01194nas a2200229   4500008004100000022001400041245017700055210006900232260004200301300001300343490000700356520039400363653001500757653002700772653003400799653001200833653002500845100002100870700002000891700002300911856003000934       2022                        eng d  a1927-032100aInterview: Blockchain and Digital Transformation in Financial Services. Part I: Transformation and Adoption of DLTs, Technology and Innovation, Markets and Money Management0 aInterview Blockchain and Digital Transformation in Financial Ser  aOttawabTalent First Networkc05/2022  a220102050 v123 aThis interview on “Blockchain and Digital Transformation in Financial Services” between 9th Gear Technologies, Inc., CPQi and the TIM Review took place on April 22nd and 29th, 2022. The interviewees were Maryanne Morrow, CEO, Founder, and Chairman of 9th Gear, and Matthew Midson, CEO, North America, CPQi. The interview was conducted by Gregory Sandstrom, Managing Editor, TIM Review.10ablockchain10adigital transformation10adistributed ledger technology10aFinTech10aReal Time Settlement1 aMorrow, Maryanne1 aMidson, Matthew1 aSandstrom, Gregory  utimreview.ca/article/148201193nas a2200229   4500008004100000022001400041245017600055210006900231260004200300300001300342490000700355520039400362653001500756653002700771653003400798653001200832653002500844100002100869700002000890700002300910856003000933       2022                        eng d  a1927-032100aInterview: Blockchain and Digital Transformation in Financial Services. Part II: Governance and Legal Issues, Future Opportunities, Development Needs and Research Pathways0 aInterview Blockchain and Digital Transformation in Financial Ser  aOttawabTalent First Networkc05/2022  a220102060 v123 aThis interview on “Blockchain and Digital Transformation in Financial Services” between 9th Gear Technologies, Inc., CPQi and the TIM Review took place on April 22nd and 29th, 2022. The interviewees were Maryanne Morrow, CEO, Founder, and Chairman of 9th Gear, and Matthew Midson, CEO, North America, CPQi. The interview was conducted by Gregory Sandstrom, Managing Editor, TIM Review.10ablockchain10adigital transformation10adistributed ledger technology10aFinTech10aReal Time Settlement1 aMorrow, Maryanne1 aMidson, Matthew1 aSandstrom, Gregory  utimreview.ca/article/148300554nas a2200169   4500008004100000022001400041245005900055210005800114260004200172300000600214490000600220653001500226653004300241653002700284653003400311856003900345       2021                        eng d  a1927-032100aCall for Papers: Blockchain and Digital Transformation0 aCall for Papers Blockchain and Digital Transformation  aOttawabTalent First Networkc07/2021  a-0 v-10ablockchain10adecentralized autonomous organizations10adigital transformation10adistributed ledger technology  uhttp://159.203.47.210/article/145001323nas a2200205   4500008004100000022001400041245007600055210006900131260004200200300001000242490000700252520067100259653002400930653002100954653002700975653002801002653002301030100003401053856003001087       2021                        eng d  a1927-032100aHow Can Firms Effectively Use Technology in Customer Journey Management0 aHow Can Firms Effectively Use Technology in Customer Journey Man  aOttawabTalent First Networkc10/2021  a32-470 v113 aCustomer Journey (CJ) mapping offers a view of the Customer Experience (CX) from a customer's standpoint, which acts as the first step towards a myriad of actions that can be performed to improve CX. While CJ mapping has proven to be helpful in a wide range of use cases, companies still struggle to apply technology to make it effective. This research performs a literature review to identify how IT and digital assets can be used in the CJ context, providing practical examples for organizations willing to implement a consumer-centered IT strategy. As a result, it was found that IT can be used in three primary contexts for CJ: mapping, enabling, and monitoring.10acustomer experience10acustomer journey10adigital transformation10aManagerial Requirements10aTechnology Drivers1 aHelouani, William, Boscardini  utimreview.ca/article/145501912nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000700279520118300286653001801469653002701487653001501514653002501529653003101554653002801585100001801613700002101631856003001652       2021                        eng d  a1927-032100aThe Interplay of Digital Transformation and Collaborative Innovation on Supply Chain Ambidexterity0 aInterplay of Digital Transformation and Collaborative Innovation  aOttawabTalent First Networkc03/2021  a45-560 v113 aThis study aims at investigating the impact of digital transformation on the efficiency and adaptability of a supply chain (SC). It also identifies the role of collaborative innovation as a catalyst in these relationships. Survey data from Japanese manufacturing companies was examined using hierarchical multiple regression analysis to test the study’s hypotheses. According to the results, collaborative innovation with SC members, that is, suppliers and customers, strengthens the impact of digital transformation on adaptability, but not on efficiency. In contrast, collaborative innovation with market participants, such as competitors and partners, reinforces the positive relationship between digital transformation and efficiency, with no evidence supporting its effect on the innovation-adaptability relationship. These findings encourage firms to widen the scope of their collaborative innovation activities to include different types of partners. For firms with limited abilities to conduct such complex collaboration projects, the findings can assist managers in making well-informed decisions to include partners that accommodate prioritized organizational goals.10acollaboration10adigital transformation10ainnovation10aresource-based view.10asupply chain ambidexterity10asupply chain management1 aAbdalla, Sara1 aNakagawa, Koichi  utimreview.ca/article/142802376nas a2200277   4500008004100000022001400041245007500055210006900130260004200199300001000241490000700251520155400258653001501812653002701827653001501854653002101869653002001890653002001910100002801930700002201958700002201980700002202002700002302024700002102047856003002068       2021                        eng d  a1927-032100aRural Living Labs: Inclusive Digital Transformation in the Countryside0 aRural Living Labs Inclusive Digital Transformation in the Countr  aOttawabTalent First Networkc12/2021  a59-720 v113 aDigital transformation (DT) has received increasing attention in recent years. Up until now, most of the current studies focus on digital transformation in advanced and dense societies, especially urban areas and technologies. Hence, the phenomenon of DT is under-researched in the context of rural and sparsely populated contexts. This study aims at exploring how a rural living lab (RLL) can be shaped and how this approach can be designed to support digital transformation processes in rural contexts. In so doing, following a design science research methodology (DSRM) approach, we have made an artefact (that is, RLL framework) that is an "instantiation" that supports user centric digitalization of rural areas. The designed framework is developed based on the key components of "traditional" and "urban" living labs, as well as empirical data which was collected within the context of the DigiBy project. The DigiBy project aims at conducting DT pilots in rural areas to elevate peoples' understanding of digitalization and the application of digitalization opportunities for service development in rural areas in the north of Sweden. As a result of these studies, five key components that guide the design of digital transformation pilots in rural areas emerged, namely: 1) rural context, 2) digitalization, 3) governance, control, and business mode, 4) methods facilitating DT processes, and 5) quintuple helix actors. We also offer an empirically derived definition of the rural living lab concept, followed by avenues for future research.10aComponents10adigital transformation10aLiving lab10aRural living lab10aRural residents10auser engagement1 aHabibipour, Abdolrasoul1 aLindberg, Johanna1 aRunardotter, Mari1 aElmistikawy, Yomn1 aStåhlbröst, Anna1 aChronéer, Diana  utimreview.ca/article/146501578nas 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/127000603nas a2200217   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002300188653002700211653001500238653002600253653001500279653002000294653001500314100001800329856003800347       2019                        eng d  a1927-032100aEditorial: Insights (February 2019)0 aEditorial Insights February 2019  aOttawabTalent First Networkc02/2019  a3-40 v910adigital innovation10adigital transformation10ainnovation10ainnovation ecosystems10amanagement10asharing economy10atechnology1 aMcPhee, Chris  uhttps://timreview.ca/article/121402420nas a2200289   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520153200271653001501803653002201818653002101840653001801861653002701879653003301906653001701939653001801956653002601974653002202000100002202022700002802044700002002072856003802092       2019                        eng d  a1927-032100aMastering the Digital Transformation Process: Business Practices and Lessons Learned0 aMastering the Digital Transformation Process Business Practices   aOttawabTalent First Networkc02/2019  a36-500 v93 aDue to its unique features and accessibility, the focus of implementing digital technology is no longer just to improve internal operations, but to expand internal dimensions, reach customers and external partners, affect services, integrate processes, disrupt markets, and fundamentally change industries. It is no surprise that the notion of digital transformation has garnered much research interest, especially from the practitioners’ point of view, but academic achievements are somehow lagging behind, possibly because frameworks for digital transformation are still evolving. In this article, we tried to address that gap by conducting holistic research of digital transformation in companies. We used a series of in-depth interviews to inform comprehensive case studies of three companies from different industries that are in different stages of digital transformation. We carefully investigated the companies’ experiences in the process of digital transformation, which are discussed here to provide valid theoretical framing. We conclude that, in addition to technology adoption, important factors for successful digital transformation are the ability of an organization to change and operational excellence in the integration of external digital services with internal IT support. In that light, we summarize our findings in a form of discovered (sub)dimensions that are the basis for the proposed digital transformation framing, while the narratives and case experiences provide with examples of best practice.10acase study10achange management10adigital business10adigital model10adigital transformation10adigital transformation model10adigitization10ahuman capital10aInnovation management10atalent management1 aIvančić, Lucija1 aVukšić, Vesna, Bosilj1 aSpremić, Mario  uhttps://timreview.ca/article/121701652nas a2200277   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520085500263653001301118653001701131653001901148653001601167653002001183653002701203653002201230653001801252653001701270100001501287700002401302700001801326856003001344       2019                        eng d  a1927-032100aUncovering Research Streams in the Data Economy Using Text Mining Algorithms0 aUncovering Research Streams in the Data Economy Using Text Minin  aOttawabTalent First Networkc11/2019  a62-740 v93 aData-driven business models arise in different social and industrial sectors, while new sensors and devices are breaking down the barriers for disruptive ideas and digitally transforming established solutions. This paper aims at providing insights about emerging topics in the data economy that are related to companies&rsquo; innovation potential. The paper uses text mining supported by systematic literature review to automatize the extraction and analysis of beneficial insights for both scientists and practitioners that would not be possible by a manual literature review. By doing so, we were able to analyze 860 scientific publications resulting in an overview of the research field of data economy and innovation. Nine clusters and their key topics are identified, analyzed as well as visualized, as we uncover research streams in the paper.10abig data10aData Economy10aData Ecosystem10aData Market10adigital economy10adigital transformation10aliterature review10aNetwork Graph10aText Mining.1 aAzkan, Can1 aSpiekermann, Markus1 aGoecke, Henry  utimreview.ca/article/128400796nas a2200289   4500008004100000022001400041245005700055210005400112260004200166300000800208490000600216653002700222653001500249653001500264653001800279653002100297653001400318653001700332653001300349653001300362653001500375653001900390100001800409700002100427700002100448856003700469       2017                        eng d  a1927-032100aEditorial: Platforms and Ecosystems (September 2017)0 aEditorial Platforms and Ecosystems September 2017  aOttawabTalent First Networkc09/2017  a3-50 v710adigital transformation10aecosystems10ainnovation10aorchestrators10aplatform economy10aplatforms10astakeholders10astartups10astrategy10atechnology10avalue creation1 aMcPhee, Chris1 aDedehayir, Ozgur1 aSeppänen, Marko  uhttp://timreview.ca/article/110101923nas a2200253   4500008004100000022001400041245007000055210006800125260004200193300001000235490000600245520117400251653001301425653002801438653001201466653002701478653001701505653002801522653001501550653001901565653002301584100002501607856003701632       2016                        eng d  a1927-032100aA Digital Maturity Model for Telecommunications Service Providers0 aDigital Maturity Model for Telecommunications Service Providers  aOttawabTalent First Networkc08/2016  a19-320 v63 aIndustries across the spectrum are being faced with a fundamental change: digital transformation. The telecommunications industry is no exception. For communications service providers, this transformation started some time ago with the emergence of so-called over-the-top (OTT) services such as WhatsApp and Skype. However, in spite of such transformation being underway, there is a lack of frameworks and tools to help communications service providers navigate such radical change. This article presents the findings of a research project to develop such a framework: the digital maturity model for telecommunications service providers. The model aims to offer a structured view of digital transformation that is specific to the context and challenges of the telecommunications industry and that can be used as a standard to help communications service providers benchmark themselves against peers or themselves as they advance their transformation. This article describes the need for the model and the methodology used to develop it, and it offers recommendations on how to use the model and further develop it as our understanding of digital transformation evolves.10abusiness10abusiness transformation10adigital10adigital transformation10adigitization10adisruptive technologies10ainnovation10amaturity model10atelecommunications1 aValdez-de-Leon, Omar  uhttp://timreview.ca/article/1008