01475nas a2200301   4500008004100000022001400041245012800055210006900183260004200252300001000294490000600304520055700310653001900867653001400886653001500900653001500915653002500930653001500955653002700970653001400997653002501011653002001036100002301056700001801079700002301097700001701120856003601137       2015                        eng d  a1927-032100aViability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context0 aViability Radar A Practical Tool for Assessing the Viability of   aOttawabTalent First Networkc05/2015  a17-300 v53 aThis article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. 10abusiness model10aecosystem10ahealthcare10ainnovation10ainstitutionalization10atechnology10atransformative service10aviability10aviability assessment10aviability radar1 aHeikkilä, Marikka1 aSaarni, Jouni1 aKaartemo, Valtteri1 aKoponen, Aki  uhttp://timreview.ca/article/89501964nas a2200277   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520110000279653002101379653002801400653001501428653001701443653002901460653003001489653002501519653002501544653002601569653002401595653001401619100001701633856003601650       2014                        eng d  a1927-032100aResolving Legitimacy Deficits in Technology Startups through Professional Services Practices0 aResolving Legitimacy Deficits in Technology Startups through Pro  aOttawabTalent First Networkc06/2014  a22-270 v43 aAs new ventures, technology startups face a key challenge that is specifically associated with their young age: a perceived lack of organizational legitimacy. Organizational legitimacy is an important factor in the growth and survival of new ventures and is therefore an important issue for managers and entrepreneurs to address. Although there are many different typologies for defining types of organizational legitimacy, this article argues that technology startups should focus on developing external pragmatic legitimacy as a means of acquiring the resources required to grow and thrive. However, despite the many ways by which an organization can develop external pragmatic legitimacy, few are well suited to technology startups. Based on a review of the different types of organizational legitimacy and an assessment of their applicability to the context of technology startups, this article recommends that technology entrepreneurs should consider the creation of professional services practices to help develop external pragmatic legitimacy and overcome the “liability of newness”. 10aentrepreneurship10aimpression of viability10alegitimacy10anew ventures10aoperational verification10aorganizational legitimacy10apragmatic legitimacy10apragmatic validation10aprofessional services10atechnology startups10aviability1 aPayette, Jay  uhttp://timreview.ca/article/801