01178nas a2200445   4500008004100000022001400041245003900055210003600094260004200130300000800172490000700180653000700187653002800194653001400222653001300236653003100249653002100280653002200301653001400323653001500337653001100352653001800363653002300381653001500404653001600419653003400435653002200469653002500491653001500516653001600531653001300547653003300560653001500593653001800608653001900626653001600645100001800661700002300679856003000702       2020                        eng d  a1927-032100aEditorial: Insights (January 2020)0 aEditorial Insights January 2020  aOttawabTalent First Networkc01/2020  a3-40 v1010aAI10aartificial intelligence10aB2B sales10abig data10abusiness-to-business sales10adata-based value10adigital solutions10aecosystem10aecosystems10aEthics10aGujarat State10aIndian IT industry10ainnovation10aIT clusters10aKnowledge Innovation clusters10aNetworks Analysis10aregional development10aRoboethics10aSmart robot10astrategy10aSystematic literature review10atechnology10avalue capture10avalue creation10avalue sales1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/129801598nas 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/121600783nas a2200289   4500008004100000022001400041245003700055210003400092260004200126300000800168490000600176653001400182653001300196653002000209653002200229653001500251653002300266653001500289653002500304653002300329653002000352653002400372653001900396653002300415100001800438856003700456       2018                        eng d  a1927-032100aEditorial: Insights (March 2018)0 aEditorial Insights March 2018  aOttawabTalent First Networkc03/2018  a3-40 v810aanalytics10abig data10abusiness models10aclosed innovation10aecosystems10aemerging economies10ainnovation10ainternationalization10aInternet of Things10aOpen innovation10atechnology startups10avalue creation10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/114102396nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520171500285653001402000653001502014653002102029653001402050653001002064653001302074653001502087100002702102856003702129       2017                        eng d  a1927-032100aComparing the Entrepreneurial Ecosystems for Technology Startups in Bangalore and Hyderabad, India0 aComparing the Entrepreneurial Ecosystems for Technology Startups  aOttawabTalent First Networkc07/2017  a47-620 v73 aTechnology startups are gaining increasing attention from policy makers the world over because they are seen as a means of encouraging innovations, spurring the development of new products and services, and generating employment. Technology startups tend to thrive when inserted in a conducive entrepreneurial ecosystem. Therefore, ecosystem promotion is being given increasing policy support. However, the emergence and structure of entrepreneurial ecosystems for technology startups have hardly been traced and examined in detail. In India, Bangalore occupies a unique position in the startup world, and Hyderabad is fast emerging as one of the promising startup hubs in the country. Given this background, we set out to explore and examine the structure, evolution, and growth of ecosystems for technology startups in the context of Bangalore and Hyderabad. Both the ecosystems emerged due to the initial foundation laid in the form of government–industry–academia triple helix and their interactions leading to the emergence of a modern industrial cluster followed by an information technology and biotechnology cluster, which then led to R&D cluster serving both the cities. These three clusters together, gradually and steadily, facilitated an entrepreneurial ecosystem for technology startups to emerge. The ecosystem operates within the triple helix model and has a nucleus with two outer layers: i) an inner layer of primary (indispensable) factors and ii) an outer layer of supplementary (secondary) factors. Through the analysis of the experiences of Bangalore and Hyderabad and their ecosystem evolution, its structure, and components, we derive key lessons for others within and beyond India. 10aBangalore10aecosystems10aentrepreneurship10aHyderabad10aIndia10astartups10atechnology1 aSubrahmanya, M, H Bala  uhttp://timreview.ca/article/109001907nas a2200229   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520118700292653001501479653002601494653001501520653001501535653001601550100002301566700002701589700002401616856003701640       2017                        eng d  a1927-032100aConvergent Innovation in Emerging Healthcare Technology Ecosystems: Addressing Complexity and Integration0 aConvergent Innovation in Emerging Healthcare Technology Ecosyste  aOttawabTalent First Networkc09/2017  a44-540 v73 aPrecision Medicine and Digital Health are emerging areas in healthcare, and they are underpinned by convergent or cross-industry innovation. However, convergence results in greater uncertainty and complexity in terms of technologies, value networks, and organization. There has been limited empirical research on emerging and convergent ecosystems, especially in addressing the issue of integration. This research identifies how organizations innovate in emerging and convergent ecosystems, specifically, how they address the challenge of integration. We base our research on empirical analyses using a series of longitudinal case studies employing a combination of case interviews, field observations, and documents. Our findings identify a need to embrace the complexity by adopting a variety of approaches that balance “credibility-seeking” and “advantage-seeking” behaviours, to navigate, negotiate, and nurture both the innovation and ecosystem, in addition to a combination of “analysis” and “synthesis” actions to manage aspects of integration. We contribute to the convergent innovation agenda and provide practical approaches for innovators in this domain. 10acomplexity10aconvergent innovation10aecosystems10ahealthcare10aintegration1 aPhillips, Mark, A.1 aHarrington, Tomás, S.1 aSrai, Jagjit, Singh  uhttp://timreview.ca/article/110500719nas a2200265   4500008004100000022001400041245005000055210004700105260004200152300000800194490000600202653001500208653002100223653002500244653001000269653003200279653001600311653000900327653001500336653002000351653001700371653001000388100001800398856003700416       2017                        eng d  a1927-032100aEditorial: 10th Anniversary Issue (July 2017)0 aEditorial 10th Anniversary Issue July 2017  aOttawabTalent First Networkc07/2017  a3-40 v710aecosystems10aentrepreneurship10ainclusive innovation10aIndia10aknowledge commercialization10aliving labs10aOSBR10aTIM Review10atopic modelling10auniversities10aurban1 aMcPhee, Chris  uhttp://timreview.ca/article/108600796nas 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/110102124nas a2200277   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520132400282653001101606653001801617653001501635653001501650653001801665653001601683653001001699653001301709100002101722700002101743700002101764700002401785856003701809       2017                        eng d  a1927-032100aOrchestrating Innovation Ecosystems: A Qualitative Analysis of Ecosystem Positioning Strategies0 aOrchestrating Innovation Ecosystems A Qualitative Analysis of Ec  aOttawabTalent First Networkc03/2017  a12-240 v73 aThis article explores how firms can orchestrate innovation ecosystems to enhance collaboration for innovation among different actors. Most previous research on ecosystems has focused on firm-level strategies to operate in an ecosystem rather than the composition or orchestration of an ecosystem as a whole. However, finding the balance between the self-interests of involved actors is critical in order to create collaborative settings that induce different parties to jointly develop and put their best efforts into a joint endeavour. Thus, we undertook a qualitative study with 35 case companies from the metal and engineering industries, each of whom was interested in developing their position in ecosystems and improving their relational business practices. The findings suggest that there is an essential ecosystem competence that is needed by all actors in an ecosystem, regardless of their position, and that is the ability to manage dynamic strategic interactions related to innovation. This competence enables them to ensure the future vitality of the ecosystem and their own business. These results highlight the need for managers to profile their own company’s role in an ecosystem in relation to the type of ecosystems, while simultaneously evaluating the ecosystem’s ability and potential to survive.10aactors10acollaboration10aecosystems10ainnovation10aorchestration10apositioning10aroles10astrategy1 aValkokari, Katri1 aSeppänen, Marko1 aMäntylä, Maria1 aJylhä-Ollila, Simo  uhttp://timreview.ca/article/106101763nas a2200265   4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520104500254653001401299653001101313653001501324653002101339653001501360653001501375653001501390653001301405653001301418653001301431100001701444856003601461       2016                        eng d  a1927-032100aDeveloping a Startup and Innovation Ecosystem in Regional Australia0 aDeveloping a Startup and Innovation Ecosystem in Regional Austra  aOttawabTalent First Networkc06/2016  a24-320 v63 aTechnology is enabling change at an ever increasing pace, not only in urban contexts, but also in regional centres, where the Internet in particular is enabling entrepreneurs to compete in the global marketplace despite the size and remoteness of their home cities or towns. In regional Australia, the challenges of high unemployment, fading traditional industries, a lack of economic diversity, and a "brain drain" of talent to urban centres highlight the need for novel economic development strategies. Innovation and entrepreneurship are highlighted as potential solutions, but both require knowledge and support to be successful. In this article, the author shares lessons learned as an entrepreneur and through the ongoing development of a self-sustaining startup and innovation ecosystem in the remote region of Cairns, Australia. The model described in this article is now being applied to other regions in Australia, where trained champions are driving the development of startup and innovation ecosystems adapted to regional needs.10aAustralia10aCairns10aecosystems10aentrepreneurship10aincubation10ainnovation10amentorship10aregional10astartups10atheSPACE1 aHaines, Troy  uhttp://timreview.ca/article/99400716nas a2200265   4500008004100000022001400041245003900055210003600094260004200130300000800172490000600180653002100186653001500207653003100222653002100253653002100274653001500295653002600310653001300336653001300349653002000362653001300382100001800395856003700413       2016                        eng d  a1927-032100aEditorial: Insights (October 2016)0 aEditorial Insights October 2016  aOttawabTalent First Networkc10/2016  a3-40 v610aboundary objects10aecosystems10aentrepreneurial university10aentrepreneurship10agrowth ambitions10ainnovation10aknowledge integration10astartups10astrategy10atacit knowledge10ateaching1 aMcPhee, Chris  uhttp://timreview.ca/article/102200762nas a2200265   4500008004100000022001400041245005600055210005300111260004200164300000800206490000600214653002900220653001500249653001600264653002100280653002000301653002400321653001700345653001800362100001800380700002100398700001900419700002100438856003700459       2016                        eng d  a1927-032100aEditorial: Smart Cities and Regions (December 2016)0 aEditorial Smart Cities and Regions December 2016  aOttawabTalent First Networkc12/2016  a3-50 v610acollaborative innovation10aecosystems10aliving labs10aonline platforms10aOpen innovation10aregional innovation10asmart cities10asmart regions1 aMcPhee, Chris1 aTukiainen, Taina1 aLeminen, Seppo1 aWesterlund, Mika  uhttp://timreview.ca/article/103700658nas a2200205   4500008004100000022001400041245006600055210006300121260004200184300001000226490000600236653001500242653002000257653003400277653002400311653003800335100001900373700002300392856003700415       2016                        eng d  a1927-032100aQ&A. How Can a University Drive an Open Innovation Ecosystem?0 aQA How Can a University Drive an Open Innovation Ecosystem  aOttawabTalent First Networkc07/2016  a48-510 v610aecosystems10aOpen innovation10apublic–private partnerships10atechnology transfer10auniversity–industry cooperation1 aLeón, Gonzalo1 aMartínez, Roberto  uhttp://timreview.ca/article/100400928nas a2200325   4500008004100000022001400041245005500055210005200110260004200162300000800204490000600212653001800218653001500236653002500251653002400276653001600300653002000316653002400336653001700360653001800377653002500395653002500420653001900445653002300464100001800487700002100505700001900526700002100545856003600566       2015                        eng d  a1927-032100aEditorial: Smart Cities and Regions (October 2015)0 aEditorial Smart Cities and Regions October 2015  aOttawabTalent First Networkc10/2015  a3-60 v510acollaboration10aecosystems10ainnovation ecosystem10aliving laboratories10aliving labs10aOpen innovation10aregional innovation10asmart cities10asmart regions10asmart specialisation10asmart specialization10asustainability10aurban capabilities1 aMcPhee, Chris1 aTukiainen, Taina1 aLeminen, Seppo1 aWesterlund, Mika  uhttp://timreview.ca/article/93100636nas a2200229   4500008004100000022001400041245005100055210004800106260004200154300000600196490000600202653002000208653001800228653001500246653001400261653001400275653002500289653002500314653001300339100001800352856003600370       2014                        eng d  a1927-032100aEditorial: Open Source Business (January 2014)0 aEditorial Open Source Business January 2014  aOttawabTalent First Networkc01/2014  a30 v410abusiness models10acollaboration10aecosystems10alicensing10aopen data10aopen source business10aopen source software10apatterns1 aMcPhee, Chris  uhttp://timreview.ca/article/75500553nas a2200193   4500008004100000022001400041245005000055210004600105260004200151300001000193490000600203653001900209653001500228653001500243653002200258653002300280100002000303856003600323       2014                        eng d  a1927-032100aTIM Lecture Series – Insights on Innovation0 aTIM Lecture Series Insights on Innovation  aOttawabTalent First Networkc06/2014  a40-410 v410acustomer focus10aecosystems10ainnovation10aservice provision10atelecommunications1 aGedeon, Ibrahim  uhttp://timreview.ca/article/80301586nas a2200265   4500008004100000022001400041245004400055210004400099260004200143300001000185490000600195520090100201653001501102653001401117653001101131653001401142653001201156653002001168653002701188653001501215100001901230700001801249700001701267856003601284       2013                        eng d  a1927-032100aNiche Formation in the Mashup Ecosystem0 aNiche Formation in the Mashup Ecosystem  aOttawabTalent First Networkc05/2013  a13-170 v33 aMashups enable end-users to "mix and match" data and services available on the web to create applications. Their creation is supported by a complex ecosystem of i) data providers who offer open APIs to users, ii) users who combine APIs into mashups, and iii) platforms, such as the ProgrammableWeb or Mashape, that facilitate the construction and publication of mashups. In this article, we argue that the evolution of the mashup ecosystem can be explained in terms of ecosystem niches anchored around hub or keystone APIs. The members of a niche are focused on an area of specialization (e.g., mapping applications) and contribute their knowledge to the value proposition of the ecosystem as a whole. To demonstrate the formation of niches in the mashup ecosystem, we model groups of related mashups as species, and we reconstruct the evolution of mashup species through phylogenetic analysis.  10aecosystems10aevolution10agrowth10akeystones10amashups10aniche formation10arecombinant innovation10aspeciation1 aWeiss, Michael1 aSari, Solange1 aNoori, Nadia  uhttp://timreview.ca/article/683