@article {1381,
	title = {Editorial: ISPIM Bangkok (August 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {08/2020},
	pages = {3},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {Basic research, biotech startups., co-working, Conceptual research, disruption, incubators, innovation, Integrative marketing, investors, knowledge-sharing, Open marketing, organizational capabilities, Pharmaceutical companies, roles, service ecosystems, service entities, service-dominant logic, stakeholders, strategic marketing, strategy-innovation link, structured literature review, triadic relationships, University and Public research institute, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1380},
	url = {timreview.ca/article/1380},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1378,
	title = {Open Marketing: Conceptualizing external parties{\textquoteright} strategic marketing activities},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {08/2020},
	pages = {14-26},
	publisher = {Talent First Network},
	chapter = {14},
	address = {Ottawa},
	abstract = {Open marketing as conceptualized in this paper refers to how external parties take part in strategic, integrative marketing activities. To distinguish this more recent trend in marketing from traditional meanings of marketing, the paper provides a typology on roles and role keepers in marketing. Four types of roles and role keepers are outlined: marketing as 1) solely being performed by actors in the supplier company communicating offerings, 2) an activity shared among functions of the supplier company, 3) external parties communicating offerings, and 4) external parties contributing to strategic marketing. Using the concept of {\textquoteright}roles{\textquoteright} in marketing helps to structure activities and actors - or roles and role keepers - and provides a basis for understanding that marketing results from what is done, not merely from who performs it. The paper underlines how new ways of conducting business also have implications for a company{\textquoteright}s marketing beyond its borders.},
	keywords = {Conceptualization, Integrative marketing, Open marketing, roles, Strategic marketing.},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1377},
	url = {timreview.ca/article/1377},
	author = {Christina {\"O}berg}
}
@article {1059,
	title = {Editorial: Insights (March 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {03/2017},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, exploitation, exploration, hybrid entrepreneurship, innovation ecosystems, insourcing, organizational ambidexterity, outsourcing, part-time entrepreneurship, R\&D, roles, suppliers},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1059},
	url = {http://timreview.ca/article/1059},
	author = {Chris McPhee}
}
@article {1061,
	title = {Orchestrating Innovation Ecosystems: A Qualitative Analysis of Ecosystem Positioning Strategies},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {03/2017},
	pages = {12-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article explores how firms can orchestrate innovation ecosystems to enhance collaboration for innovation among different actors. Most previous research on ecosystems has focused on firm-level strategies to operate in an ecosystem rather than the composition or orchestration of an ecosystem as a whole. However, finding the balance between the self-interests of involved actors is critical in order to create collaborative settings that induce different parties to jointly develop and put their best efforts into a joint endeavour. Thus, we undertook a qualitative study with 35 case companies from the metal and engineering industries, each of whom was interested in developing their position in ecosystems and improving their relational business practices. The findings suggest that there is an essential ecosystem competence that is needed by all actors in an ecosystem, regardless of their position, and that is the ability to manage dynamic strategic interactions related to innovation. This competence enables them to ensure the future vitality of the ecosystem and their own business. These results highlight the need for managers to profile their own company{\textquoteright}s role in an ecosystem in relation to the type of ecosystems, while simultaneously evaluating the ecosystem{\textquoteright}s ability and potential to survive.},
	keywords = {actors, collaboration, ecosystems, innovation, orchestration, positioning, roles, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1061},
	url = {http://timreview.ca/article/1061},
	author = {Katri Valkokari and Marko Sepp{\"a}nen and Maria M{\"a}ntyl{\"a} and Simo Jylh{\"a}-Ollila}
}
@article {1104,
	title = {Orchestration Roles to Facilitate Networked Innovation in a Healthcare Ecosystem},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {09/2017},
	pages = {30-43},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This study examines orchestration roles in a networked innovation context characterized by significant transformation. In particular, an exploratory case study approach is taken to study the roles of innovation network orchestrators and their actions to facilitate networked activities in different phases of the innovation process. The context of the case study, a healthcare ecosystem that aims to co-create technological innovations to support the pediatric surgery journey, provides valuable insights about orchestration and adds knowledge on specific limitations set by the orchestrator-specific and context-related issues in a professional context. The findings of this study highlight the need for careful coordination that allows shared understanding of the goals of the orchestration process and achievable innovation implementations. It is shown that parallel, evolving, and even changing orchestrator roles are needed in complex networked innovation settings. },
	keywords = {case study, exploratory approach, healthcare ecosystem, high-level experts, innovation orchestration, roles},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1104},
	url = {http://timreview.ca/article/1104},
	author = {Minna Pikkarainen and Mari Ervasti and Pia Hurmelinna-Laukkanen and Satu N{\"a}tti}
}
