@article {1399,
	title = {Integrated AI and Innovation Management: The Beginning of a Beautiful Friendship},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {11/2020},
	pages = {5-18},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {There is a growing consensus around the transformative and innovative power of Artificial Intelligence (AI) technology. AI will transform which products are launched and how new business models will be developed to support them. Despite this, little research exists today that systematically explores how AI will change and support various aspects of innovation management. To address this question, this article proposes a holistic, multi-dimensional AI maturity model that describes the essential conditions and capabilities necessary to integrate AI into current systems, and guides organisations on their journey to AI maturity. It explores how various elements of the innovation management system can be enabled by AI at different maturity stages. Two key experimentation stages are identified, 1) an initial stage that focuses on optimisation and incremental innovation, and 2) a higher maturity stage where AI becomes an enabler of radical innovation. We conclude that AI technologies can be applied to democratise and distribute innovation across organisations.},
	keywords = {AI innovation, AI maturity, artificial intelligence, IMS ISO 56002, Innovation management, maturity model},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1399},
	url = {timreview.ca/article/1399},
	author = {Nina Bozic Yams and Valerie Richardson and Galina Esther Shubina and Sandor Albrecht and Daniel Gillblad}
}
@article {1194,
	title = {Editorial: Innovation Strategy and Practice (November 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {11/2018},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {best practice, collaboration, creativity, cybersecurity, framework, information security, innovation, innovation ecosystems, maturity model, method, model, practice, research, research institutions, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1194},
	url = {https://timreview.ca/article/1194},
	author = {Chris McPhee}
}
@article {1196,
	title = {A Strategic Management Maturity Model for Innovation},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {11/2018},
	pages = {13-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Even though strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in the business literature for the area of strategic management activities. This article updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. The Strategic Management Maturity Model for Innovation (S3M-i) is composed of six maturity levels with seven dimensions. The main contribution of the S3M-i is to put innovation into the agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This article suggests that innovation (new breakthrough products/services and business models) is the only way of creating sustainable growth, and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond to the dynamic business environment and rapidly changing customer behaviours.},
	keywords = {business model, innovation, maturity model, strategic management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1196},
	url = {https://timreview.ca/article/1196},
	author = {Ferhat Demir}
}
@article {1008,
	title = {A Digital Maturity Model for Telecommunications Service Providers},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {08/2016},
	pages = {19-32},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Industries across the spectrum are being faced with a fundamental change: digital transformation. The telecommunications industry is no exception. For communications service providers, this transformation started some time ago with the emergence of so-called over-the-top (OTT) services such as WhatsApp and Skype. However, in spite of such transformation being underway, there is a lack of frameworks and tools to help communications service providers navigate such radical change. This article presents the findings of a research project to develop such a framework: the digital maturity model for telecommunications service providers. The model aims to offer a structured view of digital transformation that is specific to the context and challenges of the telecommunications industry and that can be used as a standard to help communications service providers benchmark themselves against peers or themselves as they advance their transformation. This article describes the need for the model and the methodology used to develop it, and it offers recommendations on how to use the model and further develop it as our understanding of digital transformation evolves.},
	keywords = {business, business transformation, digital, digital transformation, digitization, disruptive technologies, innovation, maturity model, telecommunications},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1008},
	url = {http://timreview.ca/article/1008},
	author = {Omar Valdez-de-Leon}
}
