01750nas 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/125200757nas a2200289   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001700180653001300197653001100210653001700221653002400238653002000262653001100282653002100293653002100314653001500335653002600350653001000376653002500386100001800411856003800429       2019                        eng d  a1927-032100aEditorial: Insights (July 2019)0 aEditorial Insights July 2019  aOttawabTalent First Networkc07/2019  a3-40 v910aaccelerators10aadoption10aAfrica10aarchitecture10abusiness ecosystems10abusiness models10adesign10adigital payments10aentrepreneurship10aincubators10aInnovation management10aISPIM10aknowledge management1 aMcPhee, Chris  uhttps://timreview.ca/article/125001549nas a2200205   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520090900285653001101194653001501205653002401220653002101244100002001265700002101285856003701306       2017                        eng d  a1927-032100aThe Design-Driven Living Lab: A New Approach to Exploring Solutions to Complex Societal Challenges0 aDesignDriven Living Lab A New Approach to Exploring Solutions to  aOttawabTalent First Networkc01/2017  a44-510 v73 aIn this study, we aimed to explore the potential of a design-driven living lab as an innovative approach to addressing societal challenges. This living lab incorporates design qualities such as exploration, open-ended results, and disruption. This approach was applied in three case studies within the context of dementia, each of which explored the impact of Qwiek.up – a media system that creates an ambient experience in a room through projection and sound. A cluster analysis of the results in the three case studies showed that the system has considerable potential for people with dementia, and possibly also for other groups. In addition, the design-driven approach led to new applications in care, improved functionality, and a broader design space. Our findings show that design-driven living labs can widen the scope of innovation and improve the value proposition of an innovative solution. 10adesign10aLiving lab10asocietal challenges10atechnology probe1 aBrankaert, Rens1 aOuden, Elke, den  uhttp://timreview.ca/article/104900584nas 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/101301370nas a2200229   4500008004100000022001400041245006700055210006700122260004200189300001000231490000600241520074500247653001200992653001501004653001101019653001601030653001501046653001401061653001101075100001801086856003601104       2015                        eng d  a1927-032100aLessons in Creativity from the Innovative Design of the Swatch0 aLessons in Creativity from the Innovative Design of the Swatch  aOttawabTalent First Networkc07/2015  a34-400 v53 aNo space is off-limits to innovation, even those occupied for many years by leading players and proven solutions. The case of the innovative Swatch watch, re-examined in this article with new information and insights, demonstrates that, without knowledge, design is not possible; but, with only knowledge, all we can do is reproduce. Innovation also requires creativity, the introduction of new concepts. Knowledge needs to be associated with unbridled, surprising, and hitherto unknown creativity, as described by the concept-knowledge theory of design. In this article, a new analysis of the well-known but misunderstood case of the Swatch yield lessons about the importance of creativity and knowledge in developing innovative products. 10aconcept10acreativity10adesign10aengineering10ainnovation10aknowledge10aSwatch1 aGarel, Gilles  uhttp://timreview.ca/article/91201938nas a2200385   4500008004100000022001400041245004600055210004600101260004200147300001000189490000600199520097100205653000701176653001601183653001101199653001901210653001101229653001201240653000801252653001501260653001601275653000901291653001801300653002401318653001301342653001601355653001701371653002801388100002001416700002201436700001701458700001901475700002201494856003601516       2014                        eng d  a1927-032100aIntegrating Design for All in Living Labs0 aIntegrating Design for All in Living Labs  aOttawabTalent First Networkc05/2014  a50-590 v43 aThe European Union has identified innovation as a key driver behind business competitiveness and responsive governance. However, innovation in and of itself may not be sufficient to help businesses bring new products to market and to help governments shape public services that meet the real needs of citizens. The Integrating Design for All in Living Labs (IDeALL) project sought to identify and test methodologies for designing with users in real-life settings. The results of the experiments showed how different methodologies can be applied in different contexts, helping to provide solutions to societal issues and to create products and services that genuinely meet user requirements. In this article, we describe the methodologies used in the IDeALL project and provide examples of the project's experiments and case studies across four main areas: i) services; ii) health and social care; iii) information and communication technology; and iv) urban design. 10a3H10aco-creation10adesign10adesign for all10ahealth10aHUMBLES10aICT10ainnovation10aliving labs10aLUPI10amethodologies10aservice prototyping10aservices10asocial care10aurban design10auser-centred approaches1 aGray, Madeleine1 aMangyoku, Mikaël1 aSerra, Artur1 aSánchez, Laia1 aAragall, Francesc  uhttp://timreview.ca/article/79300616nas a2200229   4500008004100000022001400041245004300055210004000098260004200138300000800180490000600188653001100194653001600205653001300221653002000234653002500254653001300279100001800292700001900310700002100329856003600350       2013                        eng d  a1927-032100aEditorial: Living Labs (November 2013)0 aEditorial Living Labs November 2013  aOttawabTalent First Networkc11/2013  a3-40 v310adesign10aliving labs10anetworks10aOpen innovation10aregional development10aservices1 aMcPhee, Chris1 aLeminen, Seppo1 aWesterlund, Mika  uhttp://timreview.ca/article/73900727nas a2200265   4500008004100000022001400041245005800055210005500113260004200168300001000210490000600220653002500226653001700251653001500268653001700283653001800300653001100318653001400329653001500343653002200358653001300380653001300393100001900406856003600425       2013                        eng d  a1927-032100aQ&A. Should Startups Care about Application Security?0 aQA Should Startups Care about Application Security  aOttawabTalent First Networkc07/2013  a50-520 v310aapplication security10aarchitecture10achecklists10acode reviews10acybersecurity10adesign10adetection10aprevention10asoftware security10astartups10atraining1 aKoussa, Sherif  uhttp://timreview.ca/article/70600654nas a2200217   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262653001600268653001100284653002400295653002100319653001700340653001300357653001200370100001800382856003600400       2013                        eng d  a1927-032100aTIM Lecture Series – Energy Efficiency and Data Security in Modern Data Centres0 aTIM Lecture Series Energy Efficiency and Data Security in Modern  aOttawabTalent First Networkc02/2013  a41-440 v310adata centre10adesign10aenergy conservation10agreen innovation10apower saving10asecurity10astorage1 aGlowka, Jerry  uhttp://timreview.ca/article/659