02147nas a2200265   4500008004100000022001400041245013000055210006900185260004200254300000900296490000600305520127500311653002301586653001801609653003101627653002501658653003601683653002401719653002101743653001401764653001301778100002001791700003201811856003801843       2018                        eng d  a1927-032100aCollaboration Strategies in Innovation Ecosystems: An Empirical Study of the German Microelectronics and Photonics Industries0 aCollaboration Strategies in Innovation Ecosystems An Empirical S  aOttawabTalent First Networkc11/2018  a4-120 v83 aEffective collaboration between companies and research organizations is key to successful innovation systems. Against the background of digitalization, a shift from traditional innovation systems towards innovation ecosystems can be observed. In this article, we investigate how companies operating in innovation ecosystems address the challenge of collaboration in dynamic innovation ecosystems. We focus on microelectronics and photonics in Germany as examples of knowledge- and research-intensive industries and analyze the strategies of companies to collaborate with research organizations. We explore whether and to what extent companies develop different and new strategies for collaborating with research institutions within innovation ecosystems, on the basis of which we identify two ideal types of strategies. Whereas ideal type A is aiming towards obtaining specific knowledge in order to further develop a particular technology or product (i.e., towards incremental innovation), ideal type B seeks to harness the new and full potential of innovation ecosystems (i.e., aiming at rather radical innovation). Finally, our findings contribute to a better understanding of innovation ecosystems and give managerial implications for collaborating in such systems. 10abusiness ecosystem10acollaboration10adevelopment and innovation10ainnovation ecosystem10ainnovation ecosystem strategies10aknowledge ecosystem10amicroelectronics10aphotonics10aresearch1 aSchroth, Fabian1 aHäußermann, Johann, Jakob  uhttps://timreview.ca/article/119500860nas a2200313   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653001800236653001800254653001500272653001800287653001400305653002500319653001500344653002600359653001900385653001100404653001000415653001300425653001300438653002600451653001300477100001800490856003800508       2018                        eng d  a1927-032100aEditorial: Innovation Strategy and Practice (November 2018)0 aEditorial Innovation Strategy and Practice November 2018  aOttawabTalent First Networkc11/2018  a3-30 v810abest practice10acollaboration10acreativity10acybersecurity10aframework10ainformation security10ainnovation10ainnovation ecosystems10amaturity model10amethod10amodel10apractice10aresearch10aresearch institutions10astrategy1 aMcPhee, Chris  uhttps://timreview.ca/article/119400740nas a2200229   4500008004100000022001400041245010500055210006900160260004200229300001000271490000600281653001500287653002300302653003000325653002500355653001200380653001300392653002800405100001800433700002200451856003700473       2018                        eng d  a1927-032100aQ&A. Innovation and Entrepreneurial Ecosystem Research: Where Are We Now and How Do We Move Forward?0 aQA Innovation and Entrepreneurial Ecosystem Research Where Are W  aOttawabTalent First Networkc07/2018  a52-570 v810aapproaches10abusiness ecosystem10aentrepreneurial ecosystem10ainnovation ecosystem10amethods10aresearch10atheoretical foundations1 aRitala, Paavo1 aGustafsson, Robin  uhttp://timreview.ca/article/117102041nas a2200205   4500008004100000022001400041245005100055210005100106260004200157300001000199490000600209520145100215653002401666653002101690653002201711653001301733653002801746100002401774856003701798       2018                        eng d  a1927-032100aScience Is Indispensable to Frugal Innovations0 aScience Is Indispensable to Frugal Innovations  aOttawabTalent First Networkc04/2018  a49-560 v83 aIn recent years, frugal innovations have become widely popular due to their no-frills nature that entails lower costs. However, most of the frugal innovations, at least at the grassroots level, are makeshift contraptions, made from indigenous ingenuity, that achieve their goals under constraints on various resources but may suffer from limited lifespans due to premature failure. Consequently, it is imperative that sound scientific principles not be overlooked or haphazardly applied in realizing these innovations, irrespective of their grassroots or sophisticated nature. This article therefore argues for the need to use science, sometimes at the cutting edge, to realize grassroots and advanced frugal innovations that are not prone to failure under various working conditions. In so doing, this work advocates the use of classical and new design methodologies that are rooted in science to save resources and, hence lower costs, while aiming for robust functionality of frugal products. In particular, a frugal design approach using a modern version of the safety factor called the “factor of frugality” has been propounded to effectively create any type of frugal innovation from scratch. By combining the ingenuity of the resourceful creators of frugal innovations with a scientific approach that aims to make the resulting products “fail proof”, such innovations may better contribute value to business and benefits to society.10afactor of frugality10afactor of safety10afrugal innovation10aresearch10asustainable development1 aRao, Balkrishna, C.  uhttp://timreview.ca/article/115202172nas a2200253   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520144300257653002201700653001201722653001501734653002801749653002301777653001701800653001301817653002601830653000801856100001701864856003701881       2017                        eng d  a1927-032100aAccelerating Research Innovation by Adopting the Lean Startup Paradigm0 aAccelerating Research Innovation by Adopting the Lean Startup Pa  aOttawabTalent First Networkc05/2017  a32-430 v73 aConverting scientific expertise into marketable products and services is playing an increasingly important role in the launching of new ventures, the growth of existing firms, and the creation of new jobs. In this article, we explore how the lean startup paradigm, which validates the market for a product with a business model that can sustain subsequent scaling, has led to a new process model to accelerate innovation. We then apply this paradigm to the context of research at universities and other research organizations. The article is based on the assumption that the organizational context matters, and it shows how a deeper understanding of the research context could enable an acceleration of the innovation process. We complement theoretical examples with a case example from VTT Technical Research Institute of Finland. Our findings show that many of the concepts from early-acceleration phases – and the lean startup paradigm – can also be relevant in innovation discussions within the research context. However, the phase of value-proposition discovery is less adequately addressed, and that of growth discovery, with its emphasis on building on a scalable, sustainable business does not seem to be addressed with the presented innovation approaches from the research context. Hence, the entrepreneurial activities at the research context differ from those in startups and internal startups in established organizations.10acommercialization10acontext10ainnovation10ainnovation acceleration10ainnovation paradox10alean startup10aresearch10aresearch organization10aVTT1 aStill, Kaisa  uhttp://timreview.ca/article/107501742nas 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/109800618nas a2200205   4500008004100000022001400041245006500055210006200120260004200182300001000224490000600234653002200240653002100262653001400283653001300297653002400310653001700334100002400351856003700375       2017                        eng d  a1927-032100aQ&A. Are Universities Ready for Knowledge Commercialization?0 aQA Are Universities Ready for Knowledge Commercialization  aOttawabTalent First Networkc07/2017  a63-680 v710acommercialization10aentrepreneurship10aknowledge10aresearch10atechnology transfer10auniversities1 aKhan, Mohammad Saud  uhttp://timreview.ca/article/109101940nas a2200337   4500008004100000022001400041245004500055210004500100260004200145300000900187490000600196520109200202653001301294653002101307653001501328653001201343653001501355653001601370653000901386653001301395653002701408653001501435653001501450653001001465653002001475100001801495700002001513700001601533700001601549856003701565       2017                        eng d  a1927-032100aReflecting on 10 Years of the TIM Review0 aReflecting on 10 Years of the TIM Review  aOttawabTalent First Networkc07/2017  a5-200 v73 aIn July 2007, the first issue of this journal was published under the banner of the Open Source Business Resource. Re-launched with a broader scope in 2011 as the Technology Innovation Management Review, the journal now celebrates its 10th anniversary. In this article, we review the 10-year history of the journal to examine what themes have been covered, who has contributed, and how much the articles have been read and cited. During those 10 years, the journal has published 120 monthly issues, including more than 800 publications by more than 800 international authors from industry, academia, the public sector, and beyond. As discovered with topic modelling, the journal has covered seven themes: open source business, technology entrepreneurship, growing a business, research approaches, social innovation, living labs, and cybersecurity. Overall, the website has attracted over 1 million readers from around the world – 31% from Asia, 30% from the Americas, 26% from Europe, 8% from Africa, and 5% from Oceania – with over 25,000 readers now accessing the site each month. 10abusiness10aentrepreneurship10ainnovation10ajournal10amanagement10aopen source10aOSBR10aresearch10ascientometric analyses10atechnology10aTIM Review10atopic10atopic modelling1 aMcPhee, Chris1 aSantonen, Teemu1 aShah, Ahmed1 aNazari, Ali  uhttp://timreview.ca/article/108700703nas a2200253   4500008004100000022001400041245004800055210004500103260004200148300000800190490000600198653001600204653002100220653003400241653001000275653002600285653001800311653002000329653001300349653001300362100001800375700002000393856003600413       2016                        eng d  a1927-032100aEditorial: Entrepreneurial India (May 2016)0 aEditorial Entrepreneurial India May 2016  aOttawabTalent First Networkc05/2016  a3-40 v610aBrand India10aentrepreneurship10ahigher education institutions10aIndia10aintellectual property10aMake in India10aOpen innovation10aresearch10astartups1 aMcPhee, Chris1 aRaval, Dharmesh  uhttp://timreview.ca/article/98400584nas a2200205   4500008004100000022001400041245005500055210005200110260004200162300000800204490000600212653001100218653001500229653002700244653002600271653001300297653001300310100001800323856003700341       2016                        eng d  a1927-032100aEditorial: Knowledge Mobilization (September 2016)0 aEditorial Knowledge Mobilization September 2016  aOttawabTalent First Networkc09/2016  a3-30 v610adesign10ahealthcare10aknowledge mobilization10aknowledge translation10aplanning10aresearch1 aMcPhee, Chris  uhttp://timreview.ca/article/101301999nas a2200325   4500008004100000022001400041245006900055210006800124260004200192300001000234490000600244520112200250653001101372653001501383653002001398653001901418653001601437653001801453653001501471653001401486653002301500653001501523653001501538653001301553653001301566100002101579700002001600700001701620856003601637       2015                        eng d  a1927-032100aSecuring Cyberspace: Towards an Agenda for Research and Practice0 aSecuring Cyberspace Towards an Agenda for Research and Practice  aOttawabTalent First Networkc11/2015  a26-340 v53 aIn this article, we seek to identify the important challenges preventing security in cyberspace and to identify the key questions that nations should set out to answer to play a leading role in securing cyberspace. An important assertion is that the challenge of securing cyberspace transcends the abilities of any single entity and requires a radical shift in our approach in how: i) research is conducted, ii) cybersecurity researchers are educated, iii) new defendable systems are developed, and iv) effective defensive countermeasures are deployed. Our response draws upon extensive source material and our personal experiences as cybersecurity professionals contributing to the establishment of the VENUS Cybersecurity Corporation, a not-for-profit corporation that aims to make Canada a global leader in cybersecurity. We view the challenge to be global and transdisciplinary in nature and this article to be of relevance world-wide to senior decision makers, policy makers, managers, educators, strategists, futurists, scientists, technologists, and others interested in shaping the online world of the future.10aCanada10achallenges10acountermeasures10acyber security10acybersafety10acybersecurity10acyberspace10adetection10aInternet of Things10aleadership10amitigation10aresearch10asecurity1 aLevesque, Renaud1 aWalsh, D’Arcy1 aWhyte, David  uhttp://timreview.ca/article/94300725nas a2200253   4500008004100000022001400041245007100055210006700126260004200193300001000235490000600245653001600251653001800267653001800285653002100303653000800324653001300332100002100345700001700366700001600383700001600399700002000415856003600435       2015                        eng d  a1927-032100aTIM Lecture Series – Three Collaborations Enabling Cybersecurity0 aTIM Lecture Series Three Collaborations Enabling Cybersecurity  aOttawabTalent First Networkc06/2015  a45-480 v510abook launch10acollaboration10acybersecurity10aentrepreneurship10aNSA10aresearch1 aFrincke, Deborah1 aCraigen, Dan1 aNadima, Ned1 aLow, Arthur1 aThomas, Michael  uhttp://timreview.ca/article/90600600nas a2200217   4500008004100000022001400041245004400055210004100099260004200140300000800182490000600190653001700196653001800213653001700231653002700248653002100275653001300296100001800309700001900327856003600346       2014                        eng d  a1927-032100aEditorial: Cybersecurity (October 2014)0 aEditorial Cybersecurity October 2014  aOttawabTalent First Networkc10/2014  a3-40 v410acyberattacks10acybersecurity10acyberthreats10ainformation technology10anetwork security10aresearch1 aMcPhee, Chris1 aBailetti, Tony  uhttp://timreview.ca/article/83300653nas a2200241   4500008004100000022001400041245004300055210004000098260004200138300000800180490000600188653001100194653001700205653001800222653001700240653002700257653002100284653001300305653002000318100001800338700001900356856003600375       2013                        eng d  a1927-032100aEditorial: Cybersecurity (August 2013)0 aEditorial Cybersecurity August 2013  aOttawabTalent First Networkc08/2013  a3-40 v310aCanada10acyberattacks10acybersecurity10acyberthreats10ainformation technology10anetwork security10aresearch10arisk assessment1 aMcPhee, Chris1 aBailetti, Tony  uhttp://timreview.ca/article/71000617nas a2200229   4500008004100000022001400041245004100055210003800096260004200134300000800176490000600184653001100190653001700201653001800218653001700236653002700253653002100280653001300301100001800314700001900332856003600351       2013                        eng d  a1927-032100aEditorial: Cybersecurity (July 2013)0 aEditorial Cybersecurity July 2013  aOttawabTalent First Networkc07/2013  a3-50 v310aCanada10acyberattacks10acybersecurity10acyberthreats10ainformation technology10anetwork security10aresearch1 aMcPhee, Chris1 aBailetti, Tony  uhttp://timreview.ca/article/69902295nas a2200265   4500008004100000022001400041245008400055210006900139260004200208300001000250490000600260520145100266653001801717653002901735653002701764653001301791653003101804653003501835653003601870653003201906100001701938700001801955700002001973856003601993       2013                        eng d  a1927-032100aManaging Cybersecurity Research and Experimental Development: The REVO Approach0 aManaging Cybersecurity Research and Experimental Development The  aOttawabTalent First Networkc07/2013  a34-410 v33 aWe present a systematic approach for managing a research and experimental development cybersecurity program that must be responsive to continuously evolving cybersecurity, and other, operational concerns. The approach will be of interest to research-program managers, academe, corporate leads, government leads, chief information officers, chief technology officers, and social and technology policy analysts. The approach is compatible with international standards and procedures published by the Organisation for Economic Co-operation and Development (OECD) and the Treasury Board of Canada Secretariat (TBS). The key benefits of the approach are the following: i) the breadth of the overall (cybersecurity) space is described; ii) depth statements about specific (cybersecurity) challenges are articulated and mapped to the breadth of the problem; iii) specific (cybersecurity) initiatives that have been resourced through funding or personnel are tracked and linked to specific challenges; and iv) progress is assessed through key performance indicators.

Although we present examples from cybersecurity, the method may be transferred to other domains. We have found the approach to be rigorous yet adaptive to change; it challenges an organization to be explicit about the nature of its research and experimental development in a manner that fosters alignment with evolving business priorities, knowledge transfer, and partner engagement. 10acybersecurity10aexperimental development10aperformance indicators10aresearch10aresearch program lifecycle10aresearch-activity descriptions10aresearch-requirement statements10astrategic research contexts1 aCraigen, Dan1 aVandeth, Drew1 aWalsh, D’Arcy  uhttp://timreview.ca/article/70502717nas a2200253   4500008004100000022001400041245004700055210004500102260004200147300001000189490000600199520199500205653001802200653004402218653001302262653002002275653002502295653002502320653002102345100001802366700001902384700002402403856003602427       2013                        eng d  a1927-032100aA Research Agenda for Security Engineering0 aResearch Agenda for Security Engineering  aOttawabTalent First Networkc08/2013  a41-500 v33 aDespite nearly 30 years of research and application, the practice of information system security engineering has not yet begun to exhibit the traits of a rigorous scientific discipline. As cyberadversaries have become more mature, sophisticated, and disciplined in their tradecraft, the science of security engineering has not kept pace. The evidence of the erosion of our digital security – upon which society is increasingly dependent – appears in the news almost daily.

In this article, we outline a research agenda designed to begin addressing this deficit and to move information system security engineering toward a mature engineering discipline. Our experience suggests that there are two key areas in which this movement should begin. First, a threat model that is actionable from the perspectives of risk management and security engineering should be developed. Second, a practical and relevant security-measurement framework should be developed to adequately inform security-engineering and risk-management processes. Advances in these areas will particularly benefit business/government risk assessors as well as security engineers performing security design work, leading to more accurate, meaningful, and quantitative risk analyses and more consistent and coherent security design decisions.

Threat modelling and security measurement are challenging activities to get right – especially when they need to be applied in a general context. However, these are decisive starting points because they constitute the foundation of a scientific security-engineering practice. Addressing these challenges will require stronger and more coherent integration between the sub-disciplines of risk assessment and security engineering, including new tools to facilitate that integration. More generally, changes will be required in the way security engineering is both taught and practiced to take into account the holistic approach necessary from a mature, scientific discipline.10acybersecurity10ainformation system security engineering10aresearch10arisk management10asecurity engineering10asecurity measurement10athreat modelling1 aGoyette, Rich1 aRobichaud, Yan1 aMarinier, François  uhttp://timreview.ca/article/71502324nas a2200277   4500008004100000022001400041245012600055210006900181260004200250300001000292490000600302520145000308653001101758653001701769653002401786653001801810653002101828653003701849653004201886653001501928653001301943100001701956700002001973700001701993856003602010       2013                        eng d  a1927-032100aSecuring Canada’s Information-Technology Infrastructure: Context, Principles, and Focus Areas of Cybersecurity Research0 aSecuring Canada s InformationTechnology Infrastructure Context P  aOttawabTalent First Networkc07/2013  a12-180 v33 aThis article addresses the challenges of cybersecurity and ultimately the provision of a stable and resilient information-technology infrastructure for Canada and, more broadly, the world. We describe the context of current cybersecurity challenges by synthesizing key source material whose importance was informed by our own real-world experiences. Furthermore, we present a checklist of guiding principles to a unified response, complete with a set of action-oriented research topics that are linked to known operational limitations. The focus areas are used to drive the formulation of a unified and relevant research and experimental development program, thereby moving us towards a stable and resilient cyberinfrastructure. When cybersecurity is viewed as an inherently interdisciplinary problem of societal concern, we expect that fundamentally new research perspectives will emerge in direct response to domain-specific protection requirements for information-technology infrastructure. Purely technical responses to cybersecurity challenges will be inadequate because human factors are an inherent aspect of the problem.

This article will interest managers and entrepreneurs. Senior management teams can assess new technical developments and product releases to fortify their current security solutions, while entrepreneurs can harness new opportunities to commercialize novel technology to solve a high-impact cybersecurity problem..10aCanada10acyberdefence10acyberinfrastructure10acybersecurity10aentrepreneurship10aexperimental development program10ainformation-technology infrastructure10amanagement10aresearch1 aCraigen, Dan1 aWalsh, D’Arcy1 aWhyte, David  uhttp://timreview.ca/article/70400766nas a2200253   4500008004100000022001400041245004700055210004400102260004200146300000800188490000600196653001600202653002200218653002600240653002300266653001900289653002500308653003700333653001300370653003000383653004500413100001800458856003600476       2012                        eng d  a1927-032100aEditorial: Recent Research (December 2012)0 aEditorial Recent Research December 2012  aOttawabTalent First Networkc12/2012  a3-50 v210aconsumer IT10aelectric vehicles10aintellectual property10amarketing strategy10aneuromarketing10aopen source software10aopen source software foundations10aresearch10aSprott School of Business10aTechnology Innovation Management program1 aMcPhee, Chris  uhttp://timreview.ca/article/63201522nas a2200229   4500008004100000022001400041245006000055210005600115260001200171300001000183490000600193520090300199653001901102653002501121653002101146653002601167653001301193653001301206653001701219100002001236856003601256       2012                        eng d  a1927-032100aThe Role of Universities in Technology Entrepreneurship0 aRole of Universities in Technology Entrepreneurship  c04/2012  a35-400 v23 aThis article discusses the role that universities play in the process of technology entrepreneurship, where entrepreneurship is restricted to the process of launching and supporting small and medium-sized technology-based businesses. The article briefly discusses a few of the issues that influence a university’s participation in the process of entrepreneurship. Although there is no “one-size-fits-all” model, the article discusses various ways that Canadian universities may help entrepreneurs, including contract research, the provision of business parks, and sensible handling of intellectual property issues.    Finally, the article suggests that the return on “investment”, for both the university and the province, is a difficult thing to measure – nevertheless, participation in the entrepreneurship process may result in some tangible and intangible benefits for both parties.10abusiness parks10aeconomic development10aentrepreneurship10aintellectual property10aresearch10aspinoffs10auniversities1 aWells, Jonathan  uhttp://timreview.ca/article/54900560nas a2200205   4500008003900000022001400039245004700053210004400100260004200144300000800186490000600194653002400200653002100224653001500245653001600260653001100276653001300287100001800300856003600318       2011                          d  a1927-032100aEditorial: Recent Research (November 2011)0 aEditorial Recent Research November 2011  aOttawabTalent First Networkc11/2011  a3-30 v110abusiness ecosystems10aentrepreneurship10ainnovation10aopen source10apolicy10aresearch1 aMcPhee, Chris  uhttp://timreview.ca/article/494