01557nas a2200157   4500008004100000022001400041245013800055210006900193260004200262300001000304490000600314520100300320100001901323700001901342856003801361       2019                        eng d  a1927-032100aConceptualizing a New Domain Using Topic Modeling and Concept Mapping: A Case Study of Managed Security Services for Small Businesses0 aConceptualizing a New Domain Using Topic Modeling and Concept Ma  aOttawabTalent First Networkc08/2019  a55-640 v93 aThe objective of this paper is to show how topic modeling and concept mapping can be used to conduct a literature review in a new  domain. The paper makes two contributions. First, it uses topic modeling to map out the literature in the new domain. Topic modeling provides an alternative to manual clustering of articles and allows the identification of non-obvious connections between ideas expressed in a collection of articles. Second, it identifies the underlying concepts in the new domain and their relationships by creating a concept map from the extracted topics . As a case study, the paper reviews the recent literature in the intersection of managed security services and small businesses. In particular, it identifies elements of the managed security services concept as it applies to small businesses. The audience of the paper includes anyone who is exploring a new  domain by reviewing the literature, and in particular, students, researchers, and members of industrial R&D projects.1 aWeiss, Michael1 aMuegge, Steven  uhttps://timreview.ca/article/126102583nas a2200241   4500008004100000022001400041245010600055210006900161260004200230300001000272490000600282520183100288653002202119653001802141653002502159653002702184653001802211100001602229700002302245700001702268700001902285856003702304       2017                        eng d  a1927-032100aCombining Exploratory Analysis and Automated Analysis for Anomaly Detection in Real-Time Data Streams0 aCombining Exploratory Analysis and Automated Analysis for Anomal  aOttawabTalent First Networkc04/2017  a25-310 v73 aSecurity analysts can become overwhelmed with monitoring real-time security information that is important to help them defend their network. They also tend to focus on a limited portion of the alerts, and therefore risk missing important events and links between them. At the heart of the problem is the system that analysts use to detect, explore, and respond to cyber-attacks. Developers of security analysis systems face the challenge of developing a system that can present different sources of information at multiple levels of abstraction, while also creating a system that is intuitive to use. In this article, we examine the complementary nature of exploratory analysis and automated analysis by testing the development of a system that monitors real-time Border Gateway Protocol (BGP) traffic for anomalies that might indicate security threats. BGP is an essential component for supporting the infrastructure of the Internet; however, it is also highly vulnerable and can be hijacked by attackers to propagate spam or launch denial-of-service attacks. Some of the attack scenarios on the BGP infrastructure can be quite elaborate, and it is difficult, if not impossible, to fully automate the detection of such attacks. This article makes two contributions: i) it describes a prototype platform for computing indicators and threat alerts in real time and for visualizing the context of an alert, and ii) it discusses the interaction of exploratory analysis (visualization) and automated analysis. This article is relevant to students, security researchers, and developers who are interested in the development or use of real-time security monitoring systems. They will gain insights into the complementary aspects of automated analysis and exploratory analysis through the development of a real-time streaming system.10aanomaly detection10acybersecurity10aexploratory analysis10areal-time data streams10avisualization1 aShah, Ahmed1 aAbualhaol, Ibrahim1 aGad, Mahmoud1 aWeiss, Michael  uhttp://timreview.ca/article/106800919nas a2200349   4500008004100000022001400041245004200055210003900097260004200136300000800178490000600186653002200192653001500214653001300229653001800242653001600260653002100276653002300297653000800320653001600328653002000344653001200364653001400376653002000390653002500410653001800435653002200453653002000475100001800495700001900513856003700532       2017                        eng d  a1927-032100aEditorial: Cybersecurity (April 2017)0 aEditorial Cybersecurity April 2017  aOttawabTalent First Networkc04/2017  a3-40 v710aanomaly detection10aautomation10abig data10acybersecurity10aexploration10aHypponen’s law10aInternet of Things10aIOT10alegislation10amedical devices10aprivacy10areal time10arisk assessment10asecurity engineering10asmart devices10avalue proposition10avulnerabilities1 aMcPhee, Chris1 aWeiss, Michael  uhttp://timreview.ca/article/106501592nas a2200241   4500008004100000022001400041245005200055210005200107260004200159300000900201490000600210520093300216653001601149653001801165653002701183653001801210653002201228653001401250653001601264653001501280100001901295856003601314       2016                        eng d  a1927-032100aCrowdsourcing Literature Reviews in New Domains0 aCrowdsourcing Literature Reviews in New Domains  aOttawabTalent First Networkc02/2016  a5-140 v63 aConducting a literature review in new domains presents unique challenges. The literature in a new domain is typically broad, fragmented, and growing quickly. Because little is known about the new domain, the literature review cannot be guided by established classifications of knowledge, unlike in an existing domain. Rather, it will be driven by evidence that challenges and extends existing knowledge. In a way, exploring a new domain means looking for anomalies in the evidence that cannot be explained by what is already known. This article summarizes lessons from conducting two literature reviews in new domains in the area of cybersecurity. It then presents a design for using leader-driven crowdsourcing to collect evidence and synthesize it into insights in a new domain. The article will be relevant to those who are exploring a new domain, in particular students, researchers, and members of R&D projects in industry.10aco-creation10acrowdsourcing10acrowdsourcing platform10acybersecurity10aliterature review10anarrative10anew domains10asystematic1 aWeiss, Michael  uhttp://timreview.ca/article/96300643nas a2200229   4500008004100000022001400041245005500055210005100110260004200161300001000203490000600213653001700219653002000236653001400256653001500270653002100285653001400306653002500320653001300345100001900358856003600377       2014                        eng d  a1927-032100aTIM Lecture Series – The Business of Open Source0 aTIM Lecture Series The Business of Open Source  aOttawabTalent First Networkc01/2014  a28-310 v410aarchitecture10abusiness models10acommunity10aengagement10aentrepreneurship10alicensing10aopen source software10apatterns1 aWeiss, Michael  uhttp://timreview.ca/article/75900728nas a2200253   4500008004100000022001400041245004700055210004400102260004200146300000800188490000600196653002400202653004300226653001500269653002600284653001200310653000800322653002500330653002500355653002100380100001800401700001900419856003600438       2013                        eng d  a1927-032100aEditorial: Technology Evolution (May 2013)0 aEditorial Technology Evolution May 2013  aOttawabTalent First Networkc05/2013  a3-40 v310abusiness ecosystems10aindustrial instrumentation and control10ainnovation10aInnovation management10amashups10aR&D10atechnological change10atechnology evolution10aweb applications1 aMcPhee, Chris1 aWeiss, Michael  uhttp://timreview.ca/article/68101561nas a2200229   4500008004100000022001400041245005000055210004800105260004200153300001000195490000600205520094000211653002201151653001501173653002001188653001601208653001401224653002101238100001701259700001901276856003601295       2013                        eng d  a1927-032100aGoing Open: Does it Mean Giving Away Control?0 aGoing Open Does it Mean Giving Away Control  aOttawabTalent First Networkc01/2013  a27-310 v33 aOpen source software has evolved from being an effort driven by a collective of volunteers to become an integral part of commercial software. Constant demands for new features besides maintaining product quality made companies seek open source as an answer for these demands. These growing demands brought with them control of quality, architecture, contribution management, and community management. 

This article explores the governance strategies adopted by open source software projects to manage the quality of complements (such as plug-ins that extend a platform's functionality) developed by community members outside the core team. The outcomes of the research contribute to our understanding of the strategies followed by different open source platform owners (the open source project initiators) to manage external innovation in the case of platform extensions in two areas: i) governance models and ii) regulatory tools. 10aand collaboration10agovernance10aOpen innovation10aopen source10aplatforms10aregulatory tools1 aNoori, Nadia1 aWeiss, Michael  uhttp://timreview.ca/article/64701586nas a2200265   4500008004100000022001400041245004400055210004400099260004200143300001000185490000600195520090100201653001501102653001401117653001101131653001401142653001201156653002001168653002701188653001501215100001901230700001801249700001701267856003601284       2013                        eng d  a1927-032100aNiche Formation in the Mashup Ecosystem0 aNiche Formation in the Mashup Ecosystem  aOttawabTalent First Networkc05/2013  a13-170 v33 aMashups enable end-users to "mix and match" data and services available on the web to create applications. Their creation is supported by a complex ecosystem of i) data providers who offer open APIs to users, ii) users who combine APIs into mashups, and iii) platforms, such as the ProgrammableWeb or Mashape, that facilitate the construction and publication of mashups. In this article, we argue that the evolution of the mashup ecosystem can be explained in terms of ecosystem niches anchored around hub or keystone APIs. The members of a niche are focused on an area of specialization (e.g., mapping applications) and contribute their knowledge to the value proposition of the ecosystem as a whole. To demonstrate the formation of niches in the mashup ecosystem, we model groups of related mashups as species, and we reconstruct the evolution of mashup species through phylogenetic analysis.  10aecosystems10aevolution10agrowth10akeystones10amashups10aniche formation10arecombinant innovation10aspeciation1 aWeiss, Michael1 aSari, Solange1 aNoori, Nadia  uhttp://timreview.ca/article/68301575nas a2200313   4500008003900000022001400039245008000053210006900133260004200202300001000244490000600254520065100260653002500911653002800936653002100964653002800985653003201013653001101045100001901056700001801075700001701093700001801110700001801128700001901146700001901165700002001184700002101204856003601225       2012                          d  a1927-032100aAn Overview of Four Issues on Technology Entrepreneurship in the TIM Review0 aOverview of Four Issues on Technology Entrepreneurship in the TI  aOttawabTalent First Networkc05/2012  a28-340 v23 aThe field of technology entrepreneurship is in its infancy when compared to other fields such as economics and management. Articles on technology entrepreneurship have been published in at least 62 journals, of which only 18 contribute to technology innovation management or entrepreneurship. Less than a handful of these 62 journals are considered to be "good" journals and none can claim a leadership position in technology entrepreneurship. The purpose of this article is to provide an overview of the 20 journal articles published in the February, March, April, and May 2012 issues of the Technology Innovation Management Review (TIM Review).10acreative destruction10aglobal entrepreneurship10ajournal articles10asocial entrepreneurship10atechnology entrepreneurship10atheory1 aBailetti, Tony1 aBot, Sonia, D1 aDuxbury, Tom1 aHudson, David1 aMcPhee, Chris1 aMuegge, Steven1 aWeiss, Michael1 aWells, Jonathan1 aWesterlund, Mika  uhttp://timreview.ca/article/55701294nas a2200205   4500008004100000022001400041245003900055210003900094260001200133300001000145490000600155520076000161653002100921653002800942653001800970653002200988653002301010100001901033856003601052       2012                        eng d  a1927-032100aUser Frustrations as Opportunities0 aUser Frustrations as Opportunities  c04/2012  a17-200 v23 aUser frustrations are an excellent source of new product ideas. Starting with this observation, this article describes an approach that entrepreneurs can use to discover business opportunities. Opportunity discovery starts with a problem that the user has, but may not be able to articulate. User-centered design techniques can help elicit those latent needs. The entrepreneur should then try to understand how users are solving their problem today, before proposing a solution that draws on the unique skills and technical capabilities available to the entrepreneur. Finally, an in-depth understanding of the user allows the entrepreneur to hone in on the points of difference and resonance that are the foundation of a strong customer value proposition.10aentrepreneurship10aopportunity development10auser feedback10auser frustrations10avalue propositions1 aWeiss, Michael  uhttp://timreview.ca/article/54601020nas a2200121   4500008004100000022001400041245006200055210006100117260004200178520062300220100001900843856003600862       2011                        eng d  a1913-610200aControl and Diversity in Company-led Open Source Projects0 aControl and Diversity in Companyled Open Source Projects  aOttawabTalent First Networkc04/20113 aA majority of open source development today is carried out by companies. Building on open source allows companies to focus their development effort on the points of difference over their competitors. This article discusses the recent trend towards collectives of companies that develop shared assets in the form of open source projects, and creates a model for company-led open source projects around two dimensions: the level of control over the project and the diversity of applications derived from the project. The article then explores how the model can be interpreted from a product line engineering perspective.1 aWeiss, Michael  uhttp://timreview.ca/article/43601339nas a2200205   4500008003900000022001400039245005800053210005800111260004200169300001000211490000600221520076700227653001600994653001201010653001401022653001701036653002501053100001901078856003601097       2011                          d  a1927-032100aEconomics of Software Product Development Collectives0 aEconomics of Software Product Development Collectives  aOttawabTalent First Networkc10/2011  a13-180 v13 aWhere software product development occurs is shifting from single companies to groups or collectives of companies. In this article, we retrace the evolution of how software product development is organized and then offer insights into the economic motivation for collectives, which will be relevant to companies considering joining a software product development collective. Building on the literature on software product line economics, we identify three factors affecting the economics of collectives (level of contribution, number of members, and diversity of use), and develop a model that links those factors to three economic outcomes (time, quality, and cost). This model can be used by potential members when deciding whether or not to join a collective.10acollectives10aeclipse10aecosystem10aproduct line10asoftware development1 aWeiss, Michael  uhttp://timreview.ca/article/48801583nas a2200133   4500008004100000022001400041245005800055210005500113260004200168520116600210100001801376700001901394856003601413       2011                        eng d  a1913-610200aEditorial: The Business of Open Source (January 2011)0 aEditorial The Business of Open Source January 2011  aOttawabTalent First Networkc01/20113 aAn open source business is a business centered around an open source offer. Companies can engage with open source projects in different ways: they can release code as open source and hope to increase the adoption of their solution; they can contribute to community-initiated open source projects and leverage the solutions the community develops; they can offer complementary services and products that add value to an open source product; and they can reduce the cost and risk of product development by pooling their non-core efforts with other companies.

This issue contains six articles. The first two articles discuss cost reduction through open source, and best practices for multi-vendor open source communities. The remaining articles were contributed by graduate students in a class on Open Source Business in the Technology Innovation Management program at Carleton University in Ottawa (http://www.carleton.ca/tim). This course explored why companies participate in open source projects, how companies manage communities around their open source offers, and how companies make money from the open source projects they initiated or contribute to. 
1 aMcPhee, Chris1 aWeiss, Michael  uhttp://timreview.ca/article/40701713nas a2200121   4500008004100000022001400041245003300055210003100088260004200119520137500161100001901536856003601555       2010                        eng d  a1913-610200aKeystone: Adjective or Noun?0 aKeystone Adjective or Noun  aOttawabTalent First Networkc09/20103 aThe gopher tortoise is an unassuming land animal that inhabits sandy regions of the southeastern United States. Like many other desert inhabitants it needs to seek shelter from the heat of the sun. Gopher tortoises are very adept at digging burrows in which they can hide during the peak hours of the day. These burrows offer shelter to many other species that are not able to dig underground. Without the burrows dug by tortoises many types of rodents and snakes would not be able to survive. The existence of the gopher tortoise in its ecosystem affects the health of many other species.

The gopher tortoise is an example of a keystone species or keystone. As in biological ecosystems, some companies or institutions in business ecosystems are instrumental for the better well-being of others. They play the role of a keystone. In this article, we examine the question of what makes a keystone a keystone. We introduce two perspectives on that question: one provided by ecology, the other by network analysis. We then review how the term keystone is used by the literature on business ecosystems.

Two lessons that readers should take from this article are that the keystone concept, as used by the majority of the business ecosystem literature, is not clearly articulated, and that there are many unresolved issues in applying the concept to business ecosystems.1 aWeiss, Michael  uhttp://timreview.ca/article/37601206nas a2200133   4500008004100000022001400041245003800055210003500093260004200128520083000170100001701000700001901017856003601036       2009                        eng d  a1913-610200aEditorial: Open APIs (April 2009)0 aEditorial Open APIs April 2009  aOttawabTalent First Networkc04/20093 a A few short years ago, the term "Internet" reflected the technical savvy sitting at a workstation reading email or using a search engine to find data. Today, people of all ages are using all manner of devices to: obtain public transit directions with Google Maps, share photos using Flickr and videos using YouTube, Tweet their whereabouts, meet new friends through Facebook, and perform countless other activities which have quickly become ubiquitous to every day life.

This new generation of online activities is the result of open APIs, mashups, and rich Internet applications. These concepts are the focus of the April issue of the OSBR. The authors have done an excellent job of taking the editorial theme of "Open APIs" from the mysterious realm of programming into their applicability to daily life and business.
1 aLavigne, Dru1 aWeiss, Michael  uhttp://timreview.ca/article/24001198nas a2200121   4500008004100000022001400041245003000055210003000085260004200115520086400157100001901021856003601040       2009                        eng d  a1913-610200aMapping Mashup Ecosystems0 aMapping Mashup Ecosystems  aOttawabTalent First Networkc04/20093 aMashups enable, users to "mix and match" data and user interface elements from different online information sources to create new applications. The creation of mashups is supported by a complex ecosystem of interconnected data providers, mashup platforms, and users. In our recent research, we examined the structure of the mashup ecosystem and its growth over time. The main contribution of our research is a method for the analysis of mashup ecosystems. Its novelty lies in the development of techniques for mapping the mashup ecosystem, and the use of network analysis to obtain key characteristics of the ecosystem and identify significant ecosystem members and their relationships. In this paper, we summarize the key steps of our analysis method, describe the members of the mashup ecosystem, and discuss the managerial implications of our analysis. 
 1 aWeiss, Michael  uhttp://timreview.ca/article/24200406nas a2200133   4500008004100000022001400041245004900055210004600104260004200150520000800192100001700200700001900217856003600236       2008                        eng d  a1913-610200aEditorial: Building Community (October 2008)0 aEditorial Building Community October 2008  aOttawabTalent First Networkc10/20083 a 
1 aLavigne, Dru1 aWeiss, Michael  uhttp://timreview.ca/article/19100700nas a2200121   4500008004100000022001400041245005500055210005300110260004200163520031800205100001900523856003600542       2008                        eng d  a1913-610200aTIM Series: Open APIs, Mashups and User Innovation0 aTIM Series Open APIs Mashups and User Innovation  aOttawabTalent First Networkc07/20083 aOn June 11, 2008, Michael Weiss from Carleton University delivered a presentation entitled "Open APIs, Mashups and User Innovation". This section provides the key messages from the lecture. Michael's lecture examined the structure of the mashup ecosystem as well as implementation issues, including licensing. 
 1 aWeiss, Michael  uhttp://timreview.ca/article/16801048nas a2200133   4500008004100000022001400041245005100055210004800106260004200154520064200196100002100838700001900859856003600878       2007                        eng d  a1913-610200aAn Introduction to Rights Expression Languages0 aIntroduction to Rights Expression Languages  aOttawabTalent First Networkc12/20073 aThe objective of this article is to: i) extend the discussion of licensing to non-software assets and ii) provide an introduction to rights expression languages (RELs). Licensing is not limited to software. We can associate a license with any kind of asset that holds intellectual value, and can thus be turned into a source of revenue. Here, our interest is on information assets, which include software and software components, but also services, processes, and content. For instance, a song that a user downloads from iTunes is an information asset. So is a web service such as the Google Maps API (application programming interface).1 aGangadharan, G R1 aWeiss, Michael  uhttp://timreview.ca/article/105