02404nas a2200265   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520159900292653001901891653002001910653002901930653000901959653001401968653002301982100002102005700002102026700001702047700001802064700001902082856003702101       2017                        eng d  a1927-032100aDesigning a Business Model for Environmental Monitoring Services Using Fast MCDS Innovation Support Tools0 aDesigning a Business Model for Environmental Monitoring Services  aOttawabTalent First Networkc11/2017  a36-460 v73 aThe free availability of open data provides opportunities to start new businesses and gain business intelligence. However, although data is often used to support decisions and actions, the possibilities offered by modern sensor technologies with connections to cloud-based data collection services are not being effectively capitalized. Data collection systems are also not generally open source solutions, even though open and flexibly adjustable systems would broaden the opportunities for solutions and larger revenue streams. In this article, we used action research methods to discover new business opportunities in a semi-open information system that utilizes environmental monitoring data. We applied a four-stage innovation process for industry, which included context definition, idea generation, and selection, and produced multi-criteria decision support (MCDS) data to help the design of business model. This was done to reveal business opportunities for an environmental monitoring service. Among these opportunities, one service-style business model canvas was identified as feasible and selected for further development. We identified items that are needed in the commercialization process of environmental monitoring services. Our process combines open environmental monitoring data, participative innovation process, and MCDS support, and it supports and accelerates a co-creative business model creation process that is cost-beneficial in terms of saving time. The results are applicable to the creation of an open data information system that supports data-driven innovation.10abusiness model10adata collection10aenvironmental monitoring10aMCDS10aopen data10aservice innovation1 aEskelinen, Tuomo1 aRäsänen, Teemu1 aSantti, Ulla1 aHapponen, Ari1 aKajanus, Miika  uhttp://timreview.ca/article/111902315nas a2200277   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284520146000290653001901750653002601769653003101795653002401826653002701850653001901877653000801896100001701904700002101921700002101942700001901963700001801982856003702000       2017                        eng d  a1927-032100aEffects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs0 aEffects of Business Model Development Projects on Organizational  aOttawabTalent First Networkc08/2017  a15-260 v73 aPrevious research has shown that links between organizational culture and innovativeness/performance may act as a “social glue” that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF) tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome) to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture.10abusiness model10abusiness model canvas10acompeting values framework10adevelopment project10aorganizational culture10aservice design10aSME1 aSantti, Ulla1 aEskelinen, Tuomo1 aRajahonka, Mervi1 aVillman, Kaija1 aHapponen, Ari  uhttp://timreview.ca/article/1096