@article {1456,
	title = {Charting a Course of Action: An Insider-Outsider Approach},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {10/2021},
	pages = {48-66},
	publisher = {Talent First Network},
	chapter = {48},
	address = {Ottawa},
	abstract = {We explore an alternative approach to action research that can be implemented throughout the lifespan of a science and technology research programme. We do this by examining the emergence and development of a participant-observer research approach where a researcher is also part of the same community of practice as those being observed in the technology and innovation management context. Our motivation stems from the need to understand innovation processes and management over a long period. Typically, consultants are employed for a given period to carry out action research. We present a case where social scientists, as opposed to action research consultants, carried out action research after a history of relationship building and becoming embedded within a longitudinal science and technology research programme. This allowed the social science researchers to build trust and rigor with those being observed before engaging an action research approach. We present our case as a narrative of experiences, events and turning points, reporting on what was observed and experienced by these social scientists. Our study extends current knowledge by mapping the research journey toward action research through three phases: navigation, iteration, and reflection phases. We argue that richer insights are generated when participant-observers engage early, and that their insights lead to action research that is more informed.},
	keywords = {action research, Ethnography, Innovation management, Insider-Outsider, narrative, Participant-Observer, Reflexivity, Sense-Making},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1456},
	url = {timreview.ca/article/1456},
	author = {Paul Woodfield and Katharina Ruckstuhl and Rafaela C.C. Rabello}
}
@article {1416,
	title = {Editorial: Insights (January 2021)},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {01/2021},
	pages = {3},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {Digital disruption, digital ecosystem, eCommerce, ecosystem, FAIR, Global eCom, innovation, Innovation management, innovation process, internationalization, interoperability, knowledge, opportunity, roadmap, scientometrics, small business, sustainability, text mining, university cooperation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1416},
	url = {timreview.ca/article/1416},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1461,
	title = {Expect the Unexpected: Investigating co-creation projects in a Living Lab},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {12/2021},
	pages = {6-20},
	publisher = {Talent First Network},
	chapter = {6},
	address = {Ottawa},
	abstract = {Living Labs (LLs) are complex multi-stakeholder environments that enable real-life testing and experimentation of products, services, and systems. Despite increasing attention by practitioners as well as policymakers, and growing scholarly interest in the field, the literature exploring congruency between organisational objectives and outcomes when utilising LLs is still scarce. To fill this gap, a qualitative case study is employed to gain an in-depth understanding of objectives and project outcomes of organisations utilising LLs. The LL JOSEPHS{\textregistered} was chosen as this study{\textquoteright}s empirical context, in which 14 different projects were analysed. In-depth interviews revealed eight categories of measurable project outcomes: market acceptance, price acceptability, exposure, product testing, market intelligence, legitimisation, method testing, and networking. This study not only highlights what companies have achieved in comparison to their original project objectives, but also identifies additional unplanned outcomes that they accomplished. The findings offer important project-level insights into the potential and limitations of LLs. The results form a basis upon which to develop a better understanding of how innovation performance can be nurtured in LLs. Insights from the study may also help firms and facilitators by providing a deeper understanding of LLs at an individual project-level, and by articulating potential objectives and outcomes associated with organisations{\textquoteright} involvement in LLs.},
	keywords = {co-creation, innovation, Innovation management, Living lab, Open innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1461},
	url = {timreview.ca/article/1461},
	author = {Katharina De Vita and Riccardo De Vita}
}
@article {1414,
	title = {SMEs and the Innovation Management Process:  A multi-level process conceptual framework},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {01/2021},
	pages = {22-33},
	publisher = {Talent First Network},
	chapter = {22},
	address = {Ottawa},
	abstract = {The aim of this paper is to propose a conceptual framework to manage the innovation process in small businesses. It is based on research from 11 case studies in the Montreal software industry using contingency and resource dependency theories. This conceptual framework provides a view of the innovation process that differs from the linear approach often used in many studies to investigate innovation in small and medium sized businesses (SMEs). The linear approach considers the process as a set of activities that includes developing from one stage to another, while depending on the previous one. We conceptualize the innovation process in small businesses as an interactive process that involves a set of six subprocesses and several keys points of resources mobilization, which requires interacting with both internal and external business actors. Successful mobilization of innovation resources at all key points determines the success or failure of SMEs{\textquoteright} innovation processes.},
	keywords = {innovation, Innovation management, innovation process, small business},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1414},
	url = {timreview.ca/article/1414},
	author = {Angelo Dossou-Yovo and Christian Keen}
}
@article {1404,
	title = {Editorial: Insights (November 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {11/2020},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {AI innovation and maturity, and diaspora entrepreneurs., artificial intelligence, confidential information, criminal law, digitally enhanced teamwork, economic espionage, entrepreneurship, health technology, immigrants, Innovation management, living labs, migration, Multidisciplinarity, situated practice, small and medium-sized enterprises, stakeholder participation, sustainability, trade secrets, transnationals},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1404},
	url = {timreview.ca/article/1404},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@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 {1250,
	title = {Editorial: Insights (July 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {07/2019},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {accelerators, adoption, Africa, architecture, business ecosystems, business models, design, digital payments, entrepreneurship, incubators, Innovation management, ISPIM, knowledge management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1250},
	url = {https://timreview.ca/article/1250},
	author = {Chris McPhee}
}
@article {1239,
	title = {How to Develop an Impactful Action Research Program: Insights and Lessons from a Case Study},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {05/2019},
	pages = {34-43},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Action research holds great potential for helping bridge the gap between research and practice. By working closely together, researchers and practitioners can develop tangible customized solutions based on research findings. It becomes possible to go beyond generic best practices that might need adaptation for successful implementation and use, or that may not apply at all in some contexts. In this article, the mechanisms through which action research can create the desired change and impact in both industry and academia are illustrated by describing the relevance and contribution of the main steps of a longitudinal action research program in a Canadian manufacturing company. The authors share four guiding principles and six success factors that were revealed intuitively in the course of this multi-year research program. Their hope is to contribute to a better understanding of how it is possible to develop an adaptive action research methodology to increase the potential for research relevance and organizational change. },
	keywords = {action research, guiding principles, Innovation management, research practice gap, success factors},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1239},
	url = {https://timreview.ca/article/1239},
	author = {Victoria Lakiza and Isabelle Deschamps}
}
@article {1225,
	title = {Innovation Management in Living Lab Projects: The Innovatrix Framework},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {03/2019},
	pages = {63-73},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite living labs being described as {\textquotedblleft}orchestrators{\textquotedblright} and innovation intermediaries, there is scant literature providing concrete guidelines and tools for living lab practitioners on the topic of project-related innovation management. To address this need, we propose Innovatrix, an innovation management framework built upon existing business model and innovation management tools and frameworks and iterated based on practical experience in living lab projects. In this article, we illustrate the added value of the proposed framework through three practical case studies that lead to three propositions regarding innovation management in living lab projects. First, Innovatrix helps to scope the user involvement activities, which leads to greater efficiency and faster decision making. Second, Innovatrix forces the project owner to focus on a limited number of customer segments, which increases the speed of learning as the scarce entrepreneurial resources are dedicated to a limited number of segments. Third, Innovatrix allows practitioners to capture the iterations and pivots that were made during an innovation project, which helps to link specific outcomes with certain living lab activities.},
	keywords = {assumption, business modelling, Innovation management, living labs, testing, user research, validation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1225},
	url = {https://timreview.ca/article/1225},
	author = {Dimitri Schuurman and Aron-Levi Herregodts and Annabel Georges and Olivier Rits}
}
@article {1272,
	title = {Live and Let Die: On the Management of Creativity},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {10/2019},
	pages = {16-26},
	publisher = {Talent First Network},
	chapter = {16},
	address = {Ottawa},
	abstract = {Literature has pointed to the importance of feedback on creative ideas in innovation management processes. However, little is known about the practices that constitute the feedback process and their effect on employees\&rsquo; future willingness to consistently and recurrently contribute with creative ideas to organized innovation management efforts. In this research, we draw on data from a single case study at a German multinational manufacturing firm. We show the flip side of managerial attempts to provide feedback and foster employees\&rsquo; creative output. In particular, we identify distinct practices organizational actors employ along the sequence of idea generation, elaboration, championing, and implementation, and find that the practices can turn organized innovation management efforts into a political process. Furthermore, we present a virtuous and a vicious circle of managerial attempts to manage creativity in innovation processes. In doing so, we highlight the value of taking a practice lens to better understand the challenges in organized innovation management efforts and propose future research in other contexts. We suggest that managers should flexibly design organized innovation management processes to account for radical ideas and to pay close attention to a coherent communication when providing feedback and encouraging employees to contrive creative ideas. Our work contributes to the body of research on innovation management by shedding light on the dark side of organized innovation management efforts.},
	keywords = {case study, creativity, Feedback, Innovation management, Qualitative Research.},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1272},
	url = {https://timreview.ca/article/1272},
	author = {Michael Hartmann and D{\'e}sir{\'e}e Laubengaier and Kai Foerstl}
}
@article {1217,
	title = {Mastering the Digital Transformation Process: Business Practices and Lessons Learned},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {02/2019},
	pages = {36-50},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Due to its unique features and accessibility, the focus of implementing digital technology is no longer just to improve internal operations, but to expand internal dimensions, reach customers and external partners, affect services, integrate processes, disrupt markets, and fundamentally change industries. It is no surprise that the notion of digital transformation has garnered much research interest, especially from the practitioners{\textquoteright} point of view, but academic achievements are somehow lagging behind, possibly because frameworks for digital transformation are still evolving. In this article, we tried to address that gap by conducting holistic research of digital transformation in companies. We used a series of in-depth interviews to inform comprehensive case studies of three companies from different industries that are in different stages of digital transformation. We carefully investigated the companies{\textquoteright} experiences in the process of digital transformation, which are discussed here to provide valid theoretical framing. We conclude that, in addition to technology adoption, important factors for successful digital transformation are the ability of an organization to change and operational excellence in the integration of external digital services with internal IT support. In that light, we summarize our findings in a form of discovered (sub)dimensions that are the basis for the proposed digital transformation framing, while the narratives and case experiences provide with examples of best practice.},
	keywords = {case study, change management, digital business, digital model, digital transformation, digital transformation model, digitization, human capital, Innovation management, talent management},
	issn = {1927-0321},
	doi = { http://doi.org/10.22215/timreview/1217},
	url = {https://timreview.ca/article/1217},
	author = {Lucija Ivan{\v c}i{\'c} and Vesna Bosilj Vuk{\v s}i{\'c} and Mario Spremi{\'c}}
}
@article {1166,
	title = {Editorial: Innovation Management (July 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {07/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {corporate incubators, entrepreneurial ecosystems, innovation capacity, innovation ecosystems, Innovation management, ISPIM, KPIs, living labs, middle managers, topic modelling},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1166},
	url = {http://timreview.ca/article/1166},
	author = {Chris McPhee}
}
@article {1201,
	title = {Living Labs versus Lean Startups: An Empirical Investigation},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {12/2018},
	pages = {7-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Although we seem to be living in an era where founding a startup has never been easier, studies point to the high mortality rates of these organizations. This {\textquotedblleft}startup hype{\textquotedblright} has also induced many practitioner-based innovation management approaches that lack empirical studies and validation. Moreover, a lot of these approaches have rather similar angles, but use different wordings. Therefore, in this article, we look into two of these {\textquotedblleft}hyped{\textquotedblright} concepts: the lean startup and living labs. We review the academic studies on these topics and explore a sample of 86 entrepreneurial projects based on project characteristics and outcomes. Our main finding is that the two approaches appear to be complementary. Living labs are powerful instruments to implement the principles of the lean startup, as the real-life testing and multi-disciplinary approach of living labs seem to generate more actionable outcomes. However, living labs also require the flexibility of a startup {\textendash} ideally a lean one {\textendash} to actually deliver this promise. Thus, rather than picking a winner in this comparison, we argue that combining the concepts{\textquoteright} different strengths can bring clear benefits.},
	keywords = {entrepreneurs, impact, Innovation management, lean startup, Living lab, Open innovation, testing, user innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1201},
	url = {https://timreview.ca/article/1201},
	author = {Dimitri Schuurman and Sonja M. Protic}
}
@article {1169,
	title = {The Role of Middle Managers in the Implementation of a Corporate Incubator: A Case Study in the Automotive Sector},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {07/2018},
	pages = {31-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Lately, there has been a growing tendency of corporations to establish corporate incubators as a strategic tool of transformation. However, the managers of those incubators are often lacking the appropriate knowledge and experience when it comes to setting the right framework for implementing such novel innovation units. In this context, the role of middle managers needs to be re-evaluated in order to support them with the right toolset for such an endeavour to become successful. This article analyzes the role of middle managers in the implementation of a corporate incubator by conducting an in-depth single case study within a large German automotive company. In addition to insights from a comprehensive literature review, the study{\textquoteright}s interviews with 13 experts reveal challenges as well as key success factors from the perspective of middle managers on the stated research problem. In particular, the ability of middle managers to influence employees and top management has been considered with the aim of avoiding resistance and failure. The findings from this study contribute to the research streams of corporate incubation and middle management. In addition, the findings are particularly relevant for managers of large corporations who are facing the challenge of transforming their organization due to digitalization and unpredictable developments in the market. },
	keywords = {case study, corporate incubator, Innovation management, intrapreneurship, middle managers},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1169},
	url = {http://timreview.ca/article/1169},
	author = {Rebecca Hirte}
}
@article {1044,
	title = {Editorial: Innovation in Living Labs (January 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {01/2017},
	pages = {3-6},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {agile methods, conceptualizations, innovation labs, Innovation management, innovation tool, living labs, Open innovation, user innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1044},
	url = {http://timreview.ca/article/1044},
	author = {Chris McPhee and Dimitri Schuurman and Pieter Ballon and Seppo Leminen and Mika Westerlund}
}
@article {1099,
	title = {Q\&A. Does Machiavelli{\textquoteright}s The Prince Have Relevant Lessons for Modern High-Tech Managers and Leaders?},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {08/2017},
	pages = {40-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {cut-throat competition, Innovation management, leadership, lean philosophy, Machiavelli, Machiavellian, management, technological innovation leadership, The Prince},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1099},
	url = {http://timreview.ca/article/1099},
	author = {Clovia Hamilton}
}
@article {1003,
	title = {Detecting White Spots in Innovation-Driven  Intellectual Property Management},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {07/2016},
	pages = {34-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology companies scan the competitive arena for patents to discover research activities and technology trends. Patents are the outcome of innovation processes that take several month or even years, depending on the industry. The process of publishing patents usually lasts longer. A huge time gap of up to several years between early research and development activities and published patents is the consequence. Therefore, a patent is a weak indicator for the identification of early innovation activities. However, the inventor needs intellectual assets such as data, knowledge, and expertise to carry out an innovation process. It is likely that these intellectual assets can improve the competitor analysis {\textendash} rendering them primary targets. In this article, we introduce a systematic approach to detect intellectual property (IP) activities of stakeholders in selected technology fields (e.g., hiring experts, taking part in research projects, gathering specific data). A technology field with a low intensity of IP activities offers great opportunities, which we call a "white spot". Our proposed approach can help identify the white spots in innovation-driven IP management and thereby help devise recommendations to improve a company{\textquoteright}s IP portfolio.},
	keywords = {business model, competitive advantage, competitive arena, Innovation management, intellectual capital, intellectual property, value proposition},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1003},
	url = {http://timreview.ca/article/1003},
	author = {Daniel Eckelt and Christian D{\"u}lme and J{\"u}rgen Gausemeier and Simon Hemel}
}
@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 {956,
	title = {The Impact of Living Lab Methodology on Open Innovation Contributions and Outcomes},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {01/2016},
	pages = {7-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Open innovation scholars as well as practitioners are still struggling with the practical implementation of open innovation principles in different contexts. In this article, we explore the value of a living lab approach for open innovation in small and medium-sized enterprises (SMEs). Using a case study approach, we compared 27 SME projects conducted by iMinds Living Labs from 2011 to 2015. The results suggest that a real-life intervention and a multi-method approach {\textendash} both of which are methodological characteristics of living lab projects {\textendash} increase the chance of generating actionable user contributions for the innovation under development. Moreover, the results also suggest that a living lab project yields maximal value when evolving from concept towards prototype. Besides these exploratory findings, this article also demonstrates that living lab projects are a perfect "playground" to test and validate assumptions from the open innovation literature.},
	keywords = {collaboration, distributed innovation, entrepreneur, Innovation management, living labs, Open innovation, SME, startup, user innovation, user involvement},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/956},
	url = {http://timreview.ca/article/956},
	author = {Dimitri Schuurman and Lieven De Marez and Pieter Ballon}
}
@article {893,
	title = {Editorial: Insights (May 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {05/2015},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business ecosystems, cybersecurity, Innovation management, Internet of Things, non-practicing entities, open source policies, open source software, patent trolls, social innovation, transformative innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/893},
	url = {http://timreview.ca/article/893},
	author = {Chris McPhee}
}
@article {879,
	title = {Optimizing Innovation with the Lean and Digitize Innovation Process},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {03/2015},
	pages = {29-38},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Actionable knowledge to improve innovation and bring value to the customers and organizations is essential in today{\textquoteright}s economy. In the past, there have attempts to apply Lean Thinking and Six Sigma to the innovation processes, with mixed results. The aim of this article is discuss how to improve innovation processes using the Lean and Digitize Innovation process, which integrates digitization into the Lean Six Sigma method. Through the redesign of innovation processes and their automation, the process aims to add value to customers, improve effectiveness, eliminate waste, minimize operating costs, and reduce time-to-market. This new method is characterized by seven stages, or "the 7 Ds" (define, discover, design, develop, digitize, deploy, and diffusion), with 29 steps. This article describes the Lean and Digitize Innovation process and presents cases where the approach has been successful in helping innovation processes from start to end: from the definition of the value for the customers up to the implementation of a prototype and engineering of the delivery processes. },
	keywords = {agile innovation, Innovation management, lean and digitize, lean innovation, lean six sigma, re-engineering},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/879},
	url = {http://timreview.ca/article/879},
	author = {Bernardo Nicoletti}
}
@article {826,
	title = {Conceptualizing Innovation in Born-Global Firms},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {09/2014},
	pages = {5-10},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article summarizes the insights from a systematic study of the research literature focusing on the innovation aspects of born-global firms {\textendash} ventures that were launched to exploit a global niche from the earliest days of their operations. The authors provide a snapshot of opinions on the different aspects of innovation in the way they were conceptualized in the academic literature. The insights are based on a selection of 32 peer-reviewed journal articles addressing the different challenges associated with early internationalization and innovation in such ventures. The article emphasizes that the early internationalization of new ventures should be considered as an innovation process in itself and that innovation and internationalization have a positive effect on each other. In addition, it points out the role of knowledge acquisition and networking capabilities as key innovation enablers and refers to the emergence of the lean startup perspective on the innovation processes in born-global firms. The suggested insights will be relevant to researchers and practitioners interested in the relationship between early internationalization and innovation in international new ventures and lean global startups.},
	keywords = {born global, business model, early internationalization, Innovation management, lean startup approach},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/826},
	url = {http://timreview.ca/article/826},
	author = {Erik Zijdemans and Stoyan Tanev}
}
@article {733,
	title = {Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {22-29},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Corporate leadership and corporate culture have to be aligned to market realities to ensure the long-term success of a firm.  As companies form, grow, and mature, the management of the enterprises also have to evolve through the business lifecycle. What is successful in the introduction stage may not be successful for a mature company. Firms are required to change their focus from product development, to market development, to process development, and finally to market and financial leadership. To be successful means that not only the types of employees hired have to evolve to support the culture required, but the leadership styles and management focus also have to change and adapt to the new realities that firms encounter in their market. The dynamic model presented in this article shows the broad strategic imperatives that must be met by firms, and it is presented through a graphical illustration of how successful firms manage their evolution and how firms can fail through mis-allocation of corporate efforts to non-mission critical initiatives.},
	keywords = {innovation, Innovation management, leadership, market lifecycle, model, organizational culture, staffing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/733},
	url = {http://timreview.ca/article/733},
	author = {Tamas Koplyay and Lisa Chillingworth and Brian Mitchell}
}
@article {681,
	title = {Editorial: Technology Evolution (May 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {05/2013},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business ecosystems, industrial instrumentation and control, innovation, Innovation management, mashups, R\&D, technological change, technology evolution, web applications},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/681},
	url = {http://timreview.ca/article/681},
	author = {Chris McPhee and Michael Weiss}
}
@article {732,
	title = {Reinventing the Wheel: Contextualizing Existing Innovations as a Path to Market Success},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {16-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In the quest to create cutting-edge products, organizations often invest substantial time, attention, and capital in primary research and development (R\&D). By themselves, these R\&D investments to create avant-garde products may not provide good return-on-investment. In the context of Canadian businesses, there is a significant scarcity of resources available for R\&D. What can Canadian firms do to stay innovative when they face a plethora of difficulties, including insufficient funding? This article explores how organizations can leverage external innovation and existing technologies to create products or services that cater to the market needs. We present a three-pillar model along with examples of companies that attained market success in large part by contextualizing existing technologies in order to create innovative products or services. This approach provides companies with a high-level framework to facilitate resource-parsimonious creation of commercializable, innovative products that are competitive in today{\textquoteright}s global marketplace.},
	keywords = {commercialization, contextualization of innovation, Innovation management, market-focused innovation, organization},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/732},
	url = {http://timreview.ca/article/732},
	author = {Jeff Moretz and Karthik Sankaranarayanan and Jennifer Percival}
}
@article {608,
	title = {A Small-Firm Perspective on the Benefits of Living Labs},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {09/2012},
	pages = {44-49},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Decreasing energy consumption is a global priority and the energy market is in constant change. The search for energy-saving innovations provides an opportunity to initiate a user-centered approach using the living labs model. This article describes how Process Vision, a small-yet-leading Northern European provider of energy IT systems, applied the livings labs approach to develop novel energy-efficiency management solutions. We discuss the company{\textquoteright}s participation in the APOLLON consortium, a cross-border living labs initiative on energy efficiency. More specifically, we describe the Finland-based company{\textquoteright}s experiences of a pilot project launched in the living lab and report on the perceived managerial challenges of applying the living labs approach from the perspective of a small firm.},
	keywords = {energy efficiency, Innovation management, Living lab, managerial challenges, Open innovation, User-driven},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/608},
	url = {http://timreview.ca/article/608},
	author = {Veli-Pekka Niitamo and Mika Westerlund and Seppo Leminen}
}
@article {489,
	title = {Managing the Challenges of Becoming an Open Innovation Company: Experiences from Living Labs},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {10/2011},
	pages = {19-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {High-technology firms have paved the way for user-driven innovations, but now even traditional industries are becoming increasingly open. This shift is a great challenge for companies with instituted practices, policies, and customer relationships. In this article, we identify four distinct steps in becoming an open innovation company based on our recent research into firms{\textquoteright} experiences with living lab experiments in the information and communication technology (ICT) sector. We describe these phases and illustrate the divergent roles that users play in each one. We conclude with a discussion on the differences between the management challenges of conventional development projects versus the open innovation model. For all firms that wish to become open innovators, we recommend that their managers promote an open organizational mindset and apply groupware that supports increased openness, because traditional project management tools are insufficient for open innovation. },
	keywords = {Innovation management, Living lab, Open innovation, User-driven},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/489},
	url = {http://timreview.ca/article/489},
	author = {Mika Westerlund and Seppo Leminen}
}
