01564nas a2200229   4500008004100000022001400041245012700055210006900182260004200251300001000293490000700303520085700310653001301167653002101180653001401201653001401215653001801229100001901247700001901266700001901285856003001304       2020                        eng d  a1927-032100aDemystifiying the Meaning of Transnational Entrepreneurship: Indian transnational entrepreneurs in comparative perspective0 aDemystifiying the Meaning of Transnational Entrepreneurship Indi  aOttawabTalent First Networkc11/2020  a47-590 v103 aMigration of people from one geographical location to another, within or outside a country, has a major role to play in the socio-economic development across the globe. "Migrants" and "immigrants" that showcase entrepreneurial traits and are valued in both home and host countries. Transnational entrepreneurs are often studied in various cross-national entrepreneurial research streams, like international entrepreneurship, immigrant entrepreneurship, thus causing ambiguity in the existing definitions. This paper contributes a specific definition of "transnational entrepreneurship", based on secondary research, which takes into account different mobility types. It emphasizes the importance of this construct for developing transnational entrepreneurial typologies. The authors propose a "framework of transnational entrepreneurship" in the paper.10adiaspora10aentrepreneurship10aimmigrant10amigration10atransnational1 aSingh, Supriya1 aSaurabh, Punit1 aBhatt, Nityesh  utimreview.ca/article/140301726nas 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/136301123nas a2200385   4500008004100000022001400041245004000055210003700095260004200132300000800174490000700182653003100189653003200220653002800252653002900280653001700309653003200326653002300358653002100381653002200402653001500424653002600439653001600465653001400481653002400495653002200519653003900541653003000580653001900610653001800629653001900647100001800666700002300684856003000707       2020                        eng d  a1927-032100aEditorial: Insights (November 2020)0 aEditorial Insights November 2020  aOttawabTalent First Networkc11/2020  a3-40 v1010aAI innovation and maturity10aand diaspora entrepreneurs.10aartificial intelligence10aconfidential information10acriminal law10adigitally enhanced teamwork10aeconomic espionage10aentrepreneurship10ahealth technology10aimmigrants10aInnovation management10aliving labs10amigration10aMultidisciplinarity10asituated practice10asmall and medium-sized enterprises10astakeholder participation10asustainability10atrade secrets10atransnationals1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/140401540nas 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/136400757nas a2200289   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001700180653001300197653001100210653001700221653002400238653002000262653001100282653002100293653002100314653001500335653002600350653001000376653002500386100001800411856003800429       2019                        eng d  a1927-032100aEditorial: Insights (July 2019)0 aEditorial Insights July 2019  aOttawabTalent First Networkc07/2019  a3-40 v910aaccelerators10aadoption10aAfrica10aarchitecture10abusiness ecosystems10abusiness models10adesign10adigital payments10aentrepreneurship10aincubators10aInnovation management10aISPIM10aknowledge management1 aMcPhee, Chris  uhttps://timreview.ca/article/125001222nas 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/120701412nas a2200229   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520073100263653001500994653002401009653002101033653001301054653001301067100002101080700002301101700002001124856003801144       2019                        eng d  a1927-032100aThe Strategies of Technology Startups Within and Between Business Ecosystems0 aStrategies of Technology Startups Within and Between Business Ec  aOttawabTalent First Networkc06/2019  a25-410 v93 aTechnology startups build strategies in order to survive within the framework of business ecosystems. However, the knowledge required to make such strategies effective is scarce. This article poses the question: “How do small technology startups strategize within and between business ecosystems?” Based on an explorative qualitative study, this article defines and presents a dynamic strategic framework of three strategies employed by technology startups. Some startups choose to act within one defined business ecosystem, most startups use a multi-ecosystem strategy to act between and draw benefits from many business ecosystems, and the rest act as ecosystem creators that challenge the logics of existing ecosystems.10aboundaries10abusiness ecosystems10aentrepreneurship10astartups10astrategy1 aTukiainen, Taina1 aBurström, Thommie1 aLindell, Martin  uhttps://timreview.ca/article/124701272nas a2200181   4500008004100000022001400041245009200055210006900147260004200216300000900258490000600267520070900273653002100982653002201003653001301025100002201038856003001060       2019                        eng d  a1927-032100aWorking with Startups? These are the Three Things You Ought to Know about Startup Teams0 aWorking with Startups These are the Three Things You Ought to Kn  aOttawabTalent First Networkc11/2019  a5-140 v93 aWhile much has been written about how startups work to develop their product, this paper focuses instead on how to manage the startup team. Based on a systematic review of current research, I present actionable insights about startup team characteristics; who they are, how they work, and how they stay together. I explain how these characteristics imply both opportunities and threats for the viability of the team and discuss how startup teams can be managed to increase the likelihood of their survival and growth. Given that the majority of startup failures are attributed to the team, not to the product, these insights are valuable both to aspiring entrepreneurs and to their external stakeholders.10aentrepreneurship10anew venture teams10ateamwork1 aBrattström, Anna  utimreview.ca/article/127900632nas 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/112800832nas a2200301   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001600180653002700196653001100223653002200234653002000256653002100276653001200297653002100309653002700330653002300357653001600380653002700396653001200423653004000435100001800475856003700493       2018                        eng d  a1927-032100aEditorial: Insights (June 2018)0 aEditorial Insights June 2018  aOttawabTalent First Networkc06/2018  a3-40 v810a3D printing10aadditive manufacturing10aAmazon10aboundary spanning10abusiness models10acivic innovation10aculture10aentrepreneurship10ainnovation integrators10aknowledge transfer10aliving labs10asociotechnical systems10astartup10auniversity–industry collaboration1 aMcPhee, Chris  uhttp://timreview.ca/article/116000813nas 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/115400675nas a2200229   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265653001300271653001500284653002100299653001000320653001000330653001500340653001000355100002000365700002300385856003700408       2018                        eng d  a1927-032100aQ&A. What Barriers Do Women Face in Becoming High-Tech Entrepreneurs in Rural India?0 aQA What Barriers Do Women Face in Becoming HighTech Entrepreneur  aOttawabTalent First Networkc01/2018  a33-360 v810abarriers10achallenges10aentrepreneurship10aIndia10arural10atechnology10awomen1 aBasu, Rituparna1 aChatterjee, Sarada  uhttp://timreview.ca/article/113201574nas a2200229   4500008004100000022001400041245011300055210006900168260004200237300001000279490000600289520088200295653002101177653002101198653001001219653001101229653001501240653001301255100002201268700001701290856003701307       2018                        eng d  a1927-032100aTechnology Entrepreneurship in Emerging Markets: An Exploration of Entrepreneurial Models Prevalent in India0 aTechnology Entrepreneurship in Emerging Markets An Exploration o  aOttawabTalent First Networkc01/2018  a24-320 v83 aAre the features and processes of entrepreneurship – such as wealth creation, risk taking, vision, identification of a niche market, launching new products, and so on – common across the world? Many would assume they would be. However, firms that are entrepreneurial in nature and belong to emerging markets may or may not follow the established models of developed economies. In this study, we sought to explore various types of entrepreneurial models that are prevalent in an emerging market. For this purpose, we collected primary and secondary data to identify characteristics of technology-based entrepreneurial firms in India. Based on the two dimensions of degree of demand/supply and expected loss/risk, we identify four models of entrepreneurship – incremental, proactive, radical, and reactive – and illustrate each model with examples from Indian companies. 10aemerging markets10aentrepreneurship10aIndia10amodels10atechnology10atypology1 aTripathi, Shiv, S1 aBrahma, Mita  uhttp://timreview.ca/article/113102200nas a2200217   4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520155800260653001701818653001501835653002101850653001301871653002001884653001801904100002201922856003801944       2018                        eng d  a1927-032100aTransnational Entrepreneurship: Distinctive Features and a New Definition0 aTransnational Entrepreneurship Distinctive Features and a New De  aOttawabTalent First Networkc09/2018  a28-380 v83 aDefinitions of transnational entrepreneurship are too general making it difficult to understand what distinguishes transnational entrepreneurship from other forms of entrepreneurship. In addition, these definitions identify the “immigrant”, “ethnic”, or “migrant” entrepreneur as the focal actor rather than the company. This makes it difficult to align transnational entrepreneurship with the theory of the firm and provide practical insights to practitioners. This article examines 11 definitions of transnational entrepreneurship, discovers the groups of words that best represent the information in a corpus comprised of 44 journal articles, identifies the key features that distinguish transnational entrepreneurship from other forms of entrepreneurship, and advances a new definition of transnational entrepreneurship. The results indicate that transnational entrepreneurship has two key distinctive features: cross-border investment logic and institutional distance – the difference in institutional context between countries. Accordingly, transnational entrepreneurship may be usefully defined as “a cross-border investment to acquire, combine, and recombine specialized individuals and heterogeneous assets to create and capture value for the company under conditions of institutional distance and uncertainty”. This proposed definition builds on the features that make transnational entrepreneurship distinctive, is consistent with the theory of the firm, and carries implications for how to grow companies at an early stage.10across-border10adefinition10aentrepreneurship10afeatures10atopic modelling10atransnational1 aBailetti, Eduardo  uhttps://timreview.ca/article/118402504nas a2200229   4500008004100000022001400041245014300055210006900198260004200267300001000309490000600319520176400325653002502089653002102114653001002135653001302145653001902158653001602177100001902193700002502212856003702237       2018                        eng d  a1927-032100aUnderstanding the Role of Rural Entrepreneurs in Telecentre Sustainability: A Comparative Study of the Akshaya and eSeva Projects in India0 aUnderstanding the Role of Rural Entrepreneurs in Telecentre Sust  aOttawabTalent First Networkc01/2018  a16-230 v83 aIn rural areas of India, telecentres provide access to computers and other digital technologies and have been utilized as a delivery channel for various government services. Following a public–private partnership (PPP) model, there is a general belief among policy makers that the revenue from government-to-consumer (G2C) services would be sufficient to cover the village-level entrepreneurs’ cash flow requirements and therefore provide financial sustainability. Also, the literature suggests that telecentres have a large enough market for public-access businesses to be commercially viable. In India, around 100,000 telecentres are being set up to serve 600,000 villages – one telecentre for every six villages – to provide one-window access to government services. In the literature, a lack of government services is often quoted as a reason for telecentre failure. This study, using an exploratory approach, aims to understand the parameters that relate to the sustainability of telecentres across a number of common, government-related services. It is observed that some telecentres perform better than the others even though they have the same number of government-related services. Reasons for such differences are explored and the learnings from this research will benefit the stakeholders who are engaged in providing telecentre-based services in other developing countries. In addition, a theoretical framework is suggested to understand the dynamics between different types of sustainability parameters such as financial, social, staff, technology, and institutional. The findings of this research have policy implications in terms of the way services are designed and delivered through telecentres in developing countries such as India. 10adeveloping countries10aentrepreneurship10aIndia10aservices10asustainability10atelecentres1 aMishra, Gaurav1 aUnny R, Balakrishnan  uhttp://timreview.ca/article/113002396nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520171500285653001402000653001502014653002102029653001402050653001002064653001302074653001502087100002702102856003702129       2017                        eng d  a1927-032100aComparing the Entrepreneurial Ecosystems for Technology Startups in Bangalore and Hyderabad, India0 aComparing the Entrepreneurial Ecosystems for Technology Startups  aOttawabTalent First Networkc07/2017  a47-620 v73 aTechnology startups are gaining increasing attention from policy makers the world over because they are seen as a means of encouraging innovations, spurring the development of new products and services, and generating employment. Technology startups tend to thrive when inserted in a conducive entrepreneurial ecosystem. Therefore, ecosystem promotion is being given increasing policy support. However, the emergence and structure of entrepreneurial ecosystems for technology startups have hardly been traced and examined in detail. In India, Bangalore occupies a unique position in the startup world, and Hyderabad is fast emerging as one of the promising startup hubs in the country. Given this background, we set out to explore and examine the structure, evolution, and growth of ecosystems for technology startups in the context of Bangalore and Hyderabad. Both the ecosystems emerged due to the initial foundation laid in the form of government–industry–academia triple helix and their interactions leading to the emergence of a modern industrial cluster followed by an information technology and biotechnology cluster, which then led to R&D cluster serving both the cities. These three clusters together, gradually and steadily, facilitated an entrepreneurial ecosystem for technology startups to emerge. The ecosystem operates within the triple helix model and has a nucleus with two outer layers: i) an inner layer of primary (indispensable) factors and ii) an outer layer of supplementary (secondary) factors. Through the analysis of the experiences of Bangalore and Hyderabad and their ecosystem evolution, its structure, and components, we derive key lessons for others within and beyond India. 10aBangalore10aecosystems10aentrepreneurship10aHyderabad10aIndia10astartups10atechnology1 aSubrahmanya, M, H Bala  uhttp://timreview.ca/article/109001586nas a2200229   4500008004100000022001400041245007400055210006900129260004200198300001000240490000600250520086000256653001601116653002901132653004001161653002101201653003201222653002601254100001901280700002001299856003701319       2017                        eng d  a1927-032100aDigital Technology Entrepreneurship: A Definition and Research Agenda0 aDigital Technology Entrepreneurship A Definition and Research Ag  aOttawabTalent First Networkc05/2017  a44-510 v73 aTechnology entrepreneurship is an established concept in academia. However, recent developments in the context of digital entrepreneurship call for revision and advancement. The multiple possible combinations of technology and entrepreneurship have resulted in a diversity of phenomena with significantly different characteristics and socio-economic impact. This article is focused on the identification and description of technology entrepreneurship in times of digitization. Based on current examples, we identify and describe characterizations of technology entrepreneurship, digital technology entrepreneurship, and digital entrepreneurship. With this new delineation of terms, we would like to foster discussion between researchers, entrepreneurs, and policy makers on the impact of digitization on entrepreneurship, and set a future research agenda.10adefinitions10adigital entrepreneurship10adigital technology entrepreneurship10aentrepreneurship10atechnology entrepreneurship10atechnology Innovation1 aGiones, Ferran1 aBrem, Alexander  uhttp://timreview.ca/article/107600719nas a2200265   4500008004100000022001400041245005000055210004700105260004200152300000800194490000600202653001500208653002100223653002500244653001000269653003200279653001600311653000900327653001500336653002000351653001700371653001000388100001800398856003700416       2017                        eng d  a1927-032100aEditorial: 10th Anniversary Issue (July 2017)0 aEditorial 10th Anniversary Issue July 2017  aOttawabTalent First Networkc07/2017  a3-40 v710aecosystems10aentrepreneurship10ainclusive innovation10aIndia10aknowledge commercialization10aliving labs10aOSBR10aTIM Review10atopic modelling10auniversities10aurban1 aMcPhee, Chris  uhttp://timreview.ca/article/108600748nas 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/112200693nas a2200241   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653002900180653001500209653001800224653002100242653003800263653002300301653001900324653001300343653004000356100001800396856003700414       2017                        eng d  a1927-032100aEditorial: Insights (June 2017)0 aEditorial Insights June 2017  aOttawabTalent First Networkc06/2017  a3-40 v710acompetitive intelligence10acreativity10acybersecurity10aentrepreneurship10ainternal communication management10aInternet of Things10aservice design10atraining10auniversity–industry collaboration1 aMcPhee, Chris  uhttp://timreview.ca/article/107900843nas a2200313   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002400188653002000212653001100232653001800243653002100261653003300282653001700315653002300332653000800355653001600363653001600379653001400395653002000409653002200429653002300451100001800474856003700492       2017                        eng d  a1927-032100aEditorial: Insights (November 2017)0 aEditorial Insights November 2017  aOttawabTalent First Networkc11/2017  a3-40 v710aacademic publishing10abusiness models10acities10acollaboration10aentrepreneurship10afourth industrial revolution10aIndustry 4.010aInternet of Things10aIOT10aliving labs10aopen access10aopen data10aOpen innovation10asocial innovation10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/111500619nas a2200229   4500008004100000022001400041245004200055210003900097260004200136300000800178490000600186653001600192653002100208653001100229653003000240653002500270653000900295653001200304100001800316700001800334856003700352       2017                        eng d  a1927-032100aEditorial: Lean and Global (May 2017)0 aEditorial Lean and Global May 2017  aOttawabTalent First Networkc05/2017  a3-50 v710aborn global10aentrepreneurship10aglobal10ainternational new venture10ainternationalization10alean10astartup1 aMcPhee, Chris1 aTanev, Stoyan  uhttp://timreview.ca/article/107100618nas a2200205   4500008004100000022001400041245006500055210006200120260004200182300001000224490000600234653002200240653002100262653001400283653001300297653002400310653001700334100002400351856003700375       2017                        eng d  a1927-032100aQ&A. Are Universities Ready for Knowledge Commercialization?0 aQA Are Universities Ready for Knowledge Commercialization  aOttawabTalent First Networkc07/2017  a63-680 v710acommercialization10aentrepreneurship10aknowledge10aresearch10atechnology transfer10auniversities1 aKhan, Mohammad Saud  uhttp://timreview.ca/article/109101940nas 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/108701660nas a2200253   4500008004100000022001400041245010300055210006900158260004200227300000900269490000600278520086300284653002201147653002701169653002101196653001501217653002601232653002401258100002301282700001901305700001901324700002601343856003701369       2017                        eng d  a1927-032100aA Structured Approach to Academic Technology Transfer: Lessons Learned from imec’s 101 Programme0 aStructured Approach to Academic Technology Transfer Lessons Lear  aOttawabTalent First Networkc08/2017  a5-140 v73 aIn this article, we describe imec’s 101 Programme for academic technology transfer and explain how it supports researchers by following a structured process in a limited amount of time and by carefully involving different stakeholders and people with relevant skills and expertise. The programme combines insights in terms of processes and of team composition from the entrepreneurship literature and puts them into practice in an internal incubation programme that is generated from the bottom-up. Based on hands-on experiences and interviews with key stakeholders in the process, we evaluate the programme and distill lessons learned. The article highlights the importance of a structured technology transfer process in the early stages of opportunity discovery and entrepreneurial action, and it offers insights on team formation for academic spin-offs.10aacademic spin-off10aentrepreneurial action10aentrepreneurship10aincubation10aresearch valorization10atechnology transfer1 aSchuurman, Dimitri1 aDe Vocht, Stan1 aDe Cleyn, Sven1 aHerregodts, Aron-Levi  uhttp://timreview.ca/article/109502261nas a2200265   4500008004100000022001400041245012800055210006900183260004200252300001000294490000600304520139900310653001401709653002801723653002601751653002101777653002401798653003001822653002901852100001801881700001801899700002301917700001801940856003701958       2017                        eng d  a1927-032100aUsing Artificial Intelligence and Web Media Data to Evaluate the Growth Potential of Companies in Emerging Industry Sectors0 aUsing Artificial Intelligence and Web Media Data to Evaluate the  aOttawabTalent First Networkc06/2017  a25-370 v73 aIn this article, we describe our efforts to adapt and validate a web search and analytics tool – the Gnowit Cognitive Insight Engine – to evaluate the growth and competitive potential of new technology startups and existing firms in the newly emerging precision medicine sector. The results are based on two different search ontologies and two different samples of firms. The first sample includes established drug companies operating in the precision medicine field and was used to estimate the relationship between the firms’ innovativeness and the extent of online discussions focusing on their potential growth. The second sample includes new technology firms in the same sector. The firms in the second sample were used as test cases to determine whether their growth-related web search scores would relate to the degree of their innovativeness. The second part of the study applied the same methodology to the real-time monitoring of the firms’ competitive actions. In our findings, we see that our methodology reveals a moderate degree of correlation between the Insight Engine’s algorithmically computed relevance scores and independent measures of innovation potential. The existence of such correlations invites future work in attempting to analyze company growth potential using techniques founded in web content scraping, natural language processing, and machine learning.10aanalytics10aartificial intelligence10abusiness intelligence10aentrepreneurship10aonline textual data10aprecision medicine sector10astartup growth potential1 aDroll, Andrew1 aKhan, Shahzad1 aEkhlas, Ehsanullah1 aTanev, Stoyan  uhttp://timreview.ca/article/108201302nas a2200205   4500008004100000022001400041245010100055210006900156260004200225300000900267490000600276520067100282653002100953653001000974653002300984653001101007653002301018100001801041856003701059       2017                        eng d  a1927-032100aValue Propositions for the Internet of Things: Guidance for Entrepreneurs Selling to Enterprises0 aValue Propositions for the Internet of Things Guidance for Entre  aOttawabTalent First Networkc11/2017  a5-110 v73 aThis article provides entrepreneurs with guidance to help understand and express the specific and compelling value proposition for their Internet of Things (IoT) offer. IoT enables such a wide range of possible short- and long-term opportunities that IoT entrepreneurs may fall into the trap of considering IoT generally rather than positioning their offer to a buyer in a specific manner that helps win deals. The process of understanding and expressing a compelling value proposition will help the IoT entrepreneur focus their offer, understand who the real buyer is, and demonstrate tangible value to that buyer in a manner that is directed towards winning deals.10aentrepreneurship10aguide10aInternet of Things10aoffers10avalue propositions1 aHudson, David  uhttp://timreview.ca/article/111601865nas a2200265   4500008004100000022001400041245014300055210006900198260004200267300001000309490000600319520101700325653002701342653003101369653002101400653002501421653001701446653001501463653001201478653001201490100002001502700002401522700001601546856003701562       2016                        eng d  a1927-032100aThe Concept of the Entrepreneurial University Applied to Universities of Technology in Austria: Already Reality or a Vision of the Future?0 aConcept of the Entrepreneurial University Applied to Universitie  aOttawabTalent First Networkc10/2016  a37-440 v63 aThe concept of the "entrepreneurial university" is now recognized as a major driver for self-development and innovation and as an appropriate response to succeeding in highly turbulent and unpredictable markets. This article outlines and evaluates the current implementation of this concept at the universities of technology (TU) in Austria. First, to evaluate the status quo, a review of existing programs and initiatives was undertaken at the three universities comprising the "TU Austria": TU Graz, TU Wien (Vienna), and MU Leoben. Second, a questionnaire was designed on the basis of the HEInnovate framework and sent to representatives of the three universities and resulted in responses from TU Graz and TU Wien. The results underscore that the model of the entrepreneurial university represents the next step of development in higher education. Moreover, it demonstrates that there is still room for improvement at the TU Austria, especially in terms of fostering an entrepreneurial spirit among students.10aentrepreneurial spirit10aentrepreneurial university10aentrepreneurship10aHEInnovate framework10atriple helix10aTU Austria10aTU Graz10aTU Wien1 aSperrer, Martin1 aMüller, Christiana1 aSoos, Julia  uhttp://timreview.ca/article/102601668nas 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/99400703nas a2200253   4500008004100000022001400041245004800055210004500103260004200148300000800190490000600198653001600204653002100220653003400241653001000275653002600285653001800311653002000329653001300349653001300362100001800375700002000393856003600413       2016                        eng d  a1927-032100aEditorial: Entrepreneurial India (May 2016)0 aEditorial Entrepreneurial India May 2016  aOttawabTalent First Networkc05/2016  a3-40 v610aBrand India10aentrepreneurship10ahigher education institutions10aIndia10aintellectual property10aMake in India10aOpen innovation10aresearch10astartups1 aMcPhee, Chris1 aRaval, Dharmesh  uhttp://timreview.ca/article/98400934nas 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/99100716nas 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/99501214nas 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/99201872nas a2200205   4500008004100000022001400041245006900055210006800124260004200192300001000234490000600244520125200250653001301502653001201515653002101527653001901548653003901567100002401606856003601630       2016                        eng d  a1927-032100aSupporting Research-Inspired Entrepreneurial Activities in India0 aSupporting ResearchInspired Entrepreneurial Activities in India  aOttawabTalent First Networkc05/2016  a14-140 v63 aNations built on innovation, entrepreneurship, and production are able to dominate the world economy. However, risk taking has traditionally been discouraged in developing nations. The uncertainty and financial insecurity associated with entrepreneurial activities are the greatest barriers that budding entrepreneurs need to overcome in order to transition into successful entrepreneurs. This challenge needs substantial effort and steady support from society. Easy access to information, mentorship, and a network of venture capitalists and angel investors also play critical roles in promoting entrepreneurial activities. To this end, the Government of India recently launched a nationwide campaign to promote entrepreneurial activities across the country.  Some of the recently emerging trends indicate that scientific and technological innovators from India are now willing to be a part of the global entrepreneurial revolution. Research-inspired entrepreneurial initiatives are expected to play a key role in facilitating India’s economic growth in the coming years. This article focuses on the initiatives undertaken by the Indian Government and by various academic institutes to facilitate entrepreneurial activities across the country. 10abusiness10aeconomy10aentrepreneurship10afinancial risk10aresearch-inspired entrepreneurship1 aGokhale, Nikhil, A.  uhttp://timreview.ca/article/98600744nas a2200253   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262653001100268653000900279653001400288653002100302653002200323653002600345653001200371653001300383653001800396653001500414100002500429856003600454       2016                        eng d  a1927-032100aTIM Lecture Series – An Introduction to Intellectual Property for Entrepreneurs0 aTIM Lecture Series An Introduction to Intellectual Property for   aOttawabTalent First Networkc05/2016  a27-290 v610aCanada10aCIPO10acopyright10aentrepreneurship10aindustrial design10aintellectual property10apatents10astartups10atrade secrets10atrademarks1 aCollinson, Elizabeth  uhttp://timreview.ca/article/98900532nas a2200169   4500008004100000022001400041245007700055210006900132260004200201300001000243490000600253653002100259653001200280653001300292100002100305856003600326       2016                        eng d  a1927-032100aTIM Lecture Series – Startup Life: Lessons Learned in Entrepreneurship0 aTIM Lecture Series Startup Life Lessons Learned in Entrepreneurs  aOttawabTalent First Networkc04/2016  a41-420 v610aentrepreneurship10alessons10astartups1 aBaptiste, Andrea  uhttp://timreview.ca/article/98101952nas 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/98000818nas a2200289   4500008004100000022001400041245004100055210003800096260004200134300000800176490000600184653002400190653002500214653001500239653002600254653001700280653003000297653002100327653001500348653002600363653001600389653002000405653003100425653001800456100001800474856003600492       2015                        eng d  a1927-032100aEditorial: Insights (September 2015)0 aEditorial Insights September 2015  aOttawabTalent First Networkc09/2015  a3-40 v510acognitive computing10acollaborative design10acompetence10acompetence-based view10acoordination10aentrepreneurial marketing10aentrepreneurship10aIBM Watson10ainnovation activities10aliving labs10aOpen innovation10aopportunity identification10auser adoption1 aMcPhee, Chris  uhttp://timreview.ca/article/92401008nas 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/94000725nas a2200253   4500008004100000022001400041245007100055210006700126260004200193300001000235490000600245653001600251653001800267653001800285653002100303653000800324653001300332100002100345700001700366700001600383700001600399700002000415856003600435       2015                        eng d  a1927-032100aTIM Lecture Series – Three Collaborations Enabling Cybersecurity0 aTIM Lecture Series Three Collaborations Enabling Cybersecurity  aOttawabTalent First Networkc06/2015  a45-480 v510abook launch10acollaboration10acybersecurity10aentrepreneurship10aNSA10aresearch1 aFrincke, Deborah1 aCraigen, Dan1 aNadima, Ned1 aLow, Arthur1 aThomas, Michael  uhttp://timreview.ca/article/90601940nas a2200241   4500008004100000022001400041245006800055210006500123260004200188300001000230490000600240520124500246653001601491653001901507653002701526653001601553653002101569653001501590653002201605653001801627100001701645856003601662       2014                        eng d  a1927-032100a3D Printing: A Revolutionary Advance  for the Field of Urology?0 a3D Printing A Revolutionary Advance for the Field of Urology  aOttawabTalent First Networkc03/2014  a19-240 v43 aOver the past decade, 3D printing has garnered considerable attention due to its broad applications, its ease of customization, and its increasing affordability. What began as the straightforward replication of simple objects has now progressed into a sophisticated industry for the fabrication of detailed products, which stands to threaten conventional forms of manufacturing and change the face of consumerism. More recently, the technology has found a footing within the medical field with the promise of applying 3D printing for the process of organ generation. With the reality of an aging population, the need for replacement organs globally will increase proportionately, while the number of donors remains static. In the field of urology specifically, the need for organ transplants is ever increasing as the number of patients in renal failure continues to rise. This article reviews the development of biological 3D printing, or biofabrication, within the field of urology and examines both the pros and the cons of this emerging technology. The cost implications of this technology for healthcare facilities are considered, as well as the entrepreneurial opportunities that arise from the emergence and evolution of 3D printing.10a3D printing10abiofabrication10abiological 3D printing10abioprinting10aentrepreneurship10anephrology10aorgan transplants10arenal failure1 aNeu, Rebecca  uhttp://timreview.ca/article/77201466nas a2200253   4500008004100000022001400041245005100055210004600106260004200152300000900194490000600203520075100209653002000960653001900980653002100999653000901020653001401029653003201043653002501075653003701100100002201137700001701159856003601176       2014                        eng d  a1927-032100aThe Business of Open Source Software: A Primer0 aBusiness of Open Source Software A Primer  aOttawabTalent First Networkc01/2014  a4-110 v43 aThis article is meant as a primer for those interested in gaining a basic understanding of the business of open source software. Thus, we cover four main areas: i) what motivates businesses to get involved in open source; ii) common open source licenses and how they relate to community and corporate interests; iii) issues regarding the monetization of an open source program; and iv) open source business models currently employed. This article is particularly suitable for people who want a general understanding of the business of open source software; people who want to understand the significant issues regarding an open source program's potential to generate income; and entrepreneurs who want to create a company around open source code.10abusiness source10adual licensing10aentrepreneurship10aopen10aopen core10aopen source business models10aopen source licenses10aopen source software development1 aWidenius, Michael1 aNyman, Linus  uhttp://timreview.ca/article/75600631nas a2200205   4500008004100000022001400041245008700055210006900142260004200211300001000253490000600263653002000269653002100289653001400310653001400324653001600338100001800354700001700372856003600389       2014                        eng d  a1927-032100aThe Businesses of Open Data and Open Source: Some Key Similarities and Differences0 aBusinesses of Open Data and Open Source Some Key Similarities an  aOttawabTalent First Networkc01/2014  a12-170 v410abusiness models10aentrepreneurship10alicensing10aopen data10aopen source1 aLindman, Juho1 aNyman, Linus  uhttp://timreview.ca/article/75701758nas a2200217   4500008004100000022001400041245011400055210006900169260004200238300001000280490000600290520105400296653002701350653002101377653002501398653002601423653002001449100001401469700002101483856003601504       2014                        eng d  a1927-032100aDeveloping a Social Network as a Means of Obtaining Entrepreneurial Knowledge Needed for Internationalization0 aDeveloping a Social Network as a Means of Obtaining Entrepreneur  aOttawabTalent First Networkc09/2014  a11-180 v43 aAn internationalization process for startups is based on the exchange of knowledge and other resources required for early internationalization and fast growth, and it requires ventures to identify opportunities, conduct business, and gain a competitive advantage in a foreign market. But, how do entrepreneurs obtain the knowledge required for internationalization? Previous research suggests a role for the utilization of social networks, leading managers to ask three basic questions: i) what kinds of knowledge-based resources are urgently needed by international new ventures?, ii) how do needs for knowledge change according to different stages in the internationalization process?, and iii) how can changing needs for knowledge be met by developing and leveraging a social network? In this article, we review the related literature, discuss potential answers to these basic questions, and we suggest how a dynamic process can guide new ventures to acquire knowledge for developing resources and conducting business toward internationalization.10abusiness relationships10aentrepreneurship10ainternationalization10aknowledge acquisition10asocial networks1 aHan, Chen1 aAfolabi, Adeleye  uhttp://timreview.ca/article/82701582nas a2200241   4500008004100000022001400041245006000055210005900115260004200174300001000216490000600226520088600232653002101118653002501139653001501164653001801179653002801197653002201225653001901247100002001266700001801286856003601304       2014                        eng d  a1927-032100aDoes Social Innovation Require Social Entrepreneurship?0 aDoes Social Innovation Require Social Entrepreneurship  aOttawabTalent First Networkc12/2014  a17-260 v43 aSocial innovation is now considered an important element in the search for solutions to pressing social problems. Inspired by Schumpeter’s conceptualization of innovation, "social" entrepreneurship is thought to contribute to "social" innovation in more or less the same way that "normal" entrepreneurship consists of the introduction of "normal" innovations. In the literature as well as in practice, the definition of concepts such as social innovation and social entrepreneurship has led to considerable confusion. We aim to bring clarity to the debate, arguing that every entrepreneurial action results in some measure of intended or unintended social innovation, regardless of whether the entrepreneurs in question are considered or consider themselves "social" or not. We test our insights in an investigation of 20 social enterprises that have a commercial business model.10aentrepreneurship10ainstitutional change10aSchumpeter10asocial change10asocial entrepreneurship10asocial innovation10asustainability1 aGroot, Asceline1 aDankbaar, Ben  uhttp://timreview.ca/article/85400671nas 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/76201861nas a2200205   4500008004100000022001400041245008800055210006900143260004200212300000900254490000600263520123500269653002101504653001001525653002501535653001401560653002501574100002001599856003601619       2014                        eng d  a1927-032100aEntrepreneurship Education in India: A Critical Assessment and a Proposed Framework0 aEntrepreneurship Education in India A Critical Assessment and a   aOttawabTalent First Networkc08/2014  a5-100 v43 aEntrepreneurship education is considered as one of the most influential forces that determine the health of the economy. Hence, ignoring controversies on whether entrepreneurship can be taught, the majority of the top business schools in India offer entrepreneurship education with tailored elective courses to inculcate a wide range of skills encompassing a multi-disciplinary approach among mature management students. However, considering the basic synergies of core management subjects such as marketing and entrepreneurship, both of which provide an opportunity to develop unique solutions to satisfy customer needs, the study of entrepreneurial aspects as a prerequisite for management education and research seems indispensable when specifically catering to the growing entrepreneurial intent in developing economies. This approach necessitates a compulsory initiation of entrepreneurship courses early in the curricula of contemporary business schools. In this context, the present article aims to qualitatively review the current entrepreneurship education regime in India to propose an effective ecosystem for integrating and promoting entrepreneurship education as fundamental to mainstream business education in India.10aentrepreneurship10aIndia10amanagement education10amarketing10aqualitative research1 aBasu, Rituparna  uhttp://timreview.ca/article/81702371nas 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/81801475nas 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/80901590nas 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/80000593nas a2200205   4500008004100000022001400041245005800055210005500113260004200168300001000210490000600220653001400226653002100240653001500261653001000276653002800286653002100314100001600335856003600351       2014                        eng d  a1927-032100aQ&A. What is the Future of Entrepreneurship in India?0 aQA What is the Future of Entrepreneurship in India  aOttawabTalent First Networkc08/2014  a46-490 v410aecosystem10aentrepreneurship10aincubators10aIndia10asocial entrepreneurship10asupport agencies1 aDubey, Ritu  uhttp://timreview.ca/article/82201964nas a2200277   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520110000279653002101379653002801400653001501428653001701443653002901460653003001489653002501519653002501544653002601569653002401595653001401619100001701633856003601650       2014                        eng d  a1927-032100aResolving Legitimacy Deficits in Technology Startups through Professional Services Practices0 aResolving Legitimacy Deficits in Technology Startups through Pro  aOttawabTalent First Networkc06/2014  a22-270 v43 aAs new ventures, technology startups face a key challenge that is specifically associated with their young age: a perceived lack of organizational legitimacy. Organizational legitimacy is an important factor in the growth and survival of new ventures and is therefore an important issue for managers and entrepreneurs to address. Although there are many different typologies for defining types of organizational legitimacy, this article argues that technology startups should focus on developing external pragmatic legitimacy as a means of acquiring the resources required to grow and thrive. However, despite the many ways by which an organization can develop external pragmatic legitimacy, few are well suited to technology startups. Based on a review of the different types of organizational legitimacy and an assessment of their applicability to the context of technology startups, this article recommends that technology entrepreneurs should consider the creation of professional services practices to help develop external pragmatic legitimacy and overcome the “liability of newness”. 10aentrepreneurship10aimpression of viability10alegitimacy10anew ventures10aoperational verification10aorganizational legitimacy10apragmatic legitimacy10apragmatic validation10aprofessional services10atechnology startups10aviability1 aPayette, Jay  uhttp://timreview.ca/article/80101555nas a2200289   4500008004100000022001400041245011900055210006900174260004200243300001000285490000600295520067200301653002100973653001500994653003401009653001301043653002501056653002201081653002201103653001101125653001701136653001501153100001901168700001801187700002401205856003601229       2014                        eng d  a1927-032100aReviewing the Knowledge Systems of Innovation and the Associated Roles of Major Stakeholders in the Indian Context0 aReviewing the Knowledge Systems of Innovation and the Associated  aOttawabTalent First Networkc08/2014  a36-450 v43 aIn this article, we review various models of knowledge systems and discusses the relationships between various component stakeholders of innovation, namely higher-education institutions, industry, and government. The article uses India as a case study to examine new challenges and opportunities facing its innovation ecosystem. Within this context, we review existing models of knowledge systems through an innovative representation exemplifying the knowledge landscape and the model positioning. We argue for a reinforcing role of major stakeholders in the proliferation of innovation and entrepreneurship, and the need to promote healthy interactions between them.10aentrepreneurship10agovernment10ahigher-education institutions10aindustry10ainnovation ecosystem10ainnovation system10aknowledge systems10amodels10astakeholders10auniversity1 aSaurabh, Punit1 aBhola, Prabha1 aGuin, Kalyan, Kumar  uhttp://timreview.ca/article/82101382nas a2200229   4500008004100000022001400041245009000055210006900145260004200214300001000256490000600266520069700272653001100969653002100980653002501001653001001026653002101036653001301057653002301070100002301093856003601116       2014                        eng d  a1927-032100aThe Role of Managers as Agents in Successful Service Innovations: Evidence from India0 aRole of Managers as Agents in Successful Service Innovations Evi  aOttawabTalent First Networkc08/2014  a18-260 v43 aThe article is based on a three-year study of 70 business executives belonging to 20 large organizations operating in India to identify the kind of interventions used by agents (managers) to make service innovations successful. For the purpose of analysis, the subject organizations were classified into highly successful, successful, and unsuccessful organizations on the basis of their growth rate, and their practices were analyzed to identify the role of agents in those processes or related decisions. The article also compares the practices followed by organizations based in India with global organizations operating in India to understand the contextual issues of service innovations.10aagents10aentrepreneurship10aglobal organizations10aIndia10aintrapreneurship10amanagers10aservice innovation1 aTripathi, Shiv, S.  uhttp://timreview.ca/article/81900643nas a2200229   4500008004100000022001400041245005500055210005100110260004200161300001000203490000600213653001700219653002000236653001400256653001500270653002100285653001400306653002500320653001300345100001900358856003600377       2014                        eng d  a1927-032100aTIM Lecture Series – The Business of Open Source0 aTIM Lecture Series The Business of Open Source  aOttawabTalent First Networkc01/2014  a28-310 v410aarchitecture10abusiness models10acommunity10aengagement10aentrepreneurship10alicensing10aopen source software10apatterns1 aWeiss, Michael  uhttp://timreview.ca/article/75900777nas 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/67200561nas 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/73602324nas a2200277   4500008004100000022001400041245012600055210006900181260004200250300001000292490000600302520145000308653001101758653001701769653002401786653001801810653002101828653003701849653004201886653001501928653001301943100001701956700002001973700001701993856003602010       2013                        eng d  a1927-032100aSecuring Canada’s Information-Technology Infrastructure: Context, Principles, and Focus Areas of Cybersecurity Research0 aSecuring Canada s InformationTechnology Infrastructure Context P  aOttawabTalent First Networkc07/2013  a12-180 v33 aThis article addresses the challenges of cybersecurity and ultimately the provision of a stable and resilient information-technology infrastructure for Canada and, more broadly, the world. We describe the context of current cybersecurity challenges by synthesizing key source material whose importance was informed by our own real-world experiences. Furthermore, we present a checklist of guiding principles to a unified response, complete with a set of action-oriented research topics that are linked to known operational limitations. The focus areas are used to drive the formulation of a unified and relevant research and experimental development program, thereby moving us towards a stable and resilient cyberinfrastructure. When cybersecurity is viewed as an inherently interdisciplinary problem of societal concern, we expect that fundamentally new research perspectives will emerge in direct response to domain-specific protection requirements for information-technology infrastructure. Purely technical responses to cybersecurity challenges will be inadequate because human factors are an inherent aspect of the problem.

This article will interest managers and entrepreneurs. Senior management teams can assess new technical developments and product releases to fortify their current security solutions, while entrepreneurs can harness new opportunities to commercialize novel technology to solve a high-impact cybersecurity problem..10aCanada10acyberdefence10acyberinfrastructure10acybersecurity10aentrepreneurship10aexperimental development program10ainformation-technology infrastructure10amanagement10aresearch1 aCraigen, Dan1 aWalsh, D’Arcy1 aWhyte, David  uhttp://timreview.ca/article/70400715nas 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/68600686nas a2200205   4500008004100000022001400041245012200055210006900177260004200246300001000288490000600298653002000304653001900324653002100343653002100364653001900385653001900404100002100423856003600444       2013                        eng d  a1927-032100aTIM Lecture Series – Green Business Models to Change the World: How Can Entrepreneurs Ride the Sustainability Wave?0 aTIM Lecture Series Green Business Models to Change the World How  aOttawabTalent First Networkc07/2013  a53-570 v310abusiness models10aeco-efficiency10aentrepreneurship10agreen innovation10asustainability10avalue creation1 aWesterlund, Mika  uhttp://timreview.ca/article/70701936nas a2200229   4500008003900000022001400039245003600053210003600089260004200125300001000167490000600177520137400183653001001557653002101567653001301588653001401601653001101615653001201626653001501638100001701653856003601670       2012                          d  a1927-032100aChinese Entrepreneurs Go Global0 aChinese Entrepreneurs Go Global  aOttawabTalent First Networkc02/2012  a28-310 v23 aChina may be on the tipping point of explosive global growth. In response to changes in the global economy and an economic slowdown domestically, hundreds of thousands of Chinese SMEs are being encouraged to “go global” by their central and local governments. To a Chinese company, going global requires the expansion of its existing business in other countries or the development of new ventures with partners operating in other countries. Explosive growth in China may be possible, but it will depend on an appropriate strategy for going global. 

For a country that has firmly established itself as an international manufacturing hub, going global requires a shift in its entrepreneurial capacity, which is the focus of this article. We first assess the current situation in China to understand its current entrepreneurial focus and capacity, as well as the impetus for change. Next, we contrast the Kirznerian and Schumpeterian views of entrepreneurship to illustrate that – to go global – Chinese entrepreneurs must shift from an emphasis on exploiting pricing inefficiencies (i.e., Kirznerian entrepreneurship) to an emphasis on innovation (i.e., Schumpeterian entrepreneurship). Finally, we examine unique characteristics of the business environment and culture in China, which are likely to impact the ability of Chinese entrepreneurs to go global. 
10aChina10aentrepreneurship10afamilism10ago global10aguanxi10aKirzner10aSchumpeter1 aZhou, Daniel  uhttp://timreview.ca/article/52401264nas 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/59400615nas a2200229   4500008003900000022001400039245004200053210003900095260004200134300000800176490000600184653001600190653001800206653002100224653001100245653001800256653002500274653001300299100001800312700001900330856003600349       2012                          d  a1927-032100aEditorial: Born Global (October 2012)0 aEditorial Born Global October 2012  aOttawabTalent FIrst Networkc10/2012  a3-40 v210aborn global10aentrepreneurs10aentrepreneurship10aexport10aglobalization10ainternationalization10astartups1 aMcPhee, Chris1 aBailetti, Tony  uhttp://timreview.ca/article/61300530nas 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/59200549nas a2200181   4500008003900000022001400039245005900053210005600112260004200168300000800210490000600218653001700224653002100241653003200262100001800294700001900312856003600331       2012                          d  a1927-032100aEditorial: Technology Entrepreneurship (February 2012)0 aEditorial Technology Entrepreneurship February 2012  aOttawabTalent First Networkc02/2012  a3-40 v210aentrepreneur10aentrepreneurship10atechnology entrepreneurship1 aMcPhee, Chris1 aBailetti, Tony  uhttp://timreview.ca/article/51901104nas a2200205   4500008003900000022001400039245005300053210005300106260004200159300001000201490000600211520053800217653001700755653001300772653002100785653001500806653002300821100001800844856003600862       2012                          d  a1927-032100aEntrepreneurial Effort in the Theory of the Firm0 aEntrepreneurial Effort in the Theory of the Firm  aOttawabTalent First Networkc02/2012  a13-160 v23 aThis article develops a link between the theory of the firm and entrepreneurship theory to enable the study of employee entrepreneurial behaviour. First, we describe how incomplete contracts permit employee entrepreneurial effort in the theory of the firm. Next, we argue that emancipation offers an explanation for entrepreneurial effort that is not motivated by financial gain. Finally, we show how new technology creates conditions where the boundary of the firm may change and where entrepreneurial effort by employees may occur.10aemancipation10aemployee10aentrepreneurship10atechnology10atheory of the firm1 aHudson, David  uhttp://timreview.ca/article/52102219nas a2200229   4500008003900000022001400039245011200053210006900165260004200234300000900276490000600285520150600291653002201797653002001819653001601839653002101855653002401876653002001900653001501920100001801935856003601953       2012                          d  a1927-032100aFrom Business Administration to Business Creation: The Case of the Kalevala Global Business Creation School0 aFrom Business Administration to Business Creation The Case of th  aOttawabTalent First Networkc06/2012  a6-110 v23 aAre there any businesses left to administer? The question is of course rhetorical and aimed at underscoring how several societies are more severely in need of creators of new businesses than managers of established ones. And yet, nearly all universities only produce masters of business administration, at best. Apart from theoretical research about business creation, and the education of masters of such research, universities are generally not equipped to produce knowledge for business creation or to produce masters of business creation.

This conceptual article calls for a new, complementary approach to research and education, around the theme of global business creation. Due to the limitations and restrictions related to the traditions and practices of the science of business administration, where the means justify the ends, a new exploratory field coined as the “Art of Business Creation,” where the end justifies the means, is being explored for some inspiration.

For a concrete solution, the concept of a globally distributed, enterprise-centric, entrepreneurial-faculty-driven, open-innovation-based, and social-media-empowered university entity is depicted in this article. It is a new-generation private-public-partnership and “Living Lab 2.0” referred to as Kalevala Global Business Creation School. The conceptualization draws from observations and action research during the Global Venture Lab Finland experiment at the University of Jyväskylä from 2007 to 2011.
10abusiness creation10abusiness school10aco-creation10aentrepreneurship10aknowledge investing10aOpen innovation10auniversity1 aSeppä, Marko  uhttp://timreview.ca/article/56201481nas a2200217   4500008003900000022001400039245007800053210006900131260004200200300001000242490000600252520083400258653001601092653002501108653002101133653001801154653002501172653001201197100001801209856003601227       2012                          d  a1927-032100aGlobal Mindset: An Entrepreneur's Perspective on the Born-Global Approach0 aGlobal Mindset An Entrepreneurs Perspective on the BornGlobal Ap  aOttawabTalent First Networkc10/2012  a27-310 v23 aThe born-global approach calls for a startup to address the needs of a global market from inception. This approach provides an attractive alternative to the conventional staged approach to internationalization whereby a startup first operates in its home market and then enters one or more foreign markets sequentially. This article highlights the mindset change that an entrepreneur must make to move from the conventional staged approach to the born-global approach. The author of this article is an experienced entrepreneur and the article describes his own mindset change that occurred when enacting the born-global approach. The author uses his own experience and company as a case study to develop recommendations for other entrepreneurs who are evaluating the born-global approach to launch and grow a technology company. 10aborn global10aeconomic development10aentrepreneurship10aglobalization10ainternationalization10astartup1 aPoole, Robert  uhttp://timreview.ca/article/61701064nas a2200181   4500008003900000022001400039245005700053210005500110260004200165300001000207490000600217520054600223653002200769653002100791653001500812100001900827856003600846       2012                          d  a1927-032100aA Guide for Entrepreneurs Who Lead and Manage Change0 aGuide for Entrepreneurs Who Lead and Manage Change  aOttawabTalent First Networkc03/2012  a27-310 v23 aTo grow a business, entrepreneurs must know how to lead and manage change. However, the change management literature offers little in the way of specific, practical advice that leaders can use to guide their actions. This article builds on a review of the change management literature, a small field study, and years of experience supporting technology companies. It identifies and describes the top nine leadership actions (and their associated behavioural traits) that technology entrepreneurs who lead and manage change should carry out. 10achange management10aentrepreneurship10aleadership1 aPlante, Llynne  uhttp://timreview.ca/article/53601578nas a2200217   4500008003900000022001400039245009900053210006900152260004200221300000900263490000600272520089100278653002101169653002601190653002001216653002501236653002701261100001801288700001801306856003601324       2012                          d  a1927-032100aHow Open Source Has Changed the Software Industry: Perspectives from Open Source Entrepreneurs0 aHow Open Source Has Changed the Software Industry Perspectives f  aOttawabTalent First Networkc01/2012  a5-110 v23 aThe emergence of F/LOSS (free/libre open source software) has triggered several changes in the software industry. F/LOSS has been cited as an archetypal form of open innovation; it consists of the convergence and collaboration of like-minded parties. An increasing number of software firms have taken upon this approach to link outsiders into their service development and product design. Also, software firms have been increasingly grounded their business models on user-centric and service-oriented operations.

This article describes a study that investigates these changes from the perspective of F/LOSS entrepreneurs. The findings are summarized into four issues that are critical in managing an F/LOSS business: i) dealing with organizational changes in the innovation process; ii) mastering user involvement; iii) successfully using resources; and iv) designing revenue models.10aentrepreneurship10anarrative methodology10aOpen innovation10aopen source software10aservice-dominant logic1 aLindman, Juho1 aRajala, Risto  uhttp://timreview.ca/article/51001861nas a2200217   4500008004100000022001400041245007000055210006900125260004200194300000900236490000600245520122500251653001601476653001701492653002101509653001701530653002301547653001901570100001801589856003601607       2012                        eng d  a1927-032100aManaging Entrepreneurial Employees Who Bring Their Own IT to Work0 aManaging Entrepreneurial Employees Who Bring Their Own IT to Wor  aOttawabTalent First Networkc12/2012  a6-110 v23 aWhy do some employees invest their own time and money to acquire consumer information technology (IT) for use in the workplace as corporate IT? This behaviour occurs even when their firms already possess considerable IT resources. Moreover, IT governance policies typically oppose the use of unsanctioned IT within the firm. IT governance assumes that the only IT assets that are relevant to the firm are those that are owned by the firm. However, employees can create value for the firm by combining their personal IT assets with the firm's IT assets. Creating novel asset combinations is consistent with entrepreneurship but entrepreneurship theory does not address this type of voluntary employee entrepreneurship using personal IT assets. This article proposes a link between the theory of the firm and entrepreneurship theory to explain why employees act entrepreneurially. This link is significant because it advances the notion that employees of established firms can be entrepreneurial when they use their own consumer IT as corporate IT. This link is also significant because it suggests that managing employee entrepreneurship requires tolerance of value creation that is emergent and can occur within a firm. 10aconsumer IT10acorporate IT10aentrepreneurship10aintrapreneur10atheory of the firm10avalue creation1 aHudson, David  uhttp://timreview.ca/article/63301526nas 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/52201522nas a2200229   4500008004100000022001400041245006000055210005600115260001200171300001000183490000600193520090300199653001901102653002501121653002101146653002601167653001301193653001301206653001701219100002001236856003601256       2012                        eng d  a1927-032100aThe Role of Universities in Technology Entrepreneurship0 aRole of Universities in Technology Entrepreneurship  c04/2012  a35-400 v23 aThis article discusses the role that universities play in the process of technology entrepreneurship, where entrepreneurship is restricted to the process of launching and supporting small and medium-sized technology-based businesses. The article briefly discusses a few of the issues that influence a university’s participation in the process of entrepreneurship. Although there is no “one-size-fits-all” model, the article discusses various ways that Canadian universities may help entrepreneurs, including contract research, the provision of business parks, and sensible handling of intellectual property issues.    Finally, the article suggests that the return on “investment”, for both the university and the province, is a difficult thing to measure – nevertheless, participation in the entrepreneurship process may result in some tangible and intangible benefits for both parties.10abusiness parks10aeconomic development10aentrepreneurship10aintellectual property10aresearch10aspinoffs10auniversities1 aWells, Jonathan  uhttp://timreview.ca/article/54901866nas a2200193   4500008003900000022001400039245007900053210006900132260004200201300000900243490000600252520125900258653001801517653002101535653002901556653003201585100001901617856003601636       2012                          d  a1927-032100aTechnology Entrepreneurship: Overview, Definition, and Distinctive Aspects0 aTechnology Entrepreneurship Overview Definition and Distinctive   aOttawabTalent First Networkc02/2012  a5-120 v23 aTechnology entrepreneurship lies at the heart of many important debates, including those around launching and growing firms, regional economic development, selecting the appropriate stakeholders to take ideas to markets, and educating managers, engineers, and scientists. Unless a generally accepted definition of technology entrepreneurship is established, however, these debates lose their focus.

The purpose of this article is to identify the themes that dominate the technology entrepreneurship literature, provide a definition of technology entrepreneurship, and identify its distinguishing aspects relative to economics, entrepreneurship, and management. 

The author argues that technology entrepreneurship is an investment in a project that assembles and deploys specialized individuals and heterogeneous assets to create and capture value for the firm. What distinguishes technology entrepreneurship from other entrepreneurship types (e.g., social entrepreneurship, small business management, and self-employment) is the collaborative experimentation and production of new products, assets, and their attributes, which are intricately related to advances in scientific and technological knowledge and the firm’s asset ownership rights. 
10aentrepreneurs10aentrepreneurship10atechnology entrepreneurs10atechnology entrepreneurship1 aBailetti, Tony  uhttp://timreview.ca/article/52000566nas a2200193   4500008004100000022001400041245006400055210006200119260004200181300001000223490000600233653002100239653002000260653001300280653001300293653001500306100001500321856003600336       2012                        eng d  a1927-032100aTIM Lecture Series - 29 Lessons Learned in Entrepreneurship0 aTIM Lecture Series 29 Lessons Learned in Entrepreneurship  aOttawabTalent First Networkc11/2012  a46-480 v210aentrepreneurship10alessons learned10astartups10astrategy10atechnology1 aBiggs, Wes  uhttp://timreview.ca/article/62900609nas a2200193   4500008003900000022001400039245007500053210006900128260004200197300001000239490000600249653001600255653002100271653001800292653002500310653001900335100002500354856003600379       2012                          d  a1927-032100aTIM Lecture Series - Born Global: A Pharmaceutical Startup Perspective0 aTIM Lecture Series Born Global A Pharmaceutical Startup Perspect  aOttawabTalent First Networkc09/2012  a50-530 v210aborn global10aentrepreneurship10aglobalization10ainternationalization10apharmaceutical1 aLamontagne, Louis, R  uhttp://timreview.ca/article/60900653nas a2200217   4500008003900000022001400039245008300053210006900136260004200205300001000247490000600257653001800263653002100281653001900302653001300321653001600334653001200350653002100362100001600383856003600399       2012                          d  a1927-032100aTIM Lecture Series - Growing a Global Company Anchored on Open Source Software0 aTIM Lecture Series Growing a Global Company Anchored on Open Sou  aOttawabTalent First Networkc10/2012  a38-400 v210aBigBlueButton10aentrepreneurship10aglobal company10alicenses10aopen source10astartup10aweb conferencing1 aDixon, Fred  uhttp://timreview.ca/article/61901553nas a2200241   4500008003900000022001400039245006000053210005900113260004200172300001000214490000600224520086900230653001601099653001801115653002101133653001801154653002501172653001301197100001901210700002301229700002301252856003601275       2012                          d  a1927-032100aTo Internationalize Rapidly from Inception: Crowdsource0 aTo Internationalize Rapidly from Inception Crowdsource  aOttawabTalent First Networkc10/2012  a17-210 v23 aTechnology entrepreneurs continuously search for tools to accelerate the internationalization of their startups. For the purpose of internationalizing rapidly from inception, we propose that technology startups use crowdsourcing to internalize the tacit knowledge embodied in members of a crowd distributed across various geographies.  For example, a technology startup can outsource to a large crowd the definition of a customer problem that occurs across various geographies, the development of the best solution to the problem, and the identification of attractive business expansion opportunities. 

In this article, we analyze how three small firms use crowdsourcing, discuss the benefits of crowdsourcing, and offer six recommendations to technology entrepreneurs interested in using crowdsourcing to rapidly internationalize their startups from inception.10aborn global10acrowdsourcing10aentrepreneurship10aglobalization10ainternationalization10astartups1 aHeidari, Elnaz1 aAkhavannia, Mohsen1 aKannangara, Nirosh  uhttp://timreview.ca/article/61501558nas a2200205   4500008003900000022001400039245005700053210005700110260004200167300000900209490000600218520097700224653002401201653000801225653002101233653002401254653002101278100001701299856003601316       2012                          d  a1927-032100aTowards More Case Study Research in Entrepreneurship0 aTowards More Case Study Research in Entrepreneurship  aOttawabTalent First Networkc03/2012  a9-170 v23 aEntrepreneurship as an emerging discipline has made good strides, but according to some, has fallen short of bringing its theory and literature up to the standards of others in the management sciences. Rich with the descriptive detail needed for insightful theory building in entrepreneurship, scholars have called for more case study research, particularly those incorporating non-retrospective and longitudinal observations. At the same time however, it has become rare to find such research published in A-level journals dedicated to entrepreneurship. A survey presented here of major entrepreneurship journals over the past six years revealed a publication rate of only 3% using the case study method. This presents a major impediment for developing fresh research in this field based upon the study of real cases. The author explores how the case study method has been applied to entrepreneurship research and provides recommendations for improved publication rates. 10acase study research10aCSR10aentrepreneurship10aqualitative methods10aresearch methods1 aDuxbury, Tom  uhttp://timreview.ca/article/53301294nas a2200205   4500008004100000022001400041245003900055210003900094260001200133300001000145490000600155520076000161653002100921653002800942653001800970653002200988653002301010100001901033856003601052       2012                        eng d  a1927-032100aUser Frustrations as Opportunities0 aUser Frustrations as Opportunities  c04/2012  a17-200 v23 aUser frustrations are an excellent source of new product ideas. Starting with this observation, this article describes an approach that entrepreneurs can use to discover business opportunities. Opportunity discovery starts with a problem that the user has, but may not be able to articulate. User-centered design techniques can help elicit those latent needs. The entrepreneur should then try to understand how users are solving their problem today, before proposing a solution that draws on the unique skills and technical capabilities available to the entrepreneur. Finally, an in-depth understanding of the user allows the entrepreneur to hone in on the points of difference and resonance that are the foundation of a strong customer value proposition.10aentrepreneurship10aopportunity development10auser feedback10auser frustrations10avalue propositions1 aWeiss, Michael  uhttp://timreview.ca/article/54601854nas a2200253   4500008003900000022001400039245008900053210006900142260004200211300001000253490000600263520109400269653001601363653002101379653001801400653002501418653003101443653001701474653001301491653002001504653002301524100001701547856003601564       2012                          d  a1927-032100aUsing Social Media to Accelerate the Internationalization of Startups from Inception0 aUsing Social Media to Accelerate the Internationalization of Sta  aOttawabTalent First Networkc10/2012  a22-260 v23 aA set of principles, processes, and tools that entrepreneurs can use to rapidly internationalize their technology startups from inception does not exist. This article discusses entrepreneurs’ use of online social media networks to rapidly internationalize their startups from inception. The article was inspired by how the founders of Dewak S.A. rapidly internationalized their technology startup. Dewak was founded by five unemployed Colombians in June 2008. Two years later, foreign sales comprised 95% of the firm’s revenue and provided the founders with full-time employment. Dewak’s only channel to market was via online social media networks. 

Recognizing that entrepreneurs can use social media to amplify their tacit knowledge and convert it into sellable products and services contributes to the development of a learning-based view of rapid internationalization from inception. The article provides entrepreneurs seeking to launch and grow global businesses with four recommendations that may save them time and money and increase the size of their addressable markets. 10aborn global10aentrepreneurship10aglobalization10ainternationalization10arapid internationalization10asocial media10astartups10atacit knowledge10atechnology startup1 aMaltby, Tony  uhttp://timreview.ca/article/61602093nas a2200301   4500008003900000022001400039245007500053210006900128260004200197300000900239490000600248520119500254653001601449653002301465653001801488653002101506653002001527653001801547653003301565653002001598653003101618653002501649653001801674653003101692653001301723100001901736856003601755       2012                          d  a1927-032100aWhat Technology Startups Must Get Right to Globalize Early and Rapidly0 aWhat Technology Startups Must Get Right to Globalize Early and R  aOttawabTalent First Networkc10/2012  a5-160 v23 aUpon or shortly after inception, growth-oriented technology startups must operate in a market that is global. Management teams and investors of technology startups can benefit from approaches and models that can help them operate in a global market early and rapidly. How well a technology startup addresses the realities of globalization will determine its success. A better understanding of what management teams and investors of technology startups must get right to globalize their startups is needed. This article is an attempt to meet this need. 

In this article, lessons that have been extracted from six literature streams and from information on 21 startups founded in 12 countries are used to identify the six elements that a startup must get right to globalize early and rapidly. These six elements are: i) Problem scope, ii) Stakeholders’ commitments, iii) Collaborative entrepreneurship, iv) Relational capital, v) Legitimacy, and vi) Global capability. The main contribution of this article is that it throws the spotlight on the need to develop prescriptive rules and practitioner-oriented models that can help a technology startup operate globally from an early stage. 10aborn global10aeffectuation logic10aentrepreneurs10aentrepreneurship10aglobal startups10aglobalization10agradual internationalization10ainternalization10ainternational new ventures10ainternationalization10amultinational10arapid internationalization10astartups1 aBailetti, Tony  uhttp://timreview.ca/article/61400560nas 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/49401335nas a2200169   4500008003900000022001400039245010100053210006900154260004200223300001000265490000600275520077200281653003201053653002101085100002301106856003601129       2011                          d  a1927-032100aEntrepreneurial Orientation and Company Performance: Can the Academic Literature Guide Managers?0 aEntrepreneurial Orientation and Company Performance Can the Acad  aOttawabTalent First Networkc11/2011  a20-250 v13 aThis article comments on the management implications of the various approaches to measuring entrepreneurial orientation (EO), and it discusses the implications of a range of empirical findings for management decisions. On the whole, the argument is that academic research needs to increase its understanding of the differences in empirical results between different studies. To date, the research mostly spells a small number of useful warnings, for example that the positive impact of EO may level off or turn negative beyond a certain point and that it may not have the anticipated positive effect in all circumstances. However, the academic research has yet to identify these circumstances to a level of specificity that could provide useful guidance to managers. 10aentrepreneurial orientation10aentrepreneurship1 aSchillo, R. Sandra  uhttp://timreview.ca/article/49702050nas a2200193   4500008003900000022001400039245007200053210006900125260004200194300000900236490000600245520147700251653002101728653001201749653002501761653001501786100001901801856003601820       2011                          d  a1927-032100aFostering Student Entrepreneurship and University Spinoff Companies0 aFostering Student Entrepreneurship and University Spinoff Compan  aOttawabTalent First Networkc10/2011  a7-120 v13 aA student spinoff company strives to transform knowledge acquired by students into an income-generating business. This article outlines how a university can increase the number of spinoff companies created by its student entrepreneurs. 

Student spinoff companies are of interest to all forward-thinking universities, particularly those that support research and teaching programs in the field of entrepreneurship. The spinoff companies provide tangible evidence that students acquire viable entrepreneurial skills while studying at the university. In addition, student spinoff companies contribute to regional economic development, commercialize knowledge that otherwise would go undeveloped, help universities attain and expand their core missions, and increase the return on the investments in university R&D. 

University policies developed specifically for student spinoff companies significantly affect the growth potential of such ventures. This article provides a model and a set of principles that universities can use to support and increase the number of student entrepreneurs at their institutions. The model and principles are grounded in research findings and practical experience. In addition, the article suggests that universities adopt a results-based management approach to plan and deploy initiatives to support student entrepreneurs. The approach is widely used by government agencies interested in increasing the outcomes from their investments. 10aentrepreneurship10aspinoff10astudent entrepreneur10auniversity1 aBailetti, Tony  uhttp://timreview.ca/article/485