@article {865,
	title = {Q\&A. Should the Internet Be Considered Critical Infrastructure?},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {01/2015},
	pages = {37-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {communication networks, critical infrastructure, cyber-attacks, cybersecurity, information technology, Internet, vulnerabilities},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/865},
	url = {http://timreview.ca/article/865},
	author = {Walter Miron}
}
@article {837,
	title = {Cybersecurity Capability Maturity Models for Providers of Critical Infrastructure},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {10/2014},
	pages = {33-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Critical infrastructure such as power generation and distribution systems, telecommunications networks, pipelines and pipeline control networks, transportation control networks, financial networks, and government information and communications technology (ICT) have increasingly become the target of cyber-attacks. The impact and cost of these threats, as well as regulatory pressure to mitigate them, have created an impetus to secure these critical infrastructures. Managers have many controls and models at their disposal to help them secure infrastructure technology, including cybersecurity capability maturity models to enable measurement and communication of cybersecurity readiness to top management teams, regulators, and customers, thereby facilitating regulatory compliance, corporate responsibility, and improved brand quality. However, information and awareness is lacking about which models are most appropriate for a given situation and how they should be deployed.

This article examines relevant cybersecurity capability maturity models to identify the standards and controls available to providers of critical infrastructure in an effort to improve their level of security preparedness. These capability models are described and categorized by their relevance to different infrastructure domains, and then recommendations are provided on employing capability maturity models to measure and communicate readiness. This article will be relevant to regulators, critical infrastructure providers, and researchers. },
	keywords = {adoption, bersecurity, capability maturity models, compliance, critical infrastructure, framework, municipalities, protection, regulation, standards},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/837},
	url = {http://timreview.ca/article/837},
	author = {Walter Miron and Kevin Muita}
}
@article {828,
	title = {Down the Rabbit Hole: How Structural Holes in Entrepreneurs{\textquoteright} Social Networks Impact Early Venture Growth},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {09/2014},
	pages = {19-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Social networks play a significant role in the success of new entrepreneurial ventures. They provide an accumulation of tangible and intangible resources that are linked to entrepreneurial outcomes such as growth and innovation. The structure of social networks, specifically, has been linked to these outcomes; structural holes in social networks have shown an association with entrepreneurial success. Entrepreneurs who have many structural holes in their networks are thought to benefit from a rich source of divergent information.

This article examines the complex nature of the relationships among social networks, formal institutions, and the outcomes of new ventures. It also explores the effects of a social network{\textquoteright}s structural holes on growth in the early years of a venture{\textquoteright}s development. We propose that structural holes of a social network, through a mediating role of institutional polycentrism, play an important role in the growth and profitability of a new venture as well as potential threats of exploitation. We then provide recommendations based on the reviewed literature for entrepreneurs and managers of formal institutions. },
	keywords = {entrepreneurs, institutional order, social networks, structural holes, venture growth},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/828},
	url = {http://timreview.ca/article/828},
	author = {Mackenzie Adams and Maged Makramalla and Walter Miron}
}
@article {766,
	title = {Enabling Employee Entrepreneurship in Large Technology Firms},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {23-32},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Managers of development projects in large technology firms face a dilemma. They operate under pressure to achieve predictable quality, cost, and schedule objectives but are also expected to encourage their employees to act entrepreneurially. Given the uncertain nature of the entrepreneurial process, these managers often cling to existing practices and values and consequently inhibit their employees{\textquoteright} ability to act entrepreneurially.

In this article, we examine the product development and entrepreneurship literature streams to identify the barriers that managers of development projects of large technology firms face in allowing employees to act entrepreneurially. We organize these barriers using the five components of entrepreneurial orientation: risk taking, proactiveness, innovativeness, competitive aggressiveness, and autonomy. Then, building on the literature and our combined 40 years of experience managing development projects in large technology firms, we provide recommendations to managers on how to overcome these barriers. 

A better understanding of how to enable employees to act entrepreneurially will increase the entrepreneurial orientation of development projects in large technology firms. The relationship between entrepreneurial orientation and development project performance is expected to be curvilinear. Therefore, an increase in entrepreneurial orientation is expected to improve the performance of development projects up to a point after which it is expected to decrease it. 

This article will be particularly relevant to researchers interested in the relationship between entrepreneurial orientation and project performance as well as managers in technology firms who want to achieve their operational milestones while maximizing the entrepreneurial value creation of their employees.},
	keywords = {autonomy, competitive aggressiveness, corporate venturing, development projects, emancipation, employee entrepreneurship, entrepreneurial orientation, innovativeness, intrapraneurship, proactiveness, risk taking, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/766},
	url = {http://timreview.ca/article/766},
	author = {Walter Miron and David Hudson}
}
