01492nas a2200229   4500008004100000022001400041245009000055210006900145260004200214300000900256490000600265520080700271653001901078653001401097653002301111653000901134653002201143100002101165700001901186700002001205856003701225       2018                        eng d  a1927-032100aValue Creation in the Internet of Things: Mapping Business Models and Ecosystem Roles0 aValue Creation in the Internet of Things Mapping Business Models  aOttawabTalent First Networkc03/2018  a5-150 v83 aThe increasing connectivity provided by the Internet of Things (IoT) supports novel business opportunities for actors in overlapping service systems. Therefore, the co-creative nature of IoT business needs to be further studied. This article reports an empirical study on a European IoT initiative. It contributes to the understudied area of IoT ecosystem dynamics by describing different actor roles and activities in the IoT use cases, and their implications for value creation in IoT ecosystems. Our findings show how IoT ecosystem actors may take the roles of ideator, designer, or intermediary in different IoT design layers, and we recommend this perspective to better understand and describe ecosystem business models. We also discuss the theoretical and managerial implications of our findings.10abusiness model10aecosystem10aInternet of Things10arole10avalue co-creation1 aIkävalko, Heini1 aTurkama, Petra1 aSmedlund, Anssi  uhttp://timreview.ca/article/114201691nas a2200217   4500008003900000022001400039245005300053210005200106260004200158300001000200490000600210520110700216653001801323653001501341653001601356653001301372653001301385100002001398700001901418856003601437       2012                          d  a1927-032100aLiving Labs for Cross-Border Systemic Innovation0 aLiving Labs for CrossBorder Systemic Innovation  aOttawabTalent First Networkc09/2012  a25-300 v23 aInnovation 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’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. 10acollaboration10ainnovation10aliving labs10anetworks10asystemic1 aSchaffers, Hans1 aTurkama, Petra  uhttp://timreview.ca/article/605