TY - JOUR T1 - Design Rules for ‘Triple Helix’ Organizations JF - Technology Innovation Management Review Y1 - 2019 A1 - Ben Dankbaar KW - design rules KW - leadership KW - motivation KW - sanctions KW - triple helix AB - The image of the triple helix with three forces spiraling around each other has proven to be a powerful and inspiring image of the collaboration between government, business, and academia. The partners in such collaborative arrangements no doubt share an interest in making the collaboration successful. However, they also have specific interests and goals of their own. Too many triple helix arrangements have failed, because they did not consider this basic fact. Achieving their own goals is not necessarily the intention with which partners enter the collaborative effort, but they may well end up following this strategy. We start this paper with a brief description of what can be considered a typical case of ‘successful failure’ in a triple helix organization. We then review the literature regarding reasons for success or failure of triple helix organizations. We find that transparency and credible sanctions for self-interested behaviour are important requirements for successful triple helix arrangements. We then use notions from cybernetics and organizational design to develop basic rules for the design of triple helix arrangements. Basically, these rules and arrangements aim to ensure that self-interest and common purpose will concur. PB - Talent First Network CY - Ottawa VL - 9 UR - timreview.ca/article/1283 IS - 11 U1 -

Radboud University Nijmegen

Ben Dankbaar is emeritus professor of innovation management and organization design, Nijmegen School of Management, Radboud University Nijmegen, The Netherlands. He also held a chair on management and technology at the Science Faculty of the same university. Before coming to Nijmegen, he worked as an assistant professor at the University of Amsterdam and as a researcher at the Berlin Social Science Center (Germany) and the Maastricht Economic Research Center on Innovation and Technology (MERIT) in Maastricht, The Netherlands. Ben has been guest professor at Hitotsubashi University in Tokyo and guest researcher at Macquarie University in Sidney and the Max Planck Institute for Social Studies in Cologne. He has published widely on technology and work organization, organization design, innovation management, innovation policy, industrial policy and sustainability. He has a special interest in the automobile industry, which he has been following for over 35 years.

 

ER - TY - JOUR T1 - Editorial: Insights (November 2019) JF - Technology Innovation Management Review Y1 - 2019 A1 - Stoyan Tanev A1 - Gregory Sandstrom KW - artificial intelligence KW - competitive advantage KW - cybersecurity KW - deep learning KW - Deepfake KW - design rules KW - digitalization KW - entrepreneurial ecosystems KW - entrepreneurial university KW - entrepreneurship KW - entrepreneurship education KW - fake news KW - innovation KW - international entrepreneurship KW - leadership KW - Learning Capabilities KW - marketing KW - motivation KW - new venture teams KW - quadruple helix KW - sanctions KW - SMEs KW - teamwork KW - triple helix KW - university business incubation PB - Talent First Network CY - Ottawa VL - 9 UR - timreview.ca/article/1278 IS - 11 U1 - Technology Innovation Management Review Stoyan Tanev, PhD, MSc, MEng, MA, is Associate Professor of Technology Entrepreneurship and Innovation Management associated with the Technology Innovation Management (TIM) Program, Sprott School of Business, Carleton University, Ottawa, ON, Canada. Before re-joining Carleton University, Dr. Tanev was part of the Innovation and Design Engineering Section, Faculty of Engineering, University of Southern Denmark (SDU), Odense, Denmark.
Dr. Tanev has a multidisciplinary background including MSc in Physics (Sofia University, Bulgaria), PhD in Physics (1995, University Pierre and Marie Curie, Paris, France, co-awarded by Sofia University, Bulgaria), MEng in Technology Management (2005, Carleton University, Ottawa, Canada), MA in Orthodox Theology (2009, University of Sherbrooke, Montreal Campus, QC, Canada) and PhD in Theology (2012, Sofia University, Bulgaria).
Dr. Stoyan Tanev has published multiple articles in several research domains. His current research interests are in the fields of technology entrepreneurship and innovation management, design principles and growth modes of global technology start-ups, business analytics, topic modeling and text mining. He has also an interest in interdisciplinary issues on the interface of the natural and social sciences. U2 - Technology Innovation Management Review Gregory Sandstrom is Managing Editor of the Technology Innovation Management Review. Former Associate Professor of Mass Media and Communications at the European Humanities University and Affiliated Associate Professor at the Social Innovations Laboratory, Mykolas Romeris University in Vilnius, Lithuania. PhD from St. Petersburg State University and the Sociological Institute of the Russian Academy of Sciences, sector on Sociology of Science. Postdoctoral Research Fellow at the Lithuanian Science Council and Autonomous National University of Mexico's Institute for Applied Mathematics and Systems. Promoter and builder of blockchain distributed ledger technology systems and digital extension services. ER - TY - JOUR T1 - Tread Carefully: Managing Identities and Expectations in High-Tech Industry–Academia Collaborations JF - Technology Innovation Management Review Y1 - 2018 A1 - Els De Maeijer A1 - Tom Van Hout A1 - Mathieu Weggeman A1 - Ger Post KW - critical discourse awareness KW - industry-academia KW - interaction KW - leadership KW - Open innovation AB - Industry–academia collaborations are in continual flux. The changing role of academics is reflected in the interaction between industry and academia. In this article, we examine how meetings as a genre are used to establish and alter the roles and identities of participants. First, interactional analysis shows that a meeting set-up revolving around academic presentations confirms an old role division between collaborators where academic contributions are vulnerable to undervaluation. Second, we found that so called “leading individuals” show critical discourse awareness that allows partners to reposition themselves in relation to each other. They use interactional strategies to create a joint purpose, empower participants to jointly realign, and motivate them to openly share progress. This results in a power shift where academics feel free to pursue their agendas. With this article, we try to understand how the choice of linguistic features shapes social and interpersonal relations in industry–academia collaborations by focusing on open innovation as a socially contingent process. PB - Talent First Network CY - Ottawa VL - 8 UR - https://timreview.ca/article/1191 IS - 10 U1 - Technical University of Eindhoven Els De Maeijer is a linguist and PhD Candidate at the Technical University of Eindhoven, Netherlands, where she is investigating open innovation collaborations between industry and academia. She challenges the idea that creating openness is just a matter of tweaking the conditions of collaborations. That is why she intensively studies the interaction between the collaborators themselves. Her work has been published in the Journal of Innovation Management, and she was the runner-up in the award for Best PhD Student Paper at the World Open Innovation Conference in 2017. U2 - University of Antwerp Tom Van Hout is Associate Professor and Academic Director of the Institute of Professional and Academic Communication at the University of Antwerp, Belgium. He holds a secondary appointment at Leiden University, the Netherlands. He studies professional and media communication to understand how expertise is performed, audiences are anticipated, and social events get represented. He is a founding member of two international research networks: Discourse in Organizations and NewsTalk&Text. Recent publications include journal articles in Text & Talk and IEEE Transactions in Professional Communication and book chapters in edited volumes published by Routledge and Oxford University Press. U3 - Technical University of Eindhoven Mathieu Weggeman is Professor of Organization Management and specifically Innovation Management at the Faculty Industrial Engineering & Innovation Sciences at the Technical University of Eindhoven, the Netherlands. He focuses on understanding and explaining innovation processes in technological, knowledge-intensive, and cultural organizations. He has a special interest in leadership and strategy in teams and organizations, and he supervises research on the motives of professionals to share knowledge. He is the author of the book Leading Professionals? Don’t! A Continental European Perspective. U4 - Fontys University of Applied Science Ger Post is a Lector of Business Entrepreneurship at the Fontys University of Applied Science in Eindhoven, the Netherlands. He specializes and offers consultancy in entrepreneurship, personal competences, internal entrepreneurship, and entrepreneurship in networks. Ger has been involved in research aimed at changes in business, such as open innovation, clusters and alliances, facility sharing, and campus development. He is connected to the Fontys Center for Entrepreneurship and to the Centre of Expertise for High Tech Systems and Materials. ER - TY - JOUR T1 - Editorial: Insights (August 2017) JF - Technology Innovation Management Review Y1 - 2017 A1 - Chris McPhee KW - academic spin-offs KW - business model development KW - car sharing KW - incubation KW - leadership KW - Machiavelli KW - management KW - organizational culture KW - research institutes KW - researchers KW - sharing economy KW - social media KW - technology transfer PB - Talent First Network CY - Ottawa VL - 7 UR - http://timreview.ca/article/1094 IS - 8 U1 - Technology Innovation Management Review Chris McPhee is Editor-in-Chief of the Technology Innovation Management Review. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa, Canada, and BScH and MSc degrees in Biology from Queen's University in Kingston, Canada. He has nearly 20 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas. ER - TY - JOUR T1 - Q&A. Does Machiavelli’s The Prince Have Relevant Lessons for Modern High-Tech Managers and Leaders? JF - Technology Innovation Management Review Y1 - 2017 A1 - Clovia Hamilton KW - cut-throat competition KW - Innovation management KW - leadership KW - lean philosophy KW - Machiavelli KW - Machiavellian KW - management KW - technological innovation leadership KW - The Prince PB - Talent First Network CY - Ottawa VL - 7 UR - http://timreview.ca/article/1099 IS - 8 U1 - Clovia Hamilton is a registered patent attorney with university and federal lab technology innovation and commercialization experience. In August 2016, she earned a PhD in Industrial & Systems Engineering from the University of Tennessee Knoxville in the United States. Clovia also has an MBA from Wesleyan College, JD from Atlanta’s John Marshall law school and a Master of Laws (LLM) degree in intellectual property law from the University of Illinois at Urbana Champaign. She researches business law and ethics, technology management, academic entrepreneurship, university–industry partnerships, university and federal lab technology transfer operations as supply chain networks, intellectual property, and scientific misconduct. Clovia served as the Director of Intellectual Property and Research Compliance at Old Dominion University and as a technology transfer specialist for the EPA’s National Vehicle and Fuel Emissions Lab and the University of Illinois Urbana Champaign. She has also taught business law and ethics as an Adjunct Professor. ER - TY - JOUR T1 - Editorial: Creativity in Innovation (July 2015) JF - Technology Innovation Management Review Y1 - 2015 A1 - Chris McPhee KW - creativity KW - ideation KW - innovation KW - knowledge KW - leadership KW - management KW - processes PB - Talent First Network CY - Ottawa VL - 5 UR - http://timreview.ca/article/908 IS - 7 U1 - Technology Innovation Management Review Chris McPhee is Editor-in-Chief of the Technology Innovation Management Review. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa, Canada, and BScH and MSc degrees in Biology from Queen's University in Kingston, Canada. He has over 15 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas. ER - TY - JOUR T1 - Securing Cyberspace: Towards an Agenda for Research and Practice JF - Technology Innovation Management Review Y1 - 2015 A1 - Renaud Levesque A1 - D’Arcy Walsh A1 - David Whyte KW - Canada KW - challenges KW - countermeasures KW - cyber security KW - cybersafety KW - cybersecurity KW - cyberspace KW - detection KW - Internet of Things KW - leadership KW - mitigation KW - research KW - security AB - In this article, we seek to identify the important challenges preventing security in cyberspace and to identify the key questions that nations should set out to answer to play a leading role in securing cyberspace. An important assertion is that the challenge of securing cyberspace transcends the abilities of any single entity and requires a radical shift in our approach in how: i) research is conducted, ii) cybersecurity researchers are educated, iii) new defendable systems are developed, and iv) effective defensive countermeasures are deployed. Our response draws upon extensive source material and our personal experiences as cybersecurity professionals contributing to the establishment of the VENUS Cybersecurity Corporation, a not-for-profit corporation that aims to make Canada a global leader in cybersecurity. We view the challenge to be global and transdisciplinary in nature and this article to be of relevance world-wide to senior decision makers, policy makers, managers, educators, strategists, futurists, scientists, technologists, and others interested in shaping the online world of the future. PB - Talent First Network CY - Ottawa VL - 5 UR - http://timreview.ca/article/943 IS - 11 U1 - Communications Security Establishment Renaud Levesque is the Director General of Core Systems at the Communications Security Establishment (CSE) in Ottawa, Canada, where he is responsible for R&D and systems development. He has significant experience in the delivery of capability and organizational change in highly technical environments. His career began at CSE in 1986 as a Systems Engineer, responsible for the development and deployment of numerous systems, including the CSE IP corporate network in 1991. In 2000 Renaud went to work in the private sector as Head of Speech Technologies at Locus Dialogue, and later at Infospace Inc., where he became Director of Speech Solutions Engineering. He rejoined CSE in 2003, where he assumed the lead role in the IT R&D section. Subsequently, as a Director General, he focused efforts towards the emergence of CSE's Joint Research Office and The Tutte Institute for Mathematics and Computing. Renaud holds a Bachelor of Engineering from l’École Polytechnique, Université de Montréal, Canada. U2 - Communications Security Establishment D’Arcy Walsh is a Science Advisor at the Communications Security Establishment (CSE) in Ottawa, Canada. His research interests include software-engineering methods and techniques that support the development and deployment of dynamic systems, including dynamic languages, dynamic configuration, context-aware systems, and autonomic and autonomous systems. He received his BAH from Queen’s University in Kingston, Canada, and he received his BCS, his MCS, and his PhD in Computer Science from Carleton University in Ottawa, Canada. U3 - Communications Security Establishment David Whyte is the Technical Director for the Cyber Defence Branch at the Communications Security Establishment (CSE) in Ottawa, Canada. He is CSE's technical lead responsible for overseeing the implementation of the next-generation cyberthreat-detection services for the Government of Canada. He has held many positions over the last 16 years within CSE that span both the Signals Intelligence and Information Technology Security mission lines. David holds a PhD in Computer Science from Carleton University in Ottawa, Canada. The main focus of his research is on the development of network-based behavioural analysis techniques for the detection of rapidly propagating malware. ER - TY - JOUR T1 - Setting the Stage for Collaborative Creative Leadership at Cirque du Soleil JF - Technology Innovation Management Review Y1 - 2015 A1 - Laurent Simon KW - Cirque du Soleil KW - collaboration KW - creativity KW - innovation KW - leadership AB - Debates about the nature of leadership for creativity have been ongoing since the 1950s. But, despite the central role leadership plays in the management of creative processes, few contributions highlight the actual practice of leadership for collaborative creative ventures. This interview with the Director of Acrobatics and Coaching at Cirque du Soleil addresses the reflexive experience of a creative leader faced with the challenges of integrating multiple expertises around complex, technological, human, and poly-sensorial creative performances. In this context, leadership for collaborative creativity appears as a constant and dynamic balancing act between people, ideas, deliverables, and the position and personality of the leader. PB - Talent First Network CY - Ottawa VL - 5 UR - http://timreview.ca/article/915 IS - 7 U1 - HEC Montréal Laurent Simon is an Associate Professor in the Department of Entrepreneurship and Innovation at the HEC Montréal business school in Montreal, Canada, where he is also the Co-Director of Mosaic, the Creativity & Innovation Hub. His current research focuses on characterizing the management of techno-creative projects and the study of creative environments and practices, the management of creative projects, creative communities, "creative cities", and the determinants of creativity in innovation management. ER - TY - JOUR T1 - Collaborative Idea Management: A Driver of Continuous Innovation JF - Technology Innovation Management Review Y1 - 2014 A1 - Jesper Bank A1 - Adnan Raza KW - collaboration KW - collaborative idea management KW - crowdsourcing KW - culture KW - innovation KW - leadership KW - Open innovation KW - strategy AB - Despite the critical importance of innovation to most companies' ongoing success, many organizations fail to develop sustainable innovation management processes. The article explores the application of collaborative idea management to drive continuous innovation in large organizations based on our experience at Waabii, an innovation software and consulting service provider. First, we identify the key roadblocks faced by organizations in managing their innovation processes. Next, we describe the innovation model created at Waabii to help implement a sustainable innovation process, and we present a case study of an innovation management software solution, Exago Idea Market, which was implemented to create a collaborative and sustainable innovation environment in a large global telecommunications company. Finally, we offer recommendations for implementing this model of collaborative idea management. This article is particularly relevant to managers in larger organizations and practitioners of organizational change seeking to identify inhibitors of growth and business innovation and how to combat the roadblocks and create a sustainable innovation environment. PB - Talent First Network CY - Ottawa VL - 4 UR - http://timreview.ca/article/764 IS - 2 U1 - Waabii Limited Jesper Bank is CEO and Co-Founder of Waabii Limited, where he is responsible for the company’s strategic direction and partnership development in North America. He works with leaders in public and private sector organizations around the world to help increase collaboration, engage employees in idea generation, and convert great ideas into value. For over a decade, Jesper has helped companies achieve profitable growth through business process improvement, and he currently provides counsel in the areas of strategy clarification, innovation management, and business-process redesign. He also provides idea management software and consulting services that enable firms to identify and prioritize the winning ideas within their organizations. Jesper holds a TRIUM Global Executive MBA from New York University Stern School of Business, London School of Economics and Political Science, and HEC School of Management in Paris, and he has substantive international experience having lived and worked in both North America and Europe. U2 - Waabii Limited Adnan Raza is an Innovation Consultant for Waabii Limited, where he provides business support advice and consultancy for Waabii’s idea management solutions. He works with innovation teams in global organizations to improve their business and product innovation processes through novel insights and analysis. He has worked for more than four years in helping global organizations manage innovation through competitive market analysis, as well as the management and protection of intellectual property portfolios. He holds a BASc in Electrical Engineering from the University of Windsor, Canada, and an MBA from Rotman School of Management at the University of Toronto, Canada. ER - TY - JOUR T1 - Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure JF - Technology Innovation Management Review Y1 - 2013 A1 - Tamas Koplyay A1 - Lisa Chillingworth A1 - Brian Mitchell KW - innovation KW - Innovation management KW - leadership KW - market lifecycle KW - model KW - organizational culture KW - staffing AB - Corporate leadership and corporate culture have to be aligned to market realities to ensure the long-term success of a firm. As companies form, grow, and mature, the management of the enterprises also have to evolve through the business lifecycle. What is successful in the introduction stage may not be successful for a mature company. Firms are required to change their focus from product development, to market development, to process development, and finally to market and financial leadership. To be successful means that not only the types of employees hired have to evolve to support the culture required, but the leadership styles and management focus also have to change and adapt to the new realities that firms encounter in their market. The dynamic model presented in this article shows the broad strategic imperatives that must be met by firms, and it is presented through a graphical illustration of how successful firms manage their evolution and how firms can fail through mis-allocation of corporate efforts to non-mission critical initiatives. PB - Talent First Network CY - Ottawa VL - 3 UR - http://timreview.ca/article/733 IS - 10 U1 - Université du Québec en Outaouais Tamas Koplyay is Professor of High-Technology Strategic Management at the Université du Québec en Outaouais in Gatineau, Canada. He received Master's degrees in Systems Engineering, Applied Mathematics, and Information Theory from the State University of New York, United States; he received his MBA from the University of Ottawa, Canada; and he received his PhD in Systems Science from Michigan State University, United States. He has been a visiting researcher at the Harvard Law School in Public Finance. Currently, he is also the Director of Research for the Canadian Advanced Technology Alliance as part of his university commitments to the high-technology community. U2 - Szent István University Lisa Chillingworth a PhD candidate in Management and Business Administration at Szent István University in Budapest, Hungary. She obtained her Bachelor of Arts degree from York University in Toronto, Canada. She is a Project Management Professional (PMP) and LEED Accredited Professional (Leadership in Energy and Environmental Design) and holds her Masters degree in Project Management from the Université du Québec, Canada, for which she received the 2012 Governor General’s Gold Medal for academic excellence. Ms. Chillingworth has 20 years of experience in project management and is currently the Director of Program Management and Advisory Services, North America, for an international real estate and capital facilities project management firm. Previously, Ms. Chillingworth spent a number of years as a project and management consultant, specializing in business transformation, operations, and strategic planning. She is also the Director of International Corporate Relations for the Global Academic Network, and their annual Global Management Conference, which work to bridge academia and the business community. She is also an Executive in Residence and Associate Director of Research for the Canadian Advanced Technology Alliance (CATA). U3 - Szent István University Brian Mitchell is a PhD candidate in Management and Business Administration at Szent István University in Budapest, Hungary. He holds a Master’s degree in Project Management from the Université du Quebec, Canada, is a Project Management Professional (PMP), and LEED Accredited Professional (Leadership in Energy and Environmental Design) in the building design and construction industry. Mr. Mitchell has over 25 years of diverse experience in the delivery and management of capital projects and related work. As the National Practice Manager for a leading Canadian project management company, Mr. Mitchell was responsible for corporate research, project management best practice methodologies, and knowledge transfer across Canada. He was also a reviewer of the Project Management Institute's Construction Extension to the PMBoK Guide, Second Edition. ER - TY - JOUR T1 - A Guide for Entrepreneurs Who Lead and Manage Change JF - Technology Innovation Management Review Y1 - 2012 A1 - Llynne Plante KW - change management KW - entrepreneurship KW - leadership AB - To 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. PB - Talent First Network CY - Ottawa VL - 2 UR - http://timreview.ca/article/536 IS - 3 U1 - NRC-IRAP Llynne Plante is Regional Director for Eastern and Northeastern Ontario with the Industrial Research Assistance Program of the National Research Council Canada (NRC-IRAP). Llynne has a strong experience in finance, international business, R&D, and technology entrepreneurship from both the private and public sectors. Prior to joining NRC-IRAP, Llynne worked at Public Works Government Services Canada (PWGSC), at Export Development Canada, and in business and engineering roles in small Canadian technology firms. Llynne holds an EMBA from Queen’s University in Kingston, Canada. ER - TY - JOUR T1 - TIM Lecture Series: Leadership Position in Technology Entrepreneurship and Commercialization JF - Technology Innovation Management Review Y1 - 2012 A1 - TIM Program KW - commercialization KW - global entrepreneurship KW - leadership KW - technology entrepreneurship PB - Talent First Network CY - Ottawa VL - 2 UR - http://timreview.ca/article/569 IS - 6 ER -