@article {1410,
	title = {Editorial: Insights (December 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {12/2020},
	pages = {3-3},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {5G technology; Bitcoin, blockchain, business model, business model innovation, crypto assets, cryptocurrencies, Diem, Diem Association, digital currency, distributed ledger technology, Facebook, fiat currencies, financial inclusion, Financial industry, front-end, ideation, innovation, Libra, local currencies, Management Model, not-for-profit, research center, strategic foresight, strategy, technology firms; project portfolio management, tokenization; product innovativeness, visioning},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1410},
	url = {timreview.ca/article/1410},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1335,
	title = {Organizing the Development of Digital Product-Service Platforms},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {37-48},
	publisher = {Talent First Network},
	chapter = {37},
	address = {Ottawa},
	abstract = {Servitization is today a common theme among manufacturing companies, with the goal of better addressing the needs of their customers. Digitalization is one key enabler of servitization. One aspect of this concept can be provided through digital product-service platforms, which may facilitate the enrichment of a market offer, as well as keeping costs under control. Platforms are in general a well-established concept for manufacturing companies, as enablers of rich product offerings based on a few components. Less is known, however, about how the ambition to create digital product-service platforms interplays with the business model innovation needed as a result of the servitization efforts, along with processes and organization. This paper identifies a number of challenges that manufacturing companies may face when undertaking platform development for services, based on an empirical study made in the Swedish company Husqvarna Group.},
	keywords = {business model innovation, corporate entrepreneurship, digital platforms, servitization},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1335},
	url = {timreview.ca/article/1335},
	author = {Johan Simonsson and Mats Magnusson and Anders Johanson}
}
@article {999,
	title = {Editorial: Insights (July 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {07/2016},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business model innovation, circular economy, cooperation, industry, Innovation management, intellectual property, Open innovation, research infrastructure, value network design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/999},
	url = {http://timreview.ca/article/999},
	author = {Chris McPhee}
}
@article {726,
	title = {A Heritage Economy: Business Model Innovation for Economic Wealth, Social Well-Being, and Environmental Health},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {32-37},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Faced with the inherent unsustainability of infinite growth in a world of finite resources, the neoclassical economy is running towards a cliff. In order to avoid a hard landing, enterprises need to broaden their definitions of value and wealth to include parameters that are not currently in the economic lexicon, but are still of paramount importance in our lives. Taken from that angle, heritage can be seen as a perfect replacement for capital, because its multidimensional and complex nature opens up numerous possibilities for the creation of shared economic, social, and environmental value; the designing of value chains; and the direction of technological innovation. This article explores the various ramifications of a paradigm shift from managing capital to managing heritage, and it underlines the need to create a series of pioneering business models for enterprises to adapt and profit from a new, heritage economy.},
	keywords = {benefit corporation, business model innovation, heritage economy, impact investment, natural capitalism},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/726},
	url = {http://timreview.ca/article/726},
	author = {Fr{\'e}d{\'e}rick Brousseau-Gauthier and Yvon Brousseau}
}
@article {703,
	title = {Keystone Business Models for Network Security Processors},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {07/2013},
	pages = {25-33},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Network security processors are critical components of high-performance systems built for cybersecurity. Development of a network security processor requires multi-domain experience in semiconductors and complex software security applications, and multiple iterations of both software and hardware implementations. Limited by the business models in use today, such an arduous task can be undertaken only by large incumbent companies and government organizations. Neither the {\textquotedblleft}fabless semiconductor{\textquotedblright} models nor the silicon intellectual-property licensing ({\textquotedblleft}IP-licensing{\textquotedblright}) models allow small technology companies to successfully compete. This article describes an alternative approach that produces an ongoing stream of novel network security processors for niche markets through continuous innovation by both large and small companies. This approach, referred to here as the "business ecosystem model for network security processors", includes a flexible and reconfigurable technology platform, a {\textquotedblleft}keystone{\textquotedblright} business model for the company that maintains the platform architecture, and an extended ecosystem of companies that both contribute and share in the value created by innovation. New opportunities for business model innovation by participating companies are made possible by the ecosystem model. This ecosystem model builds on: i) the lessons learned from the experience of the first author as a senior integrated circuit architect for providers of public-key cryptography solutions and as the owner of a semiconductor startup, and ii) the latest scholarly research on technology entrepreneurship, business models, platforms, and business ecosystems. This article will be of interest to all technology entrepreneurs, but it will be of particular interest to owners of small companies that provide security solutions and to specialized security professionals seeking to launch their own companies.},
	keywords = {business ecosystems, business model innovation, commercialization, cybersecurity, platforms, semiconductors, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/703},
	url = {http://timreview.ca/article/703},
	author = {Arthur Low and Steven Muegge}
}
@article {565,
	title = {Developmental Impact Analysis of an ICT-Enabled Scalable Healthcare Model in BRICS Economies},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {06/2012},
	pages = {25-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article highlights the need for initiating a healthcare business model in a grassroots, emerging-nation context. This article{\textquoteright}s backdrop is a history of chronic anomalies afflicting the healthcare sector in India and similarly placed BRICS nations. In these countries, a significant percentage of populations remain deprived of basic healthcare facilities and emergency services. Community (primary care) services are being offered by public and private stakeholders as a panacea to the problem. Yet, there is an urgent need for specialized (tertiary care) services at all levels. 
As a response to this challenge, an all-inclusive health-exchange system (HES) model, which utilizes information communication technology (ICT) to provide solutions in rural India, has been developed. The uniqueness of the model lies in its innovative hub-and-spoke architecture and its emphasis on affordability, accessibility, and availability to the masses. This article describes a developmental impact analysis (DIA) that was used to assess the impact of this model. The article contributes to the knowledge base of readers by making them aware of the healthcare challenges emerging nations are facing and ways to mitigate those challenges using entrepreneurial solutions.},
	keywords = {business model innovation, developmental Impact analysis, DIA, health technology, social entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/565},
	url = {http://timreview.ca/article/565},
	author = {Punit Saurabh and Bhaskar Bhowmick and Amrita and Dhrubes Biswas}
}
