@article {1396,
	title = {Editorial: Insights (October 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {10/2020},
	pages = {3-3},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {Advanced Analytics, AI maturity. Data science, AI value chain, AI-driven platform innovation, Artificial Intelligence (AI), big data, business decision-making, business model components, business models, content analysis, data-dominant logic, dominant logic, empirical study, enterprise platform, industries, online communication, online data collection, organizational and managerial requirements, principal component analysis, R\&D, research and development, secondary data. Sustainability, SMEs. Disruptive innovation, sustainable innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1396},
	url = {timreview.ca/article/1396},
	author = {Gregory Sandstrom}
}
@article {1332,
	title = {Rapid Learning and Knowledge-Gap Closure During the Conceptual Design Phase {\textendash} Rapid R\&D},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {5-15},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {New product development strategies, such as set-based concurrent engineering design (SBCED) or set-based design (SBD), have demonstrated improved ways to address knowledge gaps in alternate design concepts prior to the decision to select a single concept for development. Most of the corpus in this field addresses engineering product development that relies on systems and subsystems with years of prior experience in testing, development, and operation. These often have known or existing solutions, and use state-of-the-art (SOA), or near SOA technology. In addition, most papers do not dive into the details of how knowledge was attained to rapidly close critical knowledge gaps. This paper attempts to explain how a research-based method to construct knowledge can accelerate the knowledge capture critical for developing solutions to extremely challenging problems. This rapid R\&D methodology enables a rapid acquisition of critical knowledge to understand potential failure modes of concepts in a set-based way. Thus, it enables intelligent decisions for the selection of the final concept as well as the continuous maturation of parallel concepts. The continuous, parallel maturation of multiple concepts enables effective off-ramps in the design process as requirements and new knowledge arise in the course of the development program, without incurring excessive rework, cost growth, and schedule creep. The goal of this paper is to describe a method that accelerates the generation of critical knowledge early in the conceptual design phase, as a way to close knowledge gaps quickly, and thus enable intelligent design decisions and concept selections early in the product development cycle. The methodological descriptions are illustrated with case examples from NASA technology development.},
	keywords = {knowledge gaps, R\&D, Rapid product development, set-based design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1332},
	url = {timreview.ca/article/1332},
	author = {Charles J. Camarda and Stephen J. Scotti and Iivari Kunttu and Antti Perttula}
}
@article {1395,
	title = {Sustainability-related Communication Patterns on the Websites of European Top R\&D Spenders},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {10/2020},
	pages = {43-54},
	publisher = {Talent First Network},
	chapter = {43},
	address = {Ottawa},
	abstract = {Many firms struggle to incorporate "sustainability" into their operations in a way that can capture economic value and deliver social and environmental benefits. This article aims to answer two questions in this regard: (i) How do companies articulate the sustainability aspects of their businesses online, and (ii) In what ways does the degree of articulation of specific sustainability aspects relate to company performance metrics, such as sales and R\&D expenditure. The research method measures the occurrences of a set of sustainability-related keywords on the websites of a sample of 387 firms that were ranked as top R\&D spenders in Europe for 2013. We processed the keyword occurrences in a simplified version of latent semantic analysis based on the application of principal component analysis to identify the specific combinations of words used by companies to communicate sustainability issues on their websites. The results show that "sustainable innovation" and "sustainable operations" based on partnerships and cooperation represent a dominant part of companies{\textquoteright} online communication strategies. One of the findings suggests a strong relationship between the communication of sustainable innovation aspects and sales, which offers a promising message to companies looking for evidence about the potential impact of their commitment to sustainable operations and innovation.},
	keywords = {business decision-making, online communication, online data collection, principal component analysis, R\&D, research and development, sustainability, sustainable innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1395},
	url = {timreview.ca/article/1395},
	author = {Giacomo Liotta and Stoyan Tanev and Andrea Gorra and Alicja Izabela Pospieszala}
}
@article {1144,
	title = {From Closed to Open Innovation in Emerging Economies: Evidence from the Chemical Industry in Brazil},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {03/2018},
	pages = {26-37},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, we examine how firms in an emerging economy perform research and development (R\&D) activities in regards to the concept of open innovation. Most literature on open innovation shows multinational knowledge-intensive firms with well-established R\&D processes mainly in developed countries. Searching for management contributions for firms in emerging economies, we qualitatively analyzed two chemical firms in Southern Brazil that have different profiles and are representative samples of typical firms in the region. Our results show that firms did not fully exploit the potential benefits brought by open innovation, even when complete opening was not the main goal. The firms were similar concerning interactions with partners and stages where relationships occur. The generation of ideas was an open activity performed both by firms and by clients, and interactions with universities were getting stronger. On the other hand, intellectual property has not been used as means of profiting from innovation activities. Our main finding refers to the internal mediation of relationships with partners. R\&D teams rarely contact external organizations directly; instead, they leave such interactions to other departments within their firms. Relationships with clients are mediated through technical and commercial departments, and interactions with suppliers are intermediated by the supply staff.},
	keywords = {collaboration, emerging economy, intermediary, Open innovation, R\&D},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1144},
	url = {http://timreview.ca/article/1144},
	author = {Elisa Thomas}
}
@article {1059,
	title = {Editorial: Insights (March 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {03/2017},
	pages = {3-3},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, exploitation, exploration, hybrid entrepreneurship, innovation ecosystems, insourcing, organizational ambidexterity, outsourcing, part-time entrepreneurship, R\&D, roles, suppliers},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1059},
	url = {http://timreview.ca/article/1059},
	author = {Chris McPhee}
}
@article {914,
	title = {The Creativity Canvas: A Business Model for Knowledge and Idea Management},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {50-58},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Innovation depends on ideas generated through creativity and the knowledge and research that make it possible to put ideas to work. However, these two activities are very dependent on the people who perform them. As demonstrated by a pilot project realized at Hydro-Qu{\'e}bec{\textquoteright}s research institute (IREQ), any approach that does not take this understanding into account is doomed to failure. This article proposes that what must be developed is a knowledge and idea management system designed as a coherent ecosystem that takes all controlling factors into account and is based on stakeholder interest and preferences. This ecosystem is the result of a meticulous design of each of the elements that must generally be taken into account in a business model. A business model approach includes not only developing a value proposition for knowledge and idea management that suits the target clientele but also a good understanding of the resources and activities required to deliver this value proposition and especially the ways to finance them. Key to the development of such an ecosystem is the creation of fully functional innovation communities, which are responsible for building up and nurturing their ideas and knowledge assets and getting value out of them.},
	keywords = {business model, business model canvas, communities, creativity, ecosystem, ideas, knowledge, R\&D, research institute, technological innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/914},
	url = {http://timreview.ca/article/914},
	author = {Raouf Naggar}
}
@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 {665,
	title = {Problemsourcing: Local Open Innovation for R\&D Organizations},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {03/2013},
	pages = {14-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Open innovation and crowdsourcing are usually focused on using others external to the organization to solve your problems. How then do R\&D organizations, who traditionally solve the problems of others, harness the benefits of open innovation and crowdsourcing yet maintain their mission and capabilities? "Problemsourcing" may provide the answer. In this mode of open innovation, the open call to the "crowd" of businesses is for them to suggest problems that, if solved by the R\&D organization, could greatly enhance the business{\textquoteright} competitive advantage and therefore the nation{\textquoteright}s economy. 

In this article, we describe a problemsourcing initiative developed by Industrial Research Ltd (IRL), a government-owned R\&D organization in New Zealand. The "What{\textquoteright}s Your Problem New Zealand?" competition promised NZ$1m worth of R\&D services to the winning business. Using this case study, we map a range of benefits of crowdsourcing for R\&D problems, including generating a potential pipeline of projects and clients as well as avoiding the challenge to the professional status of the organization{\textquoteright}s research capability. A side-effect not initially taken account of was that, by demonstrating openness, accessibility, and helpfulness, the reputation of the research organization was greatly enhanced. 

The problemsourcing model provided by the "What{\textquoteright}s Your Problem New Zealand?" competition represents a new strategic possibility for R\&D organizations that complements their traditional business model by drawing on the openness that open innovation and crowdsourcing seek to leverage. As such, it can provide insights for other research organizations wishing to make use of the connectivity afforded by open innovation and crowdsourcing.},
	keywords = {crowdsourcing, local open innovation, Open innovation, problemsourcing, R\&D},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/665},
	url = {http://timreview.ca/article/665},
	author = {Sally Davenport and Stephen Cummings and Urs Daellenbach and Charles Campbell}
}
@article {676,
	title = {Strategic Partnerships and Open Innovation in the Biotechnology Industry in Belgium},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {04/2013},
	pages = {23-28},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Strategic partnerships in the biotechnology industry allow new technology-based firms to gain a foothold in this high-cost, high-risk industry. In this article, we examine the impact of strategic partnerships and open innovation on the success of new biotechnology firms in Belgium by developing multiple case studies of firms in regional biotechnology clusters. We find that, despite their small size and relative immaturity, new biotechnology firms are able to adopt innovative business models by providing R\&D and services to larger firms and openly cooperating with them through open innovation. },
	keywords = {Belgium, biotechnology, business models, Open innovation, R\&D, strategic partnerships},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/676},
	url = {http://timreview.ca/article/676},
	author = {Jean-Pierre Segers}
}
