<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Tuomas Huikkola</style></author><author><style face="normal" font="default" size="100%">Marko Kohtamäki</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Agile New Solution Development in Manufacturing Companies</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">agile development</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation practices</style></keyword><keyword><style  face="normal" font="default" size="100%">new service development (NSD)</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">servitization and digital servitization</style></keyword><keyword><style  face="normal" font="default" size="100%">solution business</style></keyword><keyword><style  face="normal" font="default" size="100%">solution development</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2020</style></date></pub-dates></dates><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">16-24</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This conceptual paper proposes a new agile solution development model for technology and manufacturing companies. The flexible model consists of five key phases: 1) new idea screening, 2) idea nurturing, 3) conversion of ideas into &quot;good enough&quot; solutions, 4) solution productization, and 5) solution revamping. These phases are iterative by nature and follow partial stage model logic, hence combining elements of both the waterfall and agile methods. For technology and manufacturing companies, the new model presents a new way to consider ideas related to new product, service, process, and business model development. It is framed in contrast with older models that are typically product oriented, which potentially restrict companies in the ability to strategically renew themselves fast enough in turbulent product-service markets.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">University of Vaasa 
Dr. Tuomas Huikkola is an Assistant Professor in the School of Management at the University of Vaasa. Huikkola&amp;rsquo;s research interests are related to (digital) servitization, strategic change, and firm&amp;rsquo;s strategic renewal in manufacturing companies. Huikkola has published in international journals such as &lt;em&gt;Industrial Marketing Management, Journal of Business and Industrial Marketing, &lt;/em&gt;and&lt;em&gt; Research-Technology Management.&lt;/em&gt;</style></custom1><custom2><style face="normal" font="default" size="100%">University of Vaasa 
Dr. Marko Kohtamäki is a Professor of Strategy at the University of Vaasa, and a Visiting Professor at the USN Business School, and Luleå University of Technology. Kohtamäki takes special interest in strategic practices, digital servitization, R&amp;amp;D and innovation, business models, and strategic alliances in technology companies. Kohtamäki has published in distinguished international journals such as &lt;em&gt;Strategic Management Journal, International Journal of Operations and Production Management, Industrial Marketing Management, Long Range Planning, Strategic Entrepreneurship Journal, International Journal of Production Economics, Technovation, &lt;/em&gt;and&lt;em&gt; Journal of Business Research&lt;/em&gt;, amongst others.</style></custom2><section><style face="normal" font="default" size="100%">16</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Janne Kuivalainen</style></author><author><style face="normal" font="default" size="100%">Iivari Kunttu</style></author><author><style face="normal" font="default" size="100%">Marko Kohtamäki</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Agile Product Development Practices for Coping with Learning Paradox in R&amp;D Offshore Units</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Agile R&amp;D</style></keyword><keyword><style  face="normal" font="default" size="100%">Learning paradox</style></keyword><keyword><style  face="normal" font="default" size="100%">R&amp;D offshoring</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1338</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">70-78</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">R&amp;D offshoring involves the relocation of in-house R&amp;D activities to subsidiary units located in other countries, often associated with low-cost engineering work, to meet global operational requirements. The main motivation behind R&amp;D offshoring by global technology companies is usually to utilize local resources, knowledge, and competencies provided by geographically dispersed subsidiaries in the most effective manner, which in most cases involves high expectations for project performance. However, offshore units often have their own local interests, such as developing their activities to compete with the company's other global R&amp;D units, by not only building their project performance, but also demonstrating learning and innovativeness. This causes a learning paradox in which the R&amp;D unit is expected to possess capabilities for innovation and learning, while at the same time demonstrating a high product development performance. This paper presents a qualitative case study that analyzes how R&amp;D managers in the offshore units of a global technology company can cope with conflicting tensions between learning and performance. The results present a variety of coping practices that are based on developing local innovation strategies, constant learning, and supporting local innovation culture. The results also underline the meaning of agile working models in facilitating local innovation activities.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Danfoss Corporation 
Janne Kuivalainen is head of Product Management and Development with the Drives business segment (€1,420m sales in 2018) in Danfoss Corporation. Prior to joining Danfoss in early 2019, he was Head of Technology of the Global Marine and Ports Business Unit at ABB. He has also held various management positions with Danfoss, Vacon Plc, and ABB in the areas of Research and Development, Product Management, and System Integration Project Business. He has also contributed to IEC standardization in industrial-process measurement, control and automation via a national working group in Finland. He holds a MSc (Eng) in Automation Engineering from Tampere University of Technology, Finland. His interests cover research activities in Strategic Business Management at the University of Vaasa.</style></custom1><custom2><style face="normal" font="default" size="100%">Häme University of Applied Sciences 
Dr. Iivari Kunttu holds a PhD in Information Technology from the Tampere University of Technology (TUT, 2005), and a PhD in Economics (Management) from the University of Vaasa, Finland (2017). Currently he acts as Principal Research Scientist in Häme University of Applied Sciences. From 2012 to 2017, he held an Assistant Professor position in the Department of Management at the University of Vaasa. He has also held several R&amp;D Manager and R&amp;D Process Development specialist positions in the Nokia Corporation, and Project Manager positions in TUT. His current research interests include R&amp;D and innovation management, data analysis, business development, as well as digital services. His works have been published in such international journals as &lt;em&gt;Pattern Recognition Letters, Machine Vision Applications, Optical Engineering, Journal of Telemedicine and Telecare, Annals of Long-term Care, Technovation, Industry and Innovation, &lt;/em&gt;and&lt;em&gt; Technology Innovation Management Review.&lt;/em&gt;</style></custom2><custom3><style face="normal" font="default" size="100%">University of Vaasa 
Dr. Marko Kohtamäki is a Professor of Strategy at the University of Vaasa, and a Visiting Professor at the USN Business School, and Luleå University of Technology. Kohtamäki takes special interest in strategic practices, digital servitization, R&amp;D and innovation, business models, and strategic alliances in technology companies. Kohtamäki has published in distinguished international journals such as &lt;em&gt;Strategic Management Journal, International Journal of Operations and Production Management, Industrial Marketing Management, Long Range Planning, Strategic Entrepreneurship Journal, International Journal of Production Economics, Technovation, &lt;/em&gt;and &lt;em&gt;Journal of Business Research&lt;/em&gt;, amongst others.</style></custom3><section><style face="normal" font="default" size="100%">70</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Yassine Talaoui</style></author><author><style face="normal" font="default" size="100%">Marko Kohtamäki</style></author><author><style face="normal" font="default" size="100%">Risto Rajala</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Seeking 'Strategy' in Business Intelligence Literature: Theorizing BI as part of strategy research</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Business intelligence (BI)</style></keyword><keyword><style  face="normal" font="default" size="100%">Conceptualization</style></keyword><keyword><style  face="normal" font="default" size="100%">definition.</style></keyword><keyword><style  face="normal" font="default" size="100%">literature review</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy as practice</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy content</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy process</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy realms</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">09/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1387</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">??</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This paper connects the business intelligence (BI) literature with research in strategic management by plotting the existing research strands on BI: environmental scanning, competitive intelligence, executive information systems, and business intelligence, against the strategic dimensions of a) orientation (External vs. Internal), b) focus (Content vs. Process), and c) practice realms. The article accordingly offers a new re-conceptualization of BI as a strategic artifact across four strategic clusters: BI as a system, BI as a planned process, BI as a product, and BI as a decisional paradigm. This conceptual article contributes to the literature by integrating disparate views on BI and placing them within the content, process, and practice streams of strategy research.</style></abstract><issue><style face="normal" font="default" size="100%">9</style></issue><custom1><style face="normal" font="default" size="100%">University of Vaasa
Yassine Talaoui is a researcher at the School of Management at the University of Vaasa, where he teaches business models and strategy work. His research interests focus on strategy work, practice theory, BI analytics, materiality, and sociomateriality. 

</style></custom1><custom2><style face="normal" font="default" size="100%">University of Vaasa
Marko Kohtamäki is a Professor of Strategy, director of the &quot;Strategic Business Development&quot; (SBD) research group at the University of Vaasa, and visiting professor at the University of South-Eastern Norway, as well as the Luleå University of Technology. Prof. Kohtamäki takes special interest in digital servitization, organizational change, strategic practices, and business intelligence. 
</style></custom2><custom3><style face="normal" font="default" size="100%">Aalto University
Risto Rajala is an Associate Professor of Service Engineering and Management at Aalto University, School of Science. His research focuses on the digitalization of operations and services, the transformation of technology-based business, and the management of complex product-service systems. </style></custom3><section><style face="normal" font="default" size="100%">??</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Suvi Einola</style></author><author><style face="normal" font="default" size="100%">Marko Kohtamäki</style></author><author><style face="normal" font="default" size="100%">Harri Hietikko</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Open Strategy in a Smart City</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">09/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1267</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">36-44</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">To attract new companies and a talented workforce in a way that increases income streams, cities are searching for strategic capabilities by using a variety of strategic practices. The present study participates in the theoretical debate between micro- and macro-strategizing by focusing on the interplay between the city organization and its institutional environment. As such, the study elucidates the open strategy process used in the strategy work of a medium-sized city in Finland. To make the strategy work open and encourage citizens&amp;rsquo; participation, the city decided to utilize crowdsourcing as a tool that was part of a broader strategy process to develop a city strategy in a participative manner. The present study analyzes the responses of almost 2000 citizens who addressed the role of an open strategy in developing a smart city. The study contributes by depicting how the open strategy was utilized in practice and what types of outcomes it produced.</style></abstract><issue><style face="normal" font="default" size="100%">9</style></issue><custom1><style face="normal" font="default" size="100%">&lt;div&gt;University of Vaasa&lt;/div&gt;&lt;div&gt;D.Sc. (Admin) Suvi Einola is Assistant Professor at the University of Vaasa. She acts as a program manager of the Master&amp;rsquo;s Programme in Strategic Business Development. Before joining academia, she worked in the public sector for fifteen years, holding managerial, training, and development responsibilities. In her research, Einola focuses on strategic practices and servitization challenges both in public and private organizations. Her articles have been published in journals and books focused on both the public sector and industrial marketing.&lt;/div&gt;&lt;div&gt;&amp;nbsp;&lt;/div&gt;</style></custom1><custom2><style face="normal" font="default" size="100%">&lt;div&gt;University of Vaasa&lt;/div&gt;&lt;div&gt;D.Sc. (Econ) Marko Kohtamäki is Professor of Strategy and Director of the &amp;lsquo;Strategic Business Development&amp;rsquo; (SBD) research group at the University of Vaasa. Professor Kohtamäki is also an Adjunct Professor at the University of South-Eastern Norway (USN). He takes special interest in industrial service business or servitization, strategic practices, and business intelligence in technology companies. He has published in several distinguished international journals, such as Strategic Management Journal, International Journal of Operations and Production Management, Strategic Entrepreneurship Journal, and Industrial Marketing Management, among others.&lt;/div&gt;&lt;div&gt;&amp;nbsp;&lt;/div&gt;</style></custom2><custom3><style face="normal" font="default" size="100%">&lt;p&gt;City of Vaasa&lt;/p&gt;&lt;p&gt;D.Sc. (Admin) Harri Hietikko is Development Manager at the City of Vaasa and a published author of several works. He has written crime fiction, nonfiction and plays that have been performed on several theater stages. In 2008, Hietikko received his doctorate from the University of Tampere on the subject &amp;ldquo;Power, Leadership, Destruction and Hope in J.R.R. Tolkien&amp;rsquo;s Lord of the Rings.&amp;rdquo; In 2010, a Finnish publisher launched Hietikko&amp;rsquo;s nonfiction work Management by Sauron &amp;ndash; The Lord of the Rings Guide to Leadership, a guidebook on the practicalities of working life and leadership skills that draws on the characters and events of Tolkien&amp;rsquo;s famous novel. In 2018, this work was also published in Germany by Franz Vahlen.&lt;/p&gt;</style></custom3><section><style face="normal" font="default" size="100%">36</style></section></record></records></xml>