01518nas a2200229   4500008004100000022001400041245008300055210006900138260004200207300001000249490000700259520083200266653001601098653001201114653002501126653002201151653002301173100002401196700002001220700001801240856003001258       2021                        eng d  a1927-032100aValue Proposition Misalignment and the Failure to Become a Born-Global Company0 aValue Proposition Misalignment and the Failure to Become a BornG  aOttawabTalent First Networkc04/2021  a38-510 v113 aThis inductive study explores factors by which some new and innovative firms try yet fail to achieve born-global status. Born-global studies have a survivorship bias, with errors of omission that paint a favourable picture of how innovative and well-funded new ventures internationalise. In this paper, we counter such biases by focussing on innovative ventures that expressed intentions to become born global but failed to do so. Our findings reveal that these new ventures fail in two ways. Either they underestimate the need to tailor a portfolio of value propositions and over-extend their efforts across too many markets, a pattern called "baby born-global". Or they over-commit to one market at a time, thus limiting their capacity to develop value propositions in similar markets, a pattern called "micro multinational".10aBorn-global10afailure10ainternationalisation10apremature scaling10avalue propositions1 aPrabaharan, Roshana1 aBliemel, Martin1 aTanev, Stoyan  utimreview.ca/article/143501596nas a2200229   4500008004100000022001400041245008900055210006900144260004200213300001000255490000700265520086900272653003801141653002701179653002101206653002101227653002201248100002201270700002101292700002301313856003001336       2020                        eng d  a1927-032100aValues and Practices behind Collaborative Childcare in Knowledge-based Organizations0 aValues and Practices behind Collaborative Childcare in Knowledge  aOttawabTalent First Networkc05/2020  a41-500 v103 aNew forms of socializing care that leverage community networks and are based on alternative social arrangements are being experimented with in different grassroots contexts. They are being framed as innovative practices to facilitate the integration of professional and caring responsibilities. In this changing landscape, the private sector might benefit from new forms of welfare policies and family-friendly practices that are based on the co-participation of employees, and encouraged by public policies targeting workplace solutions for childcare. This paper intends to contribute to the ongoing debate on socio-technical innovation in management by exploring how collaborative childcare services might be deployed in workplace settings. At the same time, it investigates the role of digital technology in facilitating employees' engagement and participation.10aCollaborative workplace practices10aEmployee participation10aGrounded design.10aSharing networks10aWork-life balance1 aSchiavo, Gianluca1 aLeonardi, Chiara1 aZancanaro, Massimo  utimreview.ca/article/135501294nas a2200145   4500008004100000022001400041245008700055210006900142260004200211300000900253490000700262520082600269100002301095856003001118       2020                        eng d  a1927-032100aVisioning Business Model Innovation for Emerging 5G Mobile Communications Networks0 aVisioning Business Model Innovation for Emerging 5G Mobile Commu  aOttawabTalent First Networkc12/2020  a4-180 v103 aThe purpose of this research is to introduce and apply a novel approach  for developing business model innovation. It shows step-by-step how to envision and create business model innovation activities. The data was collected through a case study of a European provider of technical services in the electricity and telecommunications network industry, which is coping with the uncertainty and complexity of emerging fifth generation mobile communications networks (5G) and subsequently the transformation of telecom markets. This paper contributes to the intersection of strategic foresight and business model innovation by synthesizing existing knowledge and in-depth case evidence to demonstrate how business model innovation is developed in the context of emerging disruptive technologies using future-oriented methods.1 aMoqaddamerad, Sara  utimreview.ca/article/140601492nas a2200229   4500008004100000022001400041245009000055210006900145260004200214300000900256490000600265520080700271653001901078653001401097653002301111653000901134653002201143100002101165700001901186700002001205856003701225       2018                        eng d  a1927-032100aValue Creation in the Internet of Things: Mapping Business Models and Ecosystem Roles0 aValue Creation in the Internet of Things Mapping Business Models  aOttawabTalent First Networkc03/2018  a5-150 v83 aThe increasing connectivity provided by the Internet of Things (IoT) supports novel business opportunities for actors in overlapping service systems. Therefore, the co-creative nature of IoT business needs to be further studied. This article reports an empirical study on a European IoT initiative. It contributes to the understudied area of IoT ecosystem dynamics by describing different actor roles and activities in the IoT use cases, and their implications for value creation in IoT ecosystems. Our findings show how IoT ecosystem actors may take the roles of ideator, designer, or intermediary in different IoT design layers, and we recommend this perspective to better understand and describe ecosystem business models. We also discuss the theoretical and managerial implications of our findings.10abusiness model10aecosystem10aInternet of Things10arole10avalue co-creation1 aIkävalko, Heini1 aTurkama, Petra1 aSmedlund, Anssi  uhttp://timreview.ca/article/114201302nas 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/111601702nas a2200229   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520099500268653001601263653003201279653002301311653001901334100001701353700001901370700002401389700002201413856003701435       2016                        eng d  a1927-032100aValue Network Design for Innovations: Developing Alternative Value Network Drafts0 aValue Network Design for Innovations Developing Alternative Valu  aOttawabTalent First Networkc07/2016  a21-330 v63 aInformation technology increasingly permeates established products and services, thereby making them "smart". For companies, this trend necessitates new know-how in unknown fields. Hence, traditional manufacturing companies are increasingly forced to cooperate with new players within new value networks. In contradiction to value chains, value networks oftentimes exhibit no clear hierarchies and are characterized by rather weak ties between the participating players. For a company that wants to create smart products or services, the key challenge is arranging the value network such that the customer obtains a unique value while all participants profit from their engagement. In doing so, companies have to find new partners (companies, research institutes, etc.). In this article, we present a methodology to design value networks for innovations, including approaches to identify necessary competences, find suitable partners, and bundle them to powerful alternative value networks.10ainnovations10ainter-company collaboration10aInternet of Things10avalue networks1 aKage, Martin1 aDrewel, Marvin1 aGausemeier, Jürgen1 aSchneider, Marcel  uhttp://timreview.ca/article/100202043nas a2200229   4500008004100000022001400041245007700055210006900132260004200201300001000243490000600253520135200259653001801611653001401629653002701643653003001670653002201700100001801722700001701740700002001757856003601777       2015                        eng d  a1927-032100aA Value Blueprint Approach to Cybersecurity in Networked Medical Devices0 aValue Blueprint Approach to Cybersecurity in Networked Medical D  aOttawabTalent First Networkc06/2015  a17-250 v53 aCybersecurity for networked medical devices has been usually “bolted on” by manufacturers at the end of the design cycle, rather than integrated as a key factor of the product development and value creation process. The recently released cybersecurity guidelines by the United States Food and Drug Administration (FDA) offer an opportunity for manufacturers to find a way of positioning cybersecurity as part of front-end design, value creation, and market differentiation. However, the technological architecture and the functionality of such devices require an ecosystem approach to the value creation process. Thus, the present article adopts an ecosystem approach to including cybersecurity as part of their value proposition. It extends the value blueprint approach suggested by Ron Adner to include an additional dimension that offers the opportunity to define: the potential locations of cybersecurity issues within the ecosystem, the specific nature of these issues, the players that should be responsible for addressing them, as well as a way to articulate the added cybersecurity value as a competitive differentiator to potential customers. The value of the additional blueprint dimension is demonstrated through a case study of a representative networked medical device – a connected insulin pump and continuous glucose monitor. 10acybersecurity10aecosystem10amarket differentiation10anetworked medical devices10avalue proposition1 aTanev, George1 aTzolov, Peyo1 aApiafi, Rollins  uhttp://timreview.ca/article/90301475nas a2200301   4500008004100000022001400041245012800055210006900183260004200252300001000294490000600304520055700310653001900867653001400886653001500900653001500915653002500930653001500955653002700970653001400997653002501011653002001036100002301056700001801079700002301097700001701120856003601137       2015                        eng d  a1927-032100aViability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context0 aViability Radar A Practical Tool for Assessing the Viability of   aOttawabTalent First Networkc05/2015  a17-300 v53 aThis article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. 10abusiness model10aecosystem10ahealthcare10ainnovation10ainstitutionalization10atechnology10atransformative service10aviability10aviability assessment10aviability radar1 aHeikkilä, Marikka1 aSaarni, Jouni1 aKaartemo, Valtteri1 aKoponen, Aki  uhttp://timreview.ca/article/89501209nas a2200121   4500008004100000022001400041245003300055210002900088260004200117520087100159100002101030856003601051       2010                        eng d  a1913-610200aThe Value of Cloud Computing0 aValue of Cloud Computing  aOttawabTalent First Networkc04/20103 aThe movement to cloud computing is the disruptive change that information technology (IT) departments will soon face as cloud computing begins to have an effect on the modern enterprise. IT managers must learn how to give as well as take information in this new, shareable environment, while still protecting their company's interests. Innovative companies will take advantage of these new resources, such as cloud computing, and reinvent themselves as unstoppable forces in their markets. Those who don't take advantage of this revolution will become quickly outdated, perhaps out of business.

This article will discuss what cloud is, and how it can potentially have value within your enterprise. Rather than a hype-driven view of cloud computing, this article will provide you with the guidance you need to get started defining the value of cloud computing. 
 1 aLinthicum, David  uhttp://timreview.ca/article/33901148nas a2200121   4500008004100000022001400041245004000055210003900095260004200134520079600176100001800972856003600990       2009                        eng d  a1913-610200aValue Co-Creation and New Marketing0 aValue CoCreation and New Marketing  aOttawabTalent First Networkc11/20093 aCo-creation grants consumers free rein to work with company-provided resources in the production of their own value offerings. The ongoing participation of active consumers in the production of their own use and exchange value inverts the long-standing marketing orthodoxy of the company as the arbiter of value. Rather than resist this fundamental shift in the locus of value creation, savvy firms positively embrace the change and seek to manage consumer freedoms in order to harness the consumers' productive capabilities. Using the example of the Apple iPhone and App Store, and drawing on labour theories of value and Foucault's notion of government, we show how granting consumers freedom through co-creation has become the most effective mode of production for contemporary marketers.1 aDarmody, Aron  uhttp://timreview.ca/article/30201583nas a2200145   4500008004100000022001400041245008000055210006900135260004200204520109100246100001801337700001901355700002701374856003601401       2009                        eng d  a1913-610200aValue Co-creation as Part of an Integrative Vision of Innovation Management0 aValue Cocreation as Part of an Integrative Vision of Innovation   aOttawabTalent First Networkc12/20093 aValue co-creation is an emerging concept in business, marketing and innovation management. Its growing interest points to the emergence of a new semantic wave in innovation research that requires the adoption of new terminology, frameworks and fields of research exploration. There is a number of existing research streams that provide a solid starting point in the discussion of different perspectives on co-creation. One key research aspect that needs to be further addressed is the potential benefits from the adoption of value co-creation practices and strategies.

This article shares insights from an attempt to position the value co-creation paradigm within an integrative vision for innovation management research and practices. This positioning is a challenging task as the meaning of the terms "value co-creation" and "integrative" innovation management need to be more fully clarified. We attempt to identify an appropriate plane of conceptual integrity that could be used to describe the innovation management field within the context of its relation to value co-creation.1 aTanev, Stoyan1 aKnudsen, Mette1 aGerstlberger, Wolfgang  uhttp://timreview.ca/article/30901290nas a2200133   4500008004100000022001400041245005800055210005600113260004200169520087200211100001901083700001801102856003601120       2009                        eng d  a1913-610200aValue Co-creation: Lessons from Lead to Win Ecosystem0 aValue Cocreation Lessons from Lead to Win Ecosystem  aOttawabTalent First Networkc12/20093 aWhile the concepts of value co-creation and business ecosystems have become dominant, there is lack of conceptual clarity as to the role of co-creation in a business ecosystem. The objective of this article is to provide concrete examples of co-creation in vendor neutral ecosystems using lessons learned from operating the Lead to Win ecosystem. In a vendor neutral ecosystem, no vendor dominates and membership is open to all individuals and organizations that meet specific criteria.

The article is organized into three sections. The first section provides a short description of the Lead to Win ecosystem. The second section uses concrete examples to illustrate the lessons learned about co-creation in vendor neutral ecosystems. The third section describes key takeaways based on our five months experience operating the keystone of the Lead to Win ecosystem.1 aBailetti, Tony1 aHudson, David  uhttp://timreview.ca/article/30802215nas a2200121   4500008004100000022001400041245006500055210006400120260004200184520181700226100001402043856003602057       2009                        eng d  a1913-610200aViable Business Models for Corporate Co-creation Communities0 aViable Business Models for Corporate Cocreation Communities  aOttawabTalent First Networkc11/20093 aThe participation of people in online communities is rapidly increasing and the shared data, information and knowledge in these communities is becoming greater and more diverse. The social community Facebook.com has over 300 million active members and over 40 billion photos uploaded to the site each month. Wikipedia.org has more than 75,000 active contributors, who are working on 10 million articles in more than 260 languages.

The opportunities of these large sources of information gathered in communities are being discovered by companies. Harley Davidson has established a large community where motorbikes and accessories are presented and discussed by members. Moreover, members interact about user- and maintenance tips. Participation in this community has been found to increase the commitment and affection for the Harley Davidson brand. The toy manufacturer LEGO has over 2.5 million participants in their community, 40% are adults, and 3,000 new designs are uploaded to this community weekly. The best designs are produced and sold in stores.

The use of co-creation communities seems promising. However, the main business model elements that strengthen successful co-creation communities have not been defined yet. The elements of these communities that create value, that require resources, and that incur costs have not been explored in detail. The objective of this article is to provide insights into three main business model elements of co-creation communities: the value proposition, the value network, and the revenue model. These elements will be specified for distinctive new product development phases. The insights are obtained from our in-depth study of seven co-creation communities. We will conclude with some recommendations for creating successful co-creation communities. 
 1 aKamp, Kim  uhttp://timreview.ca/article/300