01572nas a2200253   4500008004100000022001400041245011200055210006900167260004200236300001000278490000700288520082400295653002001119653001901139653001601158653001901174653001301193653001501206653001201221653001301233100002001246700002201266856003001288       2020                        eng d  a1927-032100aA Conceptual Development of a Business Model Typology in Tourism: the impact of digitalization and location0 aConceptual Development of a Business Model Typology in Tourism t  aOttawabTalent First Networkc07/2020  a17-280 v103 aThis paper aims to conceptually develop a business model typology in tourism. It focuses on digitalization and destination location as important contextual factors when developing the typology. The paper builds on prior research on business models and tourism research by adopting configuration theory to create a typology of business models in tourism businesses. Four business model archetypes are identified: (1) bricks and mortar business models, (2) digitalized destinations, (3) create a destination, and (4) intermediary business models. The typology contributes to the literature by identifying different types of business models in the tourism sector. The typology also helps to ground the business model concept theoretically, something that has been considered as missing in previous business model research.10abusiness models10aconfigurations10adestination10adigitalization10alocation10atechnology10atourism10atypology1 aLinton, Gabriel1 aÖberg, Christina  utimreview.ca/article/137201279nas a2200421   4500008004100000022001400041245003900055210003600094260004200130300000800172490000700180653002300187653003000210653001900240653003400259653003300293653001300326653002900339653003000368653002000398653002100418653002400439653001900463653002000482653002400502653001500526653002500541653002700566653004700593653003300640653000800673653002900681653003500710653003200745653002700777100002300804856003000827       2020                        eng d  a1927-032100aEditorial: Insights (October 2020)0 aEditorial Insights October 2020  aOttawabTalent First Networkc10/2020  a3-30 v1010aAdvanced Analytics10aAI maturity. Data science10aAI value chain10aAI-driven platform innovation10aArtificial Intelligence (AI)10abig data10abusiness decision-making10abusiness model components10abusiness models10acontent analysis10adata-dominant logic10adominant logic10aempirical study10aenterprise platform10aindustries10aonline communication10aonline data collection10aorganizational and managerial requirements10aprincipal component analysis10aR&D10aresearch and development10asecondary data. Sustainability10aSMEs. Disruptive innovation10asustainable innovation1 aSandstrom, Gregory  utimreview.ca/article/139601866nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000700279520113100286653003001417653002001447653002101467653002601488653001501514653001901529100002601548700003201574856003001606       2020                        eng d  a1927-032100aA Systematic Analysis of how Practitioners Articulate Business Models across Disruptive Industries0 aSystematic Analysis of how Practitioners Articulate Business Mod  aOttawabTalent First Networkc10/2020  a29-420 v103 aOngoing debates surround the role of business models in understanding the dynamics related to disruptive innovation. Too little is still known about how practitioners highlight different characteristics of business models across industries confronted with disruptive dynamics. This shortcoming in current debates hampers a better understanding of the context-dependent phenomenon of "disruption", ultimately limiting the development of adequate business strategies for incumbents and entrepreneurs alike. Consequently, we generated a systematic database of communicated business models from 1,095 relevant press releases and company reports published between 1995 and 2019. The business models from the retrieved articles were assigned to their corresponding industry using the Global Industry Categorization Standard (GICS) to allow for diverse categorization. Subsequently, we performed a deductive coding procedure, building on accepted business model component classifications. Our study contributes insights about relevant business model components, drawing on practitioner experiences in the face of disruptive dynamics.10abusiness model components10abusiness models10acontent analysis10adisruptive innovation10aindustries10asecondary data1 aHerting, Alina, Marie1 aSchmidt, Alexander, Lennart  utimreview.ca/article/139401578nas a2200541   4500008004100000245006500041210006200106260001200168300000800180490000600188653002600194653002400220653002600244653002000270653003300290653002400323653001800347653002500365653004200390653002100432653002600453653002200479653002500501653002700526653002900553653001900582653001700601653001500618653001500633653003200648653000900680653001700689653001500706653002200721653002600743653001500769653002400784653002500808653001800833653002000851653002000871653002500891653001300916653002700929100001800956700002300974856003900997       2019                        eng d00aEditorial: Celebrating Innovation in Florence (October 2019)0 aEditorial Celebrating Innovation in Florence October 2019  c10/2019  a3-40 v910abehavioural economics10abehavioural science10abibliometric analysis10abusiness models10aBuyer-Supplier Relationships10achoice architecture10acollaboration10aconsumer-to-business10aContent creator-based business models10acontent creators10acreativity management10adigital platforms10adigital technologies10adigital transformation10aDigital user involvement10adigitalization10adigitization10adisruption10ae-commerce10ahuman-centered data economy10aIIoT10aIndustry 4.010ainnovation10ainnovation policy10aintellectual commerce10aLiving lab10amission-led science10amultisided platforms10apersonal data10aresearch impact10asocial commerce10aSupplier Integration10ataxonomy10auser-generated content1 aTanev, Stoyan1 aSandstrom, Gregory  uhttp://159.203.47.210/article/127000757nas a2200289   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001700180653001300197653001100210653001700221653002400238653002000262653001100282653002100293653002100314653001500335653002600350653001000376653002500386100001800411856003800429       2019                        eng d  a1927-032100aEditorial: Insights (July 2019)0 aEditorial Insights July 2019  aOttawabTalent First Networkc07/2019  a3-40 v910aaccelerators10aadoption10aAfrica10aarchitecture10abusiness ecosystems10abusiness models10adesign10adigital payments10aentrepreneurship10aincubators10aInnovation management10aISPIM10aknowledge management1 aMcPhee, Chris  uhttps://timreview.ca/article/125000860nas a2200313   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653001700188653002000205653001500225653001500240653001600255653002000271653001700291653001900308653001000327653003700337653002200374100001800396700002300414700002800437700002200465700002100487856003800508       2019                        eng d  a1927-032100aEditorial: Living Labs (March 2019)0 aEditorial Living Labs March 2019  aOttawabTalent First Networkc03/2019  a3-50 v910aaccelerators10abusiness models10aframeworks10ainnovation10aliving labs10aOpen innovation10astakeholders10asustainability10atools10aUN Sustainable Development Goals10aurban living labs1 aMcPhee, Chris1 aStåhlbröst, Anna1 aHabibipour, Abdolrasoul1 aRunardotter, Mari1 aChronéer, Diana  uhttps://timreview.ca/article/122000832nas a2200301   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001600180653002700196653001100223653002200234653002000256653002100276653001200297653002100309653002700330653002300357653001600380653002700396653001200423653004000435100001800475856003700493       2018                        eng d  a1927-032100aEditorial: Insights (June 2018)0 aEditorial Insights June 2018  aOttawabTalent First Networkc06/2018  a3-40 v810a3D printing10aadditive manufacturing10aAmazon10aboundary spanning10abusiness models10acivic innovation10aculture10aentrepreneurship10ainnovation integrators10aknowledge transfer10aliving labs10asociotechnical systems10astartup10auniversity–industry collaboration1 aMcPhee, Chris  uhttp://timreview.ca/article/116000783nas a2200289   4500008004100000022001400041245003700055210003400092260004200126300000800168490000600176653001400182653001300196653002000209653002200229653001500251653002300266653001500289653002500304653002300329653002000352653002400372653001900396653002300415100001800438856003700456       2018                        eng d  a1927-032100aEditorial: Insights (March 2018)0 aEditorial Insights March 2018  aOttawabTalent First Networkc03/2018  a3-40 v810aanalytics10abig data10abusiness models10aclosed innovation10aecosystems10aemerging economies10ainnovation10ainternationalization10aInternet of Things10aOpen innovation10atechnology startups10avalue creation10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/114100813nas a2200313   4500008004100000022001400041245003500055210003200090260004200122300000800164490000600172653002000178653001600198653001300214653002100227653001700248653001500265653002500280653002500305653001600330653001300346653001800359653001700377653001000394653002300404653001700427100001800444856003700462       2018                        eng d  a1927-032100aEditorial: Insights (May 2018)0 aEditorial Insights May 2018  aOttawabTalent First Networkc05/2018  a3-40 v810abusiness models10aco-creation10adrop out10aentrepreneurship10afacilitation10ainnovation10ainternationalization10alean global startups10aliving labs10aservices10aservitization10astakeholders10ausers10avalue propositions10avalue-in-use1 aMcPhee, Chris  uhttp://timreview.ca/article/115400843nas a2200313   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002400188653002000212653001100232653001800243653002100261653003300282653001700315653002300332653000800355653001600363653001600379653001400395653002000409653002200429653002300451100001800474856003700492       2017                        eng d  a1927-032100aEditorial: Insights (November 2017)0 aEditorial Insights November 2017  aOttawabTalent First Networkc11/2017  a3-40 v710aacademic publishing10abusiness models10acities10acollaboration10aentrepreneurship10afourth industrial revolution10aIndustry 4.010aInternet of Things10aIOT10aliving labs10aopen access10aopen data10aOpen innovation10asocial innovation10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/111500685nas a2200241   4500008004100000022001400041245003800055210003500093260004200128300000800170490000600178653002900184653002000213653001600233653003100249653002700280653001700307653002800324653001900352653001700371100001800388856003700406       2016                        eng d  a1927-032100aEditorial: Insights (August 2016)0 aEditorial Insights August 2016  aOttawabTalent First Networkc08/2016  a3-40 v610aaudience commodification10abusiness models10aco-creation10acorporate entrepreneurship10adigital maturity model10adigitization10afront end of innovation10aidea selection10auser stories1 aMcPhee, Chris  uhttp://timreview.ca/article/100601762nas a2200277   4500008004100000022001400041245013700055210006900192260004200261300001000303490000600313520088500319653002001204653001601224653001801240653001501258653003101273653001701304653001201321653002001333100002101353700003001374700001901404700002401423856003701447       2016                        eng d  a1927-032100aA Process for Co-Creating Shared Value with the Crowd: Tourism Case Studies from a Regional Innovation System in Western Switzerland0 aProcess for CoCreating Shared Value with the Crowd Tourism Case   aOttawabTalent First Networkc11/2016  a32-390 v63 aDespite the presence of a regional innovation system, the gross value added attributed to tourism in the Swiss region of Valais is declining. Innovation policies fostering private initiatives and collaboration between companies, researchers, and coaching services have been reinforced recently, and policy instruments are in place to support strategic industries. However, no incitement instrument is dedicated to supporting the co-creation and the creation of shared value through local actors. This article presents a co-creation process of shared value and the lessons learned while implementing a new mode of innovation and entrepreneurship in two case studies in the peripheral region of Valais, Switzerland. The aim of the process is the co-creation of shared value-based business models, with an emphasis on the use of crowdsourcing to find new ways to create shared value.10abusiness models10aco-creation10acrowdsourcing10ainnovation10aregional innovation system10ashared value10atourism10atourism cluster1 aGrèzes, Vincent1 aLehmann, Béatrice, Girod1 aSchnyder, Marc1 aPerruchoud, Antoine  uhttp://timreview.ca/article/103300869nas a2200301   4500008004100000022001400041245006300055210006000118260004200178300000800220490000600228653002000234653002200254653001200276653001800288653002400306653001600330653002000346653002200366653002200388653002000410100001800430700001900448700002300467700002100490700002000511856003600531       2015                        eng d  a1927-032100aEditorial: Living Labs and User Innovation (December 2015)0 aEditorial Living Labs and User Innovation December 2015  aOttawabTalent First Networkc12/2015  a3-50 v510abusiness models10aclosed innovation10acontext10acrowdsourcing10ainnovation networks10aliving labs10aOpen innovation10aspaces and places10aurban living labs10auser innovation1 aMcPhee, Chris1 aLeminen, Seppo1 aSchuurman, Dimitri1 aWesterlund, Mika1 aHuizingh, Eelko  uhttp://timreview.ca/article/94700631nas a2200205   4500008004100000022001400041245008700055210006900142260004200211300001000253490000600263653002000269653002100289653001400310653001400324653001600338100001800354700001700372856003600389       2014                        eng d  a1927-032100aThe Businesses of Open Data and Open Source: Some Key Similarities and Differences0 aBusinesses of Open Data and Open Source Some Key Similarities an  aOttawabTalent First Networkc01/2014  a12-170 v410abusiness models10aentrepreneurship10alicensing10aopen data10aopen source1 aLindman, Juho1 aNyman, Linus  uhttp://timreview.ca/article/75700879nas a2200301   4500008004100000022001400041245006300055210006000118260004200178300000800220490000600228653001600234653002000250653002200270653001500292653002100307653001500328653002400343653002300367653001200390653002800402653002200430653001300452653003500465653002300500100001800523856003600541       2014                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship (December 2014)0 aEditorial Innovation and Entrepreneurship December 2014  aOttawabTalent First Networkc12/2014  a3-50 v410a3D printing10abusiness models10acommercialization10adisruption10aentrepreneurship10ainnovation10ainnovation capacity10ainnovation culture10apatents10asocial entrepreneurship10asocial innovation10aspinoffs10auniversity technology transfer10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/85200854nas a2200313   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001800180653002400198653002000222653002100242653001800263653001500281653002300296653004200319653001400361653001600375653002900391653001400420653001300434653002200447653001700469100001800486856003600504       2014                        eng d  a1927-032100aEditorial: Insights (July 2014)0 aEditorial Insights July 2014  aOttawabTalent First Networkc07/2014  a3-40 v410aambidexterity10abusiness ecosystems10abusiness models10aentrepreneurship10aimprovisation10ainnovation10aInternet of Things10aknowledge-intensive business services10aplatforms10apublic good10apublicly funded research10astandards10astrategy10avalue co-creation10avalue design1 aMcPhee, Chris  uhttp://timreview.ca/article/80600636nas a2200229   4500008004100000022001400041245005100055210004800106260004200154300000600196490000600202653002000208653001800228653001500246653001400261653001400275653002500289653002500314653001300339100001800352856003600370       2014                        eng d  a1927-032100aEditorial: Open Source Business (January 2014)0 aEditorial Open Source Business January 2014  aOttawabTalent First Networkc01/2014  a30 v410abusiness models10acollaboration10aecosystems10alicensing10aopen data10aopen source business10aopen source software10apatterns1 aMcPhee, Chris  uhttp://timreview.ca/article/75500643nas a2200229   4500008004100000022001400041245005500055210005100110260004200161300001000203490000600213653001700219653002000236653001400256653001500270653002100285653001400306653002500320653001300345100001900358856003600377       2014                        eng d  a1927-032100aTIM Lecture Series – The Business of Open Source0 aTIM Lecture Series The Business of Open Source  aOttawabTalent First Networkc01/2014  a28-310 v410aarchitecture10abusiness models10acommunity10aengagement10aentrepreneurship10alicensing10aopen source software10apatterns1 aWeiss, Michael  uhttp://timreview.ca/article/75902340nas 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/69301258nas a2200217   4500008004100000022001400041245008800055210006900143260004200212300001000254490000600264520060500270653001200875653001800887653002000905653002000925653000800945653002700953100002400980856003601004       2013                        eng d  a1927-032100aStrategic Partnerships and Open Innovation in the Biotechnology Industry in Belgium0 aStrategic Partnerships and Open Innovation in the Biotechnology   aOttawabTalent First Networkc04/2013  a23-280 v33 aStrategic partnerships in the biotechnology industry allow new technology-based firms to gain a foothold in this high-cost, high-risk industry. In this article, we examine the impact of strategic partnerships and open innovation on the success of new biotechnology firms in Belgium by developing multiple case studies of firms in regional biotechnology clusters. We find that, despite their small size and relative immaturity, new biotechnology firms are able to adopt innovative business models by providing R&D and services to larger firms and openly cooperating with them through open innovation. 10aBelgium10abiotechnology10abusiness models10aOpen innovation10aR&D10astrategic partnerships1 aSegers, Jean-Pierre  uhttp://timreview.ca/article/67600686nas a2200205   4500008004100000022001400041245012200055210006900177260004200246300001000288490000600298653002000304653001900324653002100343653002100364653001900385653001900404100002100423856003600444       2013                        eng d  a1927-032100aTIM Lecture Series – Green Business Models to Change the World: How Can Entrepreneurs Ride the Sustainability Wave?0 aTIM Lecture Series Green Business Models to Change the World How  aOttawabTalent First Networkc07/2013  a53-570 v310abusiness models10aeco-efficiency10aentrepreneurship10agreen innovation10asustainability10avalue creation1 aWesterlund, Mika  uhttp://timreview.ca/article/70701727nas a2200217   4500008004100000022001400041245005700055210005700112260001200169300000900181490000600190520113200196653002001328653002201348653001501370653003201385653001801417653001901435100001901454856003601473       2012                        eng d  a1927-032100aBusiness Model Discovery by Technology Entrepreneurs0 aBusiness Model Discovery by Technology Entrepreneurs  c04/2012  a5-160 v23 aValue creation and value capture are central to technology entrepreneurship. The ways in which a particular firm creates and captures value are the foundation of that firm's business model, which is an explanation of how the business delivers value to a set of customers at attractive profits. Despite the deep conceptual link between business models and technology entrepreneurship, little is known about the processes by which technology entrepreneurs produce successful business models. This article makes three contributions to partially address this knowledge gap. First, it argues that business model discovery by technology entrepreneurs can be, and often should be, disciplined by both intention and structure. Second, it provides a tool for disciplined business model discovery that includes an actionable process and a worksheet for describing a business model in a form that is both concise and explicit. Third, it shares preliminary results and lessons learned from six technology entrepreneurs applying a disciplined process to strengthen or reinvent the business models of their own nascent technology businesses.10abusiness models10acommercialization10ainnovation10atechnology entrepreneurship10avalue capture10avalue creation1 aMuegge, Steven  uhttp://timreview.ca/article/54501668nas a2200193   4500008003900000022001400039245005300053210005300106260004200159300001000201490000600211520111900217653003001336653002001366653001601386653001601402100002001418856003601438       2012                          d  a1927-032100aDesigning Viable Business Models for Living Labs0 aDesigning Viable Business Models for Living Labs  aOttawabTalent First Networkc09/2012  a19-240 v23 aOver 300 regions have integrated the concept of living labs into their economic development strategy since 2006, when the former Finnish Prime Minister Esko Aho launched the living lab innovation policy initiative during his term of European presidency. Despite motivating initial results, however, success cases of turning research into usable new products and services remain few and uncertainty remains on what living labs actually do and contribute. This practitioner-oriented article presents a business excellence model that shows processes of idea creation and team mobilization, new product development, user involvement, and entrepreneurship through which living labs deliver high-potential investment opportunities. Customers of living labs are identified as investors such as venture capitalists or industrial firms because living labs can generate revenue from them to create their own sustainable business model. The article concludes that living labs provide extensive support “lab” infrastructure and that it remains a formidable challenge to finance it, which calls for a more intensive debate.10abusiness excellence model10abusiness models10aco-creation10aliving labs1 aKatzy, Bernhard  uhttp://timreview.ca/article/60402164nas a2200217   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520147500268653002001743653002801763653002501791653002301816653002501839653002601864100002001890856003601910       2012                        eng d  a1927-032100aAn Enterprise Perspective on Customer Value Propositions for Open Source Software0 aEnterprise Perspective on Customer Value Propositions for Open S  aOttawabTalent First Networkc12/2012  a28-360 v23 aResearch on open source software (OSS) has examined value creation primarily from the perspective of the individuals and suppliers that create the software. The perspective of enterprise users who use and pay for OSS has been largely neglected so far. Understanding what paying customers want and how to create products and services they value is the cornerstone of any business model. Therefore, research on what enterprise users value in OSS is of paramount importance to OSS solution suppliers; it can be used to create a new customer base and sustain an existing one. 
This study examines the value of OSS as perceived by enterprise customers. Through an analysis of three literature streams (firm participation in open source software, business models, and customer value), a model on customer value creation was developed. Interviews were conducted with nine decision makers from enterprises that use OSS in operational projects. The key findings of this research are that: i) the maturity of the software determines the degree to which customers value their relationship with the supplier; ii) customers value differentiating functionality and costs savings; and iii) switching costs with OSS depend on the size, complexity, and dependencies of the software itself. This research identifies the points of value that the suppliers of OSS should focus on, and it points to the need for marketing strategies that can demonstrate this value to enterprise customers. 10abusiness models10acustomer value creation10aenterprise customers10amarketing strategy10aopen source software10aopen source suppliers1 aShanker, Aparna  uhttp://timreview.ca/article/63501612nas a2200229   4500008003900000022001400039245005600053210005200109260004200161300001000203490000600213520097000219653002001189653001401209653002201223653001801245100002201263700002801285700001501313700001801328856003601346       2012                          d  a1927-032100aThe Physical Internet and Business Model Innovation0 aPhysical Internet and Business Model Innovation  aOttawabTalent First Networkc06/2012  a32-370 v23 aBuilding on the analogy of data packets within the Digital Internet, the Physical Internet is a concept that dramatically transforms how physical objects are designed, manufactured, and distributed. This approach is open, efficient, and sustainable beyond traditional proprietary logistical solutions, which are often plagued by inefficiencies. The Physical Internet redefines supply chain configurations, business models, and value-creation patterns. Firms are bound to be less dependent on operational scale and scope trade-offs because they will be in a position to offer novel hybrid products and services that would otherwise destroy value. Finally, logistical chains become flexible and reconfigurable in real time, thus becoming better in tune with firm strategic choices. This article focuses on the potential impact of the Physical Internet on business model innovation, both from the perspectives of Physical-Internet enabled and enabling business models.10abusiness models10alogistics10aphysical internet10asupply chains1 aMontreuil, Benoit1 aRougès, Jean-François1 aCimon, Yan1 aPoulin, Diane  uhttp://timreview.ca/article/566