01222nas a2200445   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002800188653002600216653001800242653001800260653001300278653001700291653001900308653003100327653003100358653002100389653003100410653001400441653001500455653003500470653001500505653002600520653001400546653001500560653002200575653002000597653001400617653000900631653001300640653001700653653003500670100001800705700002300723856003000746       2019                        eng d  a1927-032100aEditorial: Insights (November 2019)0 aEditorial Insights November 2019  aOttawabTalent First Networkc11/2019  a3-40 v910aartificial intelligence10acompetitive advantage10acybersecurity10adeep learning10aDeepfake10adesign rules10adigitalization10aentrepreneurial ecosystems10aentrepreneurial university10aentrepreneurship10aentrepreneurship education10afake news10ainnovation10ainternational entrepreneurship10aleadership10aLearning Capabilities10amarketing10amotivation10anew venture teams10aquadruple helix10asanctions10aSMEs10ateamwork10atriple helix10auniversity business incubation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/127801877nas a2200241   4500008004100000022001400041245017200055210006900227260004200296300001000338490000600348520106700354653002601421653001901447653001501466653003501481653002601516653001401542653000901556100001801565700002201583856003001605       2019                        eng d  a1927-032100aThe Impact of Digitalization and Resources on Gaining Competitive Advantage in International Markets: Mediating Role of Marketing, Innovation and Learning Capabilities0 aImpact of Digitalization and Resources on Gaining Competitive Ad  aOttawabTalent First Networkc11/2019  a26-390 v93 aInternational Entrepreneurship as a field of studies depends on digitalization as an essential factor that drives internationalization. Riding on the wave of digitalization, firms can produce and market their products and services globally through digital platforms with reduced costs and time savings. Yet, digitalization as a determinant of competitive advantages for small and medium enterprises in international markets is rarely examined. This study fills the gap by testing the direct and indirect effects of digitalization on enterprise, specifically focusing on price, product and service advantages in digitalized international markets. Based on the data collected from 143 exporting SME manufacturers in Malaysia, results from our analysis revealed that digitalization has no direct effect on competitive advantage, but rather has strong indirect effects on product and service advantages. Managers and policymakers can thus leverage digitalization to improve their company's internationalization plans according to its intended competitive strategies.10acompetitive advantage10adigitalization10ainnovation10ainternational entrepreneurship10aLearning Capabilities10amarketing10aSMEs1 aLee, Yan, Yin1 aFalahat, Mohammad  utimreview.ca/article/128101669nas a2200217   4500008004100000022001400041245005800055210005700113260004200170300001000212490000600222520106300228653001601291653002001307653001601327653001401343653001601357100002101373700001901394856003801413       2018                        eng d  a1927-032100aDoes Entrepreneurial Marketing Underrate Competition?0 aDoes Entrepreneurial Marketing Underrate Competition  aOttawabTalent First Networkc09/2018  a16-270 v83 aThis study aims to investigate the relationship between marketing needs and actions in entrepreneurial marketing. So doing, it explores how the entrepreneur’s interpretation of the needs that arise from the changes and opportunities in the business environment affects their actions in entrepreneurial marketing. We establish and test a set of hypotheses over a sample of 3,097 entrepreneur-led small firms from Finland. The results show that entrepreneurial perception of environmental pressure in terms of partners, customers, and competitors is linked to the marketing practices of small firms in terms of developing business relations, publicity, and offerings. That is, actions in entrepreneurial marketing depend on the entrepreneur’s ability to interpret needs based on the signals in the business environment. However, the study confirms that entrepreneurs pay less attention to competition, which affects their marketing actions, and it suggests that both research and practice of entrepreneurial marketing should pay more regard to competition.10acompetition10aentrepreneurial10aenvironment10amarketing10aorientation1 aWesterlund, Mika1 aLeminen, Seppo  uhttps://timreview.ca/article/118301742nas a2200253   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520102500271653001901296653001301315653001401328653001501342653001401357653001301371653001501384653001701399100001901416700001601435856003701451       2017                        eng d  a1927-032100aHow Researchers Use Social Media to Promote their Research and Network with Industry0 aHow Researchers Use Social Media to Promote their Research and N  aOttawabTalent First Networkc08/2017  a32-390 v73 aSocial media is now an essential information and interaction channel. Companies advertise and sell their products and services through social media, but this channel has not been so commonly applied to the task of selling knowledge and research work. This article studies the use of social media by researchers to promote their research and network with product developers in industry, and it presents a model of the use of social media by researchers. The data for this research was obtained by interviewing individual researchers of a research organization and surveying product developers from industry. The findings show that social media is seen as a good source of new information and contacts, and it is suitable for promoting awareness of research services and results. The results show that the speed and intensity of social media present challenges for researchers, but by being active in posting content and participating in discussions, researchers can derive benefits and enhance their personal reputations.10abrand building10aindustry10amarketing10anetworking10apromotion10aresearch10aresearcher10asocial media1 aJaring, Päivi1 aBäck, Asta  uhttp://timreview.ca/article/109802078nas a2200253   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520133100268653002401599653001101623653001801634653000901652653001401661653002001675653002301695100002701718700002201745700002101767856003601788       2014                        eng d  a1927-032100aChallenging the Stage-Gate Model in Crowdsourcing: The Case of Fiat Mio in Brazil0 aChallenging the StageGate Model in Crowdsourcing The Case of Fia  aOttawabTalent First Networkc09/2014  a28-350 v43 aA large crowdsourcing project managed by Fiat Brazil involved more than 17,000 participants from 160 different nationalities over 15 months. Fiat promoted a dialogue with an enthusiastic community by linking car experts, professionals, and lay people, through which more than 11,000 ideas were selected and developed to create a concept car using a collaborative process. Through an in-depth case study of this crowdsourcing project, we propose a new approach – the accordion model – which uses project management to help maximize the beneficial inputs of the crowd. Whereas the stage-gate process relies on a “funnel” of articulated sequences expressing a progressive reduction from an initial stock of potential ideas and concepts, in this article, we suggest that crowdsourced projects are more akin to a process that articulates a succession of broadening and funnelling periods that represent information requests and deliveries. We use the metaphorical terminology of “the sacred and the profane” to illustrate the interaction of sophisticated and ordinary ideas between the “sacred” experts from Fiat and the “profane” lay people associated with the project. Lessons learned from the Fiat Mio case suggest how both organizations and Internet users may benefit from successful crowdsourcing projects.10aautomobile industry10aBrazil10acrowdsourcing10aFiat10amarketing10aOpen innovation10aproject management1 aSaldanha, Fabio, Prado1 aCohendet, Patrick1 aPozzebon, Marlei  uhttp://timreview.ca/article/82902149nas a2200253   4500008004100000022001400041245006800055210006800123260004200191300001000233490000600243520144000249653001801689653003001707653001401737653001301751653001001764653001301774653002501787653000801812100002101820700001801841856003601859       2014                        eng d  a1927-032100aEffective Digital Channel Marketing for Cybersecurity Solutions0 aEffective Digital Channel Marketing for Cybersecurity Solutions  aOttawabTalent First Networkc10/2014  a22-320 v43 aSmaller organizations are prime targets for hackers and malware, because these businesses lack cybersecurity plans and the resources to survive a serious security incident. To exploit this market opportunity, cybersecurity solution providers need to leverage the power of downstream channel members. We investigate how a supplier's digital channel marketing can encourage value-added resellers to sell that supplier’s cybersecurity solutions. Our analysis of survey data from 109 value-added resellers of a multinational supplier shows that resellers are more committed to stock and sell cybersecurity products and services if the supplier’s digital channel marketing provides tools that help them sell the solutions to end customers. This support is likely needed because cybersecurity offerings are technologically complex and systemic by nature, as supported by the finding that value-added resellers pay little attention to supplier’s campaigns and price discounts. Thus, cybersecurity suppliers should maintain trusted and informative relationships with their resellers and provide them with hands-on sales tools, because a reseller's commitment to selling cybersecurity solutions is linked with their ability to understand the offering and with the extent of their supplier relationship. These findings are in line with previous literature on the challenges perceived by salespeople in selling novel and complex technology.10acybersecurity10adigital channel marketing10amarketing10aretailer10asales10asupplier10avalue-added reseller10aVAR1 aWesterlund, Mika1 aRajala, Risto  uhttp://timreview.ca/article/83601861nas a2200205   4500008004100000022001400041245008800055210006900143260004200212300000900254490000600263520123500269653002101504653001001525653002501535653001401560653002501574100002001599856003601619       2014                        eng d  a1927-032100aEntrepreneurship Education in India: A Critical Assessment and a Proposed Framework0 aEntrepreneurship Education in India A Critical Assessment and a   aOttawabTalent First Networkc08/2014  a5-100 v43 aEntrepreneurship education is considered as one of the most influential forces that determine the health of the economy. Hence, ignoring controversies on whether entrepreneurship can be taught, the majority of the top business schools in India offer entrepreneurship education with tailored elective courses to inculcate a wide range of skills encompassing a multi-disciplinary approach among mature management students. However, considering the basic synergies of core management subjects such as marketing and entrepreneurship, both of which provide an opportunity to develop unique solutions to satisfy customer needs, the study of entrepreneurial aspects as a prerequisite for management education and research seems indispensable when specifically catering to the growing entrepreneurial intent in developing economies. This approach necessitates a compulsory initiation of entrepreneurship courses early in the curricula of contemporary business schools. In this context, the present article aims to qualitatively review the current entrepreneurship education regime in India to propose an effective ecosystem for integrating and promoting entrepreneurship education as fundamental to mainstream business education in India.10aentrepreneurship10aIndia10amanagement education10amarketing10aqualitative research1 aBasu, Rituparna  uhttp://timreview.ca/article/81701780nas a2200229   4500008003900000022001400039245008800053210006900141260004200210300001000252490000600262520110400268653001601372653002001388653001801408653002501426653002001451653001401471653001301485100001601498856003601514       2012                          d  a1927-032100aMarket Channels of Technology Startups that Internationalize Rapidly from Inception0 aMarket Channels of Technology Startups that Internationalize Rap  aOttawabTalent First Networkc10/2012  a32-370 v23 aThe study of technology startups that internationalize rapidly from inception has increased in recent years. However, little is known about their channels to market. This article addresses a gap in the "born global" literature by examining the channels used by six startups that internationalized rapidly from inception as well as the programs they used to support their channel partners and customers. The six startups examined combined the use of the Internet with: i) a relationship with a multi-national, ii) distributors, iii) re-sellers, or iv) a direct sales force. They also delivered programs to support partners and customers that focused on communications, alliance and network development, education, marketing and promotion, and financial incentives. 

This article informs entrepreneurs who need to design go-to-market channels to exploit global opportunities about decisions made by other entrepreneurs who launched born-global companies. Normative rules and practitioner-oriented approaches are needed to help entrepreneurs explain and apply the results presented in this article. 10aborn global10achannel partner10aglobalization10ainternationalization10amarket channels10amarketing10astartups1 aYoos, Simar  uhttp://timreview.ca/article/618