02371nas a2200229   4500008004100000022001400041245010200055210006900157260004200226300000900268490000600277520165200283653001601935653002401951653001901975653002101994653001502015653002402030100001802054700003302072856003602105       2014                        eng d  a1927-032100aGenerative Innovation Practices, Customer Creativity, and the Adoption of New Technology Products0 aGenerative Innovation Practices Customer Creativity and the Adop  aOttawabTalent First Networkc02/2014  a5-100 v43 aWe offer a critical reflection on one of the key reasons for the startlingly low success rate of innovation initiatives worldwide – the fact that the interactive environment surrounding the customer is a critical part of the adoption process; it can and should be designed in a way that enables customer creativity, and thus adoption. In this article, we embrace a definition of innovation as “the adoption of a new practice by a community” where the innovator is the one who does not only sense and move into new opportunities but also mobilizes all the necessary resources needed by customers to adopt a new practice. The emphasis on adoption merges together innovation and entrepreneurship by shifting the focus from the inventor and the designer, through the entrepreneur, to the ultimate recipient of the innovative outcomes. Looking at customers as co-creators is critically important for technological product adoption; missing the chance to enable their creativity is equivalent to missing the opportunity of seeing them for who they really are. The result is a distorted vision that is ultimately rooted in the misconception of the dynamics of customer value. We particularly emphasize two points: i) the increasing degree of complexity of everyday technological products requires a higher degree of creativity by customers to adopt; and ii) customer creativity is not only a function of user-technology interaction, it is a function of the various actors in the interactive environment surrounding the customer such as other customers, other technologies, local distributors, customer/technical support providers, and competitors. 10aco-creation10acustomer creativity10acustomer value10aentrepreneurship10ainnovation10atechnology adoption1 aTanev, Stoyan1 aFrederiksen, Marianne, Harbo  uhttp://timreview.ca/article/76301244nas a2200205   4500008003900000022001400039245010300053210006900156260004200225300001000267490000600277520057300283653001900856653002800875653002500903653003200928653002200960100002000982856003601002       2012                          d  a1927-032100aA Customer Value Creation Framework for Businesses That Generate Revenue with Open Source Software0 aCustomer Value Creation Framework for Businesses That Generate R  aOttawabTalent First Networkc03/2012  a18-220 v23 aTechnology entrepreneurs must create value for customers in order to generate revenue. This article examines the dimensions of customer value creation and provides a framework to help entrepreneurs, managers, and leaders of open source projects create value, with an emphasis on businesses that generate revenue from open source assets. The proposed framework focuses on a firm's pre-emptive value offering (also known as a customer value proposition). This is a firm's offering of the value it seeks to create for a customer, in order to meet his or her requirements.10acustomer value10acustomer value creation10aopen source business10atechnology entrepreneurship10avalue proposition1 aShanker, Aparna  uhttp://timreview.ca/article/53400550nas a2200181   4500008003900000022001400039245005900053210005600112260004200168300001000210490000600220653002200226653001900248653002300267653002200290100002000312856003600332       2012                          d  a1927-032100aQ&A. What Is Customer Value and How Do You Deliver It?0 aQA What Is Customer Value and How Do You Deliver It  aOttawabTalent First Networkc02/2012  a32-330 v210acustomer feedback10acustomer value10amarket orientation10avalue proposition1 aShanker, Aparna  uhttp://timreview.ca/article/525