@article {1207,
	title = {Editorial: Technology Commercialization and Entrepreneurship (January 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {01/2019},
	pages = {3-8},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, digitalization, e-leadership, entrepreneurship, framework, innovation, internationalization, legitimacy, management, SMEs, startups, technology, technology intensity, ventures},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1207},
	url = {https://timreview.ca/article/1207},
	author = {Chris McPhee and Ferran Giones and Dev K. Dutta}
}
@article {1247,
	title = {The Strategies of Technology Startups Within and Between Business Ecosystems},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {06/2019},
	pages = {25-41},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology startups build strategies in order to survive within the framework of business ecosystems. However, the knowledge required to make such strategies effective is scarce. This article poses the question: {\textquotedblleft}How do small technology startups strategize within and between business ecosystems?{\textquotedblright} Based on an explorative qualitative study, this article defines and presents a dynamic strategic framework of three strategies employed by technology startups. Some startups choose to act within one defined business ecosystem, most startups use a multi-ecosystem strategy to act between and draw benefits from many business ecosystems, and the rest act as ecosystem creators that challenge the logics of existing ecosystems.},
	keywords = {boundaries, business ecosystems, entrepreneurship, startups, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1247},
	url = {https://timreview.ca/article/1247},
	author = {Taina Tukiainen and Thommie Burstr{\"o}m and Martin Lindell}
}
@article {1128,
	title = {Editorial: Innovation and Entrepreneurship in India (January 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {01/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {emerging markets, entrepreneurship, India, innovation, rural, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1128},
	url = {http://timreview.ca/article/1128},
	author = {Chris McPhee and Punit Saurabh}
}
@article {1198,
	title = {Information Security Best Practices: First Steps for Startups and SMEs},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {11/2018},
	pages = {32-42},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article identifies important first steps toward understanding and implementing information security. From the broad selection of existing best practices, we introduce a lightweight yet comprehensive security framework with four useful first steps: identifying assets and risks; protecting accounts, systems, clouds, and data; implementing a continuity plan; and monitoring and reviewing. This article is intended primarily for startups and less mature companies, but it is likely to be of interest to any reader seeking an introduction to basic information security concepts and principles as well as their implementation.},
	keywords = {best practices, cybersecurity, information security, risk management, SMEs, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1198},
	url = {https://timreview.ca/article/1198},
	author = {Urpo Kaila and Linus Nyman}
}
@article {1145,
	title = {To Internationalize or Not to Internationalize? A Descriptive Study of a Brazilian Startup},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {03/2018},
	pages = {38-46},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This study examines the failed internationalization experience of a Brazilian high-tech startup. The research methodology of the study is descriptive and aims to explore whether this startup should re-internationalize, despite an unsuccessful first experience. Based on interviews with the founders, it was found that the initial internationalization took place in an incipient way, in the heat of the moment. The lack of success with the initial internationalization did not shake the directors of the startup, who aim to return to internationalization, now in a consolidated way and counting on the advice of an investor. Despite its bitter first experience, should the startup try again? Through an analysis of the lessons learned from the startup{\textquoteright}s initial failure and insights from its consideration of a possible second attempt, this study contributes to the literature on competitiveness, internationalization, and international entrepreneurship.},
	keywords = {entrepreneurial, innovation, internationalization, startups, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1145},
	url = {http://timreview.ca/article/1145},
	author = {Flavia Luciane Scherer and Italo Fernando Minello and Cristiane Kr{\"u}ger and Andr{\'e}a Bach Rizzatti}
}
@article {1090,
	title = {Comparing the Entrepreneurial Ecosystems for Technology Startups in Bangalore and Hyderabad, India},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {47-62},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology startups are gaining increasing attention from policy makers the world over because they are seen as a means of encouraging innovations, spurring the development of new products and services, and generating employment. Technology startups tend to thrive when inserted in a conducive entrepreneurial ecosystem. Therefore, ecosystem promotion is being given increasing policy support. However, the emergence and structure of entrepreneurial ecosystems for technology startups have hardly been traced and examined in detail. In India, Bangalore occupies a unique position in the startup world, and Hyderabad is fast emerging as one of the promising startup hubs in the country. Given this background, we set out to explore and examine the structure, evolution, and growth of ecosystems for technology startups in the context of Bangalore and Hyderabad. Both the ecosystems emerged due to the initial foundation laid in the form of government{\textendash}industry{\textendash}academia triple helix and their interactions leading to the emergence of a modern industrial cluster followed by an information technology and biotechnology cluster, which then led to R\&D cluster serving both the cities. These three clusters together, gradually and steadily, facilitated an entrepreneurial ecosystem for technology startups to emerge. The ecosystem operates within the triple helix model and has a nucleus with two outer layers: i) an inner layer of primary (indispensable) factors and ii) an outer layer of supplementary (secondary) factors. Through the analysis of the experiences of Bangalore and Hyderabad and their ecosystem evolution, its structure, and components, we derive key lessons for others within and beyond India. },
	keywords = {Bangalore, ecosystems, entrepreneurship, Hyderabad, India, startups, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1090},
	url = {http://timreview.ca/article/1090},
	author = {M H Bala Subrahmanya}
}
@article {1103,
	title = {The Core Interaction of Platforms: How Startups Connect Users and Producers},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {09/2017},
	pages = {17-29},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The platform economy is disrupting innovation while presenting both opportunities and challenges for startups. Platforms support value creation between multiple participant groups, and this operationalization of an ecosystem{\textquoteright}s value co-creation represents the {\textquotedblleft}core interaction{\textquotedblright} of a platform. This article focuses on that core interaction and studies how startups connect producers and users in value-creating core interaction through digital platforms. The study is based on an analysis of 29 cases of platform startups interviewed at a leading European startup event. The studied startups were envisioning even millions of users and hundreds or thousands of producers co-creating value on their platforms. In such platform businesses, our results highlight the importance of attracting a large user pool, providing novel services to those users, offering a new market for producers, supporting the core interaction in various ways, and utilizing elements of the platform canvas {\textendash} an adaptation of the business model canvas, which we have accommodated for platform-based business models {\textendash} to accomplish these goals.},
	keywords = {core interaction, digital platforms, multisided markets, platform business, platform canvas, slush event, startups, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1103},
	url = {http://timreview.ca/article/1103},
	author = {Heidi M. E. Korhonen and Kaisa Still and Marko Sepp{\"a}nen and Miika Kumpulainen and Arho Suominen and Katri Valkokari}
}
@article {1122,
	title = {Editorial: Collaboration (December 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {12/2017},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, collaborative capability, cooperation, coworking, education, entrepreneurial commitment, entrepreneurship, industry, interdisciplinarity, SMEs, startups, university},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1122},
	url = {http://timreview.ca/article/1122},
	author = {Chris McPhee}
}
@article {1101,
	title = {Editorial: Platforms and Ecosystems (September 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {09/2017},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {digital transformation, ecosystems, innovation, orchestrators, platform economy, platforms, stakeholders, startups, strategy, technology, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1101},
	url = {http://timreview.ca/article/1101},
	author = {Chris McPhee and Ozgur Dedehayir and Marko Sepp{\"a}nen}
}
@article {1125,
	title = {Innovation by Collaboration between Startups and SMEs in Switzerland},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {12/2017},
	pages = {23-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Open innovation is key to the success of many companies. It is based on the intelligent use of all possible resources, including collaborations with parties outside the firm. Although it is well known that large companies foster and use startups as experiments in their innovation process, little is known about similar activities with small and medium-sized enterprises (SMEs). The aim of this article is to report the results of research done in Switzerland on startups and SMEs. It reveals that most startups know that they must co-operate with other companies from the very beginning of their existence, and that both sides have difficulties in performing a systematic search for possible partners. Hence, to encourage the collaborative development of innovative solutions, we propose building bridges between startups and SMEs, making the identification of possible users of new technologies (SMEs) more accessible to startups, as well as making startups more identifiable by SMEs.},
	keywords = {collaboration co-operation, innovation, matchmaking, SMEs, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1125},
	url = {http://timreview.ca/article/1125},
	author = {Fabio Mercandetti and Christine Larbig and Vincenzo Tuozzo and Thomas Steiner}
}
@article {977,
	title = {Corporate and Grassroot Frugal Innovation: A Comparison of Top-Down and Bottom-Up Strategies},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {04/2016},
	pages = {5-17},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Frugal innovations aim at the development of basic solutions that are affordable for price-sensitive customer groups. This article looks at the similarities and differences between two major approaches, corporate and grassroot frugal innovation, and identifies initial ideas on how the two streams can learn from each other. The three pillars of sustainability (economic, environmental, and social) provide one of the guidelines for the comparison. The research is based on an analysis of case studies from various industries, six of which are presented in this article. },
	keywords = {case studies, corporate frugal innovation, frugal innovation, grassroots frugal innovation, startups, sustainability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/977},
	url = {http://timreview.ca/article/977},
	author = {Liza Wohlfart and Mark B{\"u}nger and Claus Lang-Koetz and Frank Wagner}
}
@article {994,
	title = {Developing a Startup and Innovation Ecosystem in Regional Australia},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2016},
	pages = {24-32},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology is enabling change at an ever increasing pace, not only in urban contexts, but also in regional centres, where the Internet in particular is enabling entrepreneurs to compete in the global marketplace despite the size and remoteness of their home cities or towns. In regional Australia, the challenges of high unemployment, fading traditional industries, a lack of economic diversity, and a "brain drain" of talent to urban centres highlight the need for novel economic development strategies. Innovation and entrepreneurship are highlighted as potential solutions, but both require knowledge and support to be successful. In this article, the author shares lessons learned as an entrepreneur and through the ongoing development of a self-sustaining startup and innovation ecosystem in the remote region of Cairns, Australia. The model described in this article is now being applied to other regions in Australia, where trained champions are driving the development of startup and innovation ecosystems adapted to regional needs.},
	keywords = {Australia, Cairns, ecosystems, entrepreneurship, incubation, innovation, mentorship, regional, startups, theSPACE},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/994},
	url = {http://timreview.ca/article/994},
	author = {Troy Haines}
}
@article {984,
	title = {Editorial: Entrepreneurial India (May 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Brand India, entrepreneurship, higher education institutions, India, intellectual property, Make in India, Open innovation, research, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/984},
	url = {http://timreview.ca/article/984},
	author = {Chris McPhee and Dharmesh Raval}
}
@article {1022,
	title = {Editorial: Insights (October 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {10/2016},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {boundary objects, ecosystems, entrepreneurial university, entrepreneurship, growth ambitions, innovation, knowledge integration, startups, strategy, tacit knowledge, teaching},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1022},
	url = {http://timreview.ca/article/1022},
	author = {Chris McPhee}
}
@article {976,
	title = {Editorial: Managing Innovation (April 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {04/2016},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {creativity, cybersecurity, entrepreneurship, frugal innovation, innovation, managing innovation, national culture, Open innovation, projects, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/976},
	url = {http://timreview.ca/article/976},
	author = {Chris McPhee}
}
@article {1023,
	title = {Entrepreneurial Growth Ambitions: The Case of Finnish Technology Startups},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {10/2016},
	pages = {5-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology startups are expected to be a major driving force of economic growth in Europe. The search for new high-growth startups has been particularly topical in Finland, the country that is known for its high-tech products {\textendash} and the fall of Nokia{\textquoteright}s mobile phone business. Although a record number of startups has been established in recent years, the previously identified challenge is that only a small percentage of entrepreneurial businesses are responsible for the lion{\textquoteright}s share of economic benefits typically associated with entrepreneurial activity. Hence, we need better understanding of what level of growth technology entrepreneurs aim to create and why there may be differences in growth ambitions among them. In this study, we undertook interpretivist case study research in pursuit of rich, empirically grounded understanding of entrepreneurial growth ambitions in the context of Finnish technology startups. We interviewed entrepreneurs at a Finnish startup event and supplemented this information with data available publicly on the Internet related to the growth ambitions of startups. Our study sought to increase understanding of the different aspects of entrepreneurial growth ambitions, and to explore the relationship between context and growth. Based on the findings, we suggest that growth ambitions should be seen as a complex, socially constructed concept. The growth ambitions of entrepreneurs in our study were influenced, at least in part, by their startups{\textquoteright} institutional and market contexts, the scalability of their business models, their personal characteristics and experience, and their perceptions of the barriers and constraints of the field. We conclude that startups have very different growth pathways: although the growth of one startup may depend on the talent of a few software developers, the growth of another startup may be based on its success in building international sales networks. As a result, to get most out of the support provided for a startup ecosystem, support activities should be tailored to different types of high-growth startups. },
	keywords = {entrepreneurial innovation, growth ambitions, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1023},
	url = {http://timreview.ca/article/1023},
	author = {Arto Wallin and Kaisa Still and Katja Henttonen}
}
@article {988,
	title = {Q\&A. What is the Role of Higher Education Institutions in Promoting Entrepreneurship in India?},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {24-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneurship education, HEI, higher education institutions, incubation, mentoring, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/988},
	url = {http://timreview.ca/article/988},
	author = {Dharmesh Raval}
}
@article {989,
	title = {TIM Lecture Series {\textendash} An Introduction to Intellectual Property for Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {27-29},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Canada, CIPO, copyright, entrepreneurship, industrial design, intellectual property, patents, startups, trade secrets, trademarks},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/989},
	url = {http://timreview.ca/article/989},
	author = {Elizabeth Collinson}
}
@article {981,
	title = {TIM Lecture Series {\textendash} Startup Life: Lessons Learned in Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {04/2016},
	pages = {41-42},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneurship, lessons, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/981},
	url = {http://timreview.ca/article/981},
	author = {Andrea Baptiste}
}
@article {845,
	title = {Cybersecurity Startups: The Importance of Early and Rapid Globalization},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {11/2014},
	pages = {14-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Corporations and government agencies worldwide seek to ensure that their networks are safe from cyber-attacks, and startups are being launched to take advantage of this expanded market for cybersecurity products, services, and solutions. The cybersecurity market is inherently global; therefore, cybersecurity startups must globalize to survive. With this article, we fill a gap in the literature by identifying the factors that make a technology startup valuable to specific stakeholders (e.g., investors, customers, employees) and by providing a tool and illustrating a process to describe, design, challenge, and invent the actions that should be performed to globalize a cybersecurity startup early and rapidly for the purpose of increasing its value. The development of the tool builds on recent advances in the resource-based literature, the review of the literature on born-global firms and business model discovery processes, and the experience gained operating the Lead to Win ecosystem. This article will be of interest to entrepreneurs and their venture teams, investors, business development agencies, advisors, and mentors of cybersecurity startups as well as researchers who develop tools and approaches that are relevant to technology entrepreneurs. },
	keywords = {born global, cybersecurity, globalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/845},
	url = {http://timreview.ca/article/845},
	author = {Tony Bailetti and Erik Zijdemans}
}
@article {843,
	title = {Editorial: Cybersecurity (November 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {11/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {crimeware, cyber-attacks, cybersecurity, globalization, malware, safety, science of cybersecurity, scientific contributions, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/843},
	url = {http://timreview.ca/article/843},
	author = {Chris McPhee and Tony Bailetti}
}
@article {816,
	title = {Editorial: Innovation and Entrepreneurship in India (August 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {education, entrepreneurship, government support, India, innovation, knowledge systems, policy, service innovation, stakeholders, startups, uncertainty, university},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/816},
	url = {http://timreview.ca/article/816},
	author = {Chris McPhee and Kalyan Kumar Guin}
}
@article {825,
	title = {Editorial: Insights (September 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {09/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {born global, crowdsourcing, entrepreneurship, innovation, internationalization, patent citations, patent evaluation, social networks, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/825},
	url = {http://timreview.ca/article/825},
	author = {Chris McPhee}
}
@article {820,
	title = {Perceived Environmental Uncertainty for Startups: A Note on Entrepreneurship Research from an Indian Perspective},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {27-35},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In an entrepreneurship environment, understanding uncertainty is critical to startups because it is directly related to the context of decision making. In an emerging country such as India, uncertainties are more predominant due to the very nature of the emerging country, which is characterized by an underdeveloped institutional setup, a lack of protection for legal and intellectual property rights, underdeveloped factor markets, and high transaction costs. In this article, a systematic review of the existing literature on environment and uncertainty in an entrepreneurial, emerging-economy context identifies a gap of a new scale for perceived environmental uncertainty. Three primary contributions are made by this research. First, a literature review for existing uncertainty scales and their evaluation in the context of emerging countries is provided. Second, the research identifies a gap in the uncertainty measurement literature that is relevant to emerging economies. Finally, this study proposes a future research scope that can bridge the identified gap by exploring the factors of uncertainty in emerging countries. },
	keywords = {business environment, emerging economies, India, startups, uncertainty},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/820},
	url = {http://timreview.ca/article/820},
	author = {Susmita Ghosh and Bhaskar Bhowmick and Kalyan Kumar Guin}
}
@article {658,
	title = {An Ecosystem-Based Job-Creation Engine Fuelled by Technology Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {02/2013},
	pages = {31-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Job creation is at the centre of the rationale provided by governments and publicly funded organizations for investing in services purported to support entrepreneurs to launch and grow technology startups. However, little is known about how to design and build the engines that convert these publicly funded services into jobs in a region. In this article, we argue that the architecture of a job-creation engine fuelled by technology entrepreneurs is important and that it should be made visible to the stakeholders of a regional venture system. The manner in which the components of a job-creation engine are organized and integrated determines the effectiveness and efficiency of the conversion of public funds into jobs. Making visible the architecture of a job-creation engine enables individuals and organizations to: i) better understand the link between the investment made to service technology entrepreneurs and systematic job creation; ii) utilize the regional venture system more effectively; and iii) set the performance benchmark for capability improvement and rapid adjustment to environmental changes. The experience gained from operating Lead To Win since 2009 is used to describe the architecture of a job-creation engine fuelled by technology entrepreneurs that operate in Canada{\textquoteright}s Capital Region. Lead To Win is an ecosystem designed to help a technology venture generate sufficient revenue to create six or more knowledge jobs in the region within three years of inception. },
	keywords = {accelerator, economic development, entrepreneur, incubator, job creation, Lead To Win, startups, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/658},
	url = {http://timreview.ca/article/658},
	author = {Tony Bailetti and Sonia D. Bot}
}
@article {689,
	title = {Editorial: Insights (June 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {06/2013},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {case study, intellectual property, IT function, open source business, process ambidexterity, risk management, software licenses, startups, technology entrepreneurship, uncertainty},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/689},
	url = {http://timreview.ca/article/689},
	author = {Chris McPhee}
}
@article {685,
	title = {Navigating Risk When Entering and Participating in a Business Ecosystem},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {05/2013},
	pages = {25-33},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Entrepreneurs typically have limited resources during the start-up phase of a business. Business ecosystems are a strategy for entrepreneurs to access and exchange many different aspects of value, resources, and benefits. However, there may be business risks for entering a particular type of ecosystem, and further risks may be encountered after entering and participating in a business ecosystem. These risks are significant and can inhibit a startup{\textquoteright}s growth. In this article, the literature on business ecosystems is reviewed as it relates to risk to discover insights of relevance to entrepreneurs, top management teams, and business-ecosystem operators. First, the published research is organized into two streams: i) risks relating to categories of business ecosystems, and ii) risks relating to participating in business ecosystems. Then, the problem is abstracted to develop a potential strategy for managing these risks, which features a pre-entry inspection followed by real-time resource management. Finally, five recommendations are offered for entrepreneurs seeking to enter and participate in business ecosystems.},
	keywords = {business ecosystem, due diligence, entrepreneurs, literature review, mitigation, risk, risk identification, startups, threat management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/685},
	url = {http://timreview.ca/article/685},
	author = {Derek Smith}
}
@article {695,
	title = {Q\&A. Do Technology Startups Need Product Managers?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {06/2013},
	pages = {39-41},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Mint, product management, product manager, startups, Wesabe},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/695},
	url = {http://timreview.ca/article/695},
	author = {Alan Mcnaughtan}
}
@article {706,
	title = {Q\&A. Should Startups Care about Application Security?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {07/2013},
	pages = {50-52},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {application security, architecture, checklists, code reviews, cybersecurity, design, detection, prevention, software security, startups, training},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/706},
	url = {http://timreview.ca/article/706},
	author = {Sherif Koussa}
}
@article {613,
	title = {Editorial: Born Global (October 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {3-4},
	publisher = {Talent FIrst Network},
	address = {Ottawa},
	keywords = {born global, entrepreneurs, entrepreneurship, export, globalization, internationalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/613},
	url = {http://timreview.ca/article/613},
	author = {Chris McPhee and Tony Bailetti}
}
@article {561,
	title = {Editorial: Global Business Creation (June 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {06/2012},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {global business creation, globalization, international business, startups, venture creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/561},
	url = {http://timreview.ca/article/561},
	author = {Chris McPhee and Marko Sepp{\"a} and Stoyan Tanev}
}
@article {623,
	title = {Editorial: Insights (November 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {competitive advantage, global entrepreneurship, green innovation, innovation, process adaptability, process alignment, process ambidexterity, simulation, startups, supply chains},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/623},
	url = {http://timreview.ca/article/623},
	author = {Chris McPhee}
}
@article {618,
	title = {Market Channels of Technology Startups that Internationalize Rapidly from Inception},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {32-37},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The study of technology startups that internationalize rapidly from inception has increased in recent years. However, little is known about their channels to market. This article addresses a gap in the "born global" literature by examining the channels used by six startups that internationalized rapidly from inception as well as the programs they used to support their channel partners and customers. The six startups examined combined the use of the Internet with: i) a relationship with a multi-national, ii) distributors, iii) re-sellers, or iv) a direct sales force. They also delivered programs to support partners and customers that focused on communications, alliance and network development, education, marketing and promotion, and financial incentives. 

This article informs entrepreneurs who need to design go-to-market channels to exploit global opportunities about decisions made by other entrepreneurs who launched born-global companies. Normative rules and practitioner-oriented approaches are needed to help entrepreneurs explain and apply the results presented in this article. },
	keywords = {born global, channel partner, globalization, internationalization, market channels, marketing, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/618},
	url = {http://timreview.ca/article/618},
	author = {Simar Yoos}
}
@article {629,
	title = {TIM Lecture Series - 29 Lessons Learned in Entrepreneurship},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {46-48},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneurship, lessons learned, startups, strategy, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/629},
	url = {http://timreview.ca/article/629},
	author = {Wes Biggs}
}
@article {550,
	title = {TIM Lecture Series: The Importance of Dealing with Risk for New Businesses},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {04/2012},
	pages = {41-43},
	keywords = {insurance, risk management, startups, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/550},
	url = {http://timreview.ca/article/550},
	author = {Tony Lackey}
}
@article {615,
	title = {To Internationalize Rapidly from Inception: Crowdsource},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {17-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Technology entrepreneurs continuously search for tools to accelerate the internationalization of their startups. For the purpose of internationalizing rapidly from inception, we propose that technology startups use crowdsourcing to internalize the tacit knowledge embodied in members of a crowd distributed across various geographies.  For example, a technology startup can outsource to a large crowd the definition of a customer problem that occurs across various geographies, the development of the best solution to the problem, and the identification of attractive business expansion opportunities. 

In this article, we analyze how three small firms use crowdsourcing, discuss the benefits of crowdsourcing, and offer six recommendations to technology entrepreneurs interested in using crowdsourcing to rapidly internationalize their startups from inception.},
	keywords = {born global, crowdsourcing, entrepreneurship, globalization, internationalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/615},
	url = {http://timreview.ca/article/615},
	author = {Elnaz Heidari and Mohsen Akhavannia and Nirosh Kannangara}
}
@article {616,
	title = {Using Social Media to Accelerate the Internationalization of Startups from Inception},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {22-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A set of principles, processes, and tools that entrepreneurs can use to rapidly internationalize their technology startups from inception does not exist. This article discusses entrepreneurs{\textquoteright} use of online social media networks to rapidly internationalize their startups from inception. The article was inspired by how the founders of Dewak S.A. rapidly internationalized their technology startup. Dewak was founded by five unemployed Colombians in June 2008. Two years later, foreign sales comprised 95\% of the firm{\textquoteright}s revenue and provided the founders with full-time employment. Dewak{\textquoteright}s only channel to market was via online social media networks. 

Recognizing that entrepreneurs can use social media to amplify their tacit knowledge and convert it into sellable products and services contributes to the development of a learning-based view of rapid internationalization from inception. The article provides entrepreneurs seeking to launch and grow global businesses with four recommendations that may save them time and money and increase the size of their addressable markets. },
	keywords = {born global, entrepreneurship, globalization, internationalization, rapid internationalization, social media, startups, tacit knowledge, technology startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/616},
	url = {http://timreview.ca/article/616},
	author = {Tony Maltby}
}
@article {614,
	title = {What Technology Startups Must Get Right to Globalize Early and Rapidly},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {10/2012},
	pages = {5-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Upon or shortly after inception, growth-oriented technology startups must operate in a market that is global. Management teams and investors of technology startups can benefit from approaches and models that can help them operate in a global market early and rapidly. How well a technology startup addresses the realities of globalization will determine its success. A better understanding of what management teams and investors of technology startups must get right to globalize their startups is needed. This article is an attempt to meet this need. 

In this article, lessons that have been extracted from six literature streams and from information on 21 startups founded in 12 countries are used to identify the six elements that a startup must get right to globalize early and rapidly. These six elements are: i) Problem scope, ii) Stakeholders{\textquoteright} commitments, iii) Collaborative entrepreneurship, iv) Relational capital, v) Legitimacy, and vi) Global capability. The main contribution of this article is that it throws the spotlight on the need to develop prescriptive rules and practitioner-oriented models that can help a technology startup operate globally from an early stage. },
	keywords = {born global, effectuation logic, entrepreneurs, entrepreneurship, global startups, globalization, gradual internationalization, internalization, international new ventures, internationalization, multinational, rapid internationalization, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/614},
	url = {http://timreview.ca/article/614},
	author = {Tony Bailetti}
}
@article {498,
	title = {The Impact of External Relationships on the Growth of Young Technology Companies},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {11/2011},
	pages = {26-30},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Most management teams in young technology companies are aware that their success may depend on strong relationships with external organizations. However, it may not be clear to them which types of relationships are most likely to impact their growth. This article describes the author{\textquoteright}s recent research to examine the relationship between the number and diversity of business relationships and the revenue growth of young companies. By examining data collected from 80 technology firms, and the 1943 relationships they established over a two-year period, certain types of relationships were found to have measurable impacts on growth. The article focuses on the managerial implications of these findings, which include the importance of early funding, niche identification, and building relationships with large firms.},
	keywords = {funding, networks, partnerships, relationships, startups, young companies},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/498},
	url = {http://timreview.ca/article/498},
	author = {Chris Justus}
}
@article {491,
	title = {A Sales Execution Strategy Guide for Technology Startups},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {10/2011},
	pages = {32-36},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The majority of startups fail to consider sales execution as part of their overall strategy. This article demonstrates how a sales execution strategy can help a company take a product or service to market more efficiently and effectively by focusing on the customers that are key to generating revenue. Combined with techniques for recruiting effectively and measuring sales outcomes, a sales execution strategy helps technology startups exceed growth aspirations and potentially reduce or even eliminate the requirement for external investment. 

In this article, we first describe the focus of assistance currently given to startups and the reasons why sales execution strategies are often overlooked. Next, we outline recommendations for developing, implementing, and supporting a sales execution strategy. Finally, we summarize the key points presented in the article. },
	keywords = {entrepreneurs, sales, sales execution strategy, sales strategy, startups},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/491},
	url = {http://timreview.ca/article/491},
	author = {Ian Gilbert and Stephen Davies}
}
