02262nas a2200289   4500008004100000022001400041245009600055210006900151260004200220300001000262490000700272520137200279653001601651653003101667653002501698653001901723653003301742653003001775653001901805653001701824100002001841700002101861700002001882700002201902700001801924856003001942       2021                        eng d  a1927-032100aDiscovery and Validation of Business Models:  How B2B Startups can use Business Experiments0 aDiscovery and Validation of Business Models How B2B Startups can  aOttawabTalent First Networkc03/2021  a17-310 v113 aStartups searching for a business model face uncertainty. This research aims to demonstrates how B2B startups can use business experiments to discover and validate their business model's desirability quickly and cost-effectively. The research study follows a design science approach by focusing on two main steps: build and evaluate. We first created a B2B-Startup Experimentation Framework based on well-known earlier frameworks. After that, we applied the framework to the case of the German startup heliopas.ai. The framework consists of four steps (1) implementation of a measurement system, (2) hypothesis development and prioritization, (3) discovery, and (4) validation. Within its application, we conducted business experiments, including online and offline advertisements, as well as interviews. This research contributes in several ways to the understanding of how B2B-startups can use business experiments to discover and validate their business models: First, the designed B2B-Startup Experimentation Framework can serve as a guideline for company founders. Second, the results were used to improve the existing business model of the German B2B startup heliopas.ai. Finally, applying the framework allowed us to formulate design principles for creating business experiments. The design principles used in the study can be further tested in future studies.10aB2B Startup10aBusiness Experiment Design10aBusiness Experiments10abusiness model10aCustomer Development Process10aFour-Step Iterative Cycle10aGrowth Hacking10alean startup1 aBrecht, Patrick1 aHendriks, Daniel1 aStroebele, Anja1 aHahn, Carsten, H.1 aWolff, Ingmar  utimreview.ca/article/142602091nas a2200205   4500008004100000022001400041245006800055210006700123260004200190300001000232490000700242520150200249653001901751653001901770653002501789653001201814653000801826100002101834856003001855       2020                        eng d  a1927-032100aDigitalization, Internationalization and Scaling of Online SMEs0 aDigitalization Internationalization and Scaling of Online SMEs  aOttawabTalent First Networkc04/2020  a48-570 v103 aWhile small- and medium-sized enterprises (SMEs) are increasingly required to look for growth beyond their national markets, the increasing digitalization of the global economy provides them with ample opportunities for internationalization. However, many SMEs are unable to internationalize digitally because they were not initially designed to scale that way, and managing business model scaling in the online environment is challenging. In response to this, the current study applies a quantitative descriptive analysis of survey data on business adoption of digital technologies by 535 Canadian online-based SMEs. The aim is to understand, 1) how internationally-oriented online SMEs differ in terms of their digitalization from those focused on domestic markets, and 2) how these differences are related to the companies&rsquo; business model for scaling internationally. The results show that internationally-oriented online SMEs differ from their domestically-oriented peers, in terms of a higher degree in the 1) use of information systems, 2) extent of value networks, 3) emphasis on key internal resources, and, 4) dealing with cybersecurity issues. The study contributes to the literature by suggesting that online SMEs willing to scale internationally through digitalization need to develop a set of capabilities in regard to partnering, customer relationship, and business process management, as well as investing in information and communication (ICT) resources and cyber resilience.10abusiness model10adigitalization10ainternationalization10ascaling10aSME1 aWesterlund, Mika  utimreview.ca/article/134601301nas a2200469   4500008004100000022001400041245004000055210003700095260004200132300000800174490000700182653002700189653001500216653001900231653003000250653001800280653002100298653000900319653002100328653002100349653003400370653001300404653002000417653002400437653002300461653001400484653001300498653001500511653001000526653002100536653002100557653001900578653002000597653002400617653001300641653005100654653004100705653001400746100001800760700002300778856003000801       2020                        eng d  a1927-032100aEditorial: Insights (December 2020)0 aEditorial Insights December 2020  aOttawabTalent First Networkc12/2020  a3-30 v1010a5G technology; Bitcoin10ablockchain10abusiness model10abusiness model innovation10acrypto assets10acryptocurrencies10aDiem10aDiem Association10adigital currency10adistributed ledger technology10aFacebook10afiat currencies10afinancial inclusion10aFinancial industry10afront-end10aideation10ainnovation10aLibra10alocal currencies10aManagement Model10anot-for-profit10aresearch center10astrategic foresight10astrategy10atechnology firms; project portfolio management10atokenization; product innovativeness10avisioning1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/141001750nas a2200289   4500008004100000022001400041245004200055210004200097260004200139300001000181490000600191520096600197653002001163653001701183653001901200653002201219653001101241653002501252653001801277653002401295653002401319653001301343653002201356100002401378700002001402856003801422       2019                        eng d  a1927-032100aBusiness Model Architecture by Design0 aBusiness Model Architecture by Design  aOttawabTalent First Networkc07/2019  a16-270 v93 aIn this article, we view business models as complex deal-making activity systems organized to create, deliver, and capture value. Unlike some other viewpoints, we emphasize both system components and their interconnection. Business activities are carried out by a network of actors drawing on a network of resources, and individual firms seek to configure these intersecting networks to enhance their competitive positioning. The business model literature refers to the significance of antecedent activities in providing context – opportunities the firm decides to pursue, the strategy adopted, and requisite capabilities. Drawing on this literature, we propose an approach to framing business model context. Drawing on the information systems literature, we identify a toolkit facilitating activity system architecture design. We suggest how this both draws out the underlying complexity of a business model and shows how a multiplicity of views makes sense.10aactivity theory10aarchitecture10abusiness model10abusiness networks10adesign10adynamic capabilities10aISO/IEC 4201010amultiple viewpoints10arelationship matrix10astrategy10aZachman framework1 aBeckett, Ronald, C.1 aDalrymple, John  uhttps://timreview.ca/article/125202013nas a2200241   4500008004100000022001400041245010000055210006900155260004200224300000900266490000600275520127200281653001901553653001601572653002001588653001901608653001901627653002301646100002301669700002301692700001801715856003801733       2019                        eng d  a1927-032100aHow to Create Value(s) in the Sharing Economy: Business Models, Scalability, and Sustainability0 aHow to Create Values in the Sharing Economy Business Models Scal  aOttawabTalent First Networkc02/2019  a5-240 v93 aBy organizing peer-to-peer exchanges and promoting access over ownership, the sharing economy is transforming a great variety of sectors. Enjoying fast growth, the sharing economy is an umbrella term encompassing heterogeneous initiatives that create different types of economic, environmental, or social value. This heterogeneity triggers tensions and intense disputes about the perimeter of the field. Do Airbnb and Uber belong to the sharing economy? How do we consider practices such as gifting, renting, and swapping that existed before the sharing economy boom? To sort out this complexity, we have adopted a pragmatic and grounded approach examining 27 initiatives that claim to be part of, or are perceived as emblematic of the sharing economy. We develop a typology of sharing economy business models revealing four configurations: shared infrastructure providers, commoners, mission-driven platforms, and matchmakers. Each configuration exhibits specific value-creation logics, scalability issues, sustainability impacts, and potential controversies. Our results provide guidance for sharing entrepreneurs, for established businesses that want to embrace the principles of the sharing economy, and for public actors wishing to regulate or support the field.10abusiness model10ascalability10asharing economy10asustainability10avalue creation10avalue distribution1 aAcquier, Aurélien1 aCarbone, Valentina1 aMassé, David  uhttps://timreview.ca/article/121501711nas a2200217   4500008004100000022001400041245009100055210006900146260004200215300001000257490000600267520104100273653001601314653002701330653001901357653002201376100002201398700001801420700001801438856003701456       2018                        eng d  a1927-032100aAdditive Manufacturing and Business Models: Current Knowledge and Missing Perspectives0 aAdditive Manufacturing and Business Models Current Knowledge and  aOttawabTalent First Networkc06/2018  a15-330 v83 aAdditive manufacturing, that is 3D printing technology, may change the way companies operate their businesses. This article adopts a business model perspective to create an understanding of what we know about these changes. It summarizes current knowledge on additive manufacturing within management and business research, and it discusses future research directions in relation to business models for additive manufacturing. Using the scientific database Web of Science, 116 journal articles were identified. The literature review reveals that most research concerns manufacturing optimization. A more holistic view of the changes that additive manufacturing may bring about for firms is needed, as is more research on changed value propositions, and customer/sales-related issues. The article contributes to previous research by systematically summarizing additive manufacturing research in the business and management literature, and by highlighting areas for further investigation related to the business models of individual firms.10a3D printing10aadditive manufacturing10abusiness model10aliterature review1 aÖberg, Christina1 aShams, Tawfiq1 aAsnafi, Nader  uhttp://timreview.ca/article/116201800nas a2200229   4500008004100000022001400041245006700055210006600122260004200188300001000230490000600240520111100246653001901357653002101376653002301397653001301420653002601433100002601459700002401485700002401509856003701533       2018                        eng d  a1927-032100aApproach for a Pattern-Based Development of Frugal Innovations0 aApproach for a PatternBased Development of Frugal Innovations  aOttawabTalent First Networkc04/2018  a14-270 v83 aEmerging markets have become increasingly interesting for companies from industrialized countries, but the requirements in these markets differ dramatically from those in the companies’ traditional markets. New products and services are demanded – so-called frugal innovations. Since the challenges for the development of frugal innovations are often quite similar – for example, low income of the target customer, poor infrastructure, etc. – the hypothesis appears that the solutions will also be similar. In our earlier TIM Review article (Lehner & Gausemeier, 2016), we showed how solution patterns for frugal innovations can be derived. The article at hand summarizes those findings and supplements an innovation process for frugal innovation using the solution patterns. The validation based on the example of telemedical assistant systems shows the benefit of the pattern-based development of frugal innovations. The article addresses managers and engineers who plan to introduce frugal innovations, as well as university-based researchers interested in the development of frugal innovations.10abusiness model10aemerging markets10afrugal innovations10apatterns10aproducts and services1 aLehner, Anne-Christin1 aKoldewey, Christian1 aGausemeier, Jürgen  uhttp://timreview.ca/article/114901550nas a2200193   4500008004100000022001400041245005700055210005500112260004200167300001000209490000600219520099700225653001901222653001501241653001901256653002501275100001801300856003801318       2018                        eng d  a1927-032100aA Strategic Management Maturity Model for Innovation0 aStrategic Management Maturity Model for Innovation  aOttawabTalent First Networkc11/2018  a13-210 v83 aEven though strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in the business literature for the area of strategic management activities. This article updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. The Strategic Management Maturity Model for Innovation (S3M-i) is composed of six maturity levels with seven dimensions. The main contribution of the S3M-i is to put innovation into the agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This article suggests that innovation (new breakthrough products/services and business models) is the only way of creating sustainable growth, and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond to the dynamic business environment and rapidly changing customer behaviours.10abusiness model10ainnovation10amaturity model10astrategic management1 aDemir, Ferhat  uhttps://timreview.ca/article/119601492nas a2200229   4500008004100000022001400041245009000055210006900145260004200214300000900256490000600265520080700271653001901078653001401097653002301111653000901134653002201143100002101165700001901186700002001205856003701225       2018                        eng d  a1927-032100aValue Creation in the Internet of Things: Mapping Business Models and Ecosystem Roles0 aValue Creation in the Internet of Things Mapping Business Models  aOttawabTalent First Networkc03/2018  a5-150 v83 aThe increasing connectivity provided by the Internet of Things (IoT) supports novel business opportunities for actors in overlapping service systems. Therefore, the co-creative nature of IoT business needs to be further studied. This article reports an empirical study on a European IoT initiative. It contributes to the understudied area of IoT ecosystem dynamics by describing different actor roles and activities in the IoT use cases, and their implications for value creation in IoT ecosystems. Our findings show how IoT ecosystem actors may take the roles of ideator, designer, or intermediary in different IoT design layers, and we recommend this perspective to better understand and describe ecosystem business models. We also discuss the theoretical and managerial implications of our findings.10abusiness model10aecosystem10aInternet of Things10arole10avalue co-creation1 aIkävalko, Heini1 aTurkama, Petra1 aSmedlund, Anssi  uhttp://timreview.ca/article/114202404nas a2200265   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520159900292653001901891653002001910653002901930653000901959653001401968653002301982100002102005700002102026700001702047700001802064700001902082856003702101       2017                        eng d  a1927-032100aDesigning a Business Model for Environmental Monitoring Services Using Fast MCDS Innovation Support Tools0 aDesigning a Business Model for Environmental Monitoring Services  aOttawabTalent First Networkc11/2017  a36-460 v73 aThe free availability of open data provides opportunities to start new businesses and gain business intelligence. However, although data is often used to support decisions and actions, the possibilities offered by modern sensor technologies with connections to cloud-based data collection services are not being effectively capitalized. Data collection systems are also not generally open source solutions, even though open and flexibly adjustable systems would broaden the opportunities for solutions and larger revenue streams. In this article, we used action research methods to discover new business opportunities in a semi-open information system that utilizes environmental monitoring data. We applied a four-stage innovation process for industry, which included context definition, idea generation, and selection, and produced multi-criteria decision support (MCDS) data to help the design of business model. This was done to reveal business opportunities for an environmental monitoring service. Among these opportunities, one service-style business model canvas was identified as feasible and selected for further development. We identified items that are needed in the commercialization process of environmental monitoring services. Our process combines open environmental monitoring data, participative innovation process, and MCDS support, and it supports and accelerates a co-creative business model creation process that is cost-beneficial in terms of saving time. The results are applicable to the creation of an open data information system that supports data-driven innovation.10abusiness model10adata collection10aenvironmental monitoring10aMCDS10aopen data10aservice innovation1 aEskelinen, Tuomo1 aRäsänen, Teemu1 aSantti, Ulla1 aHapponen, Ari1 aKajanus, Miika  uhttp://timreview.ca/article/111902315nas a2200277   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284520146000290653001901750653002601769653003101795653002401826653002701850653001901877653000801896100001701904700002101921700002101942700001901963700001801982856003702000       2017                        eng d  a1927-032100aEffects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs0 aEffects of Business Model Development Projects on Organizational  aOttawabTalent First Networkc08/2017  a15-260 v73 aPrevious research has shown that links between organizational culture and innovativeness/performance may act as a “social glue” that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF) tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome) to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture.10abusiness model10abusiness model canvas10acompeting values framework10adevelopment project10aorganizational culture10aservice design10aSME1 aSantti, Ulla1 aEskelinen, Tuomo1 aRajahonka, Mervi1 aVillman, Kaija1 aHapponen, Ari  uhttp://timreview.ca/article/109601774nas a2200253   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520098800274653001901262653003801281653002601319653001901345653002801364653001301392100002101405700002101426700001901447700001701466856003701483       2017                        eng d  a1927-032100aImproving Internal Communication Management in SMEs: Two Case Studies in Service Design0 aImproving Internal Communication Management in SMEs Two Case Stu  aOttawabTalent First Networkc06/2017  a16-240 v73 aEffective information management is a success factor for business growth, but small and medium-sized enterprises (SMEs) face challenges in transferring knowledge and information from one organizational unit to another. In this study of two case companies, participative business model development processes were designed to identify challenges and solutions in internal communication management. A service design approach based on CIMO logic (context, intervention, mechanism, and output) showed that the participative business model technique and process can identify problems and challenges in internal communication management, as well as in the prioritization of actions. The process is a creative service design process including both divergent and convergent phases. The process increased motivation among personnel to find solutions, encouraged communication, and created joint understanding on how to solve problems. The technique helped to bring tacit information into use. 10abusiness model10ainternal communication management10aparticipative process10aservice design10astakeholder involvement10atraining1 aEskelinen, Tuomo1 aRajahonka, Mervi1 aVillman, Kaija1 aSantti, Ulla  uhttp://timreview.ca/article/108102085nas a2200205   4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520145100254653002901705653001901734653001501753653003201768653002001800100002201820856003701842       2016                        eng d  a1927-032100aAudience Commodification: A Source of Innovation in Business Models0 aAudience Commodification A Source of Innovation in Business Mode  aOttawabTalent First Networkc08/2016  a40-470 v63 aThis article reports on a research project aimed at developing a business model by changing the value-creation mechanism. The essence of this change is to persuade customers to perform actions in favour of the service provider. Such actions include responding to advertising clips to unlock value. The business model was generated from the concept of audience commodification and is based on the idea of looking at users as a source of a tradeable asset in business-to-business markets. Here, attention and actions are the assets that users pay to access the proposed value. The research includes two phases of surveys and experimentation. In the first phase, the tendency and acceptance level of users towards watching advertisements to unlock value are measured. In the next phase, a platform prototype is developed to test and understand user actions towards receiving value. The sample includes 52 users of different nationalities who were seeking relationships on an online dating platform. Results revealed that users accept advertising and will perform requested actions if they can perceive the delivered value. Practical implications of this research include insights to help move away from the current “view-based” advertising model toward new models of partnership with users in the value-creation process. This research may also stimulate further research into developing sustainable business models based on advertising revenue. 10aaudience commodification10abusiness model10ainnovation10atechnology entrepreneurship10avalue marketing1 aKhajeheian, Datis  uhttp://timreview.ca/article/101002082nas a2200265   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520126800263653001901531653002601550653002201576653002601598653002501624653002601649653002201675100001901697700002201716700002401738700001701762856003701779       2016                        eng d  a1927-032100aDetecting White Spots in Innovation-Driven  Intellectual Property Management0 aDetecting White Spots in InnovationDriven Intellectual Property   aOttawabTalent First Networkc07/2016  a34-470 v63 aTechnology companies scan the competitive arena for patents to discover research activities and technology trends. Patents are the outcome of innovation processes that take several month or even years, depending on the industry. The process of publishing patents usually lasts longer. A huge time gap of up to several years between early research and development activities and published patents is the consequence. Therefore, a patent is a weak indicator for the identification of early innovation activities. However, the inventor needs intellectual assets such as data, knowledge, and expertise to carry out an innovation process. It is likely that these intellectual assets can improve the competitor analysis – rendering them primary targets. In this article, we introduce a systematic approach to detect intellectual property (IP) activities of stakeholders in selected technology fields (e.g., hiring experts, taking part in research projects, gathering specific data). A technology field with a low intensity of IP activities offers great opportunities, which we call a "white spot". Our proposed approach can help identify the white spots in innovation-driven IP management and thereby help devise recommendations to improve a company’s IP portfolio.10abusiness model10acompetitive advantage10acompetitive arena10aInnovation management10aintellectual capital10aintellectual property10avalue proposition1 aEckelt, Daniel1 aDülme, Christian1 aGausemeier, Jürgen1 aHemel, Simon  uhttp://timreview.ca/article/100301576nas a2200229   4500008004100000022001400041245006700055210006500122260004200187300000900229490000600238520091300244653002001157653001901177653001501196653002101211653001501232653001901247100002201266700002101288856003701309       2016                        eng d  a1927-032100aA Framework for Sustainable Circular Business Model Innovation0 aFramework for Sustainable Circular Business Model Innovation  aOttawabTalent First Networkc07/2016  a5-120 v63 aThe circular economy concept is a novel economic model aiming to foster sustainable economic growth, boost global competitiveness, and generate new jobs. In order to make the circular economy mainstream, radical and systemic innovation is needed. Currently, a majority of the business modelling tools and methods lack at least some of the identified and needed elements for innovating business models in a circular economy. In this article, we build a framework for sustainable circular business model innovation by adding important perspectives: recognizing trends and drivers at the ecosystem level; understanding value to partners and stakeholders within a business; and evaluating the impact of sustainability and circularity. We present the results of a case study with a startup company, which was designed to test the framework and provide a concrete example of its usage and future development needs.10abusiness canvas10abusiness model10acase study10acircular economy10ainnovation10asustainability1 aAntikainen, Maria1 aValkokari, Katri  uhttp://timreview.ca/article/100002086nas a2200253   4500008004100000022001400041245007000055210006700125260004200192300001000234490000600244520132800250653001901578653002301597653002101620653002301641653001901664653002201683653001901705653002201724100002601746700002401772856003601796       2016                        eng d  a1927-032100aA Pattern-Based Approach to the Development of Frugal Innovations0 aPatternBased Approach to the Development of Frugal Innovations  aOttawabTalent First Networkc03/2016  a13-210 v63 aThe economic rise of emerging markets induces a rapid growth of the global middle class. This new mass market demands products and services adapted to the needs of the local population – so called "frugal innovations". Engineers often face similar challenges while developing products and services for these markets, and therefore may develop similar solutions. By the abstraction of these solutions to transferrable solution patterns, the efficiency of the development process could be increased. In this article, we introduce a systematic approach to develop a pattern system for frugal innovations. Based on 29 selected frugal innovations, we derived the problems that led to the development of the analyzed frugal innovations. By categorizing these problems, we deduced six problem categories: education, environment, culture, infrastructure, regulation, and finance. We stripped down the solutions to these problems to their core principles, and in our subsequent analysis, we identified 56 solution patterns. Moreover, we analyzed the relationships between the abstracted solution patterns, problem areas, and frugal innovations. By using a pattern-based approach, the efficiency of the product development process could be improved significantly. As well, patterns may generate new impetus and increase creativity.10abusiness model10adeveloping markets10aemerging markets10afrugal innovations10amarket service10apattern catalogue10apattern system10asolution patterns1 aLehner, Anne-Christin1 aGausemeier, Jürgen  uhttp://timreview.ca/article/97102022nas a2200265   4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520126800260653001901528653002601547653001601573653001501589653001401604653001001618653001401628653000801642653002301650653002901673100001801702856003601720       2015                        eng d  a1927-032100aThe Creativity Canvas: A Business Model for Knowledge and Idea Management0 aCreativity Canvas A Business Model for Knowledge and Idea Manage  aOttawabTalent First Networkc07/2015  a50-580 v53 aInnovation depends on ideas generated through creativity and the knowledge and research that make it possible to put ideas to work. However, these two activities are very dependent on the people who perform them. As demonstrated by a pilot project realized at Hydro-Québec’s research institute (IREQ), any approach that does not take this understanding into account is doomed to failure. This article proposes that what must be developed is a knowledge and idea management system designed as a coherent ecosystem that takes all controlling factors into account and is based on stakeholder interest and preferences. This ecosystem is the result of a meticulous design of each of the elements that must generally be taken into account in a business model. A business model approach includes not only developing a value proposition for knowledge and idea management that suits the target clientele but also a good understanding of the resources and activities required to deliver this value proposition and especially the ways to finance them. Key to the development of such an ecosystem is the creation of fully functional innovation communities, which are responsible for building up and nurturing their ideas and knowledge assets and getting value out of them.10abusiness model10abusiness model canvas10acommunities10acreativity10aecosystem10aideas10aknowledge10aR&D10aresearch institute10atechnological innovation1 aNaggar, Raouf  uhttp://timreview.ca/article/91402082nas 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/89401745nas a2200253   4500008004100000022001400041245009300055210006900148260004200217300001000259490000600269520099400275653001901269653001801288653001501306653001601321653001801337653001801355653002201373100001801395700002301413700001901436856003601455       2015                        eng d  a1927-032100aExploring the Benefits of Integrating Business Model Research within Living Lab Projects0 aExploring the Benefits of Integrating Business Model Research wi  aOttawabTalent First Networkc12/2015  a19-270 v53 aBusiness model and living lab research both have similar objectives – to maximize the probability of successful market introduction of innovative solutions – be it through different means. Yet, there are still only few studies or reports discussing both, with those studies that do touch the subject staying at a high level. iMinds Living Labs has gained a lot of experience in combined living lab and business model innovation projects and, rather than being competing approaches, our results have shown that these two research methodologies can be complementary, where the combined approach turns out to be more powerful than each individual approach used alone. The goal of this article is to promote the inclusion of business model research in a model of "a living lab as a service" (and vice versa) by explaining the benefits and by introducing a practical framework to implement such combined research tracks based on the experience at iMinds Living Labs over the past few years.10abusiness model10acollaboration10ainnovation10aliving labs10auser research10avalue network10avalue proposition1 aRits, Olivier1 aSchuurman, Dimitri1 aBallon, Pieter  uhttp://timreview.ca/article/94901475nas a2200301   4500008004100000022001400041245012800055210006900183260004200252300001000294490000600304520055700310653001900867653001400886653001500900653001500915653002500930653001500955653002700970653001400997653002501011653002001036100002301056700001801079700002301097700001701120856003601137       2015                        eng d  a1927-032100aViability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context0 aViability Radar A Practical Tool for Assessing the Viability of   aOttawabTalent First Networkc05/2015  a17-300 v53 aThis article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. 10abusiness model10aecosystem10ahealthcare10ainnovation10ainstitutionalization10atechnology10atransformative service10aviability10aviability assessment10aviability radar1 aHeikkilä, Marikka1 aSaarni, Jouni1 aKaartemo, Valtteri1 aKoponen, Aki  uhttp://timreview.ca/article/89501858nas a2200217   4500008004100000022001400041245005200055210005100107260004200158300000900200490000600209520123300215653001601448653001901464653003101483653002601514653002601540100002001566700001801586856003601604       2014                        eng d  a1927-032100aConceptualizing Innovation in Born-Global Firms0 aConceptualizing Innovation in BornGlobal Firms  aOttawabTalent First Networkc09/2014  a5-100 v43 aThis article summarizes the insights from a systematic study of the research literature focusing on the innovation aspects of born-global firms – ventures that were launched to exploit a global niche from the earliest days of their operations. The authors provide a snapshot of opinions on the different aspects of innovation in the way they were conceptualized in the academic literature. The insights are based on a selection of 32 peer-reviewed journal articles addressing the different challenges associated with early internationalization and innovation in such ventures. The article emphasizes that the early internationalization of new ventures should be considered as an innovation process in itself and that innovation and internationalization have a positive effect on each other. In addition, it points out the role of knowledge acquisition and networking capabilities as key innovation enablers and refers to the emergence of the lean startup perspective on the innovation processes in born-global firms. The suggested insights will be relevant to researchers and practitioners interested in the relationship between early internationalization and innovation in international new ventures and lean global startups.10aborn global10abusiness model10aearly internationalization10aInnovation management10alean startup approach1 aZijdemans, Erik1 aTanev, Stoyan  uhttp://timreview.ca/article/82602420nas a2200253   4500008004100000022001400041245005700055210005700112260004200169300000900211490000600220520173600226653001901962653001601981653001401997653002302011653000802034653001002042653001702052100002102069700001902090700002102109856003602130       2014                        eng d  a1927-032100aDesigning Business Models for the Internet of Things0 aDesigning Business Models for the Internet of Things  aOttawabTalent First Networkc07/2014  a5-140 v43 aThis article investigates challenges pertaining to business model design in the emerging context of the Internet of Things (IOT). The evolution of business perspectives to the IOT is driven by two underlying trends: i) the change of focus from viewing the IOT primarily as a technology platform to viewing it as a business ecosystem; and ii) the shift from focusing on the business model of a firm to designing ecosystem business models. An ecosystem business model is a business model composed of value pillars anchored in ecosystems and focuses on both the firm's method of creating and capturing value as well as any part of the ecosystem's method of creating and capturing value. The article highlights three major challenges of designing ecosystem business models for the IOT, including the diversity of objects, the immaturity of innovation, and the unstructured ecosystems. Diversity refers to the difficulty of designing business models for the IOT due to a multitude of different types of connected objects combined with only modest standardization of interfaces. Immaturity suggests that quintessential IOT technologies and innovations are not yet products and services but a "mess that runs deep". The unstructured ecosystems mean that it is too early to tell who the participants will be and which roles they will have in the evolving ecosystems. The study argues that managers can overcome these challenges by using a business model design tool that takes into account the ecosystemic nature of the IOT. The study concludes by proposing the grounds for a new design tool for ecosystem business models and suggesting that "value design" might be a more appropriate term when talking about business models in ecosystems.10abusiness model10adesign tool10aecosystem10aInternet of Things10aIOT10avalue10avalue design1 aWesterlund, Mika1 aLeminen, Seppo1 aRajahonka, Mervi  uhttp://timreview.ca/article/80701243nas a2200217   4500008003900000022001400039245010300053210006900156260004200225300001000267490000600277520056300283653002400846653001900870653002200889653002000911653001400931100002300945700002100968856003600989       2012                          d  a1927-032100aEcosystem Under Construction: An Action Research Study on Entrepreneurship in a Business Ecosystem0 aEcosystem Under Construction An Action Research Study on Entrepr  aOttawabTalent First Networkc06/2012  a18-240 v23 aIn recent years, we have seen increasing interest in new service concepts that take advantage of the capabilities of business ecosystems instead of single companies. In this article, we describe how a business ecosystem begins to develop around a service business idea proposed by an entrepreneur. We aim to recognize the different domains of players that are or should be involved in the ecosystem while it is under construction. The article concludes with an ecosystem model consisting of six sub-ecosystems having different change drivers and clockspeeds.10abusiness ecosystems10abusiness model10abusiness networks10ahealth exercise10awellbeing1 aHeikkilä, Marikka1 aKuivaniemi, Leni  uhttp://timreview.ca/article/564