00788nas a2200289   4500008004100000022001400041245003800055210003500093260004200128300000800170490000600178653002300184653003100207653001600238653001500254653001500269653001600284653001500300653002700315653002400342653001600366653002000382653001700402653002400419100001800443856003700461       2017                        eng d  a1927-032100aEditorial: Insights (August 2017)0 aEditorial Insights August 2017  aOttawabTalent First Networkc08/2017  a3-40 v710aacademic spin-offs10abusiness model development10acar sharing10aincubation10aleadership10aMachiavelli10amanagement10aorganizational culture10aresearch institutes10aresearchers10asharing economy10asocial media10atechnology transfer1 aMcPhee, Chris  uhttp://timreview.ca/article/109402315nas a2200277   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284520146000290653001901750653002601769653003101795653002401826653002701850653001901877653000801896100001701904700002101921700002101942700001901963700001801982856003702000       2017                        eng d  a1927-032100aEffects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs0 aEffects of Business Model Development Projects on Organizational  aOttawabTalent First Networkc08/2017  a15-260 v73 aPrevious research has shown that links between organizational culture and innovativeness/performance may act as a “social glue” that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF) tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome) to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture.10abusiness model10abusiness model canvas10acompeting values framework10adevelopment project10aorganizational culture10aservice design10aSME1 aSantti, Ulla1 aEskelinen, Tuomo1 aRajahonka, Mervi1 aVillman, Kaija1 aHapponen, Ari  uhttp://timreview.ca/article/109602229nas a2200301   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520132500235653002701560653003001587653002201617653002601639653002801665653001601693653002701709653002801736653002301764653001401787653002601801100002001827700002601847700001801873856003601891       2014                        eng d  a1927-032100aUsing a Capability Perspective to Sustain IT Improvement0 aUsing a Capability Perspective to Sustain IT Improvement  aOttawabTalent First Networkc06/2014  a28-390 v43 aA firm’s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm’s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function’s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.10acapability improvement10acapability maturity model10achange management10acompetency capability10aenterprise architecture10aIT function10aorganizational culture10aorganizational learning10aprocess capability10ashadow IT10atechnology capability1 aRenaud, Paul, E1 aNarkier, Sheppard, D.1 aBot, Sonia, D  uhttp://timreview.ca/article/80201823nas a2200253   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520106700276653001501343653002601358653001501384653002101399653001001420653002701430653001301457100001901470700002401489700002001513856003601533       2013                        eng d  a1927-032100aCorporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure0 aCorporate Lifecycles Modelling the Dynamics of Innovation and It  aOttawabTalent First Networkc10/2013  a22-290 v33 aCorporate leadership and corporate culture have to be aligned to market realities to ensure the long-term success of a firm.  As companies form, grow, and mature, the management of the enterprises also have to evolve through the business lifecycle. What is successful in the introduction stage may not be successful for a mature company. Firms are required to change their focus from product development, to market development, to process development, and finally to market and financial leadership. To be successful means that not only the types of employees hired have to evolve to support the culture required, but the leadership styles and management focus also have to change and adapt to the new realities that firms encounter in their market. The dynamic model presented in this article shows the broad strategic imperatives that must be met by firms, and it is presented through a graphical illustration of how successful firms manage their evolution and how firms can fail through mis-allocation of corporate efforts to non-mission critical initiatives.10ainnovation10aInnovation management10aleadership10amarket lifecycle10amodel10aorganizational culture10astaffing1 aKoplyay, Tamas1 aChillingworth, Lisa1 aMitchell, Brian  uhttp://timreview.ca/article/733