01598nas a2200205   4500008004100000022001400041245006200055210006100117260004200178300001000220490000600230520100700236653001501243653001501258653001401273653002201287100002401309700002101333856003801354       2019                        eng d  a1927-032100aInnovation Ecosystems as Structures for Value Co-Creation0 aInnovation Ecosystems as Structures for Value CoCreation  aOttawabTalent First Networkc02/2019  a25-350 v93 aDespite the many recent discussions on “innovation ecosystems” as well as on open innovation or other co-innovation models, a more in-depth understanding of the multi-actor processes of value co-creation remains rather scarce. Hence, in this case study, we provide significant novel insight about innovation ecosystems as structures enabling multi-actor value co-creation in real-life innovation ecosystems. Based on our empirical findings, we identified two key principles: 1) in order to encourage the active participation of ecosystem actors in the value co-creation process, efforts must be made to ensure a clear vision and a shared value base on which the ecosystem activities can be built and 2) facilitation is needed to support the ecosystem actors to make new connections and to share their knowledge and resources in concrete ways. Most importantly, the more diversity there is among the ecosystem actors, the greater the support for innovativeness within the value co-creation process. 10aecosystems10ainnovation10aplatforms10avalue co-creation1 aKetonen-Oksi, Sanna1 aValkokari, Katri  uhttps://timreview.ca/article/121601690nas a2200217   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520102900257653002701286653001501313653002301328653002501351653001401376653002101390100002301411856003801434       2018                        eng d  a1927-032100aWhen a New Platform Enters a Market, What Is the Impact on Incumbents?0 aWhen a New Platform Enters a Market What Is the Impact on Incumb  aOttawabTalent First Networkc10/2018  a44-530 v83 aDigital platforms enable new forms of business models with the potential to disrupt and transform many industries. However, the impact of a platform’s market entry on incumbents has not been taken into account. In this article, our objective is to provide evidence of the impact that a platform’s market entry could have on incumbents. We proposed several hypotheses based on a literature review and then evaluated them using a large dataset from the taxi industry in New York City. Our analysis showed several changes after a platform’s market entry. In contrast to previous understanding, the results indicate that the winner-takes-it-all-effect does not generally apply to the competition between new platforms and incumbents. Regarding the date of changes following a platform’s market entry, we observed a chicken-or-egg problem in the competition between a platform and incumbents. Consequently, our results indicate that incumbents have at least one year to react to the market entry and to make adjustments. 10aimpact of market entry10aincumbents10amulti-sided market10aplatform competition10aplatforms10atwo-sided market1 aSteur, Andreas, J.  uhttps://timreview.ca/article/119201932nas a2200277   4500008004100000022001400041245006200055210006200117260004200179300000900221490000600230520115800236653001401394653002701408653002101435653001401456653002401470653001501494653001401509653001301523100001701536700002001553700002701573700001701600856003701617       2017                        eng d  a1927-032100aAnticipating Alternative Futures for the Platform Economy0 aAnticipating Alternative Futures for the Platform Economy  aOttawabTalent First Networkc09/2017  a6-160 v73 aDespite the considerable hype around platforms, our understanding of what the platform economy means and what drivers will define future development trajectories is limited. Companies and policy makers have a great need to investigate what potential opportunities will arise from the platform economy. A shared perception of uncertainties and a strong vision are prerequisites for the development of the platform economy. In this article, we describe a systematic way to develop a resilient vision for a new platform ecosystem, both from the viewpoint of national policy makers and corporate strategy makers in the heavy engineering industry. The process uses morphological analysis for scenario development and robust portfolio modelling for creating resilient strategies. The results include a list of key uncertainties, three general scenarios (sustainable development by Europe; polarization driven by China and the United States; US-driven fast, unreliable growth) as well as steel-industry specific scenarios based on these uncertainties, elements of a resilient vision, and strategies for coping with the uncertainties described by the scenarios.10aforesight10amorphological analysis10aplatform economy10aplatforms10aportfolio modelling10aresilience10ascenarios10astrategy1 aDufva, Mikko1 aKoivisto, Raija1 aIlmola-Sheppard, Leena1 aJunno, Seija  uhttp://timreview.ca/article/110200796nas 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/110101817nas a2200253   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520103400292653002301326653001601349653002101365653001401386653002501400653002401425653002001449653002301469653001401492100002101506856003601527       2015                        eng d  a1927-032100aBusiness, Innovation, and Knowledge Ecosystems: How They Differ and How to Survive and Thrive within Them0 aBusiness Innovation and Knowledge Ecosystems How They Differ and  aOttawabTalent First Networkc08/2015  a17-240 v53 aIn management studies, the ecosystem metaphor is often utilized without clear definition and, thereby, several partially overlapping concepts such as industrial, business, service, innovation, and knowledge ecosystems have been introduced. The purpose of this conceptual article is to go beyond the confusion to define what is meant by different concepts regarding an ecosystem and especially describe the relationships between the three different ecosystem types: business, innovation, and knowledge ecosystems. The article contributes to the literature by describing how the ecosystem types differ in terms of their outcomes, interactions, logic of action, and actor roles. The results show that the three ecosystem types are interconnected from the viewpoint of the ecosystem actor. For practitioners, the article sheds more light on how the rules of the game (i.e., the logic of action) differ in the different types of ecosystems and demonstrates that different models are needed in order to operate in different ecosystems.10abusiness ecosystem10acommunities10aconceptual paper10aecosystem10ainnovation ecosystem10aknowledge ecosystem10alogic of action10aman-made ecosystem10aplatforms1 aValkokari, Katri  uhttp://timreview.ca/article/91901475nas a2200217   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520080400276653001401080653002001094653002701114653001701141653001701158100002001175700002601195856003601221       2014                        eng d  a1927-032100aAccessing Value-in-Use Information by Integrating Social Platforms into Service Offerings0 aAccessing ValueinUse Information by Integrating Social Platforms  aOttawabTalent First Networkc04/2014  a26-340 v43 aThis article proposes a new approach for assessing the value derived from using a service offering (i.e., value-in-use) through the utilization of “social platforms.” We define a social platform as an adaptable digital service environment that enables the co-creation of value through social interactions with other service systems. By reviewing the relevant literature, detailed propositions are built based on the integration of theoretical concepts, thereby combining the literature on service-dominant logic, platforms, and social media. The primary argument of the article is that embedding social platforms in a company's services may result in more efficient retrieval and understanding of customer insights, better management of customer intelligence, and ultimately higher value-in-use.10aplatforms10aservice systems10aservice-dominant logic10asocial media10avalue-in-use1 aEloranta, Ville1 aMatveinen, Juho-Ville  uhttp://timreview.ca/article/78200854nas a2200313   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001800180653002400198653002000222653002100242653001800263653001500281653002300296653004200319653001400361653001600375653002900391653001400420653001300434653002200447653001700469100001800486856003600504       2014                        eng d  a1927-032100aEditorial: Insights (July 2014)0 aEditorial Insights July 2014  aOttawabTalent First Networkc07/2014  a3-40 v410aambidexterity10abusiness ecosystems10abusiness models10aentrepreneurship10aimprovisation10ainnovation10aInternet of Things10aknowledge-intensive business services10aplatforms10apublic good10apublicly funded research10astandards10astrategy10avalue co-creation10avalue design1 aMcPhee, Chris  uhttp://timreview.ca/article/80601320nas a2200253   4500008004100000022001400041245009600055210006900151260004200220300001000262490000600272520057800278653001700856653001900873653001800892653001500910653001700925653001400942653001400956653002400970100001900994700001701013856003601030       2014                        eng d  a1927-032100aInnovation Opportunities: An Overview of Standards and Platforms in the Video Game Industry0 aInnovation Opportunities An Overview of Standards and Platforms   aOttawabTalent First Networkc07/2014  a15-210 v43 aThe video game industry offers insights into the significance of standards and platforms. Furthermore, it shows examples of how new entrants can offer innovative services, while reducing their own risk, through bridging the boundaries between standards. Through an exploration of both past and present, this article aims to serve as a primer for understanding, firstly, the technological standards and platforms of the video game industry, and secondly, the recent innovations within the video game industry that have enabled products to be made available across platforms.10aarcade games10acomputer games10aconsole games10ainnovation10amobile games10aplatforms10astandards10avideo game industry1 aLaakso, Mikael1 aNyman, Linus  uhttp://timreview.ca/article/80800612nas a2200193   4500008004100000022001400041245007900055210006900134260004200203300000800245490000600253653002400259653001600283653001400299653003200313100001800345700001900363856003600382       2013                        eng d  a1927-032100aEditorial: Platforms, Communities, and Business Ecosystems (February 2013)0 aEditorial Platforms Communities and Business Ecosystems February  aOttawabTalent First Networkc02/2013  a3-40 v310abusiness ecosystems10acommunities10aplatforms10atechnology entrepreneurship1 aMcPhee, Chris1 aMuegge, Steven  uhttp://timreview.ca/article/65401561nas a2200229   4500008004100000022001400041245005000055210004800105260004200153300001000195490000600205520094000211653002201151653001501173653002001188653001601208653001401224653002101238100001701259700001901276856003601295       2013                        eng d  a1927-032100aGoing Open: Does it Mean Giving Away Control?0 aGoing Open Does it Mean Giving Away Control  aOttawabTalent First Networkc01/2013  a27-310 v33 aOpen source software has evolved from being an effort driven by a collective of volunteers to become an integral part of commercial software. Constant demands for new features besides maintaining product quality made companies seek open source as an answer for these demands. These growing demands brought with them control of quality, architecture, contribution management, and community management. 

This article explores the governance strategies adopted by open source software projects to manage the quality of complements (such as plug-ins that extend a platform's functionality) developed by community members outside the core team. The outcomes of the research contribute to our understanding of the strategies followed by different open source platform owners (the open source project initiators) to manage external innovation in the case of platform extensions in two areas: i) governance models and ii) regulatory tools. 10aand collaboration10agovernance10aOpen innovation10aopen source10aplatforms10aregulatory tools1 aNoori, Nadia1 aWeiss, Michael  uhttp://timreview.ca/article/64702627nas a2200241   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520192000235653002402155653003002179653002202209653001802231653001402249653001902263653003202282100001602314700001902330856003602349       2013                        eng d  a1927-032100aKeystone Business Models for Network Security Processors0 aKeystone Business Models for Network Security Processors  aOttawabTalent First Networkc07/2013  a25-330 v33 aNetwork security processors are critical components of high-performance systems built for cybersecurity. Development of a network security processor requires multi-domain experience in semiconductors and complex software security applications, and multiple iterations of both software and hardware implementations. Limited by the business models in use today, such an arduous task can be undertaken only by large incumbent companies and government organizations. Neither the “fabless semiconductor” models nor the silicon intellectual-property licensing (“IP-licensing”) models allow small technology companies to successfully compete. This article describes an alternative approach that produces an ongoing stream of novel network security processors for niche markets through continuous innovation by both large and small companies. This approach, referred to here as the "business ecosystem model for network security processors", includes a flexible and reconfigurable technology platform, a “keystone” business model for the company that maintains the platform architecture, and an extended ecosystem of companies that both contribute and share in the value created by innovation. New opportunities for business model innovation by participating companies are made possible by the ecosystem model. This ecosystem model builds on: i) the lessons learned from the experience of the first author as a senior integrated circuit architect for providers of public-key cryptography solutions and as the owner of a semiconductor startup, and ii) the latest scholarly research on technology entrepreneurship, business models, platforms, and business ecosystems. This article will be of interest to all technology entrepreneurs, but it will be of particular interest to owners of small companies that provide security solutions and to specialized security professionals seeking to launch their own companies.10abusiness ecosystems10abusiness model innovation10acommercialization10acybersecurity10aplatforms10asemiconductors10atechnology entrepreneurship1 aLow, Arthur1 aMuegge, Steven  uhttp://timreview.ca/article/70300617nas a2200217   4500008004100000022001400041245006600055210006200121260004200183300001000225490000600235653001800241653001400259653002000273653001300293653001300306653001300319653001600332100001500348856003600363       2013                        eng d  a1927-032100aTIM Lecture Series – Using Risk to Drive a Security Service0 aTIM Lecture Series Using Risk to Drive a Security Service  aOttawabTalent First Networkc06/2013  a42-450 v310acybersecurity10aplatforms10arisk management10asecurity10aservices10astrategy10auncertainty1 aCard, Paul  uhttp://timreview.ca/article/696