@article {1478,
	title = {The Diffusion of Blockchain as a General Purpose Technology Driving Digital Transformation},
	journal = {Technology Innovation Management Review},
	volume = {12},
	year = {2022},
	month = {05-2022},
	pages = {22010201},
	publisher = {Talent First Network},
	chapter = {-},
	address = {Ottawa},
	abstract = {Digital transformation as a process is integrally linked to the creation and diffusion of a set of general purpose technologies (GPTs) that provide both the motive force, as well as the means, for the transformation of existing industries and the creation of entirely new ones. This article takes as its subject the diffusion of one such technology - blockchain - and explores the relationship between the Schumpeterian innovation at the core of its diffusion and digital transformation as a macro process. Theoretically, I work from Rogers{\textquoteright} definition of diffusion as a locally heterogeneous process in which variation in a new technology\&rsquo;s use and adaptation are driven by the decisions of entrepreneurs working in specific contexts, as well as Schumpeter{\textquoteright}s concept of innovation as a form of recombination. I explore variation in these processes of innovation and recombination across three broad clusters of implementations: Digital Economies, Extra-Institutional Trust, and Digital Finance. I find that each of these clusters is marked by a distinct form of innovation defined by differing patterns of recombination with other digital GPTs, and by the role that institutions and institutional actors play in this variation.},
	keywords = {blockchain, digital, general purpose technology, innovation, institutions, transformation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1478},
	url = {timreview.ca/article/1478},
	author = {Jason Windawi}
}
@article {1445,
	title = {A Cross-Pollination of Ideas about Distributed Ledger Technological Innovation through a Multidisciplinary and Multisectoral lens: Insights from the Blockchain Technology Symposium {\textquoteright}21},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {06/2021},
	pages = {58-66},
	publisher = {Talent First Network},
	chapter = {58},
	address = {Ottawa},
	abstract = {Blockchain Technology Symposium 2021 (BTS{\textquoteright}21) is a forum where academic researchers, industry professionals, and decision makers came together to present recent advancements, discuss adoption barriers, tackle common challenges, and explore future roadmaps surrounding blockchain and its related technologies such as consensus algorithms, smart contracts, cryptocurrencies, and distributed ledger technologies generally. As a follow-up to BTS{\textquoteright}18 and BTS{\textquoteright}20, which were hosted by Ryerson University and The Fields Institute, and by popular demand, BTS 2021 gathered a diverse audience from academia, industry, and policy makers to engage in a dialogue around crucial topics in the adoption of blockchain technology, with the aim of cross-fertilizing ideas from these communities to address the challenges and seize the opportunities brought forward by this promising technology. BTS{\textquoteright}21 featured multidisciplinary and multi-sectoral talks and presentations on four major themes: (1) decentralized finance (DeFi), (2) decentralized identity, (3) decentralized health and (4) decentralized supply chain management. This article provides reflections on some of the key insights found in the BTS\&rsquo;21 presentations.},
	keywords = {blockchain, decentralization, decentralized finance, decentralized health, decentralized identity, decentralized supply chains, distributed ledgers, innovation, technology adoption, technology management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1445},
	url = {timreview.ca/article/1445},
	author = {Victoria L. Lemieux and Atefeh Mashatan and Rei Safavi-Naini and Jeremy Clark}
}
@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 {1428,
	title = {The Interplay of Digital Transformation and Collaborative Innovation on Supply Chain Ambidexterity},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {03/2021},
	pages = {45-56},
	publisher = {Talent First Network},
	chapter = {45},
	address = {Ottawa},
	abstract = {This study aims at investigating the impact of digital transformation on the efficiency and adaptability of a supply chain (SC). It also identifies the role of collaborative innovation as a catalyst in these relationships. Survey data from Japanese manufacturing companies was examined using hierarchical multiple regression analysis to test the study{\textquoteright}s hypotheses. According to the results, collaborative innovation with SC members, that is, suppliers and customers, strengthens the impact of digital transformation on adaptability, but not on efficiency. In contrast, collaborative innovation with market participants, such as competitors and partners, reinforces the positive relationship between digital transformation and efficiency, with no evidence supporting its effect on the innovation-adaptability relationship. These findings encourage firms to widen the scope of their collaborative innovation activities to include different types of partners. For firms with limited abilities to conduct such complex collaboration projects, the findings can assist managers in making well-informed decisions to include partners that accommodate prioritized organizational goals.},
	keywords = {collaboration, digital transformation, innovation, resource-based view., supply chain ambidexterity, supply chain management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1428},
	url = {timreview.ca/article/1428},
	author = {Sara Abdalla and Koichi Nakagawa}
}
@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 {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 {1298,
	title = {Editorial: Insights (January 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {01/2020},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {AI, artificial intelligence, B2B sales, big data, business-to-business sales, data-based value, digital solutions, ecosystem, ecosystems, Ethics, Gujarat State, Indian IT industry, innovation, IT clusters, Knowledge Innovation clusters, Networks Analysis, regional development, Roboethics, Smart robot, strategy, Systematic literature review, technology, value capture, value creation, value sales},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1298},
	url = {timreview.ca/article/1298},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1363,
	title = {Editorial: Insights (June 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {06/2020},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {Bitcoin, blockchain, crowdfunding, crypto assets, cryptocurrencies, developing countries., distributed ledger technology, Employeedriven innovation, entrepreneurial finance, entrepreneurship, Ethereum, Financial industry, FinTech, ICOs, IEO, innovation, intellectual property rights, internationalization, IT industry, job autonomy, mining industry, moral hazard, need for autonomy, new company, Porter{\textquoteright}s Five Forces framework, regulation, scaling company value, scaling-up, self-leadership, signaling, SME, STO, sustainability, technological environment, technology, technology readiness, token offering, token sales, tokenization, value proposition, value proposition alignment, venture capital},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1363},
	url = {timreview.ca/article/1363},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@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 {1408,
	title = {Embracing Product Innovativeness in Technology Firms: The Impact of Management Model Principles},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {12/2020},
	pages = {31-45},
	publisher = {Talent First Network},
	chapter = {31},
	address = {Ottawa},
	abstract = {Extending the debate on how to enable and manage innovation requires a discussion of the potential beneficial impact of management models and corresponding principles. In this paper, we draw on literature involving product innovativeness and management models to propose that product innovativeness is facilitated and influenced by practices and principles traceable in different management models. We test our hypotheses with data from a sample of high technology firms. Findings suggest that management models and principles have varying impacts on product innovativeness. Specifically, we found the principles of obliquity, emergence, and intrinsic motivation as significant enablers of product innovativeness, along with extrinsic motivation. Also, each management model differently impacted and fostered product innovativeness.},
	keywords = {innovation, Management Model, Product innovativeness, Technology firms},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1408},
	url = {timreview.ca/article/1408},
	author = {P{\i}nar B{\"u}y{\"u}kbalc{\i} and Esin Ertemsir and Zayneb Boukari}
}
@article {1385,
	title = {Human-Centered Design for Collaborative Innovation in Knowledge-based Economies},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {09/2020},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {This research explores a university-industry collaboration based on the case study of an innovation project based on Stanford University{\textquoteright}s ME310 Design Innovation program. The Porto Design Factory and IKEA Industry joined forces to tackle a problem using what has come to be called a human-centered design approach. The case study provides an understanding of outcomes that reveal the potential of using a human-centered design approach to solve technical problems while enhancing customer experience. It also identifies the benefits that each institution gained by collaborating. The outcomes show that companies benefit from building interfaces with external partners, and that universities are relevant players in the innovation ecosystem, satisfying their third mission of being entrepreneurial institutions.},
	keywords = {co-creation, design thinking, Human-Centered Design, innovation, ME310, new product development, Project-based Learning, University-Industry Collaboration},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1385},
	url = {timreview.ca/article/1385},
	author = {Tiago Filipe Pereira da Silva and Jo{\~a}o Paulo Coelho Marques}
}
@article {1353,
	title = {More for Less? Sharing Economy as a Driver of Public Welfare Innovation},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {05/2020},
	pages = {19-27},
	publisher = {Talent First Network},
	chapter = {19},
	address = {Ottawa},
	abstract = {This article investigates sharing economy as a path to welfare innovation. It is based on a case where a digital platform is activated in order to support sharing among citizens with lung disease, and thereby increase health and well-being. The case exemplifies how sharing economy currently is taken up by public actors in the attempt to prolong the goals of the public sector beyond itself. This implies drawing everyday sharing practices into a new middle between formal organization and private relations. In a critical response to literature on sharing economy that tends to reduce "sharing" to "transaction", the article draws attention to how sharing entangles with hopes, fears, and affectual engagements of everyday life, and to how it interacts with technology in unforeseen ways and beyond anticipated outcomes. Based on the analysis, the article concludes that there may be good reasons for public welfare authorities to engage in facilitating sharing among citizens. This is not because it is likely to provide "more for less" in relation to predetermined goals, but rather because it can open up other kinds of welfare outcomes that cannot be produced by public organizations themselves.},
	keywords = {innovation, public sector, sharing economy, technology, welfare state},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1353},
	url = {timreview.ca/article/1353},
	author = {Eva Pallesen and Marie Aakj{\ae}r}
}
@article {1409,
	title = {Project Portfolio Management in the Front-End of Innovation of Research Centers: a Literature Review},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {12/2020},
	pages = {46-59},
	publisher = {Talent First Network},
	chapter = {47},
	address = {Ottawa},
	abstract = {The beginning of an innovation process, also known as {\textquotedblleft}front-end of innovation{\textquotedblright} (FEI), counts as an essential contributor to the successful development of new products and for their market appeal. Nevertheless, while helpful procedures and techniques for developing new products are well-known and widely applied, FEI is still an understudied area, and models for managing it are not yet commonly used in technology-oriented companies. FEI, also known as "fuzzy front end", can even be "fuzzier" in not-for-profit research centers. That is because the focus of these centers is advancing of scientific knowledge, rather than commercializing the results of those activities. This study summarizes the insights from a literature review on the topic of {\textquotedblleft}project portfolio management{\textquotedblright} (PPM) in relation to innovation and, more specifically, with FEI and its components of ideation, innovation management, innovation strategy, foresight, and incremental or radical innovation. The authors selected and reviewed content from 170 papers published in SCOPUS prior to February 2019. The discussion uses a theoretical framework called "Front-End of Innovation Integrative Ontology (FEI2O)" to assist in framing the discussion.},
	keywords = {front-end, ideation, innovation, not-for-profit, Project Portfolio Management, research center},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1409},
	url = {timreview.ca/article/1409},
	author = {Rui Nuno Castro and Jo{\~a}o Jos{\'e} Pinto Ferreira}
}
@article {1364,
	title = {A Two-Staged Approach to Technology Entrepreneurship: Differential Effects of Intellectual Property Rights},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {06/2020},
	pages = {5-13},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {In this article we examine how the strength of the intellectual property rights (IPR) regime drives technology entrepreneurship innovation (TEI) that comprise novel unfamiliar technological products and new business models, which in turn lead to new product-market combinations. We consider TEI to be a two-stage process that involves access and use of new technologies and technological resources by entrepreneurs. While stronger IPR may constrain easy availability of new technologies and technological resources for entrepreneurs, use of these leads to TEI. We suggest that stronger IPR regimes could lead to TEI and its positive effect is felt through easy accessibility of the latest technologies and technology resources by entrepreneurs. Our model contributes to the understanding of the effect of strong IPR regimes on the different stages of the innovation process.},
	keywords = {entrepreneurship, innovation, intellectual property rights, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1364},
	url = {timreview.ca/article/1364},
	author = {Saurav Pathak and Etayankara Muralidharan}
}
@article {1374,
	title = {Using Foresight to Shape Future Expectations in Circular Economy SMEs},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {07/2020},
	pages = {42-51},
	publisher = {Talent First Network},
	chapter = {42},
	address = {Ottawa},
	abstract = {Future foresight in business plays a central role in firms\&rsquo; strategic planning, innovation, and product development activities. This is particularly true for the firms that are operating in rapidly changing business environments, in which a firm may obtain significant competitive advantages by coming up with new innovations and customer solutions. This article studies future foresight mechanisms and practices in innovative SMEs operating in circular economy\&ndash;related industries. The future demands set by legislation and regulation, consumer buying behaviour, and environmental consciousness, all have a strong impact on an SME\&rsquo;s future horizon, in which there may be prosperous business opportunities as well as several challenges. This paper presents a qualitative case study conducted on seven Finnish circular economy-oriented SMEs. The case study reveals that the SMEs in this industrial sector are quite active in foresight activities, and that they have developed a variety of practices for effectively utilizing foresight information in their product development and strategic planning activities.},
	keywords = {circular economy, foresight, innovation, PESTEL, SMEs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1374},
	url = {timreview.ca/article/1374},
	author = {Anne-Mari J{\"a}rvenp{\"a}{\"a} and Iivari Kunttu and Mikko M{\"a}ntyneva}
}
@article {1380,
	title = {Which Factors Influence a Company{\textquoteright}s Evaluation of the Contribution of Basic Research to Innovation?},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {08/2020},
	pages = {38-51},
	publisher = {Talent First Network},
	chapter = {39},
	address = {Ottawa},
	abstract = {This paper empirically analyses how individuals in companies evaluate the contributions of basic research by universities and public research institutes to industry from multiple perspectives: manager as a spokesperson of the company (science-based industry or others), position within the company (managers or inventors), affiliations of inventors (large pharmaceutical companies or biotech start-ups), and educational background. This paper focuses on the case of Japan. Questionnaire surveys were sent to managers and inventors in established companies and start-ups across several industries. This study found that, 1) the more science-oriented the company, the higher their managers evaluate academic research, 2) inventors evaluate academic research more highly than managers, 3) inventors from biotech start-ups evaluate academic research more highly than inventors from large companies in the pharmaceutical industry, and 4) the more advanced their educational background, the more highly inventors evaluate academic research. This study suggests that {\textquoteright}closeness to science{\textquoteright} is an important factor for companies to evaluate contributions of basic research to innovation. The findings also suggest that problems within the current educational system are an indirect cause of the innovation crisis in Japan.},
	keywords = {Basic research, Biotech start-ups, innovation, Pharmaceutical companies, University and Public research institute},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1379},
	url = {timreview.ca/article/1379},
	author = {Hiromi S. Nagane and Koichi Sumikura}
}
@article {1210,
	title = {Are High-Tech Companies More Competitive Than Others? An Empirical Study of Innovative and Exporting French SMEs},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {01/2019},
	pages = {33-48},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The main objective of this research work is to question the relationship between the technological intensity of SMEs (defined by the share of R\&D expenditure in turnover, according to the OECD) and their growth potential (defined by their innovation and export capabilities). Through a multiple case study conducted with a panel of nine French SMEs, and through an analysis combining a qualitative approach (illustrative cases study) and a quantitative one (multidimensional statistical methods), several hypotheses were tested. Finally, this study points out that technological intensity, as defined by the OECD, is not directly correlated with the growth potential of SMEs. On the other hand, a company{\textquoteright}s technological intensity would have an impact on the way it manages its innovation and internationalization process, and thus the way it manages its internal practices. },
	keywords = {export, innovation, multiple-case study, SMEs, technological intensity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1210},
	url = {https://timreview.ca/article/1210},
	author = {Manon Enjolras and Mauricio Camargo and Christophe Schmitt}
}
@article {1287,
	title = {Artificial Intelligence for Innovation in Austria},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {12/2019},
	pages = {5-15},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {It has been claimed that Artificial Intelligence (AI) carries enormous potential for service and product innovation. Policy makers world-wide nowadays aim to foster environments conducive for AI-based innovation. This paper addresses the current lack of empirical data for evidence-based innovation policies and the management of AI-based innovation. It focuses on \&ldquo;AI and innovation management\&rdquo; in addressing the question whether innovation that is based on new AI technology requires a management approach different from other forms of IT innovation. We present results from a study of Austrian companies on the degree of use and implementation of AI, and on challenges related to AI-based innovation management. This study used a keyword-list approach to define \&ldquo;Artificial Intelligence\&rdquo; and to find AI-based innovation projects in research databases. These projects facilitated the identification of experts from organisations developing AI-based innovation. In total, eleven experts were interviewed about their AI-based innovation activities. The results show that AI is a very fast emerging technology that is being applied in many sectors. A broad range of innovative solutions are being developed and some have already reached the market. Specific AI business models are, however, less clear and still developing. Companies are facing multiple challenges from regulation to human resources and data collection. Managing AI-based innovation will be particularly difficult for smaller enterprises, where problems are often more pronounced than in larger industries. Explicit challenges for managing AI-based innovations include the necessary attention to managing expectations and ensuring historic metadata expertise essential for many AI-based solutions. Policies to support AI-based innovation therefore should focus on human aspects. This includes increasing the availability of AI experts, but also concerns the development of new job profiles, such as experts in AI training. AI innovators also require clear AI regulation and research investments in key challenges, such as explainable AI.},
	keywords = {AI, AI innovation management, artificial intelligence, Austria, innovation, SME},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1287},
	url = {timreview.ca/article/1287},
	author = {Erich Prem}
}
@article {1231,
	title = {Bridging Participatory Policy Trends and Research Traditions through Social Innovation},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {04/2019},
	pages = {27-36},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This study explores whether social innovation may serve as a bridge between participatory policy trends and research traditions when striving for improved societal relevance and impact of research and innovation (R\&I). Despite their shared aim of relevance and impact through civic involvement, European R\&I policies and participatory action research approaches seldom refer to each other or harness each other{\textquoteright}s resources. The study advances the knowledge regarding how the participatory elements in the policies and research approaches relate through a participatory case study of a joint R\&I process to develop a model for social innovation support in Sweden. The case study helps distinguish potential synergies between various degrees of involvement advocated in the policies and research approaches, as well as between the reliance on trending policy concepts vs. scientific notions of validity. Social innovation is perceived as a potential bridge between these elements, as it draws upon participatory academic traditions, while simultaneously tapping into current policy trends of co-creation, in the development of new approaches and solutions to societal challenges. },
	keywords = {action research, co-creation, innovation, participatory research, social innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1231},
	url = {https://timreview.ca/article/1231},
	author = {Malin Lindberg and Daniel Hallencreutz and Anna Tengqvist}
}
@article {1234,
	title = {Choosing an Outlet for Action Research: Publication Patterns in Innovation Journals},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {04/2019},
	pages = {66-77},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {With the aim to help innovation researchers choose outlets for articles based on participatory and action research methods, this article describes and discusses publication patterns of action research. A bibliographic study of 33 innovation journals ranked 4, 3, 2, and 1 in the 2018 Academic Journal Guide is complemented by a case study of this journal, the Technology Innovation Management Review, as an example of an established open access journal in the field with a wider scope and target group. From these two studies, we learn that the overall trend is towards more publications of action research articles in a diversity of outlets. Indirectly, the study supports the general view that articles striving towards adding practical relevance to research are becoming more frequent. There is no support for the notion that more renowned and higher-ranked journals would be more hesitant to accept articles with action research methods. The study also notes that there are interesting outlets beside those highly ranked and indexed in more conventional ways. The conclusion reached is that we lack a clear answer to the question of what are the best outlets for those of us who are interested in both innovation and action research. Instead, the study invites us to reflect upon what kind of impact we want to have and then act accordingly. },
	keywords = {action research, bibliography, case study, innovation, journals, participative, participatory action research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1234},
	url = {https://timreview.ca/article/1234},
	author = {Magnus Hoppe}
}
@article {1291,
	title = {Connected Health Innovation:  Data Access Challenges in the Interface of AI Companies and Hospitals},
	volume = {9},
	year = {2019},
	month = {12/2019},
	pages = {43-55},
	publisher = {Talent First Network},
	chapter = {43},
	address = {Ottawa},
	abstract = {The purpose of this paper is to explore the challenges and potential solutions regarding data access for innovation in the realm of connected health. Theoretically, our study combines insights from data management and innovation network orchestration studies, taking thereby a new approach into issues that have emerged in these research streams. Empirically, we study these issues in the context of a development endeavor involving an AI-driven surgery journey solution in collaboration with hospitals and companies. Our study indicates that the challenges and solutions in data access can be categorised according to the level where they emerge: individual, organisational, and institutional. Depending on the level, the challenges require solutions to be searched from different categories. While solutions are generally still scarce, organizational level solutions seem The purpose of this paper is to explore the challenges and potential solutions regarding data access for innovation in the realm of connected health. Theoretically, our study combines insights from data management and innovation network orchestration studies, taking thereby a new approach into issues that have emerged in these research streams. Empirically, we study these issues in the context of a development endeavor involving an AI-driven surgery journey solution in collaboration with hospitals and companies. Our study indicates that the challenges and solutions in data access can be categorised according to the level where they emerge: individual, organisational, and institutional. Depending on the level, the challenges require solutions to be searched from different categories. While solutions are generally still scarce, organizational level solutions seem to hold wide-ranging potential in addressing many challenges. By discussing these dynamics, this paper provides new knowledge for academics and practitioners on the challenges and solutions for data access and management in networked contexts. The greatest challenges among healthcare providers and health technology companies lay on uncertainties and interpretations concerning regulation, data strategy, and guidelines. Creating guidelines for data use and access in a hospital can be a first step to creating connected health innovations in collaboration with AI companies. For their part, these companies need to put effort into gaining in-depth knowledge and understanding of the processes and standards in healthcare context. Our paper is one of the first to combine data management and innovation network orchestration literatures, and to provide empirical evidence on data access related issues in this setting.to hold wide-ranging potential in addressing many challenges. By discussing these dynamics, this paper provides new knowledge for academics and practitioners on the challenges and solutions for data access and management in networked contexts. The greatest challenges among healthcare providers and health technology companies lay on uncertainties and interpretations concerning regulation, data strategy, and guidelines. Creating guidelines for data use and access in a hospital can be a first step to creating connected health innovations in collaboration with AI companies. For their part, these companies need to put effort into gaining in-depth knowledge and understanding of the processes and standards in healthcare context. Our paper is one of the first to combine data management and innovation network orchestration literatures, and to provide empirical evidence on data access related issues in this setting.},
	keywords = {artificial intelligence, connected health, Data access, data management, governance, information mobility, innovation, orchestration, patient- centered},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1291},
	url = {timreview.ca/article/1291},
	author = {Laura Kemppainen and Minna Pikkarainen and Pia Hurmelinna-Laukkanen and Jarmo Reponen}
}
@article {1228,
	title = {Editorial: Action Research (April 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {04/2019},
	pages = {3-6},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {action research, innovation, participative, participatory research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1228},
	url = {https://timreview.ca/article/1228},
	author = {Chris McPhee and Magnus Hoppe and Erik Lindhult}
}
@article {1236,
	title = {Editorial: Action Research (May 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {05/2019},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {action research, innovation, participative, participatory research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1236},
	url = {https://timreview.ca/article/1236},
	author = {Chris McPhee and Magnus Hoppe and Erik Lindhult}
}
@article {1270,
	title = {Editorial: Celebrating Innovation in Florence (October 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {10/2019},
	pages = {3-4},
	chapter = {3},
	keywords = {behavioural economics, behavioural science, bibliometric analysis, business models, Buyer-Supplier Relationships, choice architecture, collaboration, consumer-to-business, Content creator-based business models, content creators, creativity management, digital platforms, digital technologies, digital transformation, Digital user involvement, digitalization, digitization, disruption, e-commerce, human-centered data economy, IIoT, Industry 4.0, innovation, innovation policy, intellectual commerce, Living lab, mission-led science, multisided platforms, personal data, research impact, social commerce, Supplier Integration, taxonomy, user-generated content},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1214,
	title = {Editorial: Insights (February 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {02/2019},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {digital innovation, digital transformation, innovation, innovation ecosystems, management, sharing economy, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1214},
	url = {https://timreview.ca/article/1214},
	author = {Chris McPhee}
}
@article {1244,
	title = {Editorial: Insights (June 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {06/2019},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {action research, development projects, digitization, innovation, management innovation, women entrepreneurs, women managers},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1244},
	url = {https://timreview.ca/article/1244},
	author = {Chris McPhee}
}
@article {1278,
	title = {Editorial: Insights (November 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {artificial intelligence, competitive advantage, cybersecurity, deep learning, Deepfake, design rules, digitalization, entrepreneurial ecosystems, entrepreneurial university, entrepreneurship, entrepreneurship education, fake news, innovation, international entrepreneurship, leadership, Learning Capabilities, marketing, motivation, new venture teams, quadruple helix, sanctions, SMEs, teamwork, triple helix, university business incubation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1278},
	url = {timreview.ca/article/1278},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1220,
	title = {Editorial: Living Labs (March 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {03/2019},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {accelerators, business models, frameworks, innovation, living labs, Open innovation, stakeholders, sustainability, tools, UN Sustainable Development Goals, urban living labs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1220},
	url = {https://timreview.ca/article/1220},
	author = {Chris McPhee and Anna St{\r a}hlbr{\"o}st and Abdolrasoul Habibipour and Mari Runardotter and Diana Chron{\'e}er}
}
@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 {1281,
	title = {The Impact of Digitalization and Resources on Gaining Competitive Advantage in International Markets: Mediating Role of Marketing, Innovation and Learning Capabilities},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {26-39},
	publisher = {Talent First Network},
	chapter = {26},
	address = {Ottawa},
	abstract = {International Entrepreneurship as a field of studies depends on digitalization as an essential factor that drives internationalization. Riding on the wave of digitalization, firms can produce and market their products and services globally through digital platforms with reduced costs and time savings. Yet, digitalization as a determinant of competitive advantages for small and medium enterprises in international markets is rarely examined. This study fills the gap by testing the direct and indirect effects of digitalization on enterprise, specifically focusing on price, product and service advantages in digitalized international markets. Based on the data collected from 143 exporting SME manufacturers in Malaysia, results from our analysis revealed that digitalization has no direct effect on competitive advantage, but rather has strong indirect effects on product and service advantages. Managers and policymakers can thus leverage digitalization to improve their company{\textquoteright}s internationalization plans according to its intended competitive strategies.},
	keywords = {competitive advantage, digitalization, innovation, international entrepreneurship, Learning Capabilities, marketing, SMEs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1281},
	url = {timreview.ca/article/1281},
	author = {Yan Yin Lee and Mohammad Falahat}
}
@article {1216,
	title = {Innovation Ecosystems as Structures for Value Co-Creation},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {02/2019},
	pages = {25-35},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite the many recent discussions on {\textquotedblleft}innovation ecosystems{\textquotedblright} as well as on open innovation or other co-innovation models, a more in-depth understanding of the multi-actor processes of value co-creation remains rather scarce. Hence, in this case study, we provide significant novel insight about innovation ecosystems as structures enabling multi-actor value co-creation in real-life innovation ecosystems. Based on our empirical findings, we identified two key principles: 1) in order to encourage the active participation of ecosystem actors in the value co-creation process, efforts must be made to ensure a clear vision and a shared value base on which the ecosystem activities can be built and 2) facilitation is needed to support the ecosystem actors to make new connections and to share their knowledge and resources in concrete ways. Most importantly, the more diversity there is among the ecosystem actors, the greater the support for innovativeness within the value co-creation process. },
	keywords = {ecosystems, innovation, platforms, value co-creation},
	issn = {1927-0321},
	doi = { http://doi.org/10.22215/timreview/1216},
	url = {https://timreview.ca/article/1216},
	author = {Sanna Ketonen-Oksi and Katri Valkokari}
}
@article {1245,
	title = {A Management Innovation Approach to Project Planning},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {06/2019},
	pages = {4-13},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Innovation is viewed as indispensable to the economic and social development of countries, and the subject has been widely researched. The initial research focused on the development of new products and services by firms applying technological initiatives. The concept has expanded to cover many domains and features of innovation that led to innovation in non-technological areas, currently referred to as {\textquotedblleft}management innovation{\textquotedblright}. Many tools were developed by management specialists and gurus such as strategic planning, vision and mission statements, benchmarking, customer-satisfaction measurement, and outsourcing to target performance improvements in firms. The output of this article is a project development planning model that integrates management innovation tools related to the field of project planning as a novel approach tested by a consulting firm over several applications. The article has implications for managers, consultants, and professionals involved in the design, planning, and implementation of a varied range of development projects.},
	keywords = {innovation, management innovation, management innovation tools, scenario planning, strategic foresight},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1245},
	url = {https://timreview.ca/article/1245},
	author = {Haven Allahar}
}
@article {1288,
	title = {Multidimensional Data-Driven Artificial Intelligence Innovation},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {12/2019},
	pages = {16-28},
	publisher = {Talent First Network},
	chapter = {16},
	address = {Ottawa},
	abstract = {This is a critical time for the development and adoption of Artificial Intelligence (AI). The field has existed since the 1950s and is only now emerging as viable for commercial markets. Many enterprises are placing bets on AI that will determine their future. Today AI innovation becomes useful when it enriches decision-making that is enhanced by applying Big Data (BD) and Advanced Analytics (AA), with some element of human interaction using digital platforms. This research investigates an opportunity for cross-fertilization between AI, BD, and AA with related disciplines. The paper aims to investigate the potential relationship of AI, BD, and AA with digital business platforms. In doing so, it develops a multidimensional BD-driven AI innovation taxonomy framework with an AA/BD/AA innovation value chain, related levels of BD, and analytics maturity improvement. This framework can be used with a focus on data-driven human-machine relationships, and applying AI at different levels of data driven automation maturity.},
	keywords = {Advanced Analytics, AI maturity, AI value chain, Artificial Intelligence (AI), big data, enterprise platform, innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1288},
	url = {timreview.ca/article/1288},
	author = {Sergey A. Yablonsky}
}
@article {1229,
	title = {Navigating Boundaries in Additive Manufacturing through Action Research},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {04/2019},
	pages = {7-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Action research {\textendash} both as praxis but also from a critical orientation {\textendash} can elaborate modes of action, identifying the borders and margins that act as both the productive spaces for collaboration as well as the fuzzy areas that require reflection and clarification. In this exploratory case study, action research is used to follow an additive manufacturing project team in real time as it navigates fuzzy areas to integrate knowledge to produce commercializable science innovation in one of New Zealand{\textquoteright}s National Science Challenges (NSC): Science for Technological Innovation {\textendash} Kia Kotahi Mai: Te Ao Putaiao me Te Ao Hangarau (SfTI). Through action research as praxis and as critical orientation, we have identified key mechanisms in interdisciplinary and transdisciplinary research for commercialization, particularly in the context of New Zealand{\textquoteright}s indigenous M{\={a}}ori people. Our preliminary analysis indicates that an explicit understanding of the fuzzy spaces can help teams find creative and collaborative means to navigate the productive but challenging {\textquotedblleft}interstices of disciplines{\textquotedblright} (Mengis et al., 2018) to produce science innovation and discoveries and to galvanize relationships with industry and M{\={a}}ori participants. The findings also indicate that action research can promote structural, relational, and knowledge changes within teams, helping them solve complex problems in real time. },
	keywords = {action research, critical orientation, innovation, science, SfTI, transformative praxis},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1229},
	url = {https://timreview.ca/article/1229},
	author = {Katharina Ruckstuhl and Rafaela C. C. Rabello and Sally Davenport}
}
@article {1224,
	title = {Urban Living Labs: Towards an Integrated Understanding of their Key Components},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {03/2019},
	pages = {50-62},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In today{\textquoteright}s ongoing urbanization and escalating climate change, there is an increasing demand on cities to be innovative and inclusive to handle these emerging issues. As an answer to these challenges, and in order to generate and adopt sustainable innovations and nature-based solutions in the urban areas, the concept of urban living labs has emerged. However, to date, there is confusion concerning the concept of the urban living lab and its key components. Some interpret the urban living lab as an approach, others as a single project, and some as a specific place {\textendash} and some just do not know. In order to unravel this complexity and better understand this concept, we sought to identify the key components of an urban living lab by discussing the perspective of city representatives in the context of an urban living lab project. To achieve this goal, we reviewed previous literature on this topic and carried out two workshops with city representatives, followed by an open-ended questionnaire. In this article, we identify and discuss seven key components of an urban living lab: governance and management structure; financing models; urban context; nature-based solutions; partners and users (including citizens); approach; and ICT and infrastructure. We also offer an empirically derived definition of the urban living lab concept.},
	keywords = {definition, innovation, key components, Living lab, nature-based solutions, NBS, ULL, UNaLab, urban living lab},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1224},
	url = {https://timreview.ca/article/1224},
	author = {Diana Chron{\'e}er and Anna St{\r a}hlbr{\"o}st and Abdolrasoul Habibipour}
}
@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 {1194,
	title = {Editorial: Innovation Strategy and Practice (November 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {11/2018},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {best practice, collaboration, creativity, cybersecurity, framework, information security, innovation, innovation ecosystems, maturity model, method, model, practice, research, research institutions, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1194},
	url = {https://timreview.ca/article/1194},
	author = {Chris McPhee}
}
@article {1141,
	title = {Editorial: Insights (March 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {03/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {analytics, big data, business models, closed innovation, ecosystems, emerging economies, innovation, internationalization, Internet of Things, Open innovation, technology startups, value creation, value propositions},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1141},
	url = {http://timreview.ca/article/1141},
	author = {Chris McPhee}
}
@article {1154,
	title = {Editorial: Insights (May 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {05/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business models, co-creation, drop out, entrepreneurship, facilitation, innovation, internationalization, lean global startups, living labs, services, servitization, stakeholders, users, value propositions, value-in-use},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1154},
	url = {http://timreview.ca/article/1154},
	author = {Chris McPhee}
}
@article {1200,
	title = {Editorial: Living Labs (December 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {12/2018},
	pages = {3-6},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {analysis, constructs, cultural space, definition, ENoLL, framework, innovation, ISPIM, lean startup, library, living labs, methodology, stakeholder},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1200},
	url = {https://timreview.ca/article/1200},
	author = {Chris McPhee and Seppo Leminen and Dimitri Schuurman and Mika Westerlund and Eelko Huizingh}
}
@article {1173,
	title = {Editorial: Transdisciplinary Innovation (August 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {08/2018},
	pages = {3-6},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {innovation, interdisciplinary, learning, multidisciplinary, practice, transdisciplinarity, transdisciplinary},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1173},
	url = {https://timreview.ca/article/1173},
	author = {Chris McPhee and Martin Bliemel and Mieke van der Bijl-Brouwer}
}
@article {1175,
	title = {From Importing Innovations to Co-Producing Them: Transdisciplinary Approaches to the Development of Online Land Management Tools},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {08/2018},
	pages = {16-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {While traditional approaches to innovation diffusion often assume that innovations come from outside a local system, transdisciplinary co-production offers an alternative paradigm in which local stakeholders are engaged as co-producers of innovations. The use of digital online tools for agriculture, conservation, and citizen science is an area of expanding opportunities, but landholders are often dependent on tools developed outside their local communities. This article looks at the potential for transdisciplinary co-production to be used as a framework for more participatory development of digital online land management tools, with a case study from the Central Tablelands of New South Wales, Australia. This research has implications beyond rural land management to other industries and contexts where reflexive and integrative strategies are needed to overcome barriers to stakeholder participation and engagement with new technologies.},
	keywords = {adaptive, co-production, collaboration, decision-support, innovation, land management, tools, transdisciplinary},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1175},
	url = {https://timreview.ca/article/1175},
	author = {Alex Baumber and Graciela Metternicht and Peter Ampt and Rebecca Cross and Emily Berry}
}
@article {1161,
	title = {In Competition with Oneself: A Qualitative Inquiry into Amazon{\textquoteright}s Entrepreneurial Culture},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {06/2018},
	pages = {5-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Utilizing a historiographic approach based on Amazon{\textquoteright}s Letters to Shareholders (LTS) over a twenty-year timeframe (1997{\textendash}2016), this article identifies the discerning features of the company{\textquoteright}s entrepreneurial culture that enabled it to become one of today{\textquoteright}s most innovative organizations. A content analysis of the LTS while coding for underlying theoretical themes reveals Amazon{\textquoteright}s entrepreneurial culture has been increasingly celebrating a spirit of {\textquotedblleft}Self-Competition{\textquotedblright}, and by embracing ideas such as {\textquotedblleft}Day 1 Mentality{\textquotedblright}, {\textquotedblleft}Customer Centricity{\textquotedblright}, and {\textquotedblleft}Human Capital Focus{\textquotedblright}. The study findings have useful insights for entrepreneurs, founding teams, and corporate managers engaged in developing an entrepreneurial culture within their own organizations.},
	keywords = {corporate entrepreneurship, entrepreneurial culture, entrepreneurial orientation, innovation, qualitative methods},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1161},
	url = {http://timreview.ca/article/1161},
	author = {Dev K. Dutta}
}
@article {1137,
	title = {Inclusive Innovation in Biohacker Spaces: The Role of Systems and Networks},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {02/2018},
	pages = {27-37},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, we examine the development of biohacker spaces and their impact on innovation systems through the lens of inclusive innovation. Examining issues associated with people, activities, outcomes, and governance, we observe that biohacker spaces offer an alternative approach to biotechnological research outside the orthodox walls of academia, industry, and government. We explain that harnessing the full innovative potential of these spaces depends on flexible legal and regulatory systems, including appropriate biosafety regulations and intellectual property policies and practices, and organic, community-based social and financial networking.},
	keywords = {biohacker spaces, biohacking, biotechnology, crowdfunding, inclusive innovation, innovation, law, regulation, social networks},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1137},
	url = {http://timreview.ca/article/1137},
	author = {Jeremy de Beer and Vipal Jain}
}
@article {1205,
	title = {Key Constructs and a Definition of Living Labs as Innovation Platforms},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {12/2018},
	pages = {51-62},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite the growing popularity of using living labs as innovation platforms and the increasing scholarly attention toward the topic, still relatively little is known about many of their central characteristics. We use a qualitative research approach to identify key constructs of living labs and to understand how these constructs show up in the operation of living labs. So doing, we used theoretical constructs from the literature on user innovation, co-creation, and living labs to analyze a sample of membership applications to the European Network of Living Labs (ENoLL). The results from the content analysis of 40 applications revealed nine key constructs that are characteristic to living labs: 1) objective, 2) governance, 3) openness, 4) stakeholders, 5) funding, 6) value, 7) communications, 8) infrastructure, and 9) methods. These key constructs provide new insight that helps us to provide a definition of living labs as innovation platforms.},
	keywords = {constructs, definition, ENoLL, innovation, living labs, platform},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1205},
	url = {https://timreview.ca/article/1205},
	author = {Mika Westerlund and Seppo Leminen and Christ Habib}
}
@article {1202,
	title = {The Library Living Lab: A Collaborative Innovation Model for Public Libraries},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {12/2018},
	pages = {17-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {New models of governance advance towards participatory schemes in which citizens not only play an active role in decision-making processes but also the processes by which new products and services are defined and introduced. In parallel, technological innovations, and the new horizons of creativity that they allow, open a huge range of options to innovation in all areas of society, particularly in the cultural field. Under these two premises {\textendash} participation and innovation {\textendash} the Library Living Lab initiative was born at the Public Library of Miquel Batllori Volpelleres in Sant Cugat del Vall{\`e}s, Barcelona. The Library Living Lab is a space that gathers all stakeholders around the public library with the aim of exploring new methods and tools that allow us to enjoy culture both individually and collectively. This article describes how technology can be an enabling factor in a citizen-initiated grassroots project. The project implements a complete model of inter-institutional collaboration with all relevant actors around the living lab working group. The specific challenges of developing an open, flexible, and inter-connected space are identified, and the interaction dynamics based on a challenge{\textendash}action{\textendash}return methodology definition are described through practical examples. Our conclusions tackle the challenges of a horizon for the implementation of innovation initiatives {\textendash} such as living labs {\textendash} in public spaces. },
	keywords = {cultural spaces, innovation, library, Living lab, participatory, public spaces, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1202},
	url = {https://timreview.ca/article/1202},
	author = {Fernando Vilari{\~n}o and Dimosthenis Karatzas and Alberto Valcarce}
}
@article {1179,
	title = {Mixing Practices to Create Transdisciplinary Innovation: A Design-Based Approach},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {08/2018},
	pages = {60-65},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {As the problems that are our organizations are facing become more complex, dynamic, and networked, they will need to become more flexible in their ability to respond. These complex networked problem situations often cannot be tackled from a single-discipline perspective, and thus transdisciplinary innovation {\textendash} that is, innovation across and between disciplinary fields {\textendash} is becoming more important. But how can we achieve innovation in those in-between spaces, when all of our knowledge and established approaches are held within the disciplines? In this article, we look beyond the limiting confines of traditional disciplines by seeing them as collections of smaller units of action: practices. After a foray into the anatomy of practices, we discuss how a design-based approach to transdisciplinary thinking creates a framework for the mixing of practices, articulating new insights and creating new possibilities for action in the space between the established professions.},
	keywords = {disciplines, innovation, practice, transdisciplinarity, transdisciplinary education},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1179},
	url = {https://timreview.ca/article/1179},
	author = {Kees Dorst}
}
@article {1197,
	title = {A Practice Method for Studying Creative Communities},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {11/2018},
	pages = {22-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Explaining innovation {\textendash} even merely spotting it actually happening {\textendash} is difficult. In this article, I introduce an industry-friendly approach that will enable practitioners and researchers alike to observe, interpret, and understand the different types of creativities {\textendash} the raw materials necessary for innovation {\textendash} that happen in creative communities. The Practice Method for Studying Creative Communities (PMSCC) is based on theories developed by Nonaka and Takeuchi. However, unlike mainstream practice-oriented methods, the PMSCC does not necessitate the use of theory-heavy conceptualizations; instead, it focuses on the everyday, creative micro-interactions in communities. As I describe in this article, the PMSCC offers practitioners and researchers an effective way to gain new insights into an otherwise relatively opaque process. Besides outlining the method, I also present results from a research project utilizing the PMSCC, showing how the method can produce worthwhile findings, foster new insights, and help practitioners hone their creative processes.},
	keywords = {communities, creativity, innovation, practice, research method, teamwork},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1197},
	url = {https://timreview.ca/article/1197},
	author = {Pekka Buttler}
}
@article {1196,
	title = {A Strategic Management Maturity Model for Innovation},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {11/2018},
	pages = {13-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Even though strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in the business literature for the area of strategic management activities. This article updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. The Strategic Management Maturity Model for Innovation (S3M-i) is composed of six maturity levels with seven dimensions. The main contribution of the S3M-i is to put innovation into the agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This article suggests that innovation (new breakthrough products/services and business models) is the only way of creating sustainable growth, and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond to the dynamic business environment and rapidly changing customer behaviours.},
	keywords = {business model, innovation, maturity model, strategic management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1196},
	url = {https://timreview.ca/article/1196},
	author = {Ferhat Demir}
}
@article {1138,
	title = {Supporting Self-Determined Indigenous Innovations: Rethinking the Digital Divide in Canada},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {02/2018},
	pages = {38-48},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article seeks to revisit dominant narratives of digital technological development in Indigenous communities in Canada. By prioritizing Indigenous voices and drawing from concepts of self-determination and sovereignty, this analysis reorients discourse surrounding the {\textquotedblleft}digital divide{\textquotedblright} towards a strength-based approach that positions Indigenous peoples as innovators and creators, not just consumers, of digital technologies. This article begins with a discussion of how dominant media has used technology and technological imagery to misrepresent Indigenous cultures and perpetuate colonial biases, and emphasizes the importance of making space for Indigenous future imagery. Following this is a discussion of digital storytelling and virtual landscapes, showcasing a small sample of Indigenous initiatives online, in video game and app development, and in augmented and virtual reality. Finally, this article considers the potential of {\textquotedblleft}makerspaces{\textquotedblright} as a framework for future action to bridge theory and practice. },
	keywords = {digital, Indigenous, innovation, makerspaces, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1138},
	url = {http://timreview.ca/article/1138},
	author = {Jasmin Winter and Justine Boudreau}
}
@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 {1170,
	title = {A Topic Modelling Analysis of Living Labs Research},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {07/2018},
	pages = {40-51},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This study applies topic modelling analysis on a corpus of 86 publications in the Technology Innovation Management Review (TIM Review) to understand how the phenomenon of living labs has been approached in the recent innovation management literature. Although the analysis is performed on a corpus collected from only one journal, the TIM Review has published the largest number of special issues on living labs to date, thus it reflects the advancement of the area in the scholarly literature. According to the analysis, research approaches to living labs can be categorized under seven broad topics: 1) Design, 2) Ecosystem, 3) City, 4) University, 5) Innovation, 6) User, and 7) Living lab. Moreover, each topic includes a set of characteristic subtopics. A trend analysis suggests that the emphasis of research on living labs is moving away from a conceptual focus on what living labs are and who is involved in their ecosystems to practical applications of how to design and manage living labs, their processes, and participants, especially users, as key stakeholders and in novel application areas such as the urban city context.},
	keywords = {big data, data mining, innovation, Living lab, living laboratory, research trends, text analytics, topic modeling, topic modelling},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1170},
	url = {http://timreview.ca/article/1170},
	author = {Mika Westerlund and Seppo Leminen and Mervi Rajahonka}
}
@article {1075,
	title = {Accelerating Research Innovation by Adopting the Lean Startup Paradigm},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {05/2017},
	pages = {32-43},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Converting scientific expertise into marketable products and services is playing an increasingly important role in the launching of new ventures, the growth of existing firms, and the creation of new jobs. In this article, we explore how the lean startup paradigm, which validates the market for a product with a business model that can sustain subsequent scaling, has led to a new process model to accelerate innovation. We then apply this paradigm to the context of research at universities and other research organizations. The article is based on the assumption that the organizational context matters, and it shows how a deeper understanding of the research context could enable an acceleration of the innovation process. We complement theoretical examples with a case example from VTT Technical Research Institute of Finland. Our findings show that many of the concepts from early-acceleration phases {\textendash} and the lean startup paradigm {\textendash} can also be relevant in innovation discussions within the research context. However, the phase of value-proposition discovery is less adequately addressed, and that of growth discovery, with its emphasis on building on a scalable, sustainable business does not seem to be addressed with the presented innovation approaches from the research context. Hence, the entrepreneurial activities at the research context differ from those in startups and internal startups in established organizations.},
	keywords = {commercialization, context, innovation, innovation acceleration, innovation paradox, lean startup, research, research organization, VTT},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1075},
	url = {http://timreview.ca/article/1075},
	author = {Kaisa Still}
}
@article {1052,
	title = {Editorial: Innovation in Living Labs (February 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {02/2017},
	pages = {3-6},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {action research, business-to-business, emotions, innovation, living labs, needsfinding, operations, reflection},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1052},
	url = {http://timreview.ca/article/1052},
	author = {Chris McPhee and Seppo Leminen and Mika Westerlund and Dimitri Schuurman and Pieter Ballon}
}
@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 {1124,
	title = {Educational Involvement in Innovative University{\textendash}Industry Collaboration},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {12/2017},
	pages = {14-22},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The positive link between university research and industrial innovation has been widely recognized among academics and industrial practitioners. A remarkable volume of previous research emphasizes the importance of the transfer of academic knowledge into the industrial domain. In this sense, it is surprising that the role of university education is an almost neglected topic in the research concerning university{\textendash}industry collaboration, despite education and the creation of knowledge being a primary goal of universities and providing great potential in terms of improving competences. This study presents a case study that analyzes educational involvement in nine long-term university{\textendash}industry relationships. In all the cases, the research collaboration between industrial firm and university research group is directly associated with close educational involvement. The aim of the case analysis is to understand mechanisms and practices of educational collaboration that facilitate relational learning and innovation development in university{\textendash}industry relationships. The forms of educational involvement studied in this article include student projects, thesis projects, jointly organized courses, and tailored degree courses. The findings of the study reveal a number of educational collaboration practices that may facilitate relational learning, creation of new knowledge, as well as innovation development in university{\textendash}industry relationships.},
	keywords = {academic involvement, educational involvement, innovation, knowledge transfer, university{\textendash}industry collaboration},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1124},
	url = {http://timreview.ca/article/1124},
	author = {Leena Kunttu}
}
@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 {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 {1074,
	title = {Platforms for Innovation and Internationalization},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {05/2017},
	pages = {23-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The high-tech global startup has many challenges related to both innovation and internationalization. From a Danish cluster of Welfare Tech firms, eight innovative and international firms were selected and interviewed. Such firms typically have to be agile and operate in virtual networks in almost all parts of their value chains. This article contributes to the understanding of how innovation and internationalization to a great extent are interlinked. The firms have developed a core product or service offering, which the firms often describe as {\textquotedblleft}a platform{\textquotedblright}. Around the platform, they develop their products and services for new customers and users in new countries. The firms have to sustain a strong focus on the platform while at the same time developing their platform solution for new products, new customers, and new markets. This pivoting makes it possible to use the platform in a new context but is highly demanding for the firms. They need to be extremely agile and fast-moving but at the same time still to have a focus on the core of the firm: the platform. },
	keywords = {globalization, innovation, internationalization, lean and global startups, lean startup, platform},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1074},
	url = {http://timreview.ca/article/1074},
	author = {Erik Stavnsager Rasmussen and Nicolaj Hannesbo Petersen}
}
@article {1087,
	title = {Reflecting on 10 Years of the TIM Review},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {5-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In July 2007, the first issue of this journal was published under the banner of the Open Source Business Resource. Re-launched with a broader scope in 2011 as the Technology Innovation Management Review, the journal now celebrates its 10th anniversary. In this article, we review the 10-year history of the journal to examine what themes have been covered, who has contributed, and how much the articles have been read and cited. During those 10 years, the journal has published 120 monthly issues, including more than 800 publications by more than 800 international authors from industry, academia, the public sector, and beyond. As discovered with topic modelling, the journal has covered seven themes: open source business, technology entrepreneurship, growing a business, research approaches, social innovation, living labs, and cybersecurity. Overall, the website has attracted over 1 million readers from around the world {\textendash} 31\% from Asia, 30\% from the Americas, 26\% from Europe, 8\% from Africa, and 5\% from Oceania {\textendash} with over 25,000 readers now accessing the site each month. },
	keywords = {business, entrepreneurship, innovation, journal, management, open source, OSBR, research, scientometric analyses, technology, TIM Review, topic, topic modelling},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1087},
	url = {http://timreview.ca/article/1087},
	author = {Chris McPhee and Teemu Santonen and Ahmed Shah and Ali Nazari}
}
@article {1118,
	title = {Towards Third-Generation Living Lab Networks in Cities},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {11/2017},
	pages = {21-35},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Many cities engage in diverse experimentation, innovation, and development activities with a broad variety of environments and stakeholders to the benefit of citizens, companies, municipalities, and other organizations. Hence, this article discusses such engagement in terms of next-generation living lab networks in the city context. In so doing, the study contributes to the discussion on living labs by introducing a framework of collaborative innovation networks in cities and suggesting a typology of third-generation living labs. Our framework is characterized by diverse platforms and participation approaches, resulting in four distinctive modes of collaborative innovation networks where the city is: i) a provider, ii) a neighbourhood participator, iii) a catalyst, or iv) a rapid experimenter. The typology is based on an analysis of 118 interviews with participants in six Finnish cities and reveals various ways to organize innovation activities in the city context. In particular, cities can benefit from innovation networks by simultaneously exploiting multiple platforms such as living labs for innovation. We conclude by discussing implications to theory and practice, and suggesting directions for future research.},
	keywords = {city, co-creation, collaborative innovation, innovation, Living lab, networks, Open innovation, smart city, third-generation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1118},
	url = {http://timreview.ca/article/1118},
	author = {Seppo Leminen and Mervi Rajahonka and Mika Westerlund}
}
@article {1010,
	title = {Audience Commodification: A Source of Innovation in Business Models},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {08/2016},
	pages = {40-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article reports on a research project aimed at developing a business model by changing the value-creation mechanism. The essence of this change is to persuade customers to perform actions in favour of the service provider. Such actions include responding to advertising clips to unlock value. The business model was generated from the concept of audience commodification and is based on the idea of looking at users as a source of a tradeable asset in business-to-business markets. Here, attention and actions are the assets that users pay to access the proposed value. The research includes two phases of surveys and experimentation. In the first phase, the tendency and acceptance level of users towards watching advertisements to unlock value are measured. In the next phase, a platform prototype is developed to test and understand user actions towards receiving value. The sample includes 52 users of different nationalities who were seeking relationships on an online dating platform. Results revealed that users accept advertising and will perform requested actions if they can perceive the delivered value. Practical implications of this research include insights to help move away from the current {\textquotedblleft}view-based{\textquotedblright} advertising model toward new models of partnership with users in the value-creation process. This research may also stimulate further research into developing sustainable business models based on advertising revenue. },
	keywords = {audience commodification, business model, innovation, technology entrepreneurship, value marketing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1010},
	url = {http://timreview.ca/article/1010},
	author = {Datis Khajeheian}
}
@article {1007,
	title = {Corporate Entrepreneurship: A Review and Future Research Agenda},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {08/2016},
	pages = {5-18},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The overarching theme of corporate entrepreneurship literature is to understand why some firms are able to generate higher levels of corporate entrepreneurship than others. While the extant literature has greatly advanced our understanding of entrepreneurial activities by established firms, less effort has been made to systematically review the literature to help us identify missing links and knowledge in prior studies. To address this gap, this article critically reviews previous important studies on corporate entrepreneurship and then develops a framework integrating previous research. Finally, the article suggests five potentially worthwhile avenues for future research.},
	keywords = {corporate entrepreneurship, established firms, innovation, strategic renewal, venturing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1007},
	url = {http://timreview.ca/article/1007},
	author = {Kamal Sakhdari}
}
@article {985,
	title = {Creating Brand India: Strategies, Issues, and Challenges},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {05/2016},
	pages = {5-9},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Just like a product, person, or institution, a country also has an impression in the minds of people. A brand distinguishes the product of one seller from those of the others. With the Indian Prime Minister{\textquoteright}s recent call to "Make in India", brand building is receiving more attention and momentum in the country. India is the largest democratic country with the highest GDP, and it is becoming a favourable destination for the global investment giants. But, despite various strengths and successes in image building, the country faces challenges in creating a sustainable, conducive environment for making India a production hub of the world. Bureaucracy, corruption, delay in clearance of business proposals, ethical standards and work culture, tax reforms, political interventions, socio-economic barriers, regionalism, etc. are some of the challenges that must be coped with. This article examines these various issues and challenges that must be overcome in creating Brand India.},
	keywords = {Brand India, challenges, economic growth, entrepreneurship, government initiatives, innovation, Make in India},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/985},
	url = {http://timreview.ca/article/985},
	author = {Alok Chakrawal and Pratibha Goyal}
}
@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 {1008,
	title = {A Digital Maturity Model for Telecommunications Service Providers},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {08/2016},
	pages = {19-32},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Industries across the spectrum are being faced with a fundamental change: digital transformation. The telecommunications industry is no exception. For communications service providers, this transformation started some time ago with the emergence of so-called over-the-top (OTT) services such as WhatsApp and Skype. However, in spite of such transformation being underway, there is a lack of frameworks and tools to help communications service providers navigate such radical change. This article presents the findings of a research project to develop such a framework: the digital maturity model for telecommunications service providers. The model aims to offer a structured view of digital transformation that is specific to the context and challenges of the telecommunications industry and that can be used as a standard to help communications service providers benchmark themselves against peers or themselves as they advance their transformation. This article describes the need for the model and the methodology used to develop it, and it offers recommendations on how to use the model and further develop it as our understanding of digital transformation evolves.},
	keywords = {business, business transformation, digital, digital transformation, digitization, disruptive technologies, innovation, maturity model, telecommunications},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1008},
	url = {http://timreview.ca/article/1008},
	author = {Omar Valdez-de-Leon}
}
@article {991,
	title = {Editorial: Innovation and Entrepreneurship in Australia (June 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Australia, design-led innovation, ecosystem, entrepreneurship, hidden innovation, high-growth startups, innovation, innovation catalyst, ISPIM, job creation, National Innovation and Science Agenda, policy, regional innovation management, regions, strategic management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/991},
	url = {http://timreview.ca/article/991},
	author = {Chris McPhee}
}
@article {1029,
	title = {Editorial: Innovation in Tourism (November 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {11/2016},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {action research, boundary objects, co-creation, crowdsourcing, innovation, living labs, smart cities, smart destinations, technology, tourism},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1029},
	url = {http://timreview.ca/article/1029},
	author = {Chris McPhee and David Guimont and Dominic Lapointe}
}
@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 {995,
	title = {Employment Dynamics of Australian Entrepreneurship: A Management Perspective},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2016},
	pages = {33-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article attempts to draw together the literature on high-growth firms and management capability using Australian Government data from the Expanded Analytical Business Longitudinal Database. We tracked cohorts of new micro-sized firms (startups) over five years from birth. Compared with startups that had a low employment growth trajectory, medium- and high-growth micro-startups exhibited higher financial performance, higher innovation activity, and a greater propensity to seek external (debt or equity) finance. From a management perspective, medium- and high-growth startups were also significantly more likely to monitor and assess their performance across a wider range of performance indicators. High-growth micro-startups exhibited significantly higher operational process and organizational/managerial innovation, a higher likelihood of foreign ownership, and a greater demand for equity finance than medium-growth micro-startups. This data is consistent with other evidence that suggests that sustained high growth comes from superior strategic management and may suggest an ongoing role for government policy in building firm management capability in order to foster employment growth. },
	keywords = {Australia, creative destruction, employment, entrepreneurship, high growth, innovation, management, productivity, startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/995},
	url = {http://timreview.ca/article/995},
	author = {Luke Hendrickson and Stan Bucifal and Antonio Balaguer and David Hansell}
}
@article {1031,
	title = {Empowering Local Tourism Providers to Innovate through a Living Lab Process: Does Scale Matter?},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {11/2016},
	pages = {18-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A destination management organization looking to integrate technology into its tourism offering tasked a living lab with engaging tourists and tourism providers in the process. At the end of the two-year initial funding period for an action research project, the process is a success and stakeholders are engaged in the innovation ecosystem. But what is next? By observing participants and gathering feedback from stakeholders through a Policy Delphi panel, the outcomes of the project and the intentions and actions of the tourism providers and other parties were identified. Innovation capacity has increased: spin-offs were created and stakeholders have embraced open and collaborative innovation. Now, stakeholders are determined to make the process sustainable by finding other funding sources. But what should be the level of cooperation and intervention? What level can best foster innovation and knowledge retention? A case study combining a grid of characteristics and levels of analysis for living labs was used to identify one key question: for a living lab in tourism, does scale matter? This article will explore that question and will contribute to the understanding of the living lab as a model of socio-territorial action.},
	keywords = {action research, destination management, innovation, level, living labs, scale, socio-territorial action, territoriality, tourism},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1031},
	url = {http://timreview.ca/article/1031},
	author = {David Guimont and Dominic Lapointe}
}
@article {1000,
	title = {A Framework for Sustainable Circular Business Model Innovation},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {07/2016},
	pages = {5-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The circular economy concept is a novel economic model aiming to foster sustainable economic growth, boost global competitiveness, and generate new jobs. In order to make the circular economy mainstream, radical and systemic innovation is needed. Currently, a majority of the business modelling tools and methods lack at least some of the identified and needed elements for innovating business models in a circular economy. In this article, we build a framework for sustainable circular business model innovation by adding important perspectives: recognizing trends and drivers at the ecosystem level; understanding value to partners and stakeholders within a business; and evaluating the impact of sustainability and circularity. We present the results of a case study with a startup company, which was designed to test the framework and provide a concrete example of its usage and future development needs.},
	keywords = {business canvas, business model, case study, circular economy, innovation, sustainability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1000},
	url = {http://timreview.ca/article/1000},
	author = {Maria Antikainen and Katri Valkokari}
}
@article {992,
	title = {Innovation Rhetoric and Reality: An Introduction to the TIM Review{\textquoteright}s Special Issue on Innovation and Entrepreneurship in Australia},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2016},
	pages = {5-10},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this introduction to the Technology Innovation Management Review{\textquoteright}s special issue on Innovation and Entrepreneurship in Australia, Guest Editor Rowena Barrett reflects on the perceptions of "innovation", both in terms of its evolving concepts and terminology (the rhetoric) and its frontline application (the reality). Prompted by the recent launch and ongoing implementation of Australia Government{\textquoteright}s National Innovation and Science Agenda{\textquoteright}s, this special issue focuses on insights into innovation and entrepreneurship from the Australian context.},
	keywords = {Australia, entrepreneurship, innovation, National Innovation and Science Agenda},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/992},
	url = {http://timreview.ca/article/992},
	author = {Rowena Barrett}
}
@article {1034,
	title = {Priority Systems at Theme Parks from the Perspective of Managers and Customers},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {11/2016},
	pages = {40-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Waiting times are becoming an increasingly important customer-experience challenge in theme parks. The seemingly ever-present problem of long queues for rides and attractions is being tackled by the development of priority systems. These innovations allow customers to join an alternative queue that bypasses the congestion faced by regular customers. In other words, by paying extra, customers can purchase the right to be served sooner. Such systems are becoming prevalent, but there is a lack of empirical research into priority systems at theme parks in the academic and management literature, which suggests that in-depth empirical analysis is necessary in order to understand the consumer decision-making process when making this purchase. This article examines priority systems at theme parks both from the viewpoint of park management and of customers. To address this gap, we surveyed nearly 1,000 customers at a major theme park in Spain and conducted semi-structured interviews with 10 theme park managers to assess both customer and manager attitudes towards waiting generally and priority systems specifically. Our results reveal that these priority systems facilitate market segmentation. When theme parks offer this "wait or pay" option, different groups of customers are identified based on their attitudes: those who wait in regular lines and those who are willing to pay to avoid lines. Thus, this innovative system creates an important source of new revenue while also improving the customer experience by reducing waiting times and minimizing congestion. Following a discussion of our results, we offer practical recommendations to managers who need to address the challenges of waiting times in theme parks and wish to improve both profits and customer experiences by implementing a priority system.},
	keywords = {innovation, managers, priority queues, theme parks, tourism, tourist behaviour, waiting time},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1034},
	url = {http://timreview.ca/article/1034},
	author = {Gilda Hernandez-Maskivker and Gerard Ryan}
}
@article {1033,
	title = {A Process for Co-Creating Shared Value with the Crowd: Tourism Case Studies from a Regional Innovation System in Western Switzerland},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {11/2016},
	pages = {32-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite the presence of a regional innovation system, the gross value added attributed to tourism in the Swiss region of Valais is declining. Innovation policies fostering private initiatives and collaboration between companies, researchers, and coaching services have been reinforced recently, and policy instruments are in place to support strategic industries. However, no incitement instrument is dedicated to supporting the co-creation and the creation of shared value through local actors. This article presents a co-creation process of shared value and the lessons learned while implementing a new mode of innovation and entrepreneurship in two case studies in the peripheral region of Valais, Switzerland. The aim of the process is the co-creation of shared value-based business models, with an emphasis on the use of crowdsourcing to find new ways to create shared value.},
	keywords = {business models, co-creation, crowdsourcing, innovation, regional innovation system, shared value, tourism, tourism cluster},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1033},
	url = {http://timreview.ca/article/1033},
	author = {Vincent Gr{\`e}zes and B{\'e}atrice Girod Lehmann and Marc Schnyder and Antoine Perruchoud}
}
@article {1011,
	title = {A Proposed Approach for Idea Selection in Front End of Innovation Activities},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {08/2016},
	pages = {48-55},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Current research indicates that the idea evaluation processes of many firms are ad hoc or intuitive, with very few firms having defined methods. We propose a new approach to select the best ideas to pursue amidst different probable versions of the future. In support of "front end of innovation" processes, the approach emphasizes the formation of requirements for any idea that can be prioritized and measured against possible future worlds. This approach is currently conceptual; future work will develop the approach into a methodology that can be tested using real-world problems. This article will be relevant to those who are exploring novel methods and approaches to selecting the best idea within their particular domains. },
	keywords = {FEoI, front end of innovation, idea selection, innovation, multi-criteria decision making, possible worlds, real options, stochastic models},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1011},
	url = {http://timreview.ca/article/1011},
	author = {Andrew N. Forde and Mark S. Fox}
}
@article {1032,
	title = {The Smart City Ecosystem as an Innovation Model: Lessons from Montreal},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {11/2016},
	pages = {26-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Innovations are not confined to new technologies designed to improve the manufacturing processes of a product or the provision of a service. In a context of postmodernity, the new innovation paradigm calls on organizations to choose the best innovation strategies for their broader purposes. Today, such strategies usually involve adopting organizational structures that enable better collaboration with the stakeholders of an ecosystem. This article focuses on the smart city of Montreal {\textendash} selected as the 2016 Intelligent Community of the Year by the Intelligent Community Forum {\textendash} as a model of innovation. The aim is to understand the distinction between "the smart city" and "the smart destination", despite the omnipresence of tourism projects in smart city development plans. Among the key lessons are the importance of engaging tourism stakeholders and the role of a dedicated organization to develop and implement the city{\textquoteright}s unique vision.},
	keywords = {ecosystem, innovation, Montreal, smart cities, smart destination, stakeholders},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1032},
	url = {http://timreview.ca/article/1032},
	author = {Mohamed Reda Khomsi}
}
@article {967,
	title = {TIM Lecture Series {\textendash} Insights from Success and Failure in Technology Businesses},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {02/2016},
	pages = {36-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Blackberry, book launch, innovation, insights, lessons, management, Nortel, Research in Motion, technology, technology innovation management review, TIM Review},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/967},
	url = {http://timreview.ca/article/967},
	author = {Chris McPhee and Peter Carbone and Sean Silcoff}
}
@article {970,
	title = {Underground Innovation: How to Encourage Bootlegging Employees to Disclose Their Good Ideas},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {03/2016},
	pages = {5-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Employees are increasingly considered as the origin of many corporate entrepreneurial ideas. Research on {\textquotedblleft}bootlegging{\textquotedblright} posits that individuals often resort to hidden activities to elaborate their initial ideas and bring them to fruition. The origins and causes of bootlegging behaviour are well argued in the literature. Yet, less is known about what drives bootleggers to uncover their hidden ideas. This research uses field data from in-depth interviews with innovators in R\&D departments in different industries of Iran to identify factors stimulating bootleggers to reveal their underground ideas. We identified five groups of factors at individual, managerial, firm, industrial, and idea levels, explaining the revealing stage of bootlegging behaviour. The findings provide a better understanding of the later phases of bootlegging behaviour and the possible role of context-specific factors such as cultural and religious beliefs.},
	keywords = {bootlegging, corporate entrepreneurship, hidden ideas, innovation, qualitative research method, R\&D departments},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/970},
	url = {http://timreview.ca/article/970},
	author = {Kamal Sakhdari and Erfan Jalali Bidakhavidi}
}
@article {978,
	title = {Why National Culture Should Be at the Heart of Innovation Management},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {04/2016},
	pages = {18-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Over a period of decades, a substantial body of knowledge has accumulated that correlates national culture and socially and economically important behaviour, including innovation practice. National culture is an interconnected web of mental models that is shared by national groups and transcends the individual. It is highly influential in moderating the cognition and behaviour of groups and individuals. Different resources, including cognition and behaviour, are required at the different stages of the innovation process, and the context, including national culture (within which innovation is practiced), is an important consideration in designing strategy. Because innovation is a psychological and social process, understanding how national culture moderates that cognition and behaviour within the different stages of the innovation process and how the wider innovation ecosystem impacts innovation practice is central to understanding, strategizing and managing the innovation process. However, there has been limited application of this knowledge by practitioners. Therefore, this article examines the importance of national culture from a practitioner perspective, distilling the managerial implications and providing a list of questions that serve as a checklist to enable practitioners to analyze the implications of their own national and organizational context. },
	keywords = {creativity, implementation, initiation, innovation, national culture},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/978},
	url = {http://timreview.ca/article/978},
	author = {Tony Smale}
}
@article {939,
	title = {Editorial: 100th Issue (November 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {11/2015},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {3D printing, born-global firms, collaborative innovation, cybersafety, cybersecurity, cyberspace, future research, innovation, lean global startups, lean startups, management, Open innovation, social innovation, supply chains, technology, technology innovation management review, TIM Review},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/939},
	url = {http://timreview.ca/article/939},
	author = {Chris McPhee}
}
@article {908,
	title = {Editorial: Creativity in Innovation (July 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {creativity, ideation, innovation, knowledge, leadership, management, processes},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/908},
	url = {http://timreview.ca/article/908},
	author = {Chris McPhee}
}
@article {876,
	title = {Editorial: Innovation Tools and Techniques (March 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {03/2015},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {innovation, lean, living labs, management, processes, project management, risk, signalling, smart cities, systems engineering, techniques, technology entrepreneurship, tools},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/876},
	url = {http://timreview.ca/article/876},
	author = {Chris McPhee and Brendan Galbraith and Nadia Noori}
}
@article {911,
	title = {Establishing New Codes for Creativity through Haute Cuisine: The Case of Ferran Adri{\`a} and elBulli},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {25-33},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Ferran Adri{\`a} is one of the most recognized chefs in the world. His restaurant, elBulli, was awarded five times the title of the Best Restaurant in the World. Through an analysis of the last 30 years of the creative journey of elBulli, this contribution highlights that Adri{\`a} and his team of chefs succeeded in articulating two different processes: i) a process of creativity that aimed at defining a new {\textquotedblleft}school{\textquotedblright} of high cuisine and ii) a process of innovation that was expressed by the new gastronomic experiences offered to the (happy few) customers of the restaurant until its closure in 2011. A careful examination of the coupling and decoupling of these two processes shows how they fueled each other, and how the management of the organization (through a specific type of ambidexterity) was conducive to the adequate articulation of the two processes. },
	keywords = {ambidexterity, creative process, creativity, elBulli, exploitation, exploration, Ferran Adri{\`a}, gastronomy, haute cuisine, innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/911},
	url = {http://timreview.ca/article/911},
	author = {Ignasi Capdevila and Patrick Cohendet and Laurent Simon}
}
@article {949,
	title = {Exploring the Benefits of Integrating Business Model Research within Living Lab Projects},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {12/2015},
	pages = {19-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Business model and living lab research both have similar objectives {\textendash} to maximize the probability of successful market introduction of innovative solutions {\textendash} be it through different means. Yet, there are still only few studies or reports discussing both, with those studies that do touch the subject staying at a high level. iMinds Living Labs has gained a lot of experience in combined living lab and business model innovation projects and, rather than being competing approaches, our results have shown that these two research methodologies can be complementary, where the combined approach turns out to be more powerful than each individual approach used alone. The goal of this article is to promote the inclusion of business model research in a model of "a living lab as a service" (and vice versa) by explaining the benefits and by introducing a practical framework to implement such combined research tracks based on the experience at iMinds Living Labs over the past few years.},
	keywords = {business model, collaboration, innovation, living labs, user research, value network, value proposition},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/949},
	url = {http://timreview.ca/article/949},
	author = {Olivier Rits and Dimitri Schuurman and Pieter Ballon}
}
@article {948,
	title = {The Grey Areas Between Open and Closed in Innovation Networks},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {12/2015},
	pages = {6-18},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This study argues that there are different degrees of openness and closedness in innovation activity, and it highlights the need for more research on the "grey areas" between totally open and totally closed innovation, particularly in innovation networks where multiple stakeholders collaborate for innovation. Here, we focus on four key aspects of innovation networks, as characterized by their degrees of openness or closedness: governance, motivation, interaction, and innovation practices. The categorization is based on a review of theory and an empirical analysis of three distinct innovation networks, two of which represent the open living lab model, and one of which exemplifies the traditional closed innovation model. Our results can help managers improve efficiency in innovation networks by better understanding the grey areas between open and closed in innovation.},
	keywords = {closedness, innovation, innovation network, Living lab, Open innovation, openness},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/948},
	url = {http://timreview.ca/article/948},
	author = {Seppo Leminen and Taija Turunen and Mika Westerlund}
}
@article {909,
	title = {Introduction to the Special Issue on Creativity in Innovation},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {5-13},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Managing creativity for innovation is a key challenge in today{\textquoteright}s economy; therefore, the management of ideas will play in increasing role in driving the growth and resilience of organizations. Rather than simple inspired insights, ideas have to be addressed as complex socio-cognitive processes, to be organized and managed. To benefit from the full value of new ideas, management must constantly balance the formal and the informal, the logic of creation and the logic of production, and must learn to couple idea-generation processes and innovation processes through renewed knowledge management practices. In this introduction to the Technology Innovation Management Review{\textquoteright}s special issue on Creativity in Innovation, the guest editors highlight the need to manage: i) ideation processes to foster creativity, ii) the tension that exists between the logic of creation and production; and iii) disruptive innovation to transform a traditional industry. },
	keywords = {creativity, ideas, ideation, innovation, management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/909},
	url = {http://timreview.ca/article/909},
	author = {Patrick Cohendet and Laurent Simon}
}
@article {912,
	title = {Lessons in Creativity from the Innovative Design of the Swatch},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {34-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {No space is off-limits to innovation, even those occupied for many years by leading players and proven solutions. The case of the innovative Swatch watch, re-examined in this article with new information and insights, demonstrates that, without knowledge, design is not possible; but, with only knowledge, all we can do is reproduce. Innovation also requires creativity, the introduction of new concepts. Knowledge needs to be associated with unbridled, surprising, and hitherto unknown creativity, as described by the concept-knowledge theory of design. In this article, a new analysis of the well-known but misunderstood case of the Swatch yield lessons about the importance of creativity and knowledge in developing innovative products. },
	keywords = {concept, creativity, design, engineering, innovation, knowledge, Swatch},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/912},
	url = {http://timreview.ca/article/912},
	author = {Gilles Garel}
}
@article {913,
	title = {Luxury and Creativity: Exploration, Exploitation, or Preservation?},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {41-49},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article considers the role of creativity in the production and delivery of luxury. The concept of creativity is closely aligned to the idea of luxury goods as rare and highly crafted, often unique, objects produced through artistic endeavour. Moreover, some luxuries, such as expensive cars and private jets, require leading-edge design and technologically advanced inputs. Although creativity is essential for the development of new luxury goods and services, this article highlights that some luxuries are timeless and eschew the changes associated with radical creative transformations. Following a brief discussion of the nature of luxury and creativity, a number of examples are employed to illustrate the different roles of creativity in the development and delivery of different types of luxury. The relationship between luxury and creativity is shown to be varied and complex.},
	keywords = {craftsmanship, creativity, innovation, knowledge, luxury},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/913},
	url = {http://timreview.ca/article/913},
	author = {Joanne Roberts and John Armitage}
}
@article {932,
	title = {Making Smart Regions Smarter: Smart Specialization and the Role of Universities in Regional Innovation Ecosystems},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {10/2015},
	pages = {7-15},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {What makes a "smart region" smarter? We argue that it is the active orchestration of the regional ecosystem around concepts such as knowledge co-creation and exploitation, opportunity exploration, and capacity building. Simply adding to the proliferation of software developers in the area, stimulating the activities of business clusters around information technology, and providing digitally enabled services for citizens is not enough to make a region smarter. Smartness is enhanced by a well-orchestrated regional innovation ecosystem with a strong "smart specialization strategy" that leverages the new societal roles played by universities. In this article, we describe the European Commission{\textquoteright}s program for research and innovation strategies for smart specialization (RIS3) and show how the Helsinki Region in Finland is using smart specialization, ecosystem orchestration, and the active role of universities to enhance regional innovation and the "smartness" of the region. These activities are discussed in the context of policy documents and strategy papers from regional, national, and European authorities, which illustrates some differences between papers and practice. This is work in progress, and based on early results, we draw initial conclusions about how putting policy into practice can make smart regions smarter.},
	keywords = {innovation, innovation ecosystems, quadruple helix, role of universities, smart cities, smart regions, smart specialisation, smart specialization, societal innovation, triple helix},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/932},
	url = {http://timreview.ca/article/932},
	author = {Markku Markkula and Hank Kune}
}
@article {944,
	title = {Q\&A. In the Innovation Game, Why Do So Many Companies Stay on the Sidelines?},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {11/2015},
	pages = {35-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {co-creation, co-innovation, collaboration, innovation, lead users, Open innovation, open source},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/944},
	url = {http://timreview.ca/article/944},
	author = {Katri Valkokari}
}
@article {940,
	title = {Reflecting on 100 Issues of the TIM Review},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {11/2015},
	pages = {5-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {First launched in 2007, the Technology Innovation Management Review has now reached the milestone of 100 issues. This article looks back over these first 100 issues, the themes they covered, trends in authorship and readership, and future opportunities and challenges for the journal.},
	keywords = {business, entrepreneurship, innovation, journal, management, Open Source Business Resource, OSBR, technology, technology innovation management review, TIM Review},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/940},
	url = {http://timreview.ca/article/940},
	author = {Chris McPhee}
}
@article {915,
	title = {Setting the Stage for Collaborative Creative Leadership at Cirque du Soleil},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {59-65},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Debates about the nature of leadership for creativity have been ongoing since the 1950s. But, despite the central role leadership plays in the management of creative processes, few contributions highlight the actual practice of leadership for collaborative creative ventures. This interview with the Director of Acrobatics and Coaching at Cirque du Soleil addresses the reflexive experience of a creative leader faced with the challenges of integrating multiple expertises around complex, technological, human, and poly-sensorial creative performances. In this context, leadership for collaborative creativity appears as a constant and dynamic balancing act between people, ideas, deliverables, and the position and personality of the leader.},
	keywords = {Cirque du Soleil, collaboration, creativity, innovation, leadership},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/915},
	url = {http://timreview.ca/article/915},
	author = {Laurent Simon}
}
@article {934,
	title = {Sustainable Innovation: A Competitive Advantage for Innovation Ecosystems},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {10/2015},
	pages = {24-30},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, we elaborate the emerging concept of sustainable innovation and analyze the relevance of innovation as a means to solve wicked problems and enhancing sustainable well-being. We also examine the changing conditions for innovation creation: building global knowledge hubs and local innovation ecosystems. As a result, the drivers of innovation and opportunities to utilize the untapped innovation potential of people outside traditional innovation contexts are expanded and diversified. Ultimately, the success of sustainable innovation constitutes its impact on the well-being of people and vice versa: sustainable well-being is an important source of innovation and growth. The article adds to the conceptual development of sustainable innovation and its motivation, which lies in combining competitiveness, the well-being of people, and inclusive solutions.},
	keywords = {innovation, innovation ecosystem, sustainability, sustainable innovation, well-being},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/934},
	url = {http://timreview.ca/article/934},
	author = {Kaisa Oksanen and Antti Hautam{\"a}ki}
}
@article {910,
	title = {Toward a New Understanding of Creative Dynamics: From One-Size-Fits-All Models to Multiple and Dynamic Forms of Creativity},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {14-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article proposes an alternative to a managerial "best practice" approach to creativity based on the notion of creativity as a singular concept. Our alternative draws on three fundamental ideas that are emerging in different pockets of the creativity literature in a way that can be readily conceptualized and applied in practice. The first idea is that creativity is really about "creativities", or a cluster of different and discrete qualities that can be combined to suit the context in which they operate. The second is that creativity is not static: it is about "creativitying", or the action and the practice of combining these creativities, which evolve over time. The third is that being creative in organizations is not an individual act: rather, it is the multiple activities of groups as they go about creativitying.},
	keywords = {action-embedded creativity, creative dynamics, creativities, creativity, creativitying, innovation, management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/910},
	url = {http://timreview.ca/article/910},
	author = {Stephen Cummings and Chris Bilton and dt ogilvie}
}
@article {895,
	title = {Viability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {05/2015},
	pages = {17-30},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. },
	keywords = {business model, ecosystem, healthcare, innovation, institutionalization, technology, transformative service, viability, viability assessment, viability radar},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/895},
	url = {http://timreview.ca/article/895},
	author = {Marikka Heikkil{\"a} and Jouni Saarni and Valtteri Kaartemo and Aki Koponen}
}
@article {812,
	title = {Ambidextrous Strategies and Innovation Priorities: Adequately Priming the Pump for Continual Innovation},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {44-51},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The dynamic and unpredictable nature of the market has caused many organizations within rapidly changing industries to fail. These failures are, in part, due to a lack of continual and balanced innovation that firms should aim to achieve. That is, although firms may succeed at either refining existing competencies for incremental innovations or exploring new opportunities for radical innovations, many firms have experienced great difficulty in simultaneously pursuing and realizing success in both areas. This innovation imbalance arises when firms stick to traditional strategic notions of competition in fast-moving industries; these firms have not realized that the ability to compete in current and new markets begins with the strategies and priorities that are responsible for the very nature of innovation capabilities. The purpose of this study is to offer a reconceptualization of notions related to organizational strategy that are responsible for driving innovation capabilities. Specifically, this study develops a continual innovation framework that illustrates the impact ambidextrous strategies and priorities have on the firm{\textquoteright}s ambidextrous innovation capability. It offers a modified concept of ambidexterity (i.e., exploration, exploitation, coordination) to reconceptualize business, marketing, and information systems strategies as ambidextrous strategy constructs. The article also discusses the relationships between constructs and the implications of this reconceptualization for researchers and managers.},
	keywords = {ambidexterity, exploitation, exploration, innovation, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/812},
	url = {http://timreview.ca/article/812},
	author = {Nehemiah Scott}
}
@article {764,
	title = {Collaborative Idea Management: A Driver of Continuous Innovation},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {11-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite the critical importance of innovation to most companies{\textquoteright} ongoing success, many organizations fail to develop sustainable innovation management processes. The article explores the application of collaborative idea management to drive continuous innovation in large organizations based on our experience at Waabii, an innovation software and consulting service provider. First, we identify the key roadblocks faced by organizations in managing their innovation processes. Next, we describe the innovation model created at Waabii to help implement a sustainable innovation process, and we present a case study of an innovation management software solution, Exago Idea Market, which was implemented to create a collaborative and sustainable innovation environment in a large global telecommunications company. Finally, we offer recommendations for implementing this model of collaborative idea management. This article is particularly relevant to managers in larger organizations and practitioners of organizational change seeking to identify inhibitors of growth and business innovation and how to combat the roadblocks and create a sustainable innovation environment.},
	keywords = {collaboration, collaborative idea management, crowdsourcing, culture, innovation, leadership, Open innovation, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/764},
	url = {http://timreview.ca/article/764},
	author = {Jesper Bank and Adnan Raza}
}
@article {769,
	title = {Editorial: Emerging Technologies (March 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {03/2014},
	pages = {3-6},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {3D printing, big data analytics, BYOD, crowdsourcing, emerging technology, entrepreneurship, innovation, IT consumerization},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/769},
	url = {http://timreview.ca/article/769},
	author = {Chris McPhee and David Hudson}
}
@article {852,
	title = {Editorial: Innovation and Entrepreneurship (December 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {12/2014},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {3D printing, business models, commercialization, disruption, entrepreneurship, innovation, innovation capacity, innovation culture, patents, social entrepreneurship, social innovation, spinoffs, university technology transfer, value propositions},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/852},
	url = {http://timreview.ca/article/852},
	author = {Chris McPhee}
}
@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 {806,
	title = {Editorial: Insights (July 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {ambidexterity, business ecosystems, business models, entrepreneurship, improvisation, innovation, Internet of Things, knowledge-intensive business services, platforms, public good, publicly funded research, standards, strategy, value co-creation, value design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/806},
	url = {http://timreview.ca/article/806},
	author = {Chris McPhee}
}
@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 {798,
	title = {Editorial: Opportunities and Capabilities (June 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {capabilities, entrepreneurship, innovation, IT capabilities, IT function, mobile services, opportunities, organizational legitimacy, patent citations, patent value, professional services, service innovation, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/798},
	url = {http://timreview.ca/article/798},
	author = {Chris McPhee}
}
@article {762,
	title = {Editorial: Seeking Solutions (February 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, employee entrepreneurship, entrepreneurial orientation, entrepreneurship, innovation, local open innovation, Open innovation, Seeking Solutions, technology adoption, value creation, virtual proximity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/762},
	url = {http://timreview.ca/article/762},
	author = {Chris McPhee}
}
@article {765,
	title = {Enhancing Innovation through Virtual Proximity},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {17-22},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Historically, innovation strategists have focused on leveraging local resources and the development of local clusters, which have relied heavily on personal contact. It was assumed that serendipity would occur through casual contact and that this contact would result in rapid sharing of ideas. Many studies have supported this concept; however, the pace of innovation has changed and the most successful organizations promote not only physical proximity but also virtual proximity to resources. Virtual proximity refers to the level of emotional closeness between individuals, as developed through the use of information and communications technologies. This article argues that organizations can and should look to develop local virtual relationships supported by physical proximity: the mix of both virtual proximity and physical proximity can increase an organization{\textquoteright}s innovation capability. },
	keywords = {clusters, communication, distance, innovation, tools, virtual proximity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/765},
	url = {http://timreview.ca/article/765},
	author = {Tom Coughlan}
}
@article {763,
	title = {Generative Innovation Practices, Customer Creativity, and the Adoption of New Technology Products},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {5-10},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {We offer a critical reflection on one of the key reasons for the startlingly low success rate of innovation initiatives worldwide {\textendash} the fact that the interactive environment surrounding the customer is a critical part of the adoption process; it can and should be designed in a way that enables customer creativity, and thus adoption. In this article, we embrace a definition of innovation as {\textquotedblleft}the adoption of a new practice by a community{\textquotedblright} where the innovator is the one who does not only sense and move into new opportunities but also mobilizes all the necessary resources needed by customers to adopt a new practice. The emphasis on adoption merges together innovation and entrepreneurship by shifting the focus from the inventor and the designer, through the entrepreneur, to the ultimate recipient of the innovative outcomes. Looking at customers as co-creators is critically important for technological product adoption; missing the chance to enable their creativity is equivalent to missing the opportunity of seeing them for who they really are. The result is a distorted vision that is ultimately rooted in the misconception of the dynamics of customer value. We particularly emphasize two points: i) the increasing degree of complexity of everyday technological products requires a higher degree of creativity by customers to adopt; and ii) customer creativity is not only a function of user-technology interaction, it is a function of the various actors in the interactive environment surrounding the customer such as other customers, other technologies, local distributors, customer/technical support providers, and competitors. },
	keywords = {co-creation, customer creativity, customer value, entrepreneurship, innovation, technology adoption},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/763},
	url = {http://timreview.ca/article/763},
	author = {Stoyan Tanev and Marianne Harbo Frederiksen}
}
@article {818,
	title = {The Government of India{\textquoteright}s Role in Promoting Innovation through Policy Initiatives for Entrepreneurship Development},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {08/2014},
	pages = {11-17},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In spite of having a large publicly funded science and technology infrastructure and a sizeable education base, India has not been able to realize its innovative potential due to a fragmented innovation ecosystem. The government of India has taken many initiatives towards strengthening the innovation ecosystem, the most important of which are: i) the establishment of the National Innovation Council, whose mandate is to coordinate various innovation-related activities, and ii) the new Science, Technology and Innovation Policy 2013, which is intended to promote entrepreneurship and science-led solutions for sustainable and inclusive growth. With a focus on this new policy initiative, this article describes the current innovation ecosystem and the challenges it faces, and it discusses the efforts made by the government towards the promotion of innovation for entrepreneurship development and sustainable growth. With the implementation of this new policy the early indications are that India is poised to take a big leap towards innovation-led growth.},
	keywords = {economic growth, entrepreneurship, government, India, innovation, innovation ecosystem, policy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/818},
	url = {http://timreview.ca/article/818},
	author = {Ravindra Abhyankar}
}
@article {780,
	title = {Innovation in Services: A Literature Review},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {04/2014},
	pages = {6-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The article reviews the literature relevant to innovation in services, which has flourished since the 1990s. We discuss the definition of service and to what extent the characteristics of service output have influenced the conceptualization of innovation in services. Then, based on the literature review, we develop a conceptual framework for innovation in service sector, which classifies innovation in service sector into three main approaches: i) assimilation, where innovation in the service sector is assimilated from innovation in manufacturing sector; ii) demarcation, which differentiates innovation in service sector from the traditional conceptualization of innovation in manufacturing sector; and iii) synthesis, which aggregates both assimilation and demarcation approaches within a common conceptual framework. We discuss the relationship between innovation in services and economic performance using productivity and employment as two indicators of performance.},
	keywords = {assimilation approach, demarcation approach, economic performance, innovation, service innovation, synthesis approach},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/780},
	url = {http://timreview.ca/article/780},
	author = {Rabeh Morrar}
}
@article {808,
	title = {Innovation Opportunities: An Overview of Standards and Platforms in the Video Game Industry},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {15-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The video game industry offers insights into the significance of standards and platforms. Furthermore, it shows examples of how new entrants can offer innovative services, while reducing their own risk, through bridging the boundaries between standards. Through an exploration of both past and present, this article aims to serve as a primer for understanding, firstly, the technological standards and platforms of the video game industry, and secondly, the recent innovations within the video game industry that have enabled products to be made available across platforms.},
	keywords = {arcade games, computer games, console games, innovation, mobile games, platforms, standards, video game industry},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/808},
	url = {http://timreview.ca/article/808},
	author = {Mikael Laakso and Linus Nyman}
}
@article {793,
	title = {Integrating Design for All in Living Labs},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {05/2014},
	pages = {50-59},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The European Union has identified innovation as a key driver behind business competitiveness and responsive governance. However, innovation in and of itself may not be sufficient to help businesses bring new products to market and to help governments shape public services that meet the real needs of citizens. The Integrating Design for All in Living Labs (IDeALL) project sought to identify and test methodologies for designing with users in real-life settings. The results of the experiments showed how different methodologies can be applied in different contexts, helping to provide solutions to societal issues and to create products and services that genuinely meet user requirements. In this article, we describe the methodologies used in the IDeALL project and provide examples of the project{\textquoteright}s experiments and case studies across four main areas: i) services; ii) health and social care; iii) information and communication technology; and iv) urban design. },
	keywords = {3H, co-creation, design, design for all, health, HUMBLES, ICT, innovation, living labs, LUPI, methodologies, service prototyping, services, social care, urban design, user-centred approaches},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/793},
	url = {http://timreview.ca/article/793},
	author = {Madeleine Gray and Mika{\"e}l Mangyoku and Artur Serra and Laia S{\'a}nchez and Francesc Aragall}
}
@article {800,
	title = {Mobile Convergence and Entrepreneurial Opportunities for Innovative Products and Services},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {14-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Our research on 2012 and 2013 Canadian wireless service pricing indicates that data was underpriced relative to traditional voice and text messaging services. Such a situation, while potentially disadvantaging consumers of traditional mobile services, created a market that favoured competitors pursuing innovative uses of mobile data. Although more competitive pressures in the telecommunications market would provide broader benefits to Canadian consumers and facilitate greater innovation in related services, a favorable pricing differential vis-{\`a}-vis data transmission provides useful incentives. Even with recent changes to the pricing of mobile services in Canada, we should expect continued development of services that substitute data for voice and text messaging, particularly for international communications, as well as more innovative uses of mobile data.},
	keywords = {Canada, competition, entrepreneurship, innovation, mobile convergence, mobile services, wireless pricing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/800},
	url = {http://timreview.ca/article/800},
	author = {Jeff Moretz and Chirag Surti}
}
@article {781,
	title = {Radical Versus Incremental Innovation: The Importance of Key Competences in Service Firms},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {04/2014},
	pages = {15-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Today, innovation often takes place using open practices and relies on many sources for knowledge and information. The purpose of this article is to study how different knowledge-based antecedents influence the ability of service organizations to innovate. Using data about the Norwegian service sector from the 2010 Community Innovation Survey, we examined how three types of competence, namely R\&D activities, employee-based activities, and customer-related activities, influence the propensity of firms to introduce radical or incremental innovations. The results show that R\&D-based competence is important for service firms when pursuing radical innovations, whereas employee-based activities such as idea collaboration are only found to influence incremental innovations. The use of customer information was found to be an important driver for both radical and incremental innovations. The findings points to managerial challenges in creating and balancing the types of competence needed, depending on type of innovation targeted by an organization. },
	keywords = {community innovation survey, competences, innovation, innovation novelty, services},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/781},
	url = {http://timreview.ca/article/781},
	author = {Marit Engen and Inger Elisabeth Holen}
}
@article {775,
	title = {TIM Lecture Series {\textendash} Adventures in Innovation:  Inside the Rise and Fall of Nortel},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {03/2014},
	pages = {39-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Bell-Northern Research, BNR, company culture, industrial design, innovation, Nortel, Northern Telecom, user-centred design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/775},
	url = {http://timreview.ca/article/775},
	author = {John F. Tyson}
}
@article {803,
	title = {TIM Lecture Series {\textendash} Insights on Innovation},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {40-41},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {customer focus, ecosystems, innovation, service provision, telecommunications},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/803},
	url = {http://timreview.ca/article/803},
	author = {Ibrahim Gedeon}
}
@article {813,
	title = {TIM Lecture Series {\textendash} The Laboratory for Analytic Sciences: Developing the Art and Science of Analysis},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {52-54},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {analysis, analytics, big data, collaboration, cybersecurity, framework, innovation, instrumentation, monitoring, prediction, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/813},
	url = {http://timreview.ca/article/813},
	author = {J. David Harris}
}
@article {790,
	title = {Using Trademarks to Measure Innovation in Knowledge-Intensive Business Services},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {05/2014},
	pages = {18-30},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {We present an empirical approach to measuring service innovation on the company level through the analysis of trademarks. Prior empirical investigations in several industries have shown that a trademark may be used as an innovation indicator. This article explores the use and relevance of trademarks by conducting a survey in the knowledge-intensive business services (KIBS) industries with 278 participating companies. Our survey results explain the use of trademarks as a way to protect innovation and intellectual property for KIBS. In sum, we show that trademarks can be described as adequate and useful indicators to measure new service innovations in the KIBS industries. Additionally, we show that trademarks have the potential to overcome weaknesses of traditional measurement concepts towards KIBS innovation and might make special surveys redundant in the future.},
	keywords = {innovation, innovation indicator, KIBS, knowledge-intensive business services, trademarks},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/790},
	url = {http://timreview.ca/article/790},
	author = {Matthias Gotsch and Christiane Hipp}
}
@article {742,
	title = {Actor Roles in an Urban Living Lab: What Can We Learn from Suurpelto, Finland?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {11/2013},
	pages = {22-27},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {There is a growing trend to involve citizens in city development to make urban areas more suitable to their needs and prevent social problems. City centres and neighbourhoods have increasingly been serving as regional living labs, which are ideal platforms to explore the needs of users as residents and citizens. This article examines the characteristics and success factors of urban living labs based on a case study of Suurpelto, Finland. Urban living lab activity is characterized by a practice-based innovation process with diffuse and heterogeneous knowledge production that aims to address urban problems of varying complexity. User involvement is critical for co-creating value, but equally important is collaboration between other living lab actors: enablers, providers, and utilizers. Enabler-driven labs can be successful in creating common goals but they need providers, such as development organizations, to boost development. Proactive networking, experimentation as a bottom-up process, using student innovators as resources, as well as commitment and longevity in development work are success factors for urban living labs.},
	keywords = {innovation, knowledge production, networks, regional development, urban living labs},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/742},
	url = {http://timreview.ca/article/742},
	author = {Soile Juuj{\"a}rvi and Kaija Pesso}
}
@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 {672,
	title = {Editorial: Open Innovation and Entrepreneurship (April 2013)},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {04/2013},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business ecosystems, entrepreneurial orientation, entrepreneurship, incubation, innovation, Open innovation, partnership, R\&D, regional innovation system, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/672},
	url = {http://timreview.ca/article/672},
	author = {Chris McPhee and Jean-Pierre Segers}
}
@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 {741,
	title = {The Habitation Lab: Using a Design Approach to Foster Innovation for Sustainable Living},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {11/2013},
	pages = {15-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article describes a first step towards a strategy for using living labs as a means to foster innovation and develop new concepts of sustainable living from an architectural point of view. The overall aim is to enable truly sustainable living through radically reduced energy and resource use thus addressing both environmental and social aspects of sustainability. Earlier research has shown that contemporary housing developments, including those with a sustainable profile, do not profoundly question modern lifestyles and consumption, which is a necessity to overcome limitations of a technological focus on environmental efficiency in construction. Thus, we see an opportunity for the discipline of architecture to engage in current investments in living lab facilities in order to push innovation in the field of sustainable housing.
We introduce the concept of a "Habitation Lab", which will provide an arena for radical and high-risk design experimentation between users, building-sector actors, and academia, and we describe a case study of a planned Habitation Lab within a living lab facility where traditional solutions for daily living and habitation are questioned and new architectural innovations are explored and evaluated. The idea of using experimental activities in the field of housing is not new, and we argue that new investments should build on earlier experiences to avoid perpetuating misconceptions and repeating past failures. Furthermore, to ensure the dissemination and uptake of results, the design of the Habitation Lab should consider the innovation and learning trajectories of the building sector. We propose a transdisciplinary setting to provide a neutral arena for value creation and to increase the distribution of experiences. },
	keywords = {experimentation, Habitation Lab, housing development, innovation, living labs, residing, sustainable},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/741},
	url = {http://timreview.ca/article/741},
	author = {Paula Femen{\'\i}as and Pernilla Hagbert}
}
@article {724,
	title = {How Service Innovation Boosts Bottom Lines},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {20-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In the national quest for ground-breaking R\&D discoveries and inventions, service innovation is frequently ignored at considerable cost to an organization{\textquoteright}s bottom line and a nation{\textquoteright}s productivity. For the fact is that innovation applied systematically to all activities outside of R\&D can make the difference between uninspiring results and substantial growth in every sector. 

Many countries, in particular in Europe, have recognized the importance of service innovation and are devoting considerable resources to research, the capture of best practices, and the measurement of progress and success. Given the physiognomy of the modern economy, it does not make sense for leaders in the Canadian public sector to devote all available innovation investment dollars to science and technology R\&D.

This article explores why service innovation is not yet a priority on the innovation agenda in Canada and why we should correct the dangerous misconception that there is just one {\textquotedblleft}innovation gap{\textquotedblright} that needs to be addressed. It provides practical recommendations that public and private sector leaders can use to take advantage of this under-valued, high-potential innovation opportunity and calls for the creation of a national service innovation resource to support enterprises of all sizes as a means to improve Canadian productivity. },
	keywords = {complex problems, innovation, innovation gap, innovative intelligence, service innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/724},
	url = {http://timreview.ca/article/724},
	author = {Claude Legrand and Rob LaJoie}
}
@article {736,
	title = {Q\&A. How Do You Program Innovative Thinking into Company Culture?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {44-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business strategy, company culture, entrepreneurship, innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/736},
	url = {http://timreview.ca/article/736},
	author = {Tim Ragan}
}
@article {727,
	title = {Q\&A. What Are the Components of Canada{\textquoteright}s Innovation Ecosystem and How Well Is it Performing?},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {38-41},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {academia, commercialization, innovation, innovation ecosystem, performance, policy, private sector, public sector},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/727},
	url = {http://timreview.ca/article/727},
	author = {David B. Watters}
}
@article {722,
	title = {Strategic Innovation for Business Performance: The Art and Science of Transformation},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {6-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite the well-documented association between innovation and business performance, many organizations struggle in their attempts to become successful innovators. This article discusses a recommended {\textquotedblleft}art and science of transformation{\textquotedblright} approach to help companies improve their innovation performance through effective organizational change. The approach is focused on four key factors: culture, collaboration, strategy, and systems. Examples are drawn from a review of previous research to demonstrate successful innovation practice using similar approaches, and examples of less successful practice are included to highlight ways in which an "art and science" approach can help overcome the difficulties often faced. The article concludes with some practical, step-by-step guidance based on the art and science of transformation framework. },
	keywords = {art and science of transformation, innovation, organizational change, strategy, transformation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/722},
	url = {http://timreview.ca/article/722},
	author = {Harold Schroeder}
}
@article {686,
	title = {TIM Lecture Series {\textendash} Enhancing Competitive Position Through Innovation Beyond R\&D},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {05/2013},
	pages = {34-38},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Canada, commercialization, competition, culture, entrepreneurship, globalization, innovation, managing innovation, metrics},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/686},
	url = {http://timreview.ca/article/686},
	author = {Sorin Cohn}
}
@article {752,
	title = {TIM Lecture Series {\textendash} Technology Adoption by Design: Insights for Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {12/2013},
	pages = {39-41},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {activity theory, actor-network theory, co-creation, customer creativity, innovation, invention, technology adoption},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/752},
	url = {http://timreview.ca/article/752},
	author = {Stoyan Tanev}
}
@article {723,
	title = {Time to Innovate: Reflections and Recommendations on Time Management for Innovation Managers},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {09/2013},
	pages = {13-19},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Effective time management is a critical success factor for most projects; however, it is particularly challenging for projects involving substantial innovation. For most projects, time (i.e., the schedule) becomes a management "red flag" that signals when something goes wrong or gets out of control. The challenge for projects involving significant innovation is that one or more critical activities may be of an unknown duration or involve factors outside the normal design process and require "red flagging" from the outset. Managers of innovation projects have to distinguish between those activities or work packets that are a part of {\textquotedblleft}business as usual{\textquotedblright} and those that involve innovation. They must identify and quantify the schedule risks and develop strategies to mitigate them. For example, one strategy to manage time-related risk is to decouple the innovation value as perceived by the customer (innovation output) from the technology innovation that is needed to deliver the product value in a cost-effective manner (innovation input). This strategy should take into account the likely consequences of longer-than-anticipated innovation time. Two common risks associated with poor time management for innovation are running out of financial runway to reach sustainable revenue and missing a critical market window. In this article, the author reflects on almost 30 years of experience in the Canadian innovation system across several industry sectors and provides some practical recommendations on time management for innovation managers.},
	keywords = {commercialization, innovation, product development, technology, time management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/723},
	url = {http://timreview.ca/article/723},
	author = {Robert J. Crawhall}
}
@article {545,
	title = {Business Model Discovery by Technology Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {04/2012},
	pages = {5-16},
	abstract = {Value creation and value capture are central to technology entrepreneurship. The ways in which a particular firm creates and captures value are the foundation of that firm{\textquoteright}s business model, which is an explanation of how the business delivers value to a set of customers at attractive profits. Despite the deep conceptual link between business models and technology entrepreneurship, little is known about the processes by which technology entrepreneurs produce successful business models. This article makes three contributions to partially address this knowledge gap. First, it argues that business model discovery by technology entrepreneurs can be, and often should be, disciplined by both intention and structure. Second, it provides a tool for disciplined business model discovery that includes an actionable process and a worksheet for describing a business model in a form that is both concise and explicit. Third, it shares preliminary results and lessons learned from six technology entrepreneurs applying a disciplined process to strengthen or reinvent the business models of their own nascent technology businesses.},
	keywords = {business models, commercialization, innovation, technology entrepreneurship, value capture, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/545},
	url = {http://timreview.ca/article/545},
	author = {Steven Muegge}
}
@article {594,
	title = {Creativity: Linking Theory and Practice for Entrepreneurs},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {08/2012},
	pages = {10-15},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, creativity research is brought into focus for those involved in the practice of entrepreneurship. The author provides a background on creativity research, how it is defined, and systems models that attempt to explain it. The author distinguishes between creative and innovative activities, and provides advice to entrepreneurs to help realize the creative potential of their organizations. The author reinforces the view that entrepreneurs create new value by investing in ideas, and specific recommendations are made for creating supportive structures, building teams of creative individuals, and successfully championing ideas to acquire the resources they need to produce innovations. },
	keywords = {commercialization, creativity, entrepreneurship, innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/594},
	url = {http://timreview.ca/article/594},
	author = {Tom Duxbury}
}
@article {592,
	title = {Editorial: Entrepreneurship in the 21st Century (August 2012)},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {08/2012},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {entrepreneurship, innovation, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/592},
	url = {http://timreview.ca/article/592},
	author = {Chris McPhee}
}
@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 {601,
	title = {Editorial: Living Labs},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {09/2012},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {co-creation, innovation, living labs, Open innovation, user innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/601},
	url = {http://timreview.ca/article/601},
	author = {Chris McPhee and Mika Westerlund and Seppo Leminen}
}
@article {602,
	title = {Living Labs as Open-Innovation Networks},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {09/2012},
	pages = {6-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Living labs bring experimentation out of companies{\textquoteright} R\&D departments to real-life environments with the participation and co-creation of users, partners, and other parties. This study discusses living labs as four different types of networks characterized by open innovation: utilizer-driven, enabler-driven, provider-driven, and user-driven. The typology is based on interviews with the participants of 26 living labs in Finland, Sweden, Spain, and South Africa. Companies can benefit from knowing the characteristics of each type of living lab; this knowledge will help them to identify which actor drives the innovation, to anticipate likely outcomes, and to decide what kind of role they should play while "living labbing". Living labs are networks that can help them create innovations that have a superior match with user needs and can be upscaled promptly to the global market.},
	keywords = {co-creation, innovation, living labs, networks, Open innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/602},
	url = {http://timreview.ca/article/602},
	author = {Seppo Leminen and Mika Westerlund and Anna-Greta Nystr{\"o}m}
}
@article {605,
	title = {Living Labs for Cross-Border Systemic Innovation},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {09/2012},
	pages = {25-30},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Innovation is increasingly taking place in cross-border collaborative networks, which are shaped by the characteristics of systemic innovation, the strategies and objectives of main actors, and the dynamics of the innovation process. Participation in such networks is of high importance for small firms, but requires long-term investments and a diverse range of collaboration and innovation capabilities. This article explores how living labs, understood as innovation projects based on open and user-centric innovation methodologies, can form collaboration networks to support small firms and other actors to engage in cross-border collaboration and to accelerate the development and acceptance of innovations. Based on the lessons learned from a major living lab project, APOLLON, we conclude that adopting the living labs networking approach requires thorough understanding of each party{\textquoteright}s objectives and drivers, the alignment of operational processes, establishment of open and collaborative culture, as well as competences, methods, and tools for supporting cooperation and community building. },
	keywords = {collaboration, innovation, living labs, networks, systemic},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/605},
	url = {http://timreview.ca/article/605},
	author = {Hans Schaffers and Petra Turkama}
}
@article {593,
	title = {Managing Innovation under Time Pressure: A Practical Perspective},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {08/2012},
	pages = {5-9},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article examines the effects of time pressure on innovation. Does time pressure stimulate or eliminate innovation or, in other words, should managers increase or reduce time pressures if they are trying to enhance innovation in their firms? Unfortunately, current research on the subject is ambivalent. To provide some clarity, this innovation management dilemma was examined in a fast-growing, medium-sized communication and IT consultancy ({\textquotedblleft}First{\textquotedblright}), which claimed to be {\textquotedblleft}highly innovative{\textquotedblright}. Detailed data on five projects was collected over an 18-month period using practice-based methods. Each project team was followed in real time via observation and interviews. The data was then analyzed by dividing project work into three phases: i) negotiating the project particulars with the client; ii) conducting project work; and iii) project evaluation. This detailed analysis revealed how time pressures eliminated innovation in First{\textquoteright}s client-based project work and suggested three implications for the management of innovation. Firstly, managers should try to avoid imposing excessive time pressures on their project teams. Secondly, they should ensure that there is space between projects to enable reflection. Thirdly, managers should ensure that project debriefs occur and that they cover potential innovations.},
	keywords = {consultancy, innovation, practice-based approach, time},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/593},
	url = {http://timreview.ca/article/593},
	author = {Blair Winsor}
}
@article {603,
	title = {Mapping Living Labs in the Landscape of Innovation Methodologies},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {09/2012},
	pages = {12-18},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A growing interest in living labs as a mechanism for innovation has drawn significant attention to both the different flavours of this methodology and to the organizations that put it into practice. However, little has been done to assess its impact and to compare its contribution to other innovation methodologies. This article aims to cover that gap by summarizing the most common European living labs approaches and positioning them in the landscape of user-contributed innovation methodology. The merits and appropriateness of living labs in these settings are also assessed.},
	keywords = {innovation, living labs, living labs methodologies, Open innovation, user-driven design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/603},
	url = {http://timreview.ca/article/603},
	author = {Esteve Almirall and Melissa Lee and Jonathan Wareham}
}
@article {511,
	title = {Open Invention Network: A Defensive Patent Pool for Open Source Projects and Businesses},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {01/2012},
	pages = {12-17},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article explores how patents impact innovation within free/libre open source software (F/LOSS) businesses and projects. The number of software patent suits brought each year is increasing and is diverting millions of dollars in funds from developers to lawyers. With patent suits on the rise, the US Supreme Court has left the F/LOSS community in a position where it must either wait years for legislation or address the issue of patent suits itself. However, defending the Linux kernel and related technologies is a different challenge than the one that faces proprietary software businesses. This article describes Open Invention Network, an initiative that is designed to meet the particular challenges facing the F/LOSS community and businesses by providing a defensive patent pool.},
	keywords = {innovation, linux, patent},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/511},
	url = {http://timreview.ca/article/511},
	author = {Deborah Nicholson}
}
@article {522,
	title = {Organizational Ambidexterity: How Small Technology Firms Balance Innovation and Support},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {02/2012},
	pages = {17-21},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Many technology entrepreneurs start their companies by focusing on an innovation that creates a market offer to attract their first customers. When the entrepreneur{\textquoteright}s firm makes its first sale, the dynamics of the organization change and the entrepreneur faces a new challenge: how can the firm concurrently develop new products and support existing customers? This problem is of great concern to entrepreneurs who own small technology firms and is the subject of this article. 
In this article, we first address the innovate-versus-support dilemma that small technology firms face early in their lifecycles. Next, we describe the paradigm of the ambidextrous organization. We conclude with a discussion of five mechanisms small firms can use to achieve balance in their quest to concurrently satisfy the need to innovate while fulfilling the demands of existing clients and products. 
},
	keywords = {ambidextrous organization, entrepreneurship, innovation, support},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/522},
	url = {http://timreview.ca/article/522},
	author = {John Schreuders and Alem Legesse}
}
@article {513,
	title = {Q\&A. What Is the Secret of Red Hat{\textquoteright}s Success?},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {01/2012},
	pages = {25-28},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, community, innovation, open source, Red Hat},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/513},
	url = {http://timreview.ca/article/513},
	author = {Ruth Suehle}
}
@article {625,
	title = {Simulation of Supply-Chain Networks: A Source of Innovation and Competitive Advantage for Small and Medium-Sized Enterprises},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {11/2012},
	pages = {13-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {On a daily basis, enterprises of all sizes cope with the turbulence and volatility of market demands, cost variability, and severe pressure from globally distributed competitors. Managing uncertainty about future demand requirements and volumes in supply-chain networks has become a priority. One of the ways to deal with uncertainty is the utilization of simulation techniques and tools, which provide greater predictability of decision-making outcomes. For example, simulation has been widely applied in decision-making processes related to global logistics and production networks at the strategic, tactical, and operational levels, where it is used to predict the impact of decisions before their implementation in complex and uncertain environments. Large enterprises are inclined to use simulation tools whereas small and medium-sized enterprises seem to underestimate its advantages. The objective of this article is to emphasize the relevance of simulation for the design and management of supply-chain networks from the perspective of small and medium-sized firms. },
	keywords = {competitive advantage, innovation, simulation, small and medium-sized enterprises, SME, supply-chain network},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/625},
	url = {http://timreview.ca/article/625},
	author = {Giacomo Liotta}
}
@article {494,
	title = {Editorial: Recent Research (November 2011)},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {11/2011},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {business ecosystems, entrepreneurship, innovation, open source, policy, research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/494},
	url = {http://timreview.ca/article/494},
	author = {Chris McPhee}
}
@article {496,
	title = {Innovation Policy Development and the Emergence of New Innovation Paradigms},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {11/2011},
	pages = {14-19},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The objective of the present article is to discuss innovation policy issues related to three emerging innovation paradigms: user-driven innovation, open innovation, and value co-creation. It provides a summary of insights based on innovation policy practices and challenges in Denmark. The choice of Danish innovation policy practices is not accidental. In 2008 Denmark implemented 40 different national innovation programs by allocating about 400 million euros. Since the three emerging paradigms have become globally relevant, the discussion of Danish policy development challenges and practices is expected to be insightful for innovation experts from other developed countries that are currently dealing with the adoption of these paradigms. },
	keywords = {innovation, Open innovation, policy, user-driven innovation, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/496},
	url = {http://timreview.ca/article/496},
	author = {Stoyan Tanev and Mette Pr{\ae}st Knudsen and Tanja Bisgaard and Merethe Stjerne Thomsen}
}
@article {505,
	title = {Reasons for Patent Protection and Cost-effective Patent Filing Options for SMEs},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {12/2011},
	pages = {29-33},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Many innovative small and medium enterprises (SMEs) do not seek patent protection for their innovations, either because they are skeptical about the perceived benefits or wary of the perceived costs. However, by failing to protect their intellectual property with patents, they leave themselves exposed to attack by other patent holders. This article explores arguments for patent protection as well as filing options that can protract the patenting process while simultaneously reducing patenting costs. By choosing their patent application filings wisely, SMEs can keep their patenting options open for as long as possible while delaying costs.},
	keywords = {innovation, intellectual property, patent cost, patent filing, patent protection},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/505},
	url = {http://timreview.ca/article/505},
	author = {Natalie Raffoul and Art Brion}
}
@article {503,
	title = {Software Patents: Current Challenges and Future Solutions},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {12/2011},
	pages = {18-22},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Software patents for years have been used in the software industry to suppress innovation, kill competition, and generate undeserved royalties. This article considers whether software patents maintain the right {\textquotedblleft}bargain between the inventor and the public{\textquotedblright} where, in exchange for disclosure of the invention to the public, the inventor receives a limited monopoly and the exclusive right to exploit the invention. This article argues that they do not and then explores possible solutions to address the problems identified. Those solutions include streamlining the patent process, making it more difficult to patent software innovations, making it easier to invalidate software patents, and shortening the patent protection from 20 to 10 years. The article closes with a call to action for people to work collectively to effect change in the industry.},
	keywords = {innovation, patent system, software patents},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/503},
	url = {http://timreview.ca/article/503},
	author = {Monica Goyal}
}
