May 2018  aOttawabTalent First Networkc05/2018  a3-40 v810abusiness models10aco-creation10adrop out10aentrepreneurship10afacilitation10ainnovation10ainternationalization10alean global startups10aliving labs10aservices10aservitization10astakeholders10ausers10avalue propositions10avalue-in-use1 aMcPhee, Chris  uhttp://timreview.ca/article/115400859nas a2200337   4500008004100000022001400041245004300055210004000098260004200138300000800180490000600188653001300194653001500207653001900222653001500241653001000256653001400266653001500280653001000295653001700305653001200322653001600334653001600350653001600366100001800382700001900400700002300419700002100442700002000463856003800483       2018                        eng d  a1927-032100aEditorial: Living Labs (December 2018)0 aEditorial Living Labs December 2018  aOttawabTalent First Networkc12/2018  a3-60 v810aanalysis10aconstructs10acultural space10adefinition10aENoLL10aframework10ainnovation10aISPIM10alean startup10alibrary10aliving labs10amethodology10astakeholder1 aMcPhee, Chris1 aLeminen, Seppo1 aSchuurman, Dimitri1 aWesterlund, Mika1 aHuizingh, Eelko  uhttps://timreview.ca/article/120000705nas a2200241   4500008004100000022001400041245005800055210005500113260004200168300000800210490000600218653001500224653002200239653001300261653002200274653001300296653002400309653002200333100001800355700002000373700003200393856003800425       2018                        eng d  a1927-032100aEditorial: Transdisciplinary Innovation (August 2018)0 aEditorial Transdisciplinary Innovation August 2018  aOttawabTalent First Networkc08/2018  a3-60 v810ainnovation10ainterdisciplinary10alearning10amultidisciplinary10apractice10atransdisciplinarity10atransdisciplinary1 aMcPhee, Chris1 aBliemel, Martin1 avan der Bijl-Brouwer, Mieke  uhttps://timreview.ca/article/117301828nas a2200289   4500008004100000022001400041245013300055210006900188260004200257300001000299490000600309520095200315653001301267653001801280653001801298653002101316653001501337653002001352653001001372653002201382100001801404700002601422700001601448700001901464700001701483856003801500       2018                        eng d  a1927-032100aFrom Importing Innovations to Co-Producing Them: Transdisciplinary Approaches to the Development of Online Land Management Tools0 aFrom Importing Innovations to CoProducing Them Transdisciplinary  aOttawabTalent First Networkc08/2018  a16-260 v83 aWhile traditional approaches to innovation diffusion often assume that innovations come from outside a local system, transdisciplinary co-production offers an alternative paradigm in which local stakeholders are engaged as co-producers of innovations. The use of digital online tools for agriculture, conservation, and citizen science is an area of expanding opportunities, but landholders are often dependent on tools developed outside their local communities. This article looks at the potential for transdisciplinary co-production to be used as a framework for more participatory development of digital online land management tools, with a case study from the Central Tablelands of New South Wales, Australia. This research has implications beyond rural land management to other industries and contexts where reflexive and integrative strategies are needed to overcome barriers to stakeholder participation and engagement with new technologies.10aadaptive10aco-production10acollaboration10adecision-support10ainnovation10aland management10atools10atransdisciplinary1 aBaumber, Alex1 aMetternicht, Graciela1 aAmpt, Peter1 aCross, Rebecca1 aBerry, Emily  uhttps://timreview.ca/article/117501449nas a2200205   4500008004100000022001400041245009500055210006900150260004200219300000900261490000600270520078100276653003101057653002801088653003201116653001501148653002401163100001901187856003701206       2018                        eng d  a1927-032100aIn Competition with Oneself: A Qualitative Inquiry into Amazon’s Entrepreneurial Culture0 aIn Competition with Oneself A Qualitative Inquiry into Amazon s   aOttawabTalent First Networkc06/2018  a5-140 v83 aUtilizing a historiographic approach based on Amazon’s Letters to Shareholders (LTS) over a twenty-year timeframe (1997–2016), this article identifies the discerning features of the company’s entrepreneurial culture that enabled it to become one of today’s most innovative organizations. A content analysis of the LTS while coding for underlying theoretical themes reveals Amazon’s entrepreneurial culture has been increasingly celebrating a spirit of “Self-Competition”, and by embracing ideas such as “Day 1 Mentality”, “Customer Centricity”, and “Human Capital Focus”. The study findings have useful insights for entrepreneurs, founding teams, and corporate managers engaged in developing an entrepreneurial culture within their own organizations.10acorporate entrepreneurship10aentrepreneurial culture10aentrepreneurial orientation10ainnovation10aqualitative methods1 aDutta, Dev, K.  uhttp://timreview.ca/article/116101419nas a2200265   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520066500261653002100926653001500947653001800962653001700980653002500997653001501022653000801037653001501045653002001060100002001080700001601100856003701116       2018                        eng d  a1927-032100aInclusive Innovation in Biohacker Spaces: The Role of Systems and Networks0 aInclusive Innovation in Biohacker Spaces The Role of Systems and  aOttawabTalent First Networkc02/2018  a27-370 v83 aIn this article, we examine the development of biohacker spaces and their impact on innovation systems through the lens of inclusive innovation. Examining issues associated with people, activities, outcomes, and governance, we observe that biohacker spaces offer an alternative approach to biotechnological research outside the orthodox walls of academia, industry, and government. We explain that harnessing the full innovative potential of these spaces depends on flexible legal and regulatory systems, including appropriate biosafety regulations and intellectual property policies and practices, and organic, community-based social and financial networking.10abiohacker spaces10abiohacking10abiotechnology10acrowdfunding10ainclusive innovation10ainnovation10alaw10aregulation10asocial networks1 ade Beer, Jeremy1 aJain, Vipal  uhttp://timreview.ca/article/113701640nas a2200241   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520096100257653001501218653001501233653001001248653001501258653001601273653001301289100002101302700001901323700001801342856003801360       2018                        eng d  a1927-032100aKey Constructs and a Definition of Living Labs as Innovation Platforms0 aKey Constructs and a Definition of Living Labs as Innovation Pla  aOttawabTalent First Networkc12/2018  a51-620 v83 aDespite the growing popularity of using living labs as innovation platforms and the increasing scholarly attention toward the topic, still relatively little is known about many of their central characteristics. We use a qualitative research approach to identify key constructs of living labs and to understand how these constructs show up in the operation of living labs. So doing, we used theoretical constructs from the literature on user innovation, co-creation, and living labs to analyze a sample of membership applications to the European Network of Living Labs (ENoLL). The results from the content analysis of 40 applications revealed nine key constructs that are characteristic to living labs: 1) objective, 2) governance, 3) openness, 4) stakeholders, 5) funding, 6) value, 7) communications, 8) infrastructure, and 9) methods. These key constructs provide new insight that helps us to provide a definition of living labs as innovation platforms.10aconstructs10adefinition10aENoLL10ainnovation10aliving labs10aplatform1 aWesterlund, Mika1 aLeminen, Seppo1 aHabib, Christ  uhttps://timreview.ca/article/120502192nas a2200253   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520145100264653002001715653001501735653001201750653001501762653001801777653001801795653001501813100002401828700002601852700002201878856003801900       2018                        eng d  a1927-032100aThe Library Living Lab: A Collaborative Innovation Model for Public Libraries0 aLibrary Living Lab A Collaborative Innovation Model for Public L  aOttawabTalent First Networkc12/2018  a17-250 v83 aNew models of governance advance towards participatory schemes in which citizens not only play an active role in decision-making processes but also the processes by which new products and services are defined and introduced. In parallel, technological innovations, and the new horizons of creativity that they allow, open a huge range of options to innovation in all areas of society, particularly in the cultural field. Under these two premises – participation and innovation – the Library Living Lab initiative was born at the Public Library of Miquel Batllori Volpelleres in Sant Cugat del Vallès, Barcelona. The Library Living Lab is a space that gathers all stakeholders around the public library with the aim of exploring new methods and tools that allow us to enjoy culture both individually and collectively. This article describes how technology can be an enabling factor in a citizen-initiated grassroots project. The project implements a complete model of inter-institutional collaboration with all relevant actors around the living lab working group. The specific challenges of developing an open, flexible, and inter-connected space are identified, and the interaction dynamics based on a challenge–action–return methodology definition are described through practical examples. Our conclusions tackle the challenges of a horizon for the implementation of innovation initiatives – such as living labs – in public spaces. 10acultural spaces10ainnovation10alibrary10aLiving lab10aparticipatory10apublic spaces10atechnology1 aVilariño, Fernando1 aKaratzas, Dimosthenis1 aValcarce, Alberto  uhttps://timreview.ca/article/120201615nas a2200205   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520098800267653001601255653001501271653001301286653002401299653003201323100001601355856003801371       2018                        eng d  a1927-032100aMixing Practices to Create Transdisciplinary Innovation: A Design-Based Approach0 aMixing Practices to Create Transdisciplinary Innovation A Design  aOttawabTalent First Networkc08/2018  a60-650 v83 aAs the problems that are our organizations are facing become more complex, dynamic, and networked, they will need to become more flexible in their ability to respond. These complex networked problem situations often cannot be tackled from a single-discipline perspective, and thus transdisciplinary innovation – that is, innovation across and between disciplinary fields – is becoming more important. But how can we achieve innovation in those in-between spaces, when all of our knowledge and established approaches are held within the disciplines? In this article, we look beyond the limiting confines of traditional disciplines by seeing them as collections of smaller units of action: practices. After a foray into the anatomy of practices, we discuss how a design-based approach to transdisciplinary thinking creates a framework for the mixing of practices, articulating new insights and creating new possibilities for action in the space between the established professions.10adisciplines10ainnovation10apractice10atransdisciplinarity10atransdisciplinary education1 aDorst, Kees  uhttps://timreview.ca/article/117901672nas a2200217   4500008004100000022001400041245005600055210005400111260004200165300001000207490000600217520108200223653001601305653001501321653001501336653001301351653002001364653001301384100001901397856003801416       2018                        eng d  a1927-032100aA Practice Method for Studying Creative Communities0 aPractice Method for Studying Creative Communities  aOttawabTalent First Networkc11/2018  a22-310 v83 aExplaining innovation – even merely spotting it actually happening – is difficult. In this article, I introduce an industry-friendly approach that will enable practitioners and researchers alike to observe, interpret, and understand the different types of creativities – the raw materials necessary for innovation – that happen in creative communities. The Practice Method for Studying Creative Communities (PMSCC) is based on theories developed by Nonaka and Takeuchi. However, unlike mainstream practice-oriented methods, the PMSCC does not necessitate the use of theory-heavy conceptualizations; instead, it focuses on the everyday, creative micro-interactions in communities. As I describe in this article, the PMSCC offers practitioners and researchers an effective way to gain new insights into an otherwise relatively opaque process. Besides outlining the method, I also present results from a research project utilizing the PMSCC, showing how the method can produce worthwhile findings, foster new insights, and help practitioners hone their creative processes.10acommunities10acreativity10ainnovation10apractice10aresearch method10ateamwork1 aButtler, Pekka  uhttps://timreview.ca/article/119701550nas a2200193   4500008004100000022001400041245005700055210005500112260004200167300001000209490000600219520099700225653001901222653001501241653001901256653002501275100001801300856003801318       2018                        eng d  a1927-032100aA Strategic Management Maturity Model for Innovation0 aStrategic Management Maturity Model for Innovation  aOttawabTalent First Networkc11/2018  a13-210 v83 aEven though strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in the business literature for the area of strategic management activities. This article updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. The Strategic Management Maturity Model for Innovation (S3M-i) is composed of six maturity levels with seven dimensions. The main contribution of the S3M-i is to put innovation into the agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This article suggests that innovation (new breakthrough products/services and business models) is the only way of creating sustainable growth, and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond to the dynamic business environment and rapidly changing customer behaviours.10abusiness model10ainnovation10amaturity model10astrategic management1 aDemir, Ferhat  uhttps://timreview.ca/article/119601680nas a2200217   4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520103400277653001201311653001501323653001501338653001601353653001501369100001901384700002201403856003701425       2018                        eng d  a1927-032100aSupporting Self-Determined Indigenous Innovations: Rethinking the Digital Divide in Canada0 aSupporting SelfDetermined Indigenous Innovations Rethinking the   aOttawabTalent First Networkc02/2018  a38-480 v83 aThis article seeks to revisit dominant narratives of digital technological development in Indigenous communities in Canada. By prioritizing Indigenous voices and drawing from concepts of self-determination and sovereignty, this analysis reorients discourse surrounding the “digital divide” towards a strength-based approach that positions Indigenous peoples as innovators and creators, not just consumers, of digital technologies. This article begins with a discussion of how dominant media has used technology and technological imagery to misrepresent Indigenous cultures and perpetuate colonial biases, and emphasizes the importance of making space for Indigenous future imagery. Following this is a discussion of digital storytelling and virtual landscapes, showcasing a small sample of Indigenous initiatives online, in video game and app development, and in augmented and virtual reality. Finally, this article considers the potential of “makerspaces” as a framework for future action to bridge theory and practice. 10adigital10aIndigenous10ainnovation10amakerspaces10atechnology1 aWinter, Jasmin1 aBoudreau, Justine  uhttp://timreview.ca/article/113801713nas a2200241   4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520096000277653002001237653001501257653002501272653001301297653001501310100002901325700002901354700002301383700002801406856003701434       2018                        eng d  a1927-032100aTo Internationalize or Not to Internationalize? A Descriptive Study of a Brazilian Startup0 aTo Internationalize or Not to Internationalize A Descriptive Stu  aOttawabTalent First Networkc03/2018  a38-460 v83 aThis study examines the failed internationalization experience of a Brazilian high-tech startup. The research methodology of the study is descriptive and aims to explore whether this startup should re-internationalize, despite an unsuccessful first experience. Based on interviews with the founders, it was found that the initial internationalization took place in an incipient way, in the heat of the moment. The lack of success with the initial internationalization did not shake the directors of the startup, who aim to return to internationalization, now in a consolidated way and counting on the advice of an investor. Despite its bitter first experience, should the startup try again? Through an analysis of the lessons learned from the startup’s initial failure and insights from its consideration of a possible second attempt, this study contributes to the literature on competitiveness, internationalization, and international entrepreneurship.10aentrepreneurial10ainnovation10ainternationalization10astartups10atechnology1 aScherer, Flavia, Luciane1 aMinello, Italo, Fernando1 aKrüger, Cristiane1 aRizzatti, Andréa, Bach  uhttp://timreview.ca/article/114501896nas a2200277   4500008004100000022001400041245005500055210005300110260004200163300001000205490000600215520114000221653001301361653001601374653001501390653001501405653002201420653002001442653001901462653001901481653002001500100002101520700001901541700002101560856003701581       2018                        eng d  a1927-032100aA Topic Modelling Analysis of Living Labs Research0 aTopic Modelling Analysis of Living Labs Research  aOttawabTalent First Networkc07/2018  a40-510 v83 aThis study applies topic modelling analysis on a corpus of 86 publications in the Technology Innovation Management Review (TIM Review) to understand how the phenomenon of living labs has been approached in the recent innovation management literature. Although the analysis is performed on a corpus collected from only one journal, the TIM Review has published the largest number of special issues on living labs to date, thus it reflects the advancement of the area in the scholarly literature. According to the analysis, research approaches to living labs can be categorized under seven broad topics: 1) Design, 2) Ecosystem, 3) City, 4) University, 5) Innovation, 6) User, and 7) Living lab. Moreover, each topic includes a set of characteristic subtopics. A trend analysis suggests that the emphasis of research on living labs is moving away from a conceptual focus on what living labs are and who is involved in their ecosystems to practical applications of how to design and manage living labs, their processes, and participants, especially users, as key stakeholders and in novel application areas such as the urban city context.10abig data10adata mining10ainnovation10aLiving lab10aliving laboratory10aresearch trends10atext analytics10atopic modeling10atopic modelling1 aWesterlund, Mika1 aLeminen, Seppo1 aRajahonka, Mervi  uhttp://timreview.ca/article/117002172nas 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/107500773nas a2200277   4500008004100000022001400041245005700055210005400112260004200166300000800208490000600216653002000222653002500242653001300267653001500280653001600295653001700311653001500328653001500343100001800358700001900376700002100395700002300416700001900439856003700458       2017                        eng d  a1927-032100aEditorial: Innovation in Living Labs (February 2017)0 aEditorial Innovation in Living Labs February 2017  aOttawabTalent First Networkc02/2017  a3-60 v710aaction research10abusiness-to-business10aemotions10ainnovation10aliving labs10aneedsfinding10aoperations10areflection1 aMcPhee, Chris1 aLeminen, Seppo1 aWesterlund, Mika1 aSchuurman, Dimitri1 aBallon, Pieter  uhttp://timreview.ca/article/105200796nas 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/110102119nas a2200205   4500008004100000022001400041245007800055210007100133260004200204300001000246490000600256520146500262653002501727653002801752653001501780653002301795653004001818100001801858856003701876       2017                        eng d  a1927-032100aEducational Involvement in Innovative University–Industry Collaboration0 aEducational Involvement in Innovative University–Industry Collab  aOttawabTalent First Networkc12/2017  a14-220 v73 aThe positive link between university research and industrial innovation has been widely recognized among academics and industrial practitioners. A remarkable volume of previous research emphasizes the importance of the transfer of academic knowledge into the industrial domain. In this sense, it is surprising that the role of university education is an almost neglected topic in the research concerning university–industry collaboration, despite education and the creation of knowledge being a primary goal of universities and providing great potential in terms of improving competences. This study presents a case study that analyzes educational involvement in nine long-term university–industry relationships. In all the cases, the research collaboration between industrial firm and university research group is directly associated with close educational involvement. The aim of the case analysis is to understand mechanisms and practices of educational collaboration that facilitate relational learning and innovation development in university–industry relationships. The forms of educational involvement studied in this article include student projects, thesis projects, jointly organized courses, and tailored degree courses. The findings of the study reveal a number of educational collaboration practices that may facilitate relational learning, creation of new knowledge, as well as innovation development in university–industry relationships.10aacademic involvement10aeducational involvement10ainnovation10aknowledge transfer10auniversity–industry collaboration1 aKunttu, Leena  uhttp://timreview.ca/article/112401695nas a2200241   4500008004100000022001400041245007300055210006900128260004200197300001000239490000600249520099100255653003101246653001501277653001601292653000901308653001301317100002301330700002201353700002101375700002001396856003701416       2017                        eng d  a1927-032100aInnovation by Collaboration between Startups and SMEs in Switzerland0 aInnovation by Collaboration between Startups and SMEs in Switzer  aOttawabTalent First Networkc12/2017  a23-310 v73 aOpen innovation is key to the success of many companies. It is based on the intelligent use of all possible resources, including collaborations with parties outside the firm. Although it is well known that large companies foster and use startups as experiments in their innovation process, little is known about similar activities with small and medium-sized enterprises (SMEs). The aim of this article is to report the results of research done in Switzerland on startups and SMEs. It reveals that most startups know that they must co-operate with other companies from the very beginning of their existence, and that both sides have difficulties in performing a systematic search for possible partners. Hence, to encourage the collaborative development of innovative solutions, we propose building bridges between startups and SMEs, making the identification of possible users of new technologies (SMEs) more accessible to startups, as well as making startups more identifiable by SMEs.10acollaboration co-operation10ainnovation10amatchmaking10aSMEs10astartups1 aMercandetti, Fabio1 aLarbig, Christine1 aTuozzo, Vincenzo1 aSteiner, Thomas  uhttp://timreview.ca/article/112502124nas a2200277   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520132400282653001101606653001801617653001501635653001501650653001801665653001601683653001001699653001301709100002101722700002101743700002101764700002401785856003701809       2017                        eng d  a1927-032100aOrchestrating Innovation Ecosystems: A Qualitative Analysis of Ecosystem Positioning Strategies0 aOrchestrating Innovation Ecosystems A Qualitative Analysis of Ec  aOttawabTalent First Networkc03/2017  a12-240 v73 aThis article explores how firms can orchestrate innovation ecosystems to enhance collaboration for innovation among different actors. Most previous research on ecosystems has focused on firm-level strategies to operate in an ecosystem rather than the composition or orchestration of an ecosystem as a whole. However, finding the balance between the self-interests of involved actors is critical in order to create collaborative settings that induce different parties to jointly develop and put their best efforts into a joint endeavour. Thus, we undertook a qualitative study with 35 case companies from the metal and engineering industries, each of whom was interested in developing their position in ecosystems and improving their relational business practices. The findings suggest that there is an essential ecosystem competence that is needed by all actors in an ecosystem, regardless of their position, and that is the ability to manage dynamic strategic interactions related to innovation. This competence enables them to ensure the future vitality of the ecosystem and their own business. These results highlight the need for managers to profile their own company’s role in an ecosystem in relation to the type of ecosystems, while simultaneously evaluating the ecosystem’s ability and potential to survive.10aactors10acollaboration10aecosystems10ainnovation10aorchestration10apositioning10aroles10astrategy1 aValkokari, Katri1 aSeppänen, Marko1 aMäntylä, Maria1 aJylhä-Ollila, Simo  uhttp://timreview.ca/article/106101754nas a2200229   4500008004100000022001400041245005400055210005400109260004200163300001000205490000600215520108500221653001801306653001501324653002501339653002901364653001701393653001301410100003201423700003201455856003701487       2017                        eng d  a1927-032100aPlatforms for Innovation and Internationalization0 aPlatforms for Innovation and Internationalization  aOttawabTalent First Networkc05/2017  a23-310 v73 aThe high-tech global startup has many challenges related to both innovation and internationalization. From a Danish cluster of Welfare Tech firms, eight innovative and international firms were selected and interviewed. Such firms typically have to be agile and operate in virtual networks in almost all parts of their value chains. This article contributes to the understanding of how innovation and internationalization to a great extent are interlinked. The firms have developed a core product or service offering, which the firms often describe as “a platform”. Around the platform, they develop their products and services for new customers and users in new countries. The firms have to sustain a strong focus on the platform while at the same time developing their platform solution for new products, new customers, and new markets. This pivoting makes it possible to use the platform in a new context but is highly demanding for the firms. They need to be extremely agile and fast-moving but at the same time still to have a focus on the core of the firm: the platform. 10aglobalization10ainnovation10ainternationalization10alean and global startups10alean startup10aplatform1 aRasmussen, Erik, Stavnsager1 aPetersen, Nicolaj, Hannesbo  uhttp://timreview.ca/article/107401940nas a2200337   4500008004100000022001400041245004500055210004500100260004200145300000900187490000600196520109200202653001301294653002101307653001501328653001201343653001501355653001601370653000901386653001301395653002701408653001501435653001501450653001001465653002001475100001801495700002001513700001601533700001601549856003701565       2017                        eng d  a1927-032100aReflecting on 10 Years of the TIM Review0 aReflecting on 10 Years of the TIM Review  aOttawabTalent First Networkc07/2017  a5-200 v73 aIn July 2007, the first issue of this journal was published under the banner of the Open Source Business Resource. Re-launched with a broader scope in 2011 as the Technology Innovation Management Review, the journal now celebrates its 10th anniversary. In this article, we review the 10-year history of the journal to examine what themes have been covered, who has contributed, and how much the articles have been read and cited. During those 10 years, the journal has published 120 monthly issues, including more than 800 publications by more than 800 international authors from industry, academia, the public sector, and beyond. As discovered with topic modelling, the journal has covered seven themes: open source business, technology entrepreneurship, growing a business, research approaches, social innovation, living labs, and cybersecurity. Overall, the website has attracted over 1 million readers from around the world – 31% from Asia, 30% from the Americas, 26% from Europe, 8% from Africa, and 5% from Oceania – with over 25,000 readers now accessing the site each month. 10abusiness10aentrepreneurship10ainnovation10ajournal10amanagement10aopen source10aOSBR10aresearch10ascientometric analyses10atechnology10aTIM Review10atopic10atopic modelling1 aMcPhee, Chris1 aSantonen, Teemu1 aShah, Ahmed1 aNazari, Ali  uhttp://timreview.ca/article/108701996nas a2200277   4500008004100000022001400041245005900055210005800114260004200172300001000214490000600224520123700230653000901467653001601476653002901492653001501521653001501536653001301551653002001564653001501584653002101599100001901620700002101639700002101660856003701681       2017                        eng d  a1927-032100aTowards Third-Generation Living Lab Networks in Cities0 aTowards ThirdGeneration Living Lab Networks in Cities  aOttawabTalent First Networkc11/2017  a21-350 v73 aMany cities engage in diverse experimentation, innovation, and development activities with a broad variety of environments and stakeholders to the benefit of citizens, companies, municipalities, and other organizations. Hence, this article discusses such engagement in terms of next-generation living lab networks in the city context. In so doing, the study contributes to the discussion on living labs by introducing a framework of collaborative innovation networks in cities and suggesting a typology of third-generation living labs. Our framework is characterized by diverse platforms and participation approaches, resulting in four distinctive modes of collaborative innovation networks where the city is: i) a provider, ii) a neighbourhood participator, iii) a catalyst, or iv) a rapid experimenter. The typology is based on an analysis of 118 interviews with participants in six Finnish cities and reveals various ways to organize innovation activities in the city context. In particular, cities can benefit from innovation networks by simultaneously exploiting multiple platforms such as living labs for innovation. We conclude by discussing implications to theory and practice, and suggesting directions for future research.10acity10aco-creation10acollaborative innovation10ainnovation10aLiving lab10anetworks10aOpen innovation10asmart city10athird-generation1 aLeminen, Seppo1 aRajahonka, Mervi1 aWesterlund, Mika  uhttp://timreview.ca/article/111802085nas a2200205   4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520145100254653002901705653001901734653001501753653003201768653002001800100002201820856003701842       2016                        eng d  a1927-032100aAudience Commodification: A Source of Innovation in Business Models0 aAudience Commodification A Source of Innovation in Business Mode  aOttawabTalent First Networkc08/2016  a40-470 v63 aThis article reports on a research project aimed at developing a business model by changing the value-creation mechanism. The essence of this change is to persuade customers to perform actions in favour of the service provider. Such actions include responding to advertising clips to unlock value. The business model was generated from the concept of audience commodification and is based on the idea of looking at users as a source of a tradeable asset in business-to-business markets. Here, attention and actions are the assets that users pay to access the proposed value. The research includes two phases of surveys and experimentation. In the first phase, the tendency and acceptance level of users towards watching advertisements to unlock value are measured. In the next phase, a platform prototype is developed to test and understand user actions towards receiving value. The sample includes 52 users of different nationalities who were seeking relationships on an online dating platform. Results revealed that users accept advertising and will perform requested actions if they can perceive the delivered value. Practical implications of this research include insights to help move away from the current “view-based” advertising model toward new models of partnership with users in the value-creation process. This research may also stimulate further research into developing sustainable business models based on advertising revenue. 10aaudience commodification10abusiness model10ainnovation10atechnology entrepreneurship10avalue marketing1 aKhajeheian, Datis  uhttp://timreview.ca/article/101001300nas a2200205   4500008004100000022001400041245006800055210006700123260004200190300000900232490000600241520068600247653003100933653002200964653001500986653002201001653001401023100002001037856003701057       2016                        eng d  a1927-032100aCorporate Entrepreneurship: A Review and Future Research Agenda0 aCorporate Entrepreneurship A Review and Future Research Agenda  aOttawabTalent First Networkc08/2016  a5-180 v63 aThe overarching theme of corporate entrepreneurship literature is to understand why some firms are able to generate higher levels of corporate entrepreneurship than others. While the extant literature has greatly advanced our understanding of entrepreneurial activities by established firms, less effort has been made to systematically review the literature to help us identify missing links and knowledge in prior studies. To address this gap, this article critically reviews previous important studies on corporate entrepreneurship and then develops a framework integrating previous research. Finally, the article suggests five potentially worthwhile avenues for future research.10acorporate entrepreneurship10aestablished firms10ainnovation10astrategic renewal10aventuring1 aSakhdari, Kamal  uhttp://timreview.ca/article/100701668nas a2200241   4500008004100000022001400041245006100055210005800116260004200174300000800216490000600224520098800230653001601218653001501234653002001249653002101269653002701290653001501317653001801332100002001350700002001370856003601390       2016                        eng d  a1927-032100aCreating Brand India: Strategies, Issues, and Challenges0 aCreating Brand India Strategies Issues and Challenges  aOttawabTalent First Networkc05/2016  a5-90 v63 aJust like a product, person, or institution, a country also has an impression in the minds of people. A brand distinguishes the product of one seller from those of the others. With the Indian Prime Minister's recent call to "Make in India", brand building is receiving more attention and momentum in the country. India is the largest democratic country with the highest GDP, and it is becoming a favourable destination for the global investment giants. But, despite various strengths and successes in image building, the country faces challenges in creating a sustainable, conducive environment for making India a production hub of the world. Bureaucracy, corruption, delay in clearance of business proposals, ethical standards and work culture, tax reforms, political interventions, socio-economic barriers, regionalism, etc. are some of the challenges that must be coped with. This article examines these various issues and challenges that must be overcome in creating Brand India.10aBrand India10achallenges10aeconomic growth10aentrepreneurship10agovernment initiatives10ainnovation10aMake in India1 aChakrawal, Alok1 aGoyal, Pratibha  uhttp://timreview.ca/article/98501763nas 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/99401923nas a2200253   4500008004100000022001400041245007000055210006800125260004200193300001000235490000600245520117400251653001301425653002801438653001201466653002701478653001701505653002801522653001501550653001901565653002301584100002501607856003701632       2016                        eng d  a1927-032100aA Digital Maturity Model for Telecommunications Service Providers0 aDigital Maturity Model for Telecommunications Service Providers  aOttawabTalent First Networkc08/2016  a19-320 v63 aIndustries across the spectrum are being faced with a fundamental change: digital transformation. The telecommunications industry is no exception. For communications service providers, this transformation started some time ago with the emergence of so-called over-the-top (OTT) services such as WhatsApp and Skype. However, in spite of such transformation being underway, there is a lack of frameworks and tools to help communications service providers navigate such radical change. This article presents the findings of a research project to develop such a framework: the digital maturity model for telecommunications service providers. The model aims to offer a structured view of digital transformation that is specific to the context and challenges of the telecommunications industry and that can be used as a standard to help communications service providers benchmark themselves against peers or themselves as they advance their transformation. This article describes the need for the model and the methodology used to develop it, and it offers recommendations on how to use the model and further develop it as our understanding of digital transformation evolves.10abusiness10abusiness transformation10adigital10adigital transformation10adigitization10adisruptive technologies10ainnovation10amaturity model10atelecommunications1 aValdez-de-Leon, Omar  uhttp://timreview.ca/article/100800934nas 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/99100761nas a2200277   4500008004100000022001400041245005300055210005000108260004200158300000800200490000600208653002000214653002100234653001600255653001800271653001500289653001600304653001700320653002300337653001500360653001200375100001800387700001900405700002200424856003700446       2016                        eng d  a1927-032100aEditorial: Innovation in Tourism (November 2016)0 aEditorial Innovation in Tourism November 2016  aOttawabTalent First Networkc11/2016  a3-50 v610aaction research10aboundary objects10aco-creation10acrowdsourcing10ainnovation10aliving labs10asmart cities10asmart destinations10atechnology10atourism1 aMcPhee, Chris1 aGuimont, David1 aLapointe, Dominic  uhttp://timreview.ca/article/102900716nas a2200265   4500008004100000022001400041245003900055210003600094260004200130300000800172490000600180653002100186653001500207653003100222653002100253653002100274653001500295653002600310653001300336653001300349653002000362653001300382100001800395856003700413       2016                        eng d  a1927-032100aEditorial: Insights (October 2016)0 aEditorial Insights October 2016  aOttawabTalent First Networkc10/2016  a3-40 v610aboundary objects10aecosystems10aentrepreneurial university10aentrepreneurship10agrowth ambitions10ainnovation10aknowledge integration10astartups10astrategy10atacit knowledge10ateaching1 aMcPhee, Chris  uhttp://timreview.ca/article/102200694nas a2200253   4500008004100000022001400041245004800055210004500103260004200148300000800190490000600198653001500204653001800219653002100237653002200258653001500280653002400295653002100319653002000340653001300360653001300373100001800386856003600404       2016                        eng d  a1927-032100aEditorial: Managing Innovation (April 2016)0 aEditorial Managing Innovation April 2016  aOttawabTalent First Networkc04/2016  a3-40 v610acreativity10acybersecurity10aentrepreneurship10afrugal innovation10ainnovation10amanaging innovation10anational culture10aOpen innovation10aprojects10astartups1 aMcPhee, Chris  uhttp://timreview.ca/article/97602028nas 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/99502027nas a2200265   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520124300282653002001525653002701545653001501572653001001587653001601597653001001613653002901623653001901652653001201671100001901683700002201702856003701724       2016                        eng d  a1927-032100aEmpowering Local Tourism Providers to Innovate through a Living Lab Process: Does Scale Matter?0 aEmpowering Local Tourism Providers to Innovate through a Living   aOttawabTalent First Networkc11/2016  a18-250 v63 aA destination management organization looking to integrate technology into its tourism offering tasked a living lab with engaging tourists and tourism providers in the process. At the end of the two-year initial funding period for an action research project, the process is a success and stakeholders are engaged in the innovation ecosystem. But what is next? By observing participants and gathering feedback from stakeholders through a Policy Delphi panel, the outcomes of the project and the intentions and actions of the tourism providers and other parties were identified. Innovation capacity has increased: spin-offs were created and stakeholders have embraced open and collaborative innovation. Now, stakeholders are determined to make the process sustainable by finding other funding sources. But what should be the level of cooperation and intervention? What level can best foster innovation and knowledge retention? A case study combining a grid of characteristics and levels of analysis for living labs was used to identify one key question: for a living lab in tourism, does scale matter? This article will explore that question and will contribute to the understanding of the living lab as a model of socio-territorial action.10aaction research10adestination management10ainnovation10alevel10aliving labs10ascale10asocio-territorial action10aterritoriality10atourism1 aGuimont, David1 aLapointe, Dominic  uhttp://timreview.ca/article/103101576nas a2200229   4500008004100000022001400041245006700055210006500122260004200187300000900229490000600238520091300244653002001157653001901177653001501196653002101211653001501232653001901247100002201266700002101288856003701309       2016                        eng d  a1927-032100aA Framework for Sustainable Circular Business Model Innovation0 aFramework for Sustainable Circular Business Model Innovation  aOttawabTalent First Networkc07/2016  a5-120 v63 aThe circular economy concept is a novel economic model aiming to foster sustainable economic growth, boost global competitiveness, and generate new jobs. In order to make the circular economy mainstream, radical and systemic innovation is needed. Currently, a majority of the business modelling tools and methods lack at least some of the identified and needed elements for innovating business models in a circular economy. In this article, we build a framework for sustainable circular business model innovation by adding important perspectives: recognizing trends and drivers at the ecosystem level; understanding value to partners and stakeholders within a business; and evaluating the impact of sustainability and circularity. We present the results of a case study with a startup company, which was designed to test the framework and provide a concrete example of its usage and future development needs.10abusiness canvas10abusiness model10acase study10acircular economy10ainnovation10asustainability1 aAntikainen, Maria1 aValkokari, Katri  uhttp://timreview.ca/article/100001214nas 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/99202532nas a2200241   4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520182500265653001502090653001302105653002002118653001602138653001202154653002202166653001702188100003102205700001702236856003702253       2016                        eng d  a1927-032100aPriority Systems at Theme Parks from the Perspective of Managers and Customers0 aPriority Systems at Theme Parks from the Perspective of Managers  aOttawabTalent First Networkc11/2016  a40-470 v63 aWaiting times are becoming an increasingly important customer-experience challenge in theme parks. The seemingly ever-present problem of long queues for rides and attractions is being tackled by the development of priority systems. These innovations allow customers to join an alternative queue that bypasses the congestion faced by regular customers. In other words, by paying extra, customers can purchase the right to be served sooner. Such systems are becoming prevalent, but there is a lack of empirical research into priority systems at theme parks in the academic and management literature, which suggests that in-depth empirical analysis is necessary in order to understand the consumer decision-making process when making this purchase. This article examines priority systems at theme parks both from the viewpoint of park management and of customers. To address this gap, we surveyed nearly 1,000 customers at a major theme park in Spain and conducted semi-structured interviews with 10 theme park managers to assess both customer and manager attitudes towards waiting generally and priority systems specifically. Our results reveal that these priority systems facilitate market segmentation. When theme parks offer this "wait or pay" option, different groups of customers are identified based on their attitudes: those who wait in regular lines and those who are willing to pay to avoid lines. Thus, this innovative system creates an important source of new revenue while also improving the customer experience by reducing waiting times and minimizing congestion. Following a discussion of our results, we offer practical recommendations to managers who need to address the challenges of waiting times in theme parks and wish to improve both profits and customer experiences by implementing a priority system.10ainnovation10amanagers10apriority queues10atheme parks10atourism10atourist behaviour10awaiting time1 aHernandez-Maskivker, Gilda1 aRyan, Gerard  uhttp://timreview.ca/article/103401762nas a2200277   4500008004100000022001400041245013700055210006900192260004200261300001000303490000600313520088500319653002001204653001601224653001801240653001501258653003101273653001701304653001201321653002001333100002101353700003001374700001901404700002401423856003701447       2016                        eng d  a1927-032100aA Process for Co-Creating Shared Value with the Crowd: Tourism Case Studies from a Regional Innovation System in Western Switzerland0 aProcess for CoCreating Shared Value with the Crowd Tourism Case   aOttawabTalent First Networkc11/2016  a32-390 v63 aDespite the presence of a regional innovation system, the gross value added attributed to tourism in the Swiss region of Valais is declining. Innovation policies fostering private initiatives and collaboration between companies, researchers, and coaching services have been reinforced recently, and policy instruments are in place to support strategic industries. However, no incitement instrument is dedicated to supporting the co-creation and the creation of shared value through local actors. This article presents a co-creation process of shared value and the lessons learned while implementing a new mode of innovation and entrepreneurship in two case studies in the peripheral region of Valais, Switzerland. The aim of the process is the co-creation of shared value-based business models, with an emphasis on the use of crowdsourcing to find new ways to create shared value.10abusiness models10aco-creation10acrowdsourcing10ainnovation10aregional innovation system10ashared value10atourism10atourism cluster1 aGrèzes, Vincent1 aLehmann, Béatrice, Girod1 aSchnyder, Marc1 aPerruchoud, Antoine  uhttp://timreview.ca/article/103301495nas a2200253   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520073600263653000900999653002801008653001901036653001501055653003501070653002001105653001701125653002201142100002201164700001801186856003701204       2016                        eng d  a1927-032100aA Proposed Approach for Idea Selection in Front End of Innovation Activities0 aProposed Approach for Idea Selection in Front End of Innovation   aOttawabTalent First Networkc08/2016  a48-550 v63 aCurrent research indicates that the idea evaluation processes of many firms are ad hoc or intuitive, with very few firms having defined methods. We propose a new approach to select the best ideas to pursue amidst different probable versions of the future. In support of "front end of innovation" processes, the approach emphasizes the formation of requirements for any idea that can be prioritized and measured against possible future worlds. This approach is currently conceptual; future work will develop the approach into a methodology that can be tested using real-world problems. This article will be relevant to those who are exploring novel methods and approaches to selecting the best idea within their particular domains. 10aFEoI10afront end of innovation10aidea selection10ainnovation10amulti-criteria decision making10apossible worlds10areal options10astochastic models1 aForde, Andrew, N.1 aFox, Mark, S.  uhttp://timreview.ca/article/101101592nas a2200217   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520095600257653001401213653001501227653001301242653001701255653002201272653001701294100002601311856003701337       2016                        eng d  a1927-032100aThe Smart City Ecosystem as an Innovation Model: Lessons from Montreal0 aSmart City Ecosystem as an Innovation Model Lessons from Montrea  aOttawabTalent First Networkc11/2016  a26-310 v63 aInnovations are not confined to new technologies designed to improve the manufacturing processes of a product or the provision of a service. In a context of postmodernity, the new innovation paradigm calls on organizations to choose the best innovation strategies for their broader purposes. Today, such strategies usually involve adopting organizational structures that enable better collaboration with the stakeholders of an ecosystem. This article focuses on the smart city of Montreal – selected as the 2016 Intelligent Community of the Year by the Intelligent Community Forum – as a model of innovation. The aim is to understand the distinction between "the smart city" and "the smart destination", despite the omnipresence of tourism projects in smart city development plans. Among the key lessons are the importance of engaging tourism stakeholders and the role of a dedicated organization to develop and implement the city's unique vision.10aecosystem10ainnovation10aMontreal10asmart cities10asmart destination10astakeholders1 aKhomsi, Mohamed, Reda  uhttp://timreview.ca/article/103200843nas a2200289   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262653001500268653001600283653001500299653001300314653001200327653001500339653001100354653002300365653001500388653004400403653001500447100001800462700001900480700001800499856003600517       2016                        eng d  a1927-032100aTIM Lecture Series – Insights from Success and Failure in Technology Businesses0 aTIM Lecture Series Insights from Success and Failure in Technolo  aOttawabTalent First Networkc02/2016  a36-390 v610aBlackberry10abook launch10ainnovation10ainsights10alessons10amanagement10aNortel10aResearch in Motion10atechnology10atechnology innovation management review10aTIM Review1 aMcPhee, Chris1 aCarbone, Peter1 aSilcoff, Sean  uhttp://timreview.ca/article/96701670nas a2200229   4500008004100000022001400041245009600055210006900151260004200220300000900262490000600271520094500277653001601222653003101238653001701269653001501286653003201301653002001333100002001353700003101373856003601404       2016                        eng d  a1927-032100aUnderground Innovation: How to Encourage Bootlegging Employees to Disclose Their Good Ideas0 aUnderground Innovation How to Encourage Bootlegging Employees to  aOttawabTalent First Networkc03/2016  a5-120 v63 aEmployees are increasingly considered as the origin of many corporate entrepreneurial ideas. Research on “bootlegging” posits that individuals often resort to hidden activities to elaborate their initial ideas and bring them to fruition. The origins and causes of bootlegging behaviour are well argued in the literature. Yet, less is known about what drives bootleggers to uncover their hidden ideas. This research uses field data from in-depth interviews with innovators in R&D departments in different industries of Iran to identify factors stimulating bootleggers to reveal their underground ideas. We identified five groups of factors at individual, managerial, firm, industrial, and idea levels, explaining the revealing stage of bootlegging behaviour. The findings provide a better understanding of the later phases of bootlegging behaviour and the possible role of context-specific factors such as cultural and religious beliefs.10abootlegging10acorporate entrepreneurship10ahidden ideas10ainnovation10aqualitative research method10aR&D departments1 aSakhdari, Kamal1 aBidakhavidi, Erfan, Jalali  uhttp://timreview.ca/article/97001981nas a2200205   4500008004100000022001400041245007300055210006900128260004200197300001000239490000600249520138300255653001501638653001901653653001501672653001501687653002101702100001601723856003601739       2016                        eng d  a1927-032100aWhy National Culture Should Be at the Heart of Innovation Management0 aWhy National Culture Should Be at the Heart of Innovation Manage  aOttawabTalent First Networkc04/2016  a18-250 v63 aOver a period of decades, a substantial body of knowledge has accumulated that correlates national culture and socially and economically important behaviour, including innovation practice. National culture is an interconnected web of mental models that is shared by national groups and transcends the individual. It is highly influential in moderating the cognition and behaviour of groups and individuals. Different resources, including cognition and behaviour, are required at the different stages of the innovation process, and the context, including national culture (within which innovation is practiced), is an important consideration in designing strategy. Because innovation is a psychological and social process, understanding how national culture moderates that cognition and behaviour within the different stages of the innovation process and how the wider innovation ecosystem impacts innovation practice is central to understanding, strategizing and managing the innovation process. However, there has been limited application of this knowledge by practitioners. Therefore, this article examines the importance of national culture from a practitioner perspective, distilling the managerial implications and providing a list of questions that serve as a checklist to enable practitioners to analyze the implications of their own national and organizational context. 10acreativity10aimplementation10ainitiation10ainnovation10anational culture1 aSmale, Tony  uhttp://timreview.ca/article/97800929nas a2200337   4500008004100000022001400041245004300055210004000098260004200138300000800180490000600188653001600194653002200210653002900232653001600261653001800277653001500295653002000310653001500330653002500345653001800370653001500388653002000403653002200423653001800445653001500463653004400478653001500522100001800537856003600555       2015                        eng d  a1927-032100aEditorial: 100th Issue (November 2015)0 aEditorial 100th Issue November 2015  aOttawabTalent First Networkc11/2015  a3-40 v510a3D printing10aborn-global firms10acollaborative innovation10acybersafety10acybersecurity10acyberspace10afuture research10ainnovation10alean global startups10alean startups10amanagement10aOpen innovation10asocial innovation10asupply chains10atechnology10atechnology innovation management review10aTIM Review1 aMcPhee, Chris  uhttp://timreview.ca/article/93900585nas 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/90800850nas a2200313   4500008004100000022001400041245006000055210005700115260004200172300000800214490000600222653001500228653000900243653001600252653001500268653001400283653002300297653000900320653001500329653001700344653002400361653001500385653003200400653001000432100001800442700002300460700001700483856003600500       2015                        eng d  a1927-032100aEditorial: Innovation Tools and Techniques (March 2015)0 aEditorial Innovation Tools and Techniques March 2015  aOttawabTalent First Networkc03/2015  a3-50 v510ainnovation10alean10aliving labs10amanagement10aprocesses10aproject management10arisk10asignalling10asmart cities10asystems engineering10atechniques10atechnology entrepreneurship10atools1 aMcPhee, Chris1 aGalbraith, Brendan1 aNoori, Nadia  uhttp://timreview.ca/article/87601708nas a2200289   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520086900285653001801154653002101172653001501193653001201208653001701220653001601237653001801253653001501271653001801286653001501304100002201319700002201341700001901363856003601382       2015                        eng d  a1927-032100aEstablishing New Codes for Creativity through Haute Cuisine: The Case of Ferran Adrià and elBulli0 aEstablishing New Codes for Creativity through Haute Cuisine The   aOttawabTalent First Networkc07/2015  a25-330 v53 aFerran Adrià is one of the most recognized chefs in the world. His restaurant, elBulli, was awarded five times the title of the Best Restaurant in the World. Through an analysis of the last 30 years of the creative journey of elBulli, this contribution highlights that Adrià and his team of chefs succeeded in articulating two different processes: i) a process of creativity that aimed at defining a new “school” of high cuisine and ii) a process of innovation that was expressed by the new gastronomic experiences offered to the (happy few) customers of the restaurant until its closure in 2011. A careful examination of the coupling and decoupling of these two processes shows how they fueled each other, and how the management of the organization (through a specific type of ambidexterity) was conducive to the adequate articulation of the two processes. 10aambidexterity10acreative process10acreativity10aelBulli10aexploitation10aexploration10aFerran Adrià10agastronomy10ahaute cuisine10ainnovation1 aCapdevila, Ignasi1 aCohendet, Patrick1 aSimon, Laurent  uhttp://timreview.ca/article/91101745nas a2200253   4500008004100000022001400041245009300055210006900148260004200217300001000259490000600269520099400275653001901269653001801288653001501306653001601321653001801337653001801355653002201373100001801395700002301413700001901436856003601455       2015                        eng d  a1927-032100aExploring the Benefits of Integrating Business Model Research within Living Lab Projects0 aExploring the Benefits of Integrating Business Model Research wi  aOttawabTalent First Networkc12/2015  a19-270 v53 aBusiness model and living lab research both have similar objectives – to maximize the probability of successful market introduction of innovative solutions – be it through different means. Yet, there are still only few studies or reports discussing both, with those studies that do touch the subject staying at a high level. iMinds Living Labs has gained a lot of experience in combined living lab and business model innovation projects and, rather than being competing approaches, our results have shown that these two research methodologies can be complementary, where the combined approach turns out to be more powerful than each individual approach used alone. The goal of this article is to promote the inclusion of business model research in a model of "a living lab as a service" (and vice versa) by explaining the benefits and by introducing a practical framework to implement such combined research tracks based on the experience at iMinds Living Labs over the past few years.10abusiness model10acollaboration10ainnovation10aliving labs10auser research10avalue network10avalue proposition1 aRits, Olivier1 aSchuurman, Dimitri1 aBallon, Pieter  uhttp://timreview.ca/article/94901561nas a2200241   4500008004100000022001400041245006600055210006200121260004200183300000900225490000600234520088300240653001501123653001501138653002301153653001501176653002001191653001301211100001901224700001901243700002101262856003601283       2015                        eng d  a1927-032100aThe Grey Areas Between Open and Closed in Innovation Networks0 aGrey Areas Between Open and Closed in Innovation Networks  aOttawabTalent First Networkc12/2015  a6-180 v53 aThis study argues that there are different degrees of openness and closedness in innovation activity, and it highlights the need for more research on the "grey areas" between totally open and totally closed innovation, particularly in innovation networks where multiple stakeholders collaborate for innovation. Here, we focus on four key aspects of innovation networks, as characterized by their degrees of openness or closedness: governance, motivation, interaction, and innovation practices. The categorization is based on a review of theory and an empirical analysis of three distinct innovation networks, two of which represent the open living lab model, and one of which exemplifies the traditional closed innovation model. Our results can help managers improve efficiency in innovation networks by better understanding the grey areas between open and closed in innovation.10aclosedness10ainnovation10ainnovation network10aLiving lab10aOpen innovation10aopenness1 aLeminen, Seppo1 aTurunen, Taija1 aWesterlund, Mika  uhttp://timreview.ca/article/94801570nas a2200217   4500008004100000022001400041245006600055210006600121260004200187300000900229490000600238520096300244653001501207653001001222653001301232653001501245653001501260100002201275700001901297856003601316       2015                        eng d  a1927-032100aIntroduction to the Special Issue on Creativity in Innovation0 aIntroduction to the Special Issue on Creativity in Innovation  aOttawabTalent First Networkc07/2015  a5-130 v53 aManaging creativity for innovation is a key challenge in today’s economy; therefore, the management of ideas will play in increasing role in driving the growth and resilience of organizations. Rather than simple inspired insights, ideas have to be addressed as complex socio-cognitive processes, to be organized and managed. To benefit from the full value of new ideas, management must constantly balance the formal and the informal, the logic of creation and the logic of production, and must learn to couple idea-generation processes and innovation processes through renewed knowledge management practices. In this introduction to the Technology Innovation Management Review's special issue on Creativity in Innovation, the guest editors highlight the need to manage: i) ideation processes to foster creativity, ii) the tension that exists between the logic of creation and production; and iii) disruptive innovation to transform a traditional industry. 10acreativity10aideas10aideation10ainnovation10amanagement1 aCohendet, Patrick1 aSimon, Laurent  uhttp://timreview.ca/article/90901370nas a2200229   4500008004100000022001400041245006700055210006700122260004200189300001000231490000600241520074500247653001200992653001501004653001101019653001601030653001501046653001401061653001101075100001801086856003601104       2015                        eng d  a1927-032100aLessons in Creativity from the Innovative Design of the Swatch0 aLessons in Creativity from the Innovative Design of the Swatch  aOttawabTalent First Networkc07/2015  a34-400 v53 aNo space is off-limits to innovation, even those occupied for many years by leading players and proven solutions. The case of the innovative Swatch watch, re-examined in this article with new information and insights, demonstrates that, without knowledge, design is not possible; but, with only knowledge, all we can do is reproduce. Innovation also requires creativity, the introduction of new concepts. Knowledge needs to be associated with unbridled, surprising, and hitherto unknown creativity, as described by the concept-knowledge theory of design. In this article, a new analysis of the well-known but misunderstood case of the Swatch yield lessons about the importance of creativity and knowledge in developing innovative products. 10aconcept10acreativity10adesign10aengineering10ainnovation10aknowledge10aSwatch1 aGarel, Gilles  uhttp://timreview.ca/article/91201511nas a2200217   4500008004100000022001400041245007100055210006700126260004200193300001000235490000600245520089400251653001801145653001501163653001501178653001401193653001101207100002001218700001901238856003601257       2015                        eng d  a1927-032100aLuxury and Creativity: Exploration, Exploitation, or Preservation?0 aLuxury and Creativity Exploration Exploitation or Preservation  aOttawabTalent First Networkc07/2015  a41-490 v53 aThis article considers the role of creativity in the production and delivery of luxury. The concept of creativity is closely aligned to the idea of luxury goods as rare and highly crafted, often unique, objects produced through artistic endeavour. Moreover, some luxuries, such as expensive cars and private jets, require leading-edge design and technologically advanced inputs. Although creativity is essential for the development of new luxury goods and services, this article highlights that some luxuries are timeless and eschew the changes associated with radical creative transformations. Following a brief discussion of the nature of luxury and creativity, a number of examples are employed to illustrate the different roles of creativity in the development and delivery of different types of luxury. The relationship between luxury and creativity is shown to be varied and complex.10acraftsmanship10acreativity10ainnovation10aknowledge10aluxury1 aRoberts, Joanne1 aArmitage, John  uhttp://timreview.ca/article/91302204nas a2200277   4500008004100000022001400041245011800055210006900173260004200242300000900284490000600293520134300299653001501642653002601657653002001683653002501703653001701728653001801745653002501763653002501788653002401813653001701837100002101854700001501875856003601890       2015                        eng d  a1927-032100aMaking Smart Regions Smarter: Smart Specialization and the Role of Universities in Regional Innovation Ecosystems0 aMaking Smart Regions Smarter Smart Specialization and the Role o  aOttawabTalent First Networkc10/2015  a7-150 v53 aWhat makes a "smart region" smarter? We argue that it is the active orchestration of the regional ecosystem around concepts such as knowledge co-creation and exploitation, opportunity exploration, and capacity building. Simply adding to the proliferation of software developers in the area, stimulating the activities of business clusters around information technology, and providing digitally enabled services for citizens is not enough to make a region smarter. Smartness is enhanced by a well-orchestrated regional innovation ecosystem with a strong "smart specialization strategy" that leverages the new societal roles played by universities. In this article, we describe the European Commission’s program for research and innovation strategies for smart specialization (RIS3) and show how the Helsinki Region in Finland is using smart specialization, ecosystem orchestration, and the active role of universities to enhance regional innovation and the "smartness" of the region. These activities are discussed in the context of policy documents and strategy papers from regional, national, and European authorities, which illustrates some differences between papers and practice. This is work in progress, and based on early results, we draw initial conclusions about how putting policy into practice can make smart regions smarter.10ainnovation10ainnovation ecosystems10aquadruple helix10arole of universities10asmart cities10asmart regions10asmart specialisation10asmart specialization10asocietal innovation10atriple helix1 aMarkkula, Markku1 aKune, Hank  uhttp://timreview.ca/article/93200656nas a2200217   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257653001600263653001800279653001800297653001500315653001500330653002000345653001600365100002100381856003600402       2015                        eng d  a1927-032100aQ&A. In the Innovation Game, Why Do So Many Companies Stay on the Sidelines?0 aQA In the Innovation Game Why Do So Many Companies Stay on the S  aOttawabTalent First Networkc11/2015  a35-390 v510aco-creation10aco-innovation10acollaboration10ainnovation10alead users10aOpen innovation10aopen source1 aValkokari, Katri  uhttp://timreview.ca/article/94401008nas a2200265   4500008004100000022001400041245004700055210004700102260004200149300000900191490000600200520028900206653001300495653002100508653001500529653001200544653001500556653003400571653000900605653001500614653004400629653001500673100001800688856003600706       2015                        eng d  a1927-032100aReflecting on 100 Issues of the TIM Review0 aReflecting on 100 Issues of the TIM Review  aOttawabTalent First Networkc11/2015  a5-110 v53 aFirst launched in 2007, the Technology Innovation Management Review has now reached the milestone of 100 issues. This article looks back over these first 100 issues, the themes they covered, trends in authorship and readership, and future opportunities and challenges for the journal.10abusiness10aentrepreneurship10ainnovation10ajournal10amanagement10aOpen Source Business Resource10aOSBR10atechnology10atechnology innovation management review10aTIM Review1 aMcPhee, Chris  uhttp://timreview.ca/article/94001354nas 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/91501536nas a2200217   4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520088000260653001501140653002501155653001901180653002701199653001501226100001901241700002201260856003601282       2015                        eng d  a1927-032100aSustainable Innovation: A Competitive Advantage for Innovation Ecosystems0 aSustainable Innovation A Competitive Advantage for Innovation Ec  aOttawabTalent First Networkc10/2015  a24-300 v53 aIn this article, we elaborate the emerging concept of sustainable innovation and analyze the relevance of innovation as a means to solve wicked problems and enhancing sustainable well-being. We also examine the changing conditions for innovation creation: building global knowledge hubs and local innovation ecosystems. As a result, the drivers of innovation and opportunities to utilize the untapped innovation potential of people outside traditional innovation contexts are expanded and diversified. Ultimately, the success of sustainable innovation constitutes its impact on the well-being of people and vice versa: sustainable well-being is an important source of innovation and growth. The article adds to the conceptual development of sustainable innovation and its motivation, which lies in combining competitiveness, the well-being of people, and inclusive solutions.10ainnovation10ainnovation ecosystem10asustainability10asustainable innovation10awell-being1 aOksanen, Kaisa1 aHautamäki, Antti  uhttp://timreview.ca/article/93401624nas a2200253   4500008004100000022001400041245012700055210006900182260004200251300001000293490000600303520083600309653003101145653002201176653001701198653001501215653001801230653001501248653001501263100002201278700001801300700001601318856003601334       2015                        eng d  a1927-032100aToward a New Understanding of Creative Dynamics: From One-Size-Fits-All Models to Multiple and Dynamic Forms of Creativity0 aToward a New Understanding of Creative Dynamics From OneSizeFits  aOttawabTalent First Networkc07/2015  a14-240 v53 aThis article proposes an alternative to a managerial "best practice" approach to creativity based on the notion of creativity as a singular concept. Our alternative draws on three fundamental ideas that are emerging in different pockets of the creativity literature in a way that can be readily conceptualized and applied in practice. The first idea is that creativity is really about "creativities", or a cluster of different and discrete qualities that can be combined to suit the context in which they operate. The second is that creativity is not static: it is about "creativitying", or the action and the practice of combining these creativities, which evolve over time. The third is that being creative in organizations is not an individual act: rather, it is the multiple activities of groups as they go about creativitying.10aaction-embedded creativity10acreative dynamics10acreativities10acreativity10acreativitying10ainnovation10amanagement1 aCummings, Stephen1 aBilton, Chris1 aogilvie, dt  uhttp://timreview.ca/article/91001475nas a2200301   4500008004100000022001400041245012800055210006900183260004200252300001000294490000600304520055700310653001900867653001400886653001500900653001500915653002500930653001500955653002700970653001400997653002501011653002001036100002301056700001801079700002301097700001701120856003601137       2015                        eng d  a1927-032100aViability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context0 aViability Radar A Practical Tool for Assessing the Viability of   aOttawabTalent First Networkc05/2015  a17-300 v53 aThis article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. 10abusiness model10aecosystem10ahealthcare10ainnovation10ainstitutionalization10atechnology10atransformative service10aviability10aviability assessment10aviability radar1 aHeikkilä, Marikka1 aSaarni, Jouni1 aKaartemo, Valtteri1 aKoponen, Aki  uhttp://timreview.ca/article/89502169nas a2200205   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284520153800290653001801828653001701846653001601863653001501879653001301894100002001907856003601927       2014                        eng d  a1927-032100aAmbidextrous Strategies and Innovation Priorities: Adequately Priming the Pump for Continual Innovation0 aAmbidextrous Strategies and Innovation Priorities Adequately Pri  aOttawabTalent First Networkc07/2014  a44-510 v43 aThe dynamic and unpredictable nature of the market has caused many organizations within rapidly changing industries to fail. These failures are, in part, due to a lack of continual and balanced innovation that firms should aim to achieve. That is, although firms may succeed at either refining existing competencies for incremental innovations or exploring new opportunities for radical innovations, many firms have experienced great difficulty in simultaneously pursuing and realizing success in both areas. This innovation imbalance arises when firms stick to traditional strategic notions of competition in fast-moving industries; these firms have not realized that the ability to compete in current and new markets begins with the strategies and priorities that are responsible for the very nature of innovation capabilities. The purpose of this study is to offer a reconceptualization of notions related to organizational strategy that are responsible for driving innovation capabilities. Specifically, this study develops a continual innovation framework that illustrates the impact ambidextrous strategies and priorities have on the firm’s ambidextrous innovation capability. It offers a modified concept of ambidexterity (i.e., exploration, exploitation, coordination) to reconceptualize business, marketing, and information systems strategies as ambidextrous strategy constructs. The article also discusses the relationships between constructs and the implications of this reconceptualization for researchers and managers.10aambidexterity10aexploitation10aexploration10ainnovation10astrategy1 aScott, Nehemiah  uhttp://timreview.ca/article/81201896nas 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/76400671nas a2200241   4500008004100000022001400041245005000055210004700105260004200152300000800194490000600202653001600208653002300224653000900247653001800256653002400274653002100298653001500319653002300334100001800357700001800375856003600393       2014                        eng d  a1927-032100aEditorial: Emerging Technologies (March 2014)0 aEditorial Emerging Technologies March 2014  aOttawabTalent First Networkc03/2014  a3-60 v410a3D printing10abig data analytics10aBYOD10acrowdsourcing10aemerging technology10aentrepreneurship10ainnovation10aIT consumerization1 aMcPhee, Chris1 aHudson, David  uhttp://timreview.ca/article/76900879nas 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/85200816nas a2200289   4500008004100000022001400041245007000055210006700125260004200192300000800234490000600242653001400248653002100262653002300283653001000306653001500316653002200331653001100353653002300364653001700387653001300404653001600417653001500433100001800448700002400466856003600490       2014                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship in India (August 2014)0 aEditorial Innovation and Entrepreneurship in India August 2014  aOttawabTalent First Networkc08/2014  a3-40 v410aeducation10aentrepreneurship10agovernment support10aIndia10ainnovation10aknowledge systems10apolicy10aservice innovation10astakeholders10astartups10auncertainty10auniversity1 aMcPhee, Chris1 aGuin, Kalyan, Kumar  uhttp://timreview.ca/article/81600854nas a2200313   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001800180653002400198653002000222653002100242653001800263653001500281653002300296653004200319653001400361653001600375653002900391653001400420653001300434653002200447653001700469100001800486856003600504       2014                        eng d  a1927-032100aEditorial: Insights (July 2014)0 aEditorial Insights July 2014  aOttawabTalent First Networkc07/2014  a3-40 v410aambidexterity10abusiness ecosystems10abusiness models10aentrepreneurship10aimprovisation10ainnovation10aInternet of Things10aknowledge-intensive business services10aplatforms10apublic good10apublicly funded research10astandards10astrategy10avalue co-creation10avalue design1 aMcPhee, Chris  uhttp://timreview.ca/article/80600657nas a2200241   4500008004100000022001400041245004100055210003800096260004200134300000800176490000600184653001600190653001800206653002100224653001500245653002500260653002100285653002200306653002000328653001300348100001800361856003600379       2014                        eng d  a1927-032100aEditorial: Insights (September 2014)0 aEditorial Insights September 2014  aOttawabTalent First Networkc09/2014  a3-40 v410aborn global10acrowdsourcing10aentrepreneurship10ainnovation10ainternationalization10apatent citations10apatent evaluation10asocial networks10astartups1 aMcPhee, Chris  uhttp://timreview.ca/article/82500823nas a2200289   4500008004100000022001400041245005800055210005500113260004200168300000600210490000600216653001700222653002100239653001500260653002000275653001600295653002000311653001800331653003000349653002100379653001700400653002600417653002300443653001300466100001800479856003600497       2014                        eng d  a1927-032100aEditorial: Opportunities and Capabilities (June 2014)0 aEditorial Opportunities and Capabilities June 2014  aOttawabTalent First Networkc06/2014  a30 v410acapabilities10aentrepreneurship10ainnovation10aIT capabilities10aIT function10amobile services10aopportunities10aorganizational legitimacy10apatent citations10apatent value10aprofessional services10aservice innovation10astrategy1 aMcPhee, Chris  uhttp://timreview.ca/article/79800775nas 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/76201480nas a2200217   4500008004100000022001400041245005100055210005100106260004200157300001000199490000600209520090200215653001301117653001801130653001301148653001501161653001001176653002201186100001801208856003601226       2014                        eng d  a1927-032100aEnhancing Innovation through Virtual Proximity0 aEnhancing Innovation through Virtual Proximity  aOttawabTalent First Networkc02/2014  a17-220 v43 aHistorically, innovation strategists have focused on leveraging local resources and the development of local clusters, which have relied heavily on personal contact. It was assumed that serendipity would occur through casual contact and that this contact would result in rapid sharing of ideas. Many studies have supported this concept; however, the pace of innovation has changed and the most successful organizations promote not only physical proximity but also virtual proximity to resources. Virtual proximity refers to the level of emotional closeness between individuals, as developed through the use of information and communications technologies. This article argues that organizations can and should look to develop local virtual relationships supported by physical proximity: the mix of both virtual proximity and physical proximity can increase an organization's innovation capability. 10aclusters10acommunication10adistance10ainnovation10atools10avirtual proximity1 aCoughlan, Tom  uhttp://timreview.ca/article/76502371nas a2200229   4500008004100000022001400041245010200055210006900157260004200226300000900268490000600277520165200283653001601935653002401951653001901975653002101994653001502015653002402030100001802054700003302072856003602105       2014                        eng d  a1927-032100aGenerative Innovation Practices, Customer Creativity, and the Adoption of New Technology Products0 aGenerative Innovation Practices Customer Creativity and the Adop  aOttawabTalent First Networkc02/2014  a5-100 v43 aWe offer a critical reflection on one of the key reasons for the startlingly low success rate of innovation initiatives worldwide – the fact that the interactive environment surrounding the customer is a critical part of the adoption process; it can and should be designed in a way that enables customer creativity, and thus adoption. In this article, we embrace a definition of innovation as “the adoption of a new practice by a community” where the innovator is the one who does not only sense and move into new opportunities but also mobilizes all the necessary resources needed by customers to adopt a new practice. The emphasis on adoption merges together innovation and entrepreneurship by shifting the focus from the inventor and the designer, through the entrepreneur, to the ultimate recipient of the innovative outcomes. Looking at customers as co-creators is critically important for technological product adoption; missing the chance to enable their creativity is equivalent to missing the opportunity of seeing them for who they really are. The result is a distorted vision that is ultimately rooted in the misconception of the dynamics of customer value. We particularly emphasize two points: i) the increasing degree of complexity of everyday technological products requires a higher degree of creativity by customers to adopt; and ii) customer creativity is not only a function of user-technology interaction, it is a function of the various actors in the interactive environment surrounding the customer such as other customers, other technologies, local distributors, customer/technical support providers, and competitors. 10aco-creation10acustomer creativity10acustomer value10aentrepreneurship10ainnovation10atechnology adoption1 aTanev, Stoyan1 aFrederiksen, Marianne, Harbo  uhttp://timreview.ca/article/76301773nas a2200229   4500008004100000022001400041245011900055210006900174260004200243300001000285490000600295520106500301653002001366653002101386653001501407653001001422653001501432653002501447653001101472100002401483856003601507       2014                        eng d  a1927-032100aThe Government of India's Role in Promoting Innovation through Policy Initiatives for Entrepreneurship Development0 aGovernment of Indias Role in Promoting Innovation through Policy  aOttawabTalent First Networkc08/2014  a11-170 v43 aIn spite of having a large publicly funded science and technology infrastructure and a sizeable education base, India has not been able to realize its innovative potential due to a fragmented innovation ecosystem. The government of India has taken many initiatives towards strengthening the innovation ecosystem, the most important of which are: i) the establishment of the National Innovation Council, whose mandate is to coordinate various innovation-related activities, and ii) the new Science, Technology and Innovation Policy 2013, which is intended to promote entrepreneurship and science-led solutions for sustainable and inclusive growth. With a focus on this new policy initiative, this article describes the current innovation ecosystem and the challenges it faces, and it discusses the efforts made by the government towards the promotion of innovation for entrepreneurship development and sustainable growth. With the implementation of this new policy the early indications are that India is poised to take a big leap towards innovation-led growth.10aeconomic growth10aentrepreneurship10agovernment10aIndia10ainnovation10ainnovation ecosystem10apolicy1 aAbhyankar, Ravindra  uhttp://timreview.ca/article/81801597nas a2200217   4500008004100000022001400041245004800055210004700103260004200150300000900192490000600201520098100207653002601188653002501214653002501239653001501264653002301279653002301302100001801325856003601343       2014                        eng d  a1927-032100aInnovation in Services: A Literature Review0 aInnovation in Services A Literature Review  aOttawabTalent First Networkc04/2014  a6-140 v43 aThe article reviews the literature relevant to innovation in services, which has flourished since the 1990s. We discuss the definition of service and to what extent the characteristics of service output have influenced the conceptualization of innovation in services. Then, based on the literature review, we develop a conceptual framework for innovation in service sector, which classifies innovation in service sector into three main approaches: i) assimilation, where innovation in the service sector is assimilated from innovation in manufacturing sector; ii) demarcation, which differentiates innovation in service sector from the traditional conceptualization of innovation in manufacturing sector; and iii) synthesis, which aggregates both assimilation and demarcation approaches within a common conceptual framework. We discuss the relationship between innovation in services and economic performance using productivity and employment as two indicators of performance.10aassimilation approach10ademarcation approach10aeconomic performance10ainnovation10aservice innovation10asynthesis approach1 aMorrar, Rabeh  uhttp://timreview.ca/article/78001320nas a2200253   4500008004100000022001400041245009600055210006900151260004200220300001000262490000600272520057800278653001700856653001900873653001800892653001500910653001700925653001400942653001400956653002400970100001900994700001701013856003601030       2014                        eng d  a1927-032100aInnovation Opportunities: An Overview of Standards and Platforms in the Video Game Industry0 aInnovation Opportunities An Overview of Standards and Platforms   aOttawabTalent First Networkc07/2014  a15-210 v43 aThe video game industry offers insights into the significance of standards and platforms. Furthermore, it shows examples of how new entrants can offer innovative services, while reducing their own risk, through bridging the boundaries between standards. Through an exploration of both past and present, this article aims to serve as a primer for understanding, firstly, the technological standards and platforms of the video game industry, and secondly, the recent innovations within the video game industry that have enabled products to be made available across platforms.10aarcade games10acomputer games10aconsole games10ainnovation10amobile games10aplatforms10astandards10avideo game industry1 aLaakso, Mikael1 aNyman, Linus  uhttp://timreview.ca/article/80801938nas a2200385   4500008004100000022001400041245004600055210004600101260004200147300001000189490000600199520097100205653000701176653001601183653001101199653001901210653001101229653001201240653000801252653001501260653001601275653000901291653001801300653002401318653001301342653001601355653001701371653002801388100002001416700002201436700001701458700001901475700002201494856003601516       2014                        eng d  a1927-032100aIntegrating Design for All in Living Labs0 aIntegrating Design for All in Living Labs  aOttawabTalent First Networkc05/2014  a50-590 v43 aThe European Union has identified innovation as a key driver behind business competitiveness and responsive governance. However, innovation in and of itself may not be sufficient to help businesses bring new products to market and to help governments shape public services that meet the real needs of citizens. The Integrating Design for All in Living Labs (IDeALL) project sought to identify and test methodologies for designing with users in real-life settings. The results of the experiments showed how different methodologies can be applied in different contexts, helping to provide solutions to societal issues and to create products and services that genuinely meet user requirements. In this article, we describe the methodologies used in the IDeALL project and provide examples of the project's experiments and case studies across four main areas: i) services; ii) health and social care; iii) information and communication technology; and iv) urban design. 10a3H10aco-creation10adesign10adesign for all10ahealth10aHUMBLES10aICT10ainnovation10aliving labs10aLUPI10amethodologies10aservice prototyping10aservices10asocial care10aurban design10auser-centred approaches1 aGray, Madeleine1 aMangyoku, Mikaël1 aSerra, Artur1 aSánchez, Laia1 aAragall, Francesc  uhttp://timreview.ca/article/79301590nas a2200241   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520087400276653001101150653001601161653002101177653001501198653002301213653002001236653002101256100001701277700001801294856003601312       2014                        eng d  a1927-032100aMobile Convergence and Entrepreneurial Opportunities for Innovative Products and Services0 aMobile Convergence and Entrepreneurial Opportunities for Innovat  aOttawabTalent First Networkc06/2014  a14-210 v43 aOur research on 2012 and 2013 Canadian wireless service pricing indicates that data was underpriced relative to traditional voice and text messaging services. Such a situation, while potentially disadvantaging consumers of traditional mobile services, created a market that favoured competitors pursuing innovative uses of mobile data. Although more competitive pressures in the telecommunications market would provide broader benefits to Canadian consumers and facilitate greater innovation in related services, a favorable pricing differential vis-à-vis data transmission provides useful incentives. Even with recent changes to the pricing of mobile services in Canada, we should expect continued development of services that substitute data for voice and text messaging, particularly for international communications, as well as more innovative uses of mobile data.10aCanada10acompetition10aentrepreneurship10ainnovation10amobile convergence10amobile services10awireless pricing1 aMoretz, Jeff1 aSurti, Chirag  uhttp://timreview.ca/article/80001735nas a2200217   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520106100276653003201337653001601369653001501385653002301400653001301423100001701436700002801453856003601481       2014                        eng d  a1927-032100aRadical Versus Incremental Innovation: The Importance of Key Competences in Service Firms0 aRadical Versus Incremental Innovation The Importance of Key Comp  aOttawabTalent First Networkc04/2014  a15-250 v43 aToday, innovation often takes place using open practices and relies on many sources for knowledge and information. The purpose of this article is to study how different knowledge-based antecedents influence the ability of service organizations to innovate. Using data about the Norwegian service sector from the 2010 Community Innovation Survey, we examined how three types of competence, namely R&D activities, employee-based activities, and customer-related activities, influence the propensity of firms to introduce radical or incremental innovations. The results show that R&D-based competence is important for service firms when pursuing radical innovations, whereas employee-based activities such as idea collaboration are only found to influence incremental innovations. The use of customer information was found to be an important driver for both radical and incremental innovations. The findings points to managerial challenges in creating and balancing the types of competence needed, depending on type of innovation targeted by an organization. 10acommunity innovation survey10acompetences10ainnovation10ainnovation novelty10aservices1 aEngen, Marit1 aHolen, Inger, Elisabeth  uhttp://timreview.ca/article/78100705nas a2200229   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265653002700271653000800298653002000306653002200326653001500348653001100363653002100374653002400395100002000419856003600439       2014                        eng d  a1927-032100aTIM Lecture Series – Adventures in Innovation:  Inside the Rise and Fall of Nortel0 aTIM Lecture Series Adventures in Innovation Inside the Rise and   aOttawabTalent First Networkc03/2014  a39-400 v410aBell-Northern Research10aBNR10acompany culture10aindustrial design10ainnovation10aNortel10aNorthern Telecom10auser-centred design1 aTyson, John, F.  uhttp://timreview.ca/article/77500553nas a2200193   4500008004100000022001400041245005000055210004600105260004200151300001000193490000600203653001900209653001500228653001500243653002200258653002300280100002000303856003600323       2014                        eng d  a1927-032100aTIM Lecture Series – Insights on Innovation0 aTIM Lecture Series Insights on Innovation  aOttawabTalent First Networkc06/2014  a40-410 v410acustomer focus10aecosystems10ainnovation10aservice provision10atelecommunications1 aGedeon, Ibrahim  uhttp://timreview.ca/article/80300778nas a2200265   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284653001300290653001400303653001300317653001800330653001800348653001400366653001500380653002000395653001500415653001500430653001300445100001800458856003600476       2014                        eng d  a1927-032100aTIM Lecture Series – The Laboratory for Analytic Sciences: Developing the Art and Science of Analysis0 aTIM Lecture Series The Laboratory for Analytic Sciences Developi  aOttawabTalent First Networkc07/2014  a52-540 v410aanalysis10aanalytics10abig data10acollaboration10acybersecurity10aframework10ainnovation10ainstrumentation10amonitoring10aprediction10astrategy1 aHarris, David  uhttp://timreview.ca/article/81301547nas a2200217   4500008004100000022001400041245008400055210006900139260004200208300001000250490000600260520087900266653001501145653002501160653000901185653004201194653001501236100002101251700002101272856003601293       2014                        eng d  a1927-032100aUsing Trademarks to Measure Innovation in Knowledge-Intensive Business Services0 aUsing Trademarks to Measure Innovation in KnowledgeIntensive Bus  aOttawabTalent First Networkc05/2014  a18-300 v43 aWe present an empirical approach to measuring service innovation on the company level through the analysis of trademarks. Prior empirical investigations in several industries have shown that a trademark may be used as an innovation indicator. This article explores the use and relevance of trademarks by conducting a survey in the knowledge-intensive business services (KIBS) industries with 278 participating companies. Our survey results explain the use of trademarks as a way to protect innovation and intellectual property for KIBS. In sum, we show that trademarks can be described as adequate and useful indicators to measure new service innovations in the KIBS industries. Additionally, we show that trademarks have the potential to overcome weaknesses of traditional measurement concepts towards KIBS innovation and might make special surveys redundant in the future.10ainnovation10ainnovation indicator10aKIBS10aknowledge-intensive business services10atrademarks1 aGotsch, Matthias1 aHipp, Christiane  uhttp://timreview.ca/article/79001801nas a2200217   4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520114400265653001501409653002501424653001301449653002501462653002201487100002101509700001701530856003601547       2013                        eng d  a1927-032100aActor Roles in an Urban Living Lab: What Can We Learn from Suurpelto, Finland?0 aActor Roles in an Urban Living Lab What Can We Learn from Suurpe  aOttawabTalent First Networkc11/2013  a22-270 v33 aThere is a growing trend to involve citizens in city development to make urban areas more suitable to their needs and prevent social problems. City centres and neighbourhoods have increasingly been serving as regional living labs, which are ideal platforms to explore the needs of users as residents and citizens. This article examines the characteristics and success factors of urban living labs based on a case study of Suurpelto, Finland. Urban living lab activity is characterized by a practice-based innovation process with diffuse and heterogeneous knowledge production that aims to address urban problems of varying complexity. User involvement is critical for co-creating value, but equally important is collaboration between other living lab actors: enablers, providers, and utilizers. Enabler-driven labs can be successful in creating common goals but they need providers, such as development organizations, to boost development. Proactive networking, experimentation as a bottom-up process, using student innovators as resources, as well as commitment and longevity in development work are success factors for urban living labs.10ainnovation10aknowledge production10anetworks10aregional development10aurban living labs1 aJuujärvi, Soile1 aPesso, Kaija  uhttp://timreview.ca/article/74201823nas 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/73300777nas a2200265   4500008004100000022001400041245006500055210006200120260004200182300000800224490000600232653002400238653003200262653002100294653001500315653001500330653002000345653001600365653000800381653003100389653001300420100001800433700002400451856003600475       2013                        eng d  a1927-032100aEditorial: Open Innovation and Entrepreneurship (April 2013)0 aEditorial Open Innovation and Entrepreneurship April 2013  aOttawabTalent First Networkc04/2013  a3-50 v310abusiness ecosystems10aentrepreneurial orientation10aentrepreneurship10aincubation10ainnovation10aOpen innovation10apartnership10aR&D10aregional innovation system10astrategy1 aMcPhee, Chris1 aSegers, Jean-Pierre  uhttp://timreview.ca/article/67200728nas a2200253   4500008004100000022001400041245004700055210004400102260004200146300000800188490000600196653002400202653004300226653001500269653002600284653001200310653000800322653002500330653002500355653002100380100001800401700001900419856003600438       2013                        eng d  a1927-032100aEditorial: Technology Evolution (May 2013)0 aEditorial Technology Evolution May 2013  aOttawabTalent First Networkc05/2013  a3-40 v310abusiness ecosystems10aindustrial instrumentation and control10ainnovation10aInnovation management10amashups10aR&D10atechnological change10atechnology evolution10aweb applications1 aMcPhee, Chris1 aWeiss, Michael  uhttp://timreview.ca/article/68102495nas a2200241   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520177700274653002002051653001902071653002402090653001502114653001602129653001302145653001602158100002102174700002202195856003602217       2013                        eng d  a1927-032100aThe Habitation Lab: Using a Design Approach to Foster Innovation for Sustainable Living0 aHabitation Lab Using a Design Approach to Foster Innovation for   aOttawabTalent First Networkc11/2013  a15-210 v33 aThis article describes a first step towards a strategy for using living labs as a means to foster innovation and develop new concepts of sustainable living from an architectural point of view. The overall aim is to enable truly sustainable living through radically reduced energy and resource use thus addressing both environmental and social aspects of sustainability. Earlier research has shown that contemporary housing developments, including those with a sustainable profile, do not profoundly question modern lifestyles and consumption, which is a necessity to overcome limitations of a technological focus on environmental efficiency in construction. Thus, we see an opportunity for the discipline of architecture to engage in current investments in living lab facilities in order to push innovation in the field of sustainable housing.
We introduce the concept of a "Habitation Lab", which will provide an arena for radical and high-risk design experimentation between users, building-sector actors, and academia, and we describe a case study of a planned Habitation Lab within a living lab facility where traditional solutions for daily living and habitation are questioned and new architectural innovations are explored and evaluated. The idea of using experimental activities in the field of housing is not new, and we argue that new investments should build on earlier experiences to avoid perpetuating misconceptions and repeating past failures. Furthermore, to ensure the dissemination and uptake of results, the design of the Habitation Lab should consider the innovation and learning trajectories of the building sector. We propose a transdisciplinary setting to provide a neutral arena for value creation and to increase the distribution of experiences. 10aexperimentation10aHabitation Lab10ahousing development10ainnovation10aliving labs10aresiding10asustainable1 aFemenías, Paula1 aHagbert, Pernilla  uhttp://timreview.ca/article/74101956nas a2200217   4500008004100000022001400041245004700055210004700102260004200149300001000191490000600201520135300207653002101560653001501581653001901596653002801615653002301643100002001666700001601686856003601702       2013                        eng d  a1927-032100aHow Service Innovation Boosts Bottom Lines0 aHow Service Innovation Boosts Bottom Lines  aOttawabTalent First Networkc09/2013  a20-250 v33 aIn the national quest for ground-breaking R&D discoveries and inventions, service innovation is frequently ignored at considerable cost to an organization’s bottom line and a nation’s productivity. For the fact is that innovation applied systematically to all activities outside of R&D can make the difference between uninspiring results and substantial growth in every sector. 

Many countries, in particular in Europe, have recognized the importance of service innovation and are devoting considerable resources to research, the capture of best practices, and the measurement of progress and success. Given the physiognomy of the modern economy, it does not make sense for leaders in the Canadian public sector to devote all available innovation investment dollars to science and technology R&D.

This article explores why service innovation is not yet a priority on the innovation agenda in Canada and why we should correct the dangerous misconception that there is just one “innovation gap” that needs to be addressed. It provides practical recommendations that public and private sector leaders can use to take advantage of this under-valued, high-potential innovation opportunity and calls for the creation of a national service innovation resource to support enterprises of all sizes as a means to improve Canadian productivity. 10acomplex problems10ainnovation10ainnovation gap10ainnovative intelligence10aservice innovation1 aLegrand, Claude1 aLaJoie, Rob  uhttp://timreview.ca/article/72400561nas a2200181   4500008004100000022001400041245007000055210006700125260004200192300001000234490000600244653002200250653002000272653002100292653001500313100001500328856003600343       2013                        eng d  a1927-032100aQ&A. How Do You Program Innovative Thinking into Company Culture?0 aQA How Do You Program Innovative Thinking into Company Culture  aOttawabTalent First Networkc10/2013  a44-470 v310abusiness strategy10acompany culture10aentrepreneurship10ainnovation1 aRagan, Tim  uhttp://timreview.ca/article/73600707nas 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/72701496nas a2200205   4500008004100000022001400041245008900055210006900144260004200213300000900255490000600264520085100270653003801121653001501159653002601174653001301200653001901213100002201232856003601254       2013                        eng d  a1927-032100aStrategic Innovation for Business Performance: The Art and Science of Transformation0 aStrategic Innovation for Business Performance The Art and Scienc  aOttawabTalent First Networkc09/2013  a6-120 v33 aDespite the well-documented association between innovation and business performance, many organizations struggle in their attempts to become successful innovators. This article discusses a recommended “art and science of transformation” approach to help companies improve their innovation performance through effective organizational change. The approach is focused on four key factors: culture, collaboration, strategy, and systems. Examples are drawn from a review of previous research to demonstrate successful innovation practice using similar approaches, and examples of less successful practice are included to highlight ways in which an "art and science" approach can help overcome the difficulties often faced. The article concludes with some practical, step-by-step guidance based on the art and science of transformation framework. 10aart and science of transformation10ainnovation10aorganizational change10astrategy10atransformation1 aSchroeder, Harold  uhttp://timreview.ca/article/72200715nas 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/68600677nas a2200217   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261653002000267653002500287653001600312653002400328653001500352653001400367653002400381100001800405856003600423       2013                        eng d  a1927-032100aTIM Lecture Series – Technology Adoption by Design: Insights for Entrepreneurs0 aTIM Lecture Series Technology Adoption by Design Insights for En  aOttawabTalent First Networkc12/2013  a39-410 v310aactivity theory10aactor-network theory10aco-creation10acustomer creativity10ainnovation10ainvention10atechnology adoption1 aTanev, Stoyan  uhttp://timreview.ca/article/75202201nas 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/59400530nas a2200169   4500008003900000022001400039245006600053210006300119260004200182300000800224490000600232653002100238653001500259653003200274100001800306856003600324       2012                          d  a1927-032100aEditorial: Entrepreneurship in the 21st Century (August 2012)0 aEditorial Entrepreneurship in the 21st Century August 2012  aOttawabTalent First Networkc08/2012  a3-40 v210aentrepreneurship10ainnovation10atechnology entrepreneurship1 aMcPhee, Chris  uhttp://timreview.ca/article/59200705nas a2200253   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002600188653002800214653002100242653001500263653002500278653002200303653002600325653001500351653001300366653001800379100001800397856003600415       2012                        eng d  a1927-032100aEditorial: Insights (November 2012)0 aEditorial Insights November 2012  aOttawabTalent First Networkc11/2012  a3-30 v210acompetitive advantage10aglobal entrepreneurship10agreen innovation10ainnovation10aprocess adaptability10aprocess alignment10aprocess ambidexterity10asimulation10astartups10asupply chains1 aMcPhee, Chris  uhttp://timreview.ca/article/62300561nas a2200217   4500008003900000022001400039245002700053210002600080260004200106300000800148490000600156653001600162653001500178653001600193653002000209653002000229100001800249700002100267700001900288856003600307       2012                          d  a1927-032100aEditorial: Living Labs0 aEditorial Living Labs  aOttawabTalent First Networkc09/2012  a3-50 v210aco-creation10ainnovation10aliving labs10aOpen innovation10auser innovation1 aMcPhee, Chris1 aWesterlund, Mika1 aLeminen, Seppo  uhttp://timreview.ca/article/60101498nas a2200229   4500008003900000022001400039245004400053210004300097260004200140300000900182490000600191520089000197653001601087653001501103653001601118653001301134653002001147100001901167700002101186700002501207856003601232       2012                          d  a1927-032100aLiving Labs as Open-Innovation Networks0 aLiving Labs as OpenInnovation Networks  aOttawabTalent First Networkc09/2012  a6-110 v23 aLiving labs bring experimentation out of companies’ R&D departments to real-life environments with the participation and co-creation of users, partners, and other parties. This study discusses living labs as four different types of networks characterized by open innovation: utilizer-driven, enabler-driven, provider-driven, and user-driven. The typology is based on interviews with the participants of 26 living labs in Finland, Sweden, Spain, and South Africa. Companies can benefit from knowing the characteristics of each type of living lab; this knowledge will help them to identify which actor drives the innovation, to anticipate likely outcomes, and to decide what kind of role they should play while "living labbing". Living labs are networks that can help them create innovations that have a superior match with user needs and can be upscaled promptly to the global market.10aco-creation10ainnovation10aliving labs10anetworks10aOpen innovation1 aLeminen, Seppo1 aWesterlund, Mika1 aNyström, Anna-Greta  uhttp://timreview.ca/article/60201691nas a2200217   4500008003900000022001400039245005300053210005200106260004200158300001000200490000600210520110700216653001801323653001501341653001601356653001301372653001301385100002001398700001901418856003601437       2012                          d  a1927-032100aLiving Labs for Cross-Border Systemic Innovation0 aLiving Labs for CrossBorder Systemic Innovation  aOttawabTalent First Networkc09/2012  a25-300 v23 aInnovation is increasingly taking place in cross-border collaborative networks, which are shaped by the characteristics of systemic innovation, the strategies and objectives of main actors, and the dynamics of the innovation process. Participation in such networks is of high importance for small firms, but requires long-term investments and a diverse range of collaboration and innovation capabilities. This article explores how living labs, understood as innovation projects based on open and user-centric innovation methodologies, can form collaboration networks to support small firms and other actors to engage in cross-border collaboration and to accelerate the development and acceptance of innovations. Based on the lessons learned from a major living lab project, APOLLON, we conclude that adopting the living labs networking approach requires thorough understanding of each party’s objectives and drivers, the alignment of operational processes, establishment of open and collaborative culture, as well as competences, methods, and tools for supporting cooperation and community building. 10acollaboration10ainnovation10aliving labs10anetworks10asystemic1 aSchaffers, Hans1 aTurkama, Petra  uhttp://timreview.ca/article/60501898nas a2200193   4500008003900000022001400039245006900053210006800122260004200190300000800232490000600240520133600246653001601582653001501598653002801613653000901641100001801650856003601668       2012                          d  a1927-032100aManaging Innovation under Time Pressure: A Practical Perspective0 aManaging Innovation under Time Pressure A Practical Perspective  aOttawabTalent First Networkc08/2012  a5-90 v23 aThis article examines the effects of time pressure on innovation. Does time pressure stimulate or eliminate innovation or, in other words, should managers increase or reduce time pressures if they are trying to enhance innovation in their firms? Unfortunately, current research on the subject is ambivalent. To provide some clarity, this innovation management dilemma was examined in a fast-growing, medium-sized communication and IT consultancy (“First”), which claimed to be “highly innovative”. Detailed data on five projects was collected over an 18-month period using practice-based methods. Each project team was followed in real time via observation and interviews. The data was then analyzed by dividing project work into three phases: i) negotiating the project particulars with the client; ii) conducting project work; and iii) project evaluation. This detailed analysis revealed how time pressures eliminated innovation in First’s client-based project work and suggested three implications for the management of innovation. Firstly, managers should try to avoid imposing excessive time pressures on their project teams. Secondly, they should ensure that there is space between projects to enable reflection. Thirdly, managers should ensure that project debriefs occur and that they cover potential innovations.10aconsultancy10ainnovation10apractice-based approach10atime1 aWinsor, Blair  uhttp://timreview.ca/article/59301264nas a2200229   4500008003900000022001400039245006900053210006900122260004200191300001000233490000600243520058500249653001500834653001600849653003000865653002000895653002300915100002100938700001700959700002200976856003600998       2012                          d  a1927-032100aMapping Living Labs in the Landscape of Innovation Methodologies0 aMapping Living Labs in the Landscape of Innovation Methodologies  aOttawabTalent First Networkc09/2012  a12-180 v23 aA growing interest in living labs as a mechanism for innovation has drawn significant attention to both the different flavours of this methodology and to the organizations that put it into practice. However, little has been done to assess its impact and to compare its contribution to other innovation methodologies. This article aims to cover that gap by summarizing the most common European living labs approaches and positioning them in the landscape of user-contributed innovation methodology. The merits and appropriateness of living labs in these settings are also assessed.10ainnovation10aliving labs10aliving labs methodologies10aOpen innovation10auser-driven design1 aAlmirall, Esteve1 aLee, Melissa1 aWareham, Jonathan  uhttp://timreview.ca/article/60301345nas a2200181   4500008003900000022001400039245009200053210006900145260004200214300001000256490000600266520079600272653001501068653001001083653001101093100002301104856003601127       2012                          d  a1927-032100aOpen Invention Network: A Defensive Patent Pool for Open Source Projects and Businesses0 aOpen Invention Network A Defensive Patent Pool for Open Source P  aOttawabTalent First Networkc01/2012  a12-170 v23 aThis article explores how patents impact innovation within free/libre open source software (F/LOSS) businesses and projects. The number of software patent suits brought each year is increasing and is diverting millions of dollars in funds from developers to lawyers. With patent suits on the rise, the US Supreme Court has left the F/LOSS community in a position where it must either wait years for legislation or address the issue of patent suits itself. However, defending the Linux kernel and related technologies is a different challenge than the one that faces proprietary software businesses. This article describes Open Invention Network, an initiative that is designed to meet the particular challenges facing the F/LOSS community and businesses by providing a defensive patent pool.10ainnovation10alinux10apatent1 aNicholson, Deborah  uhttp://timreview.ca/article/51101526nas a2200205   4500008003900000022001400039245009200053210006900145260004200214300001000256490000600266520089500272653003001167653002101197653001501218653001201233100002101245700001801266856003601284       2012                          d  a1927-032100aOrganizational Ambidexterity: How Small Technology Firms Balance Innovation and Support0 aOrganizational Ambidexterity How Small Technology Firms Balance   aOttawabTalent First Networkc02/2012  a17-210 v23 aMany technology entrepreneurs start their companies by focusing on an innovation that creates a market offer to attract their first customers. When the entrepreneur’s firm makes its first sale, the dynamics of the organization change and the entrepreneur faces a new challenge: how can the firm concurrently develop new products and support existing customers? This problem is of great concern to entrepreneurs who own small technology firms and is the subject of this article. 
In this article, we first address the innovate-versus-support dilemma that small technology firms face early in their lifecycles. Next, we describe the paradigm of the ambidextrous organization. We conclude with a discussion of five mechanisms small firms can use to achieve balance in their quest to concurrently satisfy the need to innovate while fulfilling the demands of existing clients and products. 
10aambidextrous organization10aentrepreneurship10ainnovation10asupport1 aSchreuders, John1 aLegesse, Alem  uhttp://timreview.ca/article/52200529nas a2200193   4500008003900000022001400039245005000053210004600103260004200149300001000191490000600201653001800207653001400225653001500239653001600254653001200270100001700282856003600299       2012                          d  a1927-032100aQ&A. What Is the Secret of Red Hat's Success?0 aQA What Is the Secret of Red Hats Success  aOttawabTalent First Networkc01/2012  a25-280 v210acollaboration10acommunity10ainnovation10aopen source10aRed Hat1 aSuehle, Ruth  uhttp://timreview.ca/article/51301792nas a2200217   4500008004100000022001400041245012900055210006900184260004200253300001000295490000600305520107900311653002601390653001501416653001501431653003901446653000801485653002501493100002001518856003601538       2012                        eng d  a1927-032100aSimulation of Supply-Chain Networks: A Source of Innovation and Competitive Advantage for Small and Medium-Sized Enterprises0 aSimulation of SupplyChain Networks A Source of Innovation and Co  aOttawabTalent First Networkc11/2012  a13-200 v23 aOn a daily basis, enterprises of all sizes cope with the turbulence and volatility of market demands, cost variability, and severe pressure from globally distributed competitors. Managing uncertainty about future demand requirements and volumes in supply-chain networks has become a priority. One of the ways to deal with uncertainty is the utilization of simulation techniques and tools, which provide greater predictability of decision-making outcomes. For example, simulation has been widely applied in decision-making processes related to global logistics and production networks at the strategic, tactical, and operational levels, where it is used to predict the impact of decisions before their implementation in complex and uncertain environments. Large enterprises are inclined to use simulation tools whereas small and medium-sized enterprises seem to underestimate its advantages. The objective of this article is to emphasize the relevance of simulation for the design and management of supply-chain networks from the perspective of small and medium-sized firms. 10acompetitive advantage10ainnovation10asimulation10asmall and medium-sized enterprises10aSME10asupply-chain network1 aLiotta, Giacomo  uhttp://timreview.ca/article/62500560nas a2200205   4500008003900000022001400039245004700053210004400100260004200144300000800186490000600194653002400200653002100224653001500245653001600260653001100276653001300287100001800300856003600318       2011                          d  a1927-032100aEditorial: Recent Research (November 2011)0 aEditorial Recent Research November 2011  aOttawabTalent First Networkc11/2011  a3-30 v110abusiness ecosystems10aentrepreneurship10ainnovation10aopen source10apolicy10aresearch1 aMcPhee, Chris  uhttp://timreview.ca/article/49401477nas a2200241   4500008003900000022001400039245008000053210006900133260004200202300001000244490000600254520075100260653001501011653002001026653001101046653002701057653002201084100001801106700002601124700002001150700002901170856003601199       2011                          d  a1927-032100aInnovation Policy Development and the Emergence of New Innovation Paradigms0 aInnovation Policy Development and the Emergence of New Innovatio  aOttawabTalent First Networkc11/2011  a14-190 v13 aThe objective of the present article is to discuss innovation policy issues related to three emerging innovation paradigms: user-driven innovation, open innovation, and value co-creation. It provides a summary of insights based on innovation policy practices and challenges in Denmark. The choice of Danish innovation policy practices is not accidental. In 2008 Denmark implemented 40 different national innovation programs by allocating about 400 million euros. Since the three emerging paradigms have become globally relevant, the discussion of Danish policy development challenges and practices is expected to be insightful for innovation experts from other developed countries that are currently dealing with the adoption of these paradigms. 10ainnovation10aOpen innovation10apolicy10auser-driven innovation10avalue co-creation1 aTanev, Stoyan1 aKnudsen, Mette Præst1 aBisgaard, Tanja1 aThomsen, Merethe Stjerne  uhttp://timreview.ca/article/49601302nas a2200217   4500008003900000022001400039245008400053210006900137260004200206300001000248490000600258520065100264653001500915653002600930653001600956653001800972653002200990100002101012700001501033856003601048       2011                          d  a1927-032100aReasons for Patent Protection and Cost-effective Patent Filing Options for SMEs0 aReasons for Patent Protection and Costeffective Patent Filing Op  aOttawabTalent First Networkc12/2011  a29-330 v13 aMany innovative small and medium enterprises (SMEs) do not seek patent protection for their innovations, either because they are skeptical about the perceived benefits or wary of the perceived costs. However, by failing to protect their intellectual property with patents, they leave themselves exposed to attack by other patent holders. This article explores arguments for patent protection as well as filing options that can protract the patenting process while simultaneously reducing patenting costs. By choosing their patent application filings wisely, SMEs can keep their patenting options open for as long as possible while delaying costs.10ainnovation10aintellectual property10apatent cost10apatent filing10apatent protection1 aRaffoul, Natalie1 aBrion, Art  uhttp://timreview.ca/article/50501384nas a2200181   4500008003900000022001400039245006200053210006100115260004200176300001000218490000600228520086000234653001501094653001801109653002101127100001801148856003601166       2011                          d  a1927-032100aSoftware Patents: Current Challenges and Future Solutions0 aSoftware Patents Current Challenges and Future Solutions  aOttawabTalent First Networkc12/2011  a18-220 v13 aSoftware patents for years have been used in the software industry to suppress innovation, kill competition, and generate undeserved royalties. This article considers whether software patents maintain the right “bargain between the inventor and the public” where, in exchange for disclosure of the invention to the public, the inventor receives a limited monopoly and the exclusive right to exploit the invention. This article argues that they do not and then explores possible solutions to address the problems identified. Those solutions include streamlining the patent process, making it more difficult to patent software innovations, making it easier to invalidate software patents, and shortening the patent protection from 20 to 10 years. The article closes with a call to action for people to work collectively to effect change in the industry.10ainnovation10apatent system10asoftware patents1 aGoyal, Monica  uhttp://timreview.ca/article/503