01690nas a2200217   4500008004100000022001400041245003800055210003700093260004200130300001000172490000700182520109900189653001701288653002401305653001901329653002001348653004701368653000901415100001801424856003001442       2020                        eng d  a1927-032100aApproaching a Data-Dominant Logic0 aApproaching a DataDominant Logic  aOttawabTalent First Networkc10/2020  a16-280 v103 aThis paper introduces the construct of "data-dominant logic". The findings of a multi-step exploratory study indicate that SME have an established mindset (dominant logic) that often hinders these firms from turning data in innovative products, services, and business models. The availability of large amounts of data and the use of this data through data science-driven practices has reached a stage when it now enables new and promising possibilities for firms to innovate. However, the actual use of data and data science insights has proven to be difficult for many companies. The firms under consideration in this paper recognize that the availability of data fundamentally changes their businesses. But also, they lack the appropriate culture, mindset, and business repertoire that would enable them to act by turning data into innovation. The paper concludes that firms first need to establish a new mindset in which data plays a central role. Here I term this mindset "data-dominant logic" (DDL). Future research is required to further concretize the construct beyond this introduction.10aData science10adata-dominant logic10adominant logic10aempirical study10aorganizational and managerial requirements10aSMEs1 aKugler, Petra  utimreview.ca/article/139301117nas a2200385   4500008004100000022001400041245006800055210006500123260004200188300000800230490000700238653002600245653001800271653001300289653002900302653001900331653002100350653003200371653002100403653001700424653001200441653003500453653002500488653002900513653001000542653001700552653001200569653002900581653000900610653002500619653001300644100002400657700002000681856003000701       2020                        eng d  a1927-032100aEditorial: Digitalization and Internationalization (April 2020)0 aEditorial Digitalization and Internationalization April 2020  aOttawabTalent First Networkc04/2020  a3-40 v1010abusiness network hubs10abusinessmodel10acoaching10adigital entrepreneurship10adigitalization10adigitalmarketing10aentrepreneurial orientation10aexport practices10afacilitators10aimpacts10ainternational entrepreneurship10ainternationalization10aliability of foreignness10aMSMEs10anetwork view10ascaling10aSME internationalization10aSMEs10asupport institutions10atraining1 aSchmitt, Christophe1 aBaldegger, Rico  utimreview.ca/article/134201525nas a2200253   4500008004100000022001400041245013500055210006900190260004200259300001000301490000700311520073300318653001301051653002201064653002501086653000901111653002501120653001301145100002501158700001601183700002001199700002201219856003001241       2020                        eng d  a1927-032100aHow Institutions Promote Digital Marketing in Small and Medium International Companies: a Comparison Between Costa Rica and France0 aHow Institutions Promote Digital Marketing in Small and Medium I  aOttawabTalent First Networkc04/2020  a58-710 v103 aThe objective of this paper is to analyze institutional promotions to small and medium international enterprises on the subject of digital marketing. The authors conduct qualitative research with a descriptive scope, including 12 institutions in Costa Rica and France. The study is dedicated to working with SMEs involved in an internationalization process and offering them some type of training. for the collection of information, an in-depth interview with each participant was applied. It concludes that SMEs promote digital marketing through institutions, and that the way in which they carry it out varies between the two countries, Costa Rica being a more general and structured service, and France a more customized one.10acoaching10adigital marketing10ainternationalization10aSMEs10asupport institutions10atraining1 aCarpio, Karen, V. H.1 aArce, Susan1 aEnjolras, Manon1 aCamargo, Mauricio  utimreview.ca/article/134701787nas 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/137401602nas 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/121001222nas 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/127800918nas 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/120701924nas a2200229   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520122000261653002201481653002301503653002301526653001701549653004001566653000901606100002101615700002001636856003801656       2019                        eng d  a1927-032100aE-Leadership in Small and Medium-Sized Enterprises in the Developing World0 aELeadership in Small and MediumSized Enterprises in the Developi  aOttawabTalent First Networkc01/2019  a64-740 v93 aSmall- and medium-sized enterprises (SMEs) play an important role in the economies of many developing countries. A critical challenge faced by SME leaders, as digitization continues, is how to adopt digital technologies to create value and enable faster product commercialization. There is a paucity of empirical research examining how e-leadership in SMEs drives technology and new product commercialization processes in the developing world. In this study, we have broadened the notion of what constitutes e-leadership, from the perspective of how advanced information technologies affect the leadership dynamic and the appropriation of advanced information technologies. Although there have been several studies on leading technologies in developed countries, we focus on developing an e-leadership framework for SMEs in developing economies. Using this framework and five selection criteria, we conducted 11 interviews with a sample of successful SMEs selected from a pool of 2,240 firms in the city of Johannesburg, South Africa. We conclude by highlighting the five key findings of this study, which explain how SMEs can develop effective e-leadership to foster commercialization and improve firm performance.10acommercialization10adeveloping country10adigital technology10ae-leadership10asmall- and medium-sized enterprises10aSMEs1 aBelitski, Maksim1 aLiversage, Bain  uhttps://timreview.ca/article/121201877nas 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/128100754nas a2200277   4500008004100000022001400041245004600055210004300101260004200144300000800186490000600194653002600200653002100226653002200247653001500269653001500284653001400299653002500313653001300338653000900351653001900360100001800379700002200397700002000419856003700439       2018                        eng d  a1927-032100aEditorial: Frugal Innovation (April 2018)0 aEditorial Frugal Innovation April 2018  aOttawabTalent First Networkc04/2018  a3-50 v810adevelopment processes10aemerging markets10afrugal innovation10agrassroots10ahealthcare10ainclusion10ainternationalization10apatterns10aSMEs10asustainability1 aMcPhee, Chris1 aGupta, Deepak, S.1 aHossain, Mokter  uhttp://timreview.ca/article/114701294nas a2200229   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520063200257653001900889653001800908653002500926653002000951653000900971653001300980100001600993700001701009856003801026       2018                        eng d  a1927-032100aInformation Security Best Practices: First Steps for Startups and SMEs0 aInformation Security Best Practices First Steps for Startups and  aOttawabTalent First Networkc11/2018  a32-420 v83 aThis article identifies important first steps toward understanding and implementing information security. From the broad selection of existing best practices, we introduce a lightweight yet comprehensive security framework with four useful first steps: identifying assets and risks; protecting accounts, systems, clouds, and data; implementing a continuity plan; and monitoring and reviewing. This article is intended primarily for startups and less mature companies, but it is likely to be of interest to any reader seeking an introduction to basic information security concepts and principles as well as their implementation.10abest practices10acybersecurity10ainformation security10arisk management10aSMEs10astartups1 aKaila, Urpo1 aNyman, Linus  uhttps://timreview.ca/article/119800748nas a2200277   4500008004100000022001400041245004500055210004200100260004200142300000800184490000600192653001800198653002900216653001600245653001400261653001400275653003100289653002100320653001300341653002400354653000900378653001300387653001500400100001800415856003700433       2017                        eng d  a1927-032100aEditorial: Collaboration (December 2017)0 aEditorial Collaboration December 2017  aOttawabTalent First Networkc12/2017  a3-50 v710acollaboration10acollaborative capability10acooperation10acoworking10aeducation10aentrepreneurial commitment10aentrepreneurship10aindustry10ainterdisciplinarity10aSMEs10astartups10auniversity1 aMcPhee, Chris  uhttp://timreview.ca/article/112201695nas 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/112501952nas a2200241   4500008004100000022001400041245006200055210006200117260004200179300001000221490000600231520126400237653001301501653002101514653002001535653003401555653001001589653002501599653000901624100002001633700002101653856003601674       2016                        eng d  a1927-032100aWeighing the Pros and Cons of Engaging in Open Innovation0 aWeighing the Pros and Cons of Engaging in Open Innovation  aOttawabTalent First Networkc04/2016  a34-400 v63 aThe positive aspects of open innovation projects are widely discussed in innovation management research and practice by means of case studies and best practices. However, enterprises, particularly small and medium-sized enterprises (SMEs) also face miscellaneous challenges in open innovation practice, leading to uncertainty and even renunciation of open innovation project participation. Thus, it is essential for SMEs to find the right balance between possible positive effects and negative consequences – the latter being the less studied “dark sides” of open innovation. However, appropriate methods of finding this balance are still lacking. In this article, we discuss the assessment of open innovation project participation by presenting a weighing and decision process framework as a conceivable solution approach. The framework includes an internal, external, and integrated analysis as well as a recommendation and decision phase. Piece by piece, we investigate the current situation and the innovation goals of the enterprise as an initial point for a decision for or against engaging in open innovation. Furthermore, we discuss the development of a software tool that automatically applies this framework and allows self-assessment by SMEs.10abenefits10aentrepreneurship10aOpen innovation10aopen innovation participation10arisks10aself-assessment tool10aSMEs1 aUllrich, André1 aVladova, Gergana  uhttp://timreview.ca/article/98001788nas a2200193   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520116100282653003201443653003101475653002001506653000901526100002301535856003601558       2013                        eng d  a1927-032100aOpen Innovation at the Root of Entrepreneurial Strategy: A Case from the Norwegian Oil Industry0 aOpen Innovation at the Root of Entrepreneurial Strategy A Case f  aOttawabTalent First Networkc04/2013  a17-220 v33 aThis article aims to extend the discussion about entrepreneurial strategies of small and medium-sized enterprises (SMEs) by including the concept of open innovation. How can SMEs overcome the challenges of resource scarcity and harsh competition? How they can gain competitive advantage in today’s ever-changing business environment? The answer to both of these questions might be through open innovation: collaborating with researchers, customers, suppliers – even competitors – as well as research institutions and universities. 

A common barrier to open innovation in an SME is the perception that it will be too time consuming to gain access to a knowledge base of external knowledge providers and link to “gatekeepers” of knowledge. However, an entrepreneurial mindset might help SMEs to move toward an open-innovation approach, where more codified and transferrable knowledge are important. This article discusses the implications of an entrepreneurial focus for open-innovation activities. The usefulness of the open-innovation principles are highlighted through a case study of an Norwegian SME operating in the maritime-oil industry. 10aentrepreneurial orientation10aentrepreneurial strategies10aOpen innovation10aSMEs1 aIakovleva, Tatiana  uhttp://timreview.ca/article/675