02082nas a2200289   4500008004100000022001400041245011900055210006900174260004200243300000900285490000600294520119500300653001901495653002901514653002701543653002001570653002601590653002601616653000801642653001101650653001901661653002501680653001701705653001701722100001701739856003601756       2015                        eng d  a1927-032100aDisrupting the Disrupter: Strategic Countermeasures to Attack the Business Model of a Coercive Patent-Holding Firm0 aDisrupting the Disrupter Strategic Countermeasures to Attack the  aOttawabTalent First Networkc05/2015  a5-160 v53 aA coercive patent-holding firm operates a business model that strategically targets firms to force unforeseen patent licensing rents. Coercive patent holders use aggressive litigation tactics to instantaneously create a complicated asymmetrical expensive problem with significant business risk. The strategy creates a dominant position by leveraging legal and business pressure to force the targeted firm into an involuntarily engagement with a coercive patent-holding firm. Such engagements can be quite profitable for the patent holders – and quite devastating for targeted firms. Thus, this article attempts to synthesize a business model framework that reveals insights concerning the profit formula, key resources, and key processes that support the dominant position of coercive patent-holding firms. Based on this framework, we further synthesize countermeasures to disrupt these business model elements and diminish the dominant position. The insights and countermeasures reveal strategic options and tactics that can be leveraged against the business model of a coercive patent-holding firm to alter the dominant position and improve the business situation of the targeted firm. 10abusiness model10abusiness model framework10acoercive patent holder10acountermeasures10aintellectual property10anon-practicing entity10aNPE10apatent10apatent arsenal10apatent office policy10apatent shark10apatent troll1 aSmith, Derek  uhttp://timreview.ca/article/89401733nas a2200241   4500008004100000022001400041245011200055210006900167260004200236300000900278490000600287520096600293653003701259653002601296653002201322653001101344653002101355653002201376653001701398653002301415100001701438856003601455       2014                        eng d  a1927-032100aA Citation-Based Patent Evaluation Framework to Reveal Hidden Value and Enable Strategic Business Decisions0 aCitationBased Patent Evaluation Framework to Reveal Hidden Value  aOttawabTalent First Networkc06/2014  a4-130 v43 aPatent evaluation methodologies enable firms to make informed strategic business decisions by associating and revealing hidden information surrounding a patent. However, the value of a patent depends on a firm's capabilities and strategic direction; therefore, a patent evaluation requires the information to be properly related and aligned with a particular business consideration. This article reviews the literature on citation-based patent evaluation methodologies and develops a framework to help managers and entrepreneurs identify strategic groups of business considerations. The framework shows how categories of information can be interrelated to different strategic groups of business considerations, thereby providing a competitive advantage to the evaluating firm. The article includes recommendations for managers and entrepreneurs to help them make citation-based patent evaluation an ongoing business practice to enable strategic decision making.10acitation-based patent evaluation10aintellectual property10aliterature review10apatent10apatent citations10apatent evaluation10apatent value10aprior art citation1 aSmith, Derek  uhttp://timreview.ca/article/79901811nas a2200229   4500008004100000022001400041245010700055210006900162260004200231300001000273490000600283520105500289653001901344653003701363653002601400653002201426653002201448653003401470653002401504100001701528856003601545       2014                        eng d  a1927-032100aFinding the Signal in the Noise of Patent Citations: How to Focus on Relevance for Strategic Advantage0 aFinding the Signal in the Noise of Patent Citations How to Focus  aOttawabTalent First Networkc09/2014  a36-440 v43 aPatent evaluations based on prior art citation data are business methodologies that can reveal hidden relationships between a patent and the associated prior art citations. These hidden relationships can further identify firms, actors and, technology and can identify strategic business relationships and opportunities. However, a fundamental problem with existing methodologies for discovering relevant relationships in citation data is noise. Citation noise obscures relevant relationships and impedes the potential value of these methodologies. This article reviews the literature on prior art citations as they relate to citation-based patent evaluation methodologies. A framework is presented to overcome citation noise and reveal relevant relationships to evaluate knowledge, technology, and invention properties, thereby opening up strategic and competitive advantages to the evaluating firm. The article provides guidance to executives and managers to help improve strategic decision making through relevant citation-based patent evaluations.10acitation noise10acitation-based patent evaluation10aintellectual property10aliterature review10apatent evaluation10apatent evaluation limitations10aprior art citations1 aSmith, Derek  uhttp://timreview.ca/article/83001862nas a2200301   4500008004100000022001400041245006900055210006900124260004200193300001000235490000600245520100300251653002301254653001801277653002701295653001601322653001601338653001801354653001901372653001501391653001601406100001701422700002001439700001701459700001501476700003301491856003601524       2014                        eng d  a1927-032100aOvercoming Barriers to Collaboration in an Open Source Ecosystem0 aOvercoming Barriers to Collaboration in an Open Source Ecosystem  aOttawabTalent First Networkc01/2014  a18-270 v43 aLeveraging open source practices provides value to businesses when entrepreneurs and managers understand how to collaborate effectively in an open source ecosystem. However, the complex mix of different actors and varying barriers to effective collaboration in the ecosystem pose a substantial challenge. How can a business create and capture value if it depends on effective collaboration among these different groups? In this article, we review the published research on open source collaboration and reveal insights that will be beneficial to entrepreneurs and managers. We organize the published research into four streams based upon the following actor groups: i) governance actors, ii) competitors, iii) complementors, and iv) the core community. Then, through induction and synthesis, we identify barriers to collaboration, first by ecosystem and then by actor group. Finally, we offer six recommendations for identifying and overcoming barriers to collaboration in an open source ecosystem.10abusiness ecosystem10acollaboration10acollaboration barriers10acommunities10acompetitors10acomplementors10acore community10agovernance10aopen source1 aSmith, Derek1 aAlshaikh, Asrar1 aBojan, Rawan1 aKak, Anish1 aManesh, Mohammad, Mehdi Ghar  uhttp://timreview.ca/article/75801640nas a2200217   4500008004100000022001400041245006300055210006200118260004200180300001000222490000600232520099900238653001801237653001701255653001201272653003201284100001701316700003301333700002001366856003601386       2013                        eng d  a1927-032100aHow Can Entrepreneurs Motivate Crowdsourcing Participants?0 aHow Can Entrepreneurs Motivate Crowdsourcing Participants  aOttawabTalent First Networkc02/2013  a23-300 v33 aCrowdsourcing is a way to access a global crowd of talented people and to channel their talent and creative effort towards some useful endeavour. Technology entrepreneurs who may have limited resources, especially during the start-up phase of the business, will be attracted to crowdsourcing as a means to access funding, knowledge, subject matter experts, and resources on a global scale. In this article, we review the published research on crowdsourcing as it relates to motivation, and distil the insights from that research that will be useful to technology entrepreneurs. First, we organize the published research into three streams according to crowd type: i) task-based public crowd, ii) information-exchange public crowd, and iii) employee-based crowd. Next, we identify the motivational drivers common to all streams as well as the motivational drivers that are unique to each stream. Finally, we offer five recommendations for technology entrepreneurs seeking to apply crowdsourcing.10acrowdsourcing10aentrepreneur10astartup10atechnology entrepreneurship1 aSmith, Derek1 aManesh, Mohammad, Mehdi Ghar1 aAlshaikh, Asrar  uhttp://timreview.ca/article/65702340nas a2200277   4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520152800265653002401793653002001817653001401837653001701851653001801868653001801886653001201904653002601916653001901942653003401961653001401995100001702009856003602026       2013                        eng d  a1927-032100aLeveraging Old Intellectual Property to Accelerate Technology Entrepreneurship0 aLeveraging Old Intellectual Property to Accelerate Technology En  aOttawabTalent First Networkc06/2013  a21-270 v33 aAcquiring or licensing assets to older technologies, including surviving intellectual property rights, is an often-overlooked viable strategy for accelerating technology entrepreneurship. This strategy can help entrepreneurs short-cut the growth of a customer base, reduce development effort, and shorten the time to market with a minimum viable product. However, this strategy is not without risk; entrepreneurs need to be careful that the acquired intellectual property rights are not fraught with issues that could severely outweigh any perceived value. Proper investigation is required to ensure success because the current literature fails to provide tools that an entrepreneur can apply when considering the acquisition of intellectual property. 

This article includes a case study of a technology company – Piranha Games – that indirectly acquired sole and exclusive access to a substantial historical customer base by acquiring and licensing older technology and surviving intellectual property assets. The founders then leveraged the existing product brand and its historical customers to acquire significant funding and went global with a minimum viable product in three years. The copyright and trademark assets provided value on day one to Piranha Games by making it difficult and risky for others to exploit the technology. Based on this case study, this article offers recommendations to entrepreneurs who may benefit from acquiring old intellectual property to accelerate the growth of their startups.10aaccelerated startup10abusiness models10acopyright10acrowdfunding10adue diligence10aentrepreneurs10afunding10aintellectual property10aold technology10aproduct development clearance10atrademark1 aSmith, Derek  uhttp://timreview.ca/article/69301862nas a2200253   4500008004100000022001400041245007600055210006900131260004200200300001000242490000600252520113300258653002301391653001801414653001801432653002201450653001501472653000901487653002401496653001301520653002201533100001701555856003601572       2013                        eng d  a1927-032100aNavigating Risk When Entering and Participating in a Business Ecosystem0 aNavigating Risk When Entering and Participating in a Business Ec  aOttawabTalent First Networkc05/2013  a25-330 v33 aEntrepreneurs typically have limited resources during the start-up phase of a business. Business ecosystems are a strategy for entrepreneurs to access and exchange many different aspects of value, resources, and benefits. However, there may be business risks for entering a particular type of ecosystem, and further risks may be encountered after entering and participating in a business ecosystem. These risks are significant and can inhibit a startup's growth. In this article, the literature on business ecosystems is reviewed as it relates to risk to discover insights of relevance to entrepreneurs, top management teams, and business-ecosystem operators. First, the published research is organized into two streams: i) risks relating to categories of business ecosystems, and ii) risks relating to participating in business ecosystems. Then, the problem is abstracted to develop a potential strategy for managing these risks, which features a pre-entry inspection followed by real-time resource management. Finally, five recommendations are offered for entrepreneurs seeking to enter and participate in business ecosystems.10abusiness ecosystem10adue diligence10aentrepreneurs10aliterature review10amitigation10arisk10arisk identification10astartups10athreat management1 aSmith, Derek  uhttp://timreview.ca/article/68501874nas a2200241   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520113700261653002601398653002301424653002201447653002301469653002501492653001601517653002301533653002301556100001701579856003601596       2012                        eng d  a1927-032100aReal-Time Mobile Communication of Power Requirements for Electric Vehicles0 aRealTime Mobile Communication of Power Requirements for Electric  aOttawabTalent First Networkc12/2012  a22-270 v23 aThe periodic power requirements of an electric vehicle are difficult to predict because the vehicle's location, the amount of charge remaining in its batteries, and the timing of its next charge are not known. For clusters of electric vehicles, the problem is magnified, and there is a risk that the demand will strain and overload a power utility’s infrastructure. Operational managers are left with reactive management of the infrastructure that may defer or prevent a vehicle charge to balance power demands and safeguard the infrastructure.

In this article, the following key concepts are analyzed to provide background on the problem and to outline the requirements of any solution: i) demand uncertainty and reactive management approaches, ii) electric vehicle power requirements, and iii) demand-management telecommunication capabilities. Then, by abstraction, induction, and creative synthesis, a novel solution to the problem is proposed to provide real-time mobile communication of power requirements. The proposed solution has potential to create new service and business opportunities to managers and entrepreneurs.10adisruptive innovation10aelectric utilities10aelectric vehicles10ahigh-power devices10amobile communication10apower grids10apower requirements10atelecommunications1 aSmith, Derek  uhttp://timreview.ca/article/637