@article {548,
	title = {How Do Large Companies Manage Their Investments Across the Three Horizons?},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {04/2012},
	pages = {28-34},
	abstract = {Technical entrepreneurship continues to be important to a technology company{\textquoteright}s health and growth, even after it has successfully delivered its first product. It is essential to help the company deal with competitive forces and to renew its revenue stream. However, as the company grows, its entrepreneurial capability often becomes handicapped both by company culture as well as external pressures. The company must achieve the right mix of investment and level of attention across three time horizons of growth: immediate, imminent, and future. This balancing act requires a commitment to a strategic growth goal, appropriate tools, and leaders that can manage significant degrees of uniqueness in the resources that address each of these time horizons.

This article discusses some of the horizon-management challenges faced by top management teams of large companies and overviews some mechanisms and processes that have worked effectively. Large companies must overcome internal teams{\textquoteright} divergent values and culture as well as significant external, short-term pressures being applied by their existing base of customers and markets. Discipline at the entry point to Horizon 3 (exploratory phase) and then a rapid transition to Horizon 1 (current operations) is the priority of any successful growth company.
},
	keywords = {horizon management, investment, large companies, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/548},
	url = {http://timreview.ca/article/548},
	author = {Peter Carbone}
}
@article {490,
	title = {Acquisition Integration Models: How Large Companies Successfully Integrate Startups},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {10/2011},
	pages = {26-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Mergers and acquisitions (M\&A) have been popular means for many companies to address the increasing pace and level of competition that they face. Large companies have pursued acquisitions to more quickly access technology, markets, and customers, and this approach has always been a viable exit strategy for startups. However, not all deals deliver the anticipated benefits, in large part due to poor integration of the acquired assets into the acquiring company. Integration can greatly impact the success of the acquisition and, indeed, the combined company{\textquoteright}s overall market success. 

In this article, I explore the implementation of several integration models that have been put into place by a large company and extract principles that may assist negotiating parties with maximizing success. This perspective may also be of interest to smaller companies as they explore exit options while trying to ensure continued market success after acquisition. I assert that business success with acquisitions is dependent on an appropriate integration model, but that asset integration is not formulaic. Any integration effort must consider the specific market context and personnel involved.
},
	keywords = {Acquisitions, Company Integration, Competitive M\&A, Mergers},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/490},
	url = {http://timreview.ca/article/490},
	author = {Peter Carbone}
}
@article {500,
	title = {Editorial: Intellectual Property Rights (December 2011)},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {12/2011},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {intellectual property, intellectual property rights, IP, IPR, patents},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/500},
	url = {http://timreview.ca/article/500},
	author = {Chris McPhee and Peter Carbone}
}
@article {278,
	title = {Accelerating Successful Technical Entrepreneurship},
	journal = {Open Source Business Resource},
	year = {2009},
	month = {08/2009},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {Technical entrepreneurship is often associated with innovation, research and invention. However, the motivation for entrepreneurship is the creation of wealth and commercialization of an idea.

Wide scale disruptions in the economy, consolidations in industry, and the shift in value towards applications and applied technology create new challenges for the entrepreneur and the need for new business approaches to commercialization. Business ecosystems can effectively address these challenges. This article describes Coral CEA, the keystone of a worldwide ecosystem anchored around the commercialization of communication enabled applications. The vision of Coral CEA is to create new companies and knowledge jobs by implementing new commercialization models and driving massive innovation that is linked to commercialization.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/278},
	author = {Peter Carbone}
}
@article {227,
	title = {The Emerging Promise of Business EcoSystems},
	journal = {Open Source Business Resource},
	year = {2009},
	month = {02/2009},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {This article highlights the relevance of new business models and ecosystems in the knowledge-era economy. We begin with an introduction then argue that the shift in what is valued drives the need for new business models. The third section provides examples of innovative business models. The fourth section describes two key roles in an ecosystem: keystone and niche player. Finally, the last section provides the conclusions of this article.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/227},
	author = {Peter Carbone}
}
@article {93,
	title = {Competitive Open Source},
	journal = {Open Source Business Resource},
	year = {2007},
	month = {07/2007},
	publisher = {Talent First Network},
	type = {Articles},
	address = {Ottawa},
	abstract = {Peter Carbone describes insights gained from a joint industry-university research project.},
	issn = {1913-6102},
	url = {http://timreview.ca/article/93},
	author = {Peter Carbone}
}
