%0 Journal Article %J Technology Innovation Management Review %D 2017 %T Editorial: Insights (August 2017) %A Chris McPhee %K academic spin-offs %K business model development %K car sharing %K incubation %K leadership %K Machiavelli %K management %K organizational culture %K research institutes %K researchers %K sharing economy %K social media %K technology transfer %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 7 %P 3-4 %8 08/2017 %G eng %U http://timreview.ca/article/1094 %N 8 %1 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. %0 Journal Article %J Technology Innovation Management Review %D 2017 %T Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs %A Ulla Santti %A Tuomo Eskelinen %A Mervi Rajahonka %A Kaija Villman %A Ari Happonen %K business model %K business model canvas %K competing values framework %K development project %K organizational culture %K service design %K SME %X Previous research has shown that links between organizational culture and innovativeness/performance may act as a “social glue” that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF) tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome) to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 7 %P 15-26 %8 08/2017 %G eng %U http://timreview.ca/article/1096 %N 8 %1 Savonia University of Applied Sciences Ulla Santti, MSc (Econ), has experience as a teacher of Business Administration and Marketing, and she is an expert on research, development, and innovation projects at the Savonia University of Applied Sciences in Finland. She has also undertaken SME business development through practical field work in healthcare, industrial factories, advertising, and the tourism industries. Currently, she is preparing her doctoral thesis at the Lappeenranta University of Technology, Finland. Her research interest includes business models and organizational culture development of SMEs with an interest in what kind of common ground, effects, and connections these concepts have on each other. %2 Savonia University of Applied Sciences Tuomo Eskelinen, PhD, works as an RDI Advisor at the Savonia University of Applied Sciences in Finland. His background is in Environmental Sciences, and his expertise and research interests include sustainable value networks, development of business partnerships, and sustainable business models. He organizes research, development, and innovation processes with enterprises and other organizations, with scientists, end users, and customers, from idea generation to business model development and commercialization. He has participated in more than 20 EU-funded projects in the fields of forestry, energy, food, water safety, and processing. He is experienced in performing and coordinating interdisciplinary, international, large-scale research projects, workshops and training. %3 South-Eastern Finland University of Applied Sciences XAMK Mervi Rajahonka, DSc (Econ), works as an RDI Advisor at the Small Business Center (SBC), currently a part of the South-Eastern Finland University of Applied Sciences XAMK, Finland. She has been working at the SBC for about 10 years, participating in numerous EU-funded projects. She earned her doctoral degree in Logistics from the Department of Information and Service Economy at Aalto University School of Business in Helsinki, Finland. She also holds a Master’s degree in Technology from the Helsinki University of Technology and a Master’s degree in Law from the University of Helsinki. Her research interests include sustainable logistics and supply chain management, business models, service modularity, and service innovations. Her research has been published in a number of journals in the areas of logistics, services, and operations management. %4 South-Eastern Finland University of Applied Sciences XAMK Kaija Villman, MMus in Arts Management, works as a Project Manager at the South-Eastern Finland University of Applied Sciences XAMK, Small Business Center (SBC), Finland. She has been working at the SBC for about 7 years, participating in numerous EU-funded projects in the fields of creative industries, service development, and digitalization. She is experienced in coordinating interdisciplinary projects, workshops, and training and she acted as the Project Manager for the PaKe Savo Project. %# Lappeenranta University of Technology Ari Happonen, DSc (Tech) is Head of Computer Science Bachelor programme in Innovation and Software at Lappeenranta University of Technology (LUT), Finland. Ari has been working for the LUT for more than 15 years, participating in numerous RDI projects with Finnish and international companies in the contexts of international logistics services, consumer products industries, service development, consultation, business development, mobile services, construction industries, digitalization, and so on. Ari has a long history working as an intermediate and collaboration facilitator in interdisciplinary projects, workshops, innovation facilitation, development mentoring, teaching, and training and has also acted as the LUT Project Manager for the Akseli project. %R http://doi.org/10.22215/timreview/1096 %0 Journal Article %J Technology Innovation Management Review %D 2014 %T Using a Capability Perspective to Sustain IT Improvement %A Paul E. Renaud %A Sheppard D. Narkier %A Sonia D. Bot %K capability improvement %K capability maturity model %K change management %K competency capability %K enterprise architecture %K IT function %K organizational culture %K organizational learning %K process capability %K shadow IT %K technology capability %X A firm’s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm’s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. Improving the IT function’s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 4 %P 28-39 %8 06/2014 %G eng %U http://timreview.ca/article/802 %N 6 %1 The Lanigan Group Paul Renaud is Chief Executive of The Lanigan Group, which specializes in customer-driven product strategy and business-aligned IT service delivery. He is an advisor to CEOs, CTOs, and CIOs in the technology community and he is a member of industry advisory boards, including Queen’s University’s Innovation Council for the School of Computing and Ubiquity’s Chairman’s Advisory Board prior to its acquisition by Avaya. His previous roles include VP Business Intelligence Development at Cognos, Director of Computing & Networking and the Advanced Computing Research Lab at Bell Northern Research, Director of Nortel’s Public Network Switching Capacity program and Chief Architect at SHL Systemhouse. Mr. Renaud is a co-author of several patents and authored Introduction to Client/Server Systems, which was published in four languages and widely used as a university textbook. He has a BSc degree in Computer Science and Mathematics from Queens University. %2 Sheppard Narkier is a business-driven, senior information technology executive who generates business value where investment in enabling technology is an integral part of a company’s business strategy. Sheppard’s experience spans roles as a senior executive, enterprise architect, systems engineer, and developer. He has been recognized for building strong, diverse, and motivated teams that have delivered measurable business value in diverse IT environments. He has implemented mission-critical systems, reusable assets, and technology roadmaps in premier financial services institutions such as the American Stock Exchange, S&P, and UBS-IB. Sheppard was a co-founder and Chief Scientist of Adaptivity, which was acquired by EMC. Sheppard is responsible guiding EMC’s application transformation portfolio strategy. Sheppard has a BA in both Mathematics and Anthropology from Oswego State, NY. He is the co-author on several patents, has written thought-leadership blogs for Network World, Adaptivity, and EMC InFocus, and has ghost-written the book Next Generation Datacenters in Financial Services: Driving Extreme Efficiency and Effective Cost Savings. %3 Sonia Bot is an accomplished operational executive who has experienced a wide range of climates in businesses, from unprecedented extreme highs and lows through to various stages of lifecycle development, transformation, and turnaround. She is an entrepreneurial-minded leader and strategic thinker with extensive experience in technology innovation and global business management. Ms. Bot is the Chief Executive of The BOT Consulting Group Inc., where she partners with executives and entrepreneurs of global technology companies in to assist in building, growing, and transforming ventures and to solve wicked business problems. Ms. Bot is an accomplished industry presenter, author of numerous peer-reviewed articles, and industry executive member of university and business acceleration boards. Her prior work experience includes Research In Motion (BlackBerry), Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt. %R http://doi.org/10.22215/timreview/802 %0 Journal Article %J Technology Innovation Management Review %D 2013 %T Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure %A Tamas Koplyay %A Lisa Chillingworth %A Brian Mitchell %K innovation %K Innovation management %K leadership %K market lifecycle %K model %K organizational culture %K staffing %X 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. %B Technology Innovation Management Review %I Talent First Network %C Ottawa %V 3 %P 22-29 %8 10/2013 %G eng %U http://timreview.ca/article/733 %N 10 %1 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. %2 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). %3 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. %R http://doi.org/10.22215/timreview/733