00748nas a2200277   4500008004100000022001400041245004500055210004200100260004200142300000800184490000600192653001800198653002900216653001600245653001400261653001400275653003100289653002100320653001300341653002400354653000900378653001300387653001500400100001800415856003700433       2017                        eng d  a1927-032100aEditorial: Collaboration (December 2017)0 aEditorial Collaboration December 2017  aOttawabTalent First Networkc12/2017  a3-50 v710acollaboration10acollaborative capability10acooperation10acoworking10aeducation10aentrepreneurial commitment10aentrepreneurship10aindustry10ainterdisciplinarity10aSMEs10astartups10auniversity1 aMcPhee, Chris  uhttp://timreview.ca/article/112201615nas a2200229   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520093800264653001501202653001201217653002801229653002801257653001101285653001501296100001701311700002001328856003701348       2016                        eng d  a1927-032100aAssessing Cooperation between Industry and Research Infrastructure in Hungary0 aAssessing Cooperation between Industry and Research Infrastructu  aOttawabTalent First Networkc07/2016  a13-200 v63 aIn developed countries, a large share of R&D work is performed in universities, but the real significance of their contribution is larger, because they conduct most of the fundamental research. In this article, we examine one aspect of the academic sector that is visible to most outsiders, a field that requires usually the most resources as well: the research infrastructure. Hungary is currently in the process of forming its own National Infrastructure Roadmap. We present the results of a nation-wide survey carried out in 2014 by the National Innovation Office in support of the National Infrastructure Roadmap. The results represent a good starting point for developing measures and setting up goals for scientific fields. With the identification of research infrastructure usage by industry, this method might provide a best practice for other countries to undertake similar evaluations for their respective infrastructures. 10aassessment10aHungary10anational infrastructure10aresearch infrastructure10asurvey10auniversity1 aDeák, Csaba1 aSzabó, István  uhttp://timreview.ca/article/100100816nas a2200289   4500008004100000022001400041245007000055210006700125260004200192300000800234490000600242653001400248653002100262653002300283653001000306653001500316653002200331653001100353653002300364653001700387653001300404653001600417653001500433100001800448700002400466856003600490       2014                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship in India (August 2014)0 aEditorial Innovation and Entrepreneurship in India August 2014  aOttawabTalent First Networkc08/2014  a3-40 v410aeducation10aentrepreneurship10agovernment support10aIndia10ainnovation10aknowledge systems10apolicy10aservice innovation10astakeholders10astartups10auncertainty10auniversity1 aMcPhee, Chris1 aGuin, Kalyan, Kumar  uhttp://timreview.ca/article/81601555nas a2200289   4500008004100000022001400041245011900055210006900174260004200243300001000285490000600295520067200301653002100973653001500994653003401009653001301043653002501056653002201081653002201103653001101125653001701136653001501153100001901168700001801187700002401205856003601229       2014                        eng d  a1927-032100aReviewing the Knowledge Systems of Innovation and the Associated Roles of Major Stakeholders in the Indian Context0 aReviewing the Knowledge Systems of Innovation and the Associated  aOttawabTalent First Networkc08/2014  a36-450 v43 aIn this article, we review various models of knowledge systems and discusses the relationships between various component stakeholders of innovation, namely higher-education institutions, industry, and government. The article uses India as a case study to examine new challenges and opportunities facing its innovation ecosystem. Within this context, we review existing models of knowledge systems through an innovative representation exemplifying the knowledge landscape and the model positioning. We argue for a reinforcing role of major stakeholders in the proliferation of innovation and entrepreneurship, and the need to promote healthy interactions between them.10aentrepreneurship10agovernment10ahigher-education institutions10aindustry10ainnovation ecosystem10ainnovation system10aknowledge systems10amodels10astakeholders10auniversity1 aSaurabh, Punit1 aBhola, Prabha1 aGuin, Kalyan, Kumar  uhttp://timreview.ca/article/82102219nas a2200229   4500008003900000022001400039245011200053210006900165260004200234300000900276490000600285520150600291653002201797653002001819653001601839653002101855653002401876653002001900653001501920100001801935856003601953       2012                          d  a1927-032100aFrom Business Administration to Business Creation: The Case of the Kalevala Global Business Creation School0 aFrom Business Administration to Business Creation The Case of th  aOttawabTalent First Networkc06/2012  a6-110 v23 aAre there any businesses left to administer? The question is of course rhetorical and aimed at underscoring how several societies are more severely in need of creators of new businesses than managers of established ones. And yet, nearly all universities only produce masters of business administration, at best. Apart from theoretical research about business creation, and the education of masters of such research, universities are generally not equipped to produce knowledge for business creation or to produce masters of business creation.

This conceptual article calls for a new, complementary approach to research and education, around the theme of global business creation. Due to the limitations and restrictions related to the traditions and practices of the science of business administration, where the means justify the ends, a new exploratory field coined as the “Art of Business Creation,” where the end justifies the means, is being explored for some inspiration.

For a concrete solution, the concept of a globally distributed, enterprise-centric, entrepreneurial-faculty-driven, open-innovation-based, and social-media-empowered university entity is depicted in this article. It is a new-generation private-public-partnership and “Living Lab 2.0” referred to as Kalevala Global Business Creation School. The conceptualization draws from observations and action research during the Global Venture Lab Finland experiment at the University of Jyväskylä from 2007 to 2011.
10abusiness creation10abusiness school10aco-creation10aentrepreneurship10aknowledge investing10aOpen innovation10auniversity1 aSeppä, Marko  uhttp://timreview.ca/article/56202050nas a2200193   4500008003900000022001400039245007200053210006900125260004200194300000900236490000600245520147700251653002101728653001201749653002501761653001501786100001901801856003601820       2011                          d  a1927-032100aFostering Student Entrepreneurship and University Spinoff Companies0 aFostering Student Entrepreneurship and University Spinoff Compan  aOttawabTalent First Networkc10/2011  a7-120 v13 aA student spinoff company strives to transform knowledge acquired by students into an income-generating business. This article outlines how a university can increase the number of spinoff companies created by its student entrepreneurs. 

Student spinoff companies are of interest to all forward-thinking universities, particularly those that support research and teaching programs in the field of entrepreneurship. The spinoff companies provide tangible evidence that students acquire viable entrepreneurial skills while studying at the university. In addition, student spinoff companies contribute to regional economic development, commercialize knowledge that otherwise would go undeveloped, help universities attain and expand their core missions, and increase the return on the investments in university R&D. 

University policies developed specifically for student spinoff companies significantly affect the growth potential of such ventures. This article provides a model and a set of principles that universities can use to support and increase the number of student entrepreneurs at their institutions. The model and principles are grounded in research findings and practical experience. In addition, the article suggests that universities adopt a results-based management approach to plan and deploy initiatives to support student entrepreneurs. The approach is widely used by government agencies interested in increasing the outcomes from their investments. 10aentrepreneurship10aspinoff10astudent entrepreneur10auniversity1 aBailetti, Tony  uhttp://timreview.ca/article/485