01475nas a2200241   4500008004100000022001400041245003300055210003300088260004200121300001000163490000600173520085200179653001501031653002201046653001401068653001701082653002101099653001801120653002501138653001701163100001701180856003601197       2014                        eng d  a1927-032100aImprovising Entrepreneurship0 aImprovising Entrepreneurship  aOttawabTalent First Networkc07/2014  a22-260 v43 aImprovisation is reviewed in the context of mainstream routines that modern startups use to adapt to changing environments. The increasing interest in flexible methodologies such as lean startup is one indication that organizations need to consider alternatives when the rate of change exceeds the ability to plan for it. Empirical studies indicate that improvisation is an important, yet understudied part of organizational life in new ventures. It is argued that entrepreneurs improvise not just out of necessity, but because they have chosen an occupation that is congruent with the practice and likely have a disposition towards the behaviour. Lessons from contexts in jazz and theatre are provided for entrepreneurs, and it is recommended that evidence of past success with improvisation be used to select candidates for improvisational work.10aadaptation10aagile development10abricolage10aeffectuation10aentrepreneurship10aimprovisation10aimprovised behaviour10alean startup1 aDuxbury, Tom  uhttp://timreview.ca/article/80901252nas a2200217   4500008004100000022001400041245004200055210004200097260004200139300001000181490000600191520066800197653001400865653001700879653001100896653002000907653002200927100002500949700002400974856003600998       2013                        eng d  a1927-032100aPartner Selection for Open Innovation0 aPartner Selection for Open Innovation  aOttawabTalent First Networkc04/2013  a11-160 v33 aIn this article, we consider open innovation from the perspectives of: i) causation and effectuation, and ii) social networking. Our empirical evidence consists of a case study of a late-stage open-innovation project aimed at creating a hybrid ship that uses liquid natural gas and hydrogen as power sources. The results show that the effectuation approach is preferable to open innovation when the initiator of open innovation aims to keep sensitive information inside the closed group, when the initiator has established an effective team of representatives from other firms from earlier innovation projects, and when the participants are geographically close. 10acausation10aeffectuation10aNorway10aOpen innovation10apartner selection1 aSolesvik, Marina, Z.1 aGulbrandsen, Magnus  uhttp://timreview.ca/article/674