01801nas a2200229   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520106000274653002201334653003601356653002601392653003001418653001701448100001701465700003001482700002301512856003601535       2013                        eng d  a1927-032100aReinventing the Wheel: Contextualizing Existing Innovations as a Path to Market Success0 aReinventing the Wheel Contextualizing Existing Innovations as a   aOttawabTalent First Networkc10/2013  a16-210 v33 aIn the quest to create cutting-edge products, organizations often invest substantial time, attention, and capital in primary research and development (R&D). By themselves, these R&D investments to create avant-garde products may not provide good return-on-investment. In the context of Canadian businesses, there is a significant scarcity of resources available for R&D. What can Canadian firms do to stay innovative when they face a plethora of difficulties, including insufficient funding? This article explores how organizations can leverage external innovation and existing technologies to create products or services that cater to the market needs. We present a three-pillar model along with examples of companies that attained market success in large part by contextualizing existing technologies in order to create innovative products or services. This approach provides companies with a high-level framework to facilitate resource-parsimonious creation of commercializable, innovative products that are competitive in today’s global marketplace.10acommercialization10acontextualization of innovation10aInnovation management10amarket-focused innovation10aorganization1 aMoretz, Jeff1 aSankaranarayanan, Karthik1 aPercival, Jennifer  uhttp://timreview.ca/article/73201697nas a2200241   4500008004100000022001400041245007300055210006900128260004200197300001000239490000600249520097000255653003001225653002101255653001401276653002601290653001601316653003701332653001701369653001001386100002301396856003601419       2012                        eng d  a1927-032100aGovernance of Open Source Software Foundations: Who Holds the Power?0 aGovernance of Open Source Software Foundations Who Holds the Pow  aOttawabTalent First Networkc12/2012  a37-420 v23 aThe research reported in this article attempts to discover who holds the power in open source software foundations through the analysis of governance documents. Artificial neural network analysis is used to analyse the content of the bylaws of six open source foundations (Apache, Eclipse, GNOME, Plone, Python, and SPI) for the purpose of identifying power structures. Results of the research suggest that: i) the actions of an open source software foundation are centered around one of three groups: Members, Chairman/President/Executive Director, and Board of Directors; ii) in only one of the six foundations is the Board of Directors responsible for both the community and the product; and iii) artificial neural network analysis of the content of bylaws provides unbiased insights of the power structure of open source software foundations. These results may prove useful to those who contribute to open source foundations and use their products and services.10aartificial neural network10acontent analysis10akeystones10amanagement structures10aopen source10aopen source software foundations10aorganization10apower1 aPrattico, Ludovico  uhttp://timreview.ca/article/636