%0 Journal Article %J Technology Innovation Management Review %D 2021 %T Framing Multi-Stakeholder Value Propositions: A wicked problem lens %A Yat Ming Ooi %A Kenneth Husted %K complexity %K complicatedness %K scaling-up %K stakeholders %K value proposition %K wicked problem %X Balancing various stakeholder (often contradictory) expectations creates tensions when developing value propositions for a new firm. Customers, funders, owners, and society-at-large often expect different value outcomes from a firm. They therefore have different motivations for being involved in the firm. These differences in value expectations are more strongly expressed in technology-based ventures, which often rely heavily on access to heterogeneous external resources such as capital, specialised knowledge, distribution, and service. In this paper, we use a wicked problem lens to explore specific challenges for companies to mediate seemingly contradictory propositions. We use two dimensions of wicked problems involving complexity and complicatedness, and conduct a secondary analysis of seven technology venture case studies from Australia and New Zealand. We then categorise the configuration types of these firms' stakeholder value propositions in the context of their scale-up process. We contribute to the value proposition and business model development research streams by suggesting that the challenge of mediating value propositions that conflict can manifest itself in four types of configurations: easy, complicated, complex and wicked. Complicated and complex propositions are thorny, but with structures and processes in place, they can be adequately addressed. On the other hand, wicked propositions consist of many unknowns and require firms to collaborate with stakeholders to derive outcomes that align company scaling objective with stakeholder value propositions. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 11 %P 26-37 %8 04/2021 %G eng %U timreview.ca/article/1434 %N 4 %1 University of Auckland Business School Yat Ming Ooi is a Research Fellow at the Department of Management and International Business, University of Auckland Business School. He holds a PhD in Management from the University of Auckland, New Zealand. His research focuses on collaborative forms of innovation activities, digital transformation, problem-solving in grand challenge initiatives, technology commercialisation, and the economic impact of stagnation on developing countries' entrepreneurial activities. Yat Ming has published articles in Research-Technology Management, University of Auckland Business Review, and Kindai Management Review. He is also an editorial review board member for the Technology Innovation Management Review. %2 University of Auckland Business School Kenneth Husted is a Professor of Innovation and Research Management, and Head of the Department of Management and International Business, University of Auckland Business School. He holds a PhD from Copenhagen Business School, Denmark. His research covers innovation and research management, knowledge management, management of R&D and research commercialisation. He has published articles in reputable journals, including Journal of Management Studies, Organizational Dynamics, California Management Review, Technovation, R&D Management, Journal of Knowledge Management, and Creativity and Innovation Management. He is also regional editor for the Journal of Knowledge Management and associate editor for the Technology Innovation Management Review. %& 26 %R http://doi.org/10.22215/timreview/1434 %0 Journal Article %J Technology Innovation Management Review %D 2020 %T Editorial: Insights (June 2020) %A Stoyan Tanev %A Gregory Sandstrom %K Bitcoin %K blockchain %K crowdfunding %K crypto assets %K cryptocurrencies %K developing countries. %K distributed ledger technology %K Employeedriven innovation %K entrepreneurial finance %K entrepreneurship %K Ethereum %K Financial industry %K FinTech %K ICOs %K IEO %K innovation %K intellectual property rights %K internationalization %K IT industry %K job autonomy %K mining industry %K moral hazard %K need for autonomy %K new company %K Porter's Five Forces framework %K regulation %K scaling company value %K scaling-up %K self-leadership %K signaling %K SME %K STO %K sustainability %K technological environment %K technology %K technology readiness %K token offering %K token sales %K tokenization %K value proposition %K value proposition alignment %K venture capital %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 10 %P 3-4 %8 06/2020 %G eng %U timreview.ca/article/1363 %N 6 %1 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). Stoyan 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. %2 Technology Innovation Management Review Gregory Sandstrom is Managing Editor of the TIM Review. He is a former Associate Professor of Mass Media and Communications at the European Humanities University (2012-2017), and Affiliated Associate Professor at the Social Innovations Laboratory, Mykolas Romeris University (2016-2017) in Vilnius, Lithuania. He completed a PhD from the Faculty of Sociology at St. Petersburg State University and the Sociological Institute of the Russian Academy of Sciences, sector on Sociology of Science (2010). He was a Postdoctoral Research Fellow at the Lithuanian Science Council (2013-2015), for which he conducted research visits to the Copernican Centre for Interdisciplinary Studies (Krakow), the University of Edinburgh's Extended Knowledge Project, Cambridge University's History and Philosophy of Science Department, and Virginia State University's Science and Technology Studies program, as well as previously at the Autonomous National University of Mexico's Institute for Applied Mathematics and Systems (2010-2011). He was affiliated with the Bard College Institute for Writing and Thinking, leading student and faculty language and communications workshops, most recently (2013, 2014, 2017) in Yangon, Myanmar. He is a promoter and builder of blockchain distributed ledger technology systems and digital extension services. %& 3 %R http://doi.org/10.22215/timreview/1363 %0 Journal Article %J Technology Innovation Management Review %D 2020 %T What Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly? %A Tony Bailetti %A Stoyan Tanev %A Christian Keen %K new company %K scaling company value %K scaling-up %K value proposition %K value proposition alignment %X One of the most valuable resources a company owns is the "portfolio of value propositions" to its diverse external stakeholders, such as customers, investors, and resource owners. In this article, we fill a gap in the value proposition literature by identifying features that make the value propositions of new companies different from other resources, along with factors that make them valuable. A value proposition is conceived as being what enables and improves business transactions between a new company and external stakeholders. We reason that two features in particular make value propositions of new companies distinct: (1) business transactions between a new company and one or more external stakeholders, and (2) investments to create and improve a new company's value propositions that enable business transactions. We provide a definition of "value proposition" and postulate that a value proposition will benefit a new company when it: (1) strengthens the new company's capabilities to scale; (2) increases demand for the new company's products and services; and (3) increases the number, diversity, and rapidity of external investments in the new company's value proposition portfolio. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 10 %P 14-27 %8 06/2020 %G eng %U timreview.ca/article/1365 %N 6 %1 Carleton University Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the past Director of Carleton University's Technology Innovation Management (TIM) program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation. %2 Carleton University 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). Stoyan 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. %3 Université Laval Christian Keen, PhD is an Assistant Professor at the Département de Management, Université Laval, Canada. Christian has an extensive research and working experience in emerging and developed economies. His professional experience includes being a member of several the Board of Directors of private companies and NGOs. He teaches graduate and undergraduate courses in international entrepreneurship, entrepreneurship and strategic management. His research areas of interest include international entrepreneurship, entrepreneurial capital and rapidly growing firms. Christian is a member of the editorial board of the International Journal of Entrepreneurship Small Business and TIM Review. He has presented his research in several international conferences such as AIB, AOM, EIBA, and has also published papers in those areas. %& 14 %R http://doi.org/10.22215/timreview/1365 %0 Journal Article %J Technology Innovation Management Review %D 2012 %T Being Disruptive: How Open Growth is Delivering Effective Social Change at a Fast Pace %A Elisha Muskat %A Delyse Sylvester %K crowdsourcing %K open growth %K open source %K scaling-up %K social entrepreneurship %K social innovation %K social networks %K transparency %X Both innovators and funders need tools that map the entire constellation of solutions in a sector. Innovators, often labeled and isolated as system disruptors, need to be linked with their global peers offering and seeking each others proven strategies to accelerate positive change. The impact investing space needs a simple, open, and transparent way to find, convene, support, and track the progress of innovators. This article describes how the Ashoka Changemakers.com online community creates a space for: investors to find and support multiple innovations; social innovators to find each other, work together, and source funds; and disruptive innovations to grow over time where disruptive change is needed, fast. Crowd-sourcing, transparency, and open growth are keys to accelerating large-scale change and creating a world of changemakers. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 2 %P 16-20 %8 07/2012 %U http://timreview.ca/article/576 %N 7 %1 Ashoka Canada Elisha Muskat is the Executive Director of Ashoka Canada. Prior to joining Ashoka in 2009, where Elisha became absorbed in the systemic change approach at the core of Ashoka's work, she worked primarily in youth development, running programs in Toronto, New York City, and Syracuse. She has also launched conflict-resolution and peer-mediation programs and developed a green business advisory for small business owners. Elisha has an MBA from Schulich School of Business at York University and a BA in Psychology from McGill University. %2 Ashoka Changemakers Delyse Sylvester is the Director of Community at Ashoka Changemakers. Delyse has been committed to social change for three decades in a variety of fields including fair trade, conflict resolution, deforestation, and domestic abuse, through volunteer organizations, NGOs, advocacy groups, and universities. She has put this broad experience to work at Ashoka Changemakers, building innovative cross-sector collaborations, online awareness campaigns, and tools that advance the impact of social entrepreneurs around the world. Delyse also addresses conflict and injustice as a board member at Inter Pares. %R http://doi.org/10.22215/timreview/576