02224nas a2200253   4500008004100000022001400041245009200055210006900147260004200216300000900258490000700267520149800274653001501772653001501787653001201802653000801814653001701822653002001839653001001859100002301869700002601892700002201918856003001940       2020                        eng d  a1927-032100aTrust, Transparency and Security in the Sharing Economy: What is the Government's Role?0 aTrust Transparency and Security in the Sharing Economy What is t  aOttawabTalent First Networkc05/2020  a5-170 v103 aTo obtain access to goods or services between people or stakeholders, some collaboration between actors is a necessary component. Sharing and a sharing economy is closely related to trust. Within the context of 'the' sharing economy, especially digital trust is assumed to play a crucial role. Access to information is a crucial digital cue which can lead to trust yet, sharing economies are subject to asymmetry of information, wherein certain actors have limited access to market information on the consumption behaviour of users, the pricing of a product and, the reliability of peers. The lack of confidential market information between actors is thus limiting the potential for collaboration, as it reduces trust between them. Governments are amongst the (usually more trustworthy) candidates to undertake critical roles in enhancing the sharing of sensitive data. This paper aims to identify the role of government in facilitating and enabling data sharing between various actors in sharing economies. In this paper, we analyse the adequacy of a government's potential role in enabling transparency, trust and security, while operating within a sharing economy scenario, based on two case studies. Additionally, the role of technology is briefly defined for digital platforms and for blockchain-based opportunities for sharing economies. The use cases for the paper concern a digital platform for industrial symbioses, and peer-to-peer electricity trading based on blockchain technology.10ablockchain10agovernment10anetwork10aP2P10apeer-to-peer10asharing economy10atrust1 aD’Hauwers, Ruben1 avan der Bank, Jacobus1 aMontakhabi, Mehdi  utimreview.ca/article/135201998nas a2200217   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520135500263653002501618653001501643653001201658653001301670653001801683100002101701700002101722856003701743       2016                        eng d  a1927-032100aManaging Innovation Ecosystems to Create and Capture Value in ICT Industries0 aManaging Innovation Ecosystems to Create and Capture Value in IC  aOttawabTalent First Networkc10/2016  a17-240 v63 aIn a new knowledge-intensive economic landscape, firms need to access external knowledge sources due to their inability to generate all necessary knowledge on their own. The interaction with and learning from external knowledge sources implies that firms depend upon decisions and actions made by business partners and external support organizations. This network of linkages can be considered as an ecosystem in which commercial enterprises and non-firm organizations interact with one another and work together to create and capture value. Previous studies have shown that a firm’s ability to successfully commercialize a new product depends not only on its own technology strategy but also its capabilities to manage an innovation ecosystem strategy. Dynamic markets, intense competition, and shorter product lifecycles force companies across different industries to create and capture value more rapidly by launching new innovations. Well-defined and executed innovation ecosystem strategies can help companies to develop new markets and business opportunities for the different types of innovations and enable their businesses to grow. This study provides new insight into how an ecosystem strategy can be formed based on the traditional strategy literature and proposes a conceptual framework for senior leaders to form an ecosystem strategy.10ainnovation ecosystem10amanagement10anetwork10astrategy10avalue capture1 aPellikka, Jarkko1 aAli-Vehmas, Timo  uhttp://timreview.ca/article/102402057nas a2200241   4500008004100000022001400041245007200055210006900127260004200196300000900238490000600247520138100253653001001634653001001644653000901654653001201663653001801675653002401693653002301717100001901740700002001759856003601779       2014                        eng d  a1927-032100aProduct and Service Interaction in the Chinese Online Game Industry0 aProduct and Service Interaction in the Chinese Online Game Indus  aOttawabTalent First Networkc05/2014  a6-170 v43 aThis article examines the rapidly-growing online game industry in China, which is a prime example of the changing regional landscape of new creative industries in East Asia. The industry’s evolution in China demonstrates the complexity of the growth of this industry through various knowledge and production networks. Despite the fact that Chinese companies were initially a second mover in this industry and had limited technological competence, they managed to move up the value chain within a few years, from operators of foreign-developed games to game developers. The catch-up process in this creative industry has differed from traditional manufacturing industries, which reflects the responsiveness and close proximity between product and service as key elements of the online game experience. This article conceptualizes this product–service offering in the industry and highlights its requirement for a widespread geographical network, as well as close proximity and responsiveness between elements of the network. In the empirical study of the growth of the Chinese online game industry described here, we argue that Chinese companies have managed to grow by utilizing the strategic control of service, player preferences, and responsiveness in this network, and translating this control into constant incremental improvement of their game development offering. 10aChina10aKorea10aMMOG10anetwork10aonline gaming10aproduct and service10aservice innovation1 aStröm, Patrik1 aErnkvist, Mirko  uhttp://timreview.ca/article/789