01572nas a2200253   4500008004100000022001400041245011200055210006900167260004200236300001000278490000700288520082400295653002001119653001901139653001601158653001901174653001301193653001501206653001201221653001301233100002001246700002201266856003001288       2020                        eng d  a1927-032100aA Conceptual Development of a Business Model Typology in Tourism: the impact of digitalization and location0 aConceptual Development of a Business Model Typology in Tourism t  aOttawabTalent First Networkc07/2020  a17-280 v103 aThis paper aims to conceptually develop a business model typology in tourism. It focuses on digitalization and destination location as important contextual factors when developing the typology. The paper builds on prior research on business models and tourism research by adopting configuration theory to create a typology of business models in tourism businesses. Four business model archetypes are identified: (1) bricks and mortar business models, (2) digitalized destinations, (3) create a destination, and (4) intermediary business models. The typology contributes to the literature by identifying different types of business models in the tourism sector. The typology also helps to ground the business model concept theoretically, something that has been considered as missing in previous business model research.10abusiness models10aconfigurations10adestination10adigitalization10alocation10atechnology10atourism10atypology1 aLinton, Gabriel1 aÖberg, Christina  utimreview.ca/article/137201178nas 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/129801726nas a2200649   4500008004100000022001400041245003600055210003300091260004200124300000800166490000700174653001200181653001500193653001700208653001800225653002100243653002600264653003400290653003000324653002800354653002100382653001300403653002300416653001200439653000900451653000800460653001500468653003300483653002500516653001600541653001700557653002000574653001700594653002200611653001600633653003500649653001500684653002600699653001500725653002000740653001400760653000800774653000800782653001900790653003000809653001500839653002500854653001900879653001600898653001700914653002200931653003200953653002000985100001801005700002301023856003001046       2020                        eng d  a1927-032100aEditorial: Insights (June 2020)0 aEditorial Insights June 2020  aOttawabTalent First Networkc06/2020  a3-40 v1010aBitcoin10ablockchain10acrowdfunding10acrypto assets10acryptocurrencies10adeveloping countries.10adistributed ledger technology10aEmployeedriven innovation10aentrepreneurial finance10aentrepreneurship10aEthereum10aFinancial industry10aFinTech10aICOs10aIEO10ainnovation10aintellectual property rights10ainternationalization10aIT industry10ajob autonomy10amining industry10amoral hazard10aneed for autonomy10anew company10aPorter's Five Forces framework10aregulation10ascaling company value10ascaling-up10aself-leadership10asignaling10aSME10aSTO10asustainability10atechnological environment10atechnology10atechnology readiness10atoken offering10atoken sales10atokenization10avalue proposition10avalue proposition alignment10aventure capital1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/136301836nas a2200217   4500008004100000022001400041245007600055210006900131260004200200300001000242490000700252520120600259653001501465653001801480653002001498653001501518653001801533100001801551700001901569856003001588       2020                        eng d  a1927-032100aMore for Less? Sharing Economy as a Driver of Public Welfare Innovation0 aMore for Less Sharing Economy as a Driver of Public Welfare Inno  aOttawabTalent First Networkc05/2020  a19-270 v103 aThis article investigates sharing economy as a path to welfare innovation. It is based on a case where a digital platform is activated in order to support sharing among citizens with lung disease, and thereby increase health and well-being. The case exemplifies how sharing economy currently is taken up by public actors in the attempt to prolong the goals of the public sector beyond itself. This implies drawing everyday sharing practices into a new middle between formal organization and private relations. In a critical response to literature on sharing economy that tends to reduce "sharing" to "transaction", the article draws attention to how sharing entangles with hopes, fears, and affectual engagements of everyday life, and to how it interacts with technology in unforeseen ways and beyond anticipated outcomes. Based on the analysis, the article concludes that there may be good reasons for public welfare authorities to engage in facilitating sharing among citizens. This is not because it is likely to provide "more for less" in relation to predetermined goals, but rather because it can open up other kinds of welfare outcomes that cannot be produced by public organizations themselves.10ainnovation10apublic sector10asharing economy10atechnology10awelfare state1 aPallesen, Eva1 aAakjær, Marie  utimreview.ca/article/135301540nas a2200205   4500008004100000022001400041245011100055210006900166260004200235300000900277490000700286520087900293653002101172653001501193653003301208653001501241100001901256700002901275856003001304       2020                        eng d  a1927-032100aA Two-Staged Approach to Technology Entrepreneurship: Differential Effects of Intellectual Property Rights0 aTwoStaged Approach to Technology Entrepreneurship Differential E  aOttawabTalent First Networkc06/2020  a5-130 v103 aIn this article we examine how the strength of the intellectual property rights (IPR) regime drives technology entrepreneurship innovation (TEI) that comprise novel unfamiliar technological products and new business models, which in turn lead to new product-market combinations. We consider TEI to be a two-stage process that involves access and use of new technologies and technological resources by entrepreneurs. While stronger IPR may constrain easy availability of new technologies and technological resources for entrepreneurs, use of these leads to TEI. We suggest that stronger IPR regimes could lead to TEI and its positive effect is felt through easy accessibility of the latest technologies and technology resources by entrepreneurs. Our model contributes to the understanding of the effect of strong IPR regimes on the different stages of the innovation process.10aentrepreneurship10ainnovation10aintellectual property rights10atechnology1 aPathak, Saurav1 aMuralidharan, Etayankara  utimreview.ca/article/136401812nas a2200241   4500008004100000022001400041245013700055210006900192260004200261300001000303490000700313520104000320653001801360653002301378653001601401653003401417653001501451100001901466700001901485700001801504700001801522856003001540       2020                        eng d  a1927-032100aWhat impedes the success of late mover IT clusters despite economically favorable environments? A case study of an Indian IT cluster0 aWhat impedes the success of late mover IT clusters despite econo  aOttawabTalent First Networkc01/2020  a54-670 v103 aThe Information Technology (IT) industry in India, is one of the major contributors to the country’s growth story. It is organized in a few strong and dominant clusters across the country. Recent research focuses on the emergence, growth and success of the seven big IT clusters that account for 96.55% of total software exports from the country. Unlike the six successful late mover clusters, there are several other late mover IT clusters that have not experienced similar growth. Why do some of the late mover IT clusters in India succeed while others fail to take off despite favorable economic conditions? This paper applies a case study method to answer this research question by examining a single cluster, using both primary and secondary data. The paper concludes with a new framework to explain how an IT cluster lacks the motivation to succeed when it has to gain traction alongside the competing dynamics of traditional businesses. We find this to be the case more so when traditional businesses are thriving and growing.10aGujarat State10aIndian IT industry10aIT clusters10aKnowledge Innovation clusters10atechnology1 aMittal, Harini1 aSaurabh, Punit1 aRohit, Devang1 aMehta, Kathak  utimreview.ca/article/132100603nas a2200217   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002300188653002700211653001500238653002600253653001500279653002000294653001500314100001800329856003800347       2019                        eng d  a1927-032100aEditorial: Insights (February 2019)0 aEditorial Insights February 2019  aOttawabTalent First Networkc02/2019  a3-40 v910adigital innovation10adigital transformation10ainnovation10ainnovation ecosystems10amanagement10asharing economy10atechnology1 aMcPhee, Chris  uhttps://timreview.ca/article/121400918nas a2200325   4500008004100000022001400041245008000055210006900135260004200204300000800246490000600254653002200260653001900282653001700301653002100318653001400339653001500353653002500368653001500393653001500408653000900423653001300432653001500445653002500460653001300485100001800498700001900516700001900535856003800554       2019                        eng d  a1927-032100aEditorial: Technology Commercialization and Entrepreneurship (January 2019)0 aEditorial Technology Commercialization and Entrepreneurship Janu  aOttawabTalent First Networkc01/2019  a3-80 v910acommercialization10adigitalization10ae-leadership10aentrepreneurship10aframework10ainnovation10ainternationalization10alegitimacy10amanagement10aSMEs10astartups10atechnology10atechnology intensity10aventures1 aMcPhee, Chris1 aGiones, Ferran1 aDutta, Dev, K.  uhttps://timreview.ca/article/120701801nas a2200241   4500008004100000022001400041245010700055210006900162260004200231300001000273490000600283520110700289653001801396653001101414653000801425653001501433653001401448653001001462653000901472100002101481700001901502856003801521       2019                        eng d  a1927-032100aWomen Managers and Entrepreneurs and Digitalization: On the Verge of a New Era or a Nervous Breakdown?0 aWomen Managers and Entrepreneurs and Digitalization On the Verge  aOttawabTalent First Networkc06/2019  a14-240 v93 aThe purpose of this article is to examine how female managers and entrepreneurs are employing digital technologies in their working and private lives and what they think about digitalization. The material for the study was gathered through interviews with women in South Savo, Finland. The article builds on the theory of technology domestication, emphasizing the role of users in making a technology usable in their everyday contexts. The findings show that women experience challenges but also gain clear benefits when employing digital technologies. Among the challenges is that women are traditionally rather reserved when it comes to applying technology. Among the benefits is the practice-oriented stance of women towards digital technologies. Moreover, the rise of digital social media and its increasing importance in the working and business environments could make it easier for women to manage both work- and family-related communication. This may improve their wellbeing at work and help women towards equality at work. However, they need support in finding their digitalized career paths. 10adomestication10afamily10aICT10atechnology10awellbeing10awomen10awork1 aRajahonka, Mervi1 aVillman, Kaija  uhttps://timreview.ca/article/124602192nas a2200253   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520145100264653002001715653001501735653001201750653001501762653001801777653001801795653001501813100002401828700002601852700002201878856003801900       2018                        eng d  a1927-032100aThe Library Living Lab: A Collaborative Innovation Model for Public Libraries0 aLibrary Living Lab A Collaborative Innovation Model for Public L  aOttawabTalent First Networkc12/2018  a17-250 v83 aNew models of governance advance towards participatory schemes in which citizens not only play an active role in decision-making processes but also the processes by which new products and services are defined and introduced. In parallel, technological innovations, and the new horizons of creativity that they allow, open a huge range of options to innovation in all areas of society, particularly in the cultural field. Under these two premises – participation and innovation – the Library Living Lab initiative was born at the Public Library of Miquel Batllori Volpelleres in Sant Cugat del Vallès, Barcelona. The Library Living Lab is a space that gathers all stakeholders around the public library with the aim of exploring new methods and tools that allow us to enjoy culture both individually and collectively. This article describes how technology can be an enabling factor in a citizen-initiated grassroots project. The project implements a complete model of inter-institutional collaboration with all relevant actors around the living lab working group. The specific challenges of developing an open, flexible, and inter-connected space are identified, and the interaction dynamics based on a challenge–action–return methodology definition are described through practical examples. Our conclusions tackle the challenges of a horizon for the implementation of innovation initiatives – such as living labs – in public spaces. 10acultural spaces10ainnovation10alibrary10aLiving lab10aparticipatory10apublic spaces10atechnology1 aVilariño, Fernando1 aKaratzas, Dimosthenis1 aValcarce, Alberto  uhttps://timreview.ca/article/120200675nas a2200229   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265653001300271653001500284653002100299653001000320653001000330653001500340653001000355100002000365700002300385856003700408       2018                        eng d  a1927-032100aQ&A. What Barriers Do Women Face in Becoming High-Tech Entrepreneurs in Rural India?0 aQA What Barriers Do Women Face in Becoming HighTech Entrepreneur  aOttawabTalent First Networkc01/2018  a33-360 v810abarriers10achallenges10aentrepreneurship10aIndia10arural10atechnology10awomen1 aBasu, Rituparna1 aChatterjee, Sarada  uhttp://timreview.ca/article/113201680nas a2200217   4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520103400277653001201311653001501323653001501338653001601353653001501369100001901384700002201403856003701425       2018                        eng d  a1927-032100aSupporting Self-Determined Indigenous Innovations: Rethinking the Digital Divide in Canada0 aSupporting SelfDetermined Indigenous Innovations Rethinking the   aOttawabTalent First Networkc02/2018  a38-480 v83 aThis article seeks to revisit dominant narratives of digital technological development in Indigenous communities in Canada. By prioritizing Indigenous voices and drawing from concepts of self-determination and sovereignty, this analysis reorients discourse surrounding the “digital divide” towards a strength-based approach that positions Indigenous peoples as innovators and creators, not just consumers, of digital technologies. This article begins with a discussion of how dominant media has used technology and technological imagery to misrepresent Indigenous cultures and perpetuate colonial biases, and emphasizes the importance of making space for Indigenous future imagery. Following this is a discussion of digital storytelling and virtual landscapes, showcasing a small sample of Indigenous initiatives online, in video game and app development, and in augmented and virtual reality. Finally, this article considers the potential of “makerspaces” as a framework for future action to bridge theory and practice. 10adigital10aIndigenous10ainnovation10amakerspaces10atechnology1 aWinter, Jasmin1 aBoudreau, Justine  uhttp://timreview.ca/article/113801574nas a2200229   4500008004100000022001400041245011300055210006900168260004200237300001000279490000600289520088200295653002101177653002101198653001001219653001101229653001501240653001301255100002201268700001701290856003701307       2018                        eng d  a1927-032100aTechnology Entrepreneurship in Emerging Markets: An Exploration of Entrepreneurial Models Prevalent in India0 aTechnology Entrepreneurship in Emerging Markets An Exploration o  aOttawabTalent First Networkc01/2018  a24-320 v83 aAre the features and processes of entrepreneurship – such as wealth creation, risk taking, vision, identification of a niche market, launching new products, and so on – common across the world? Many would assume they would be. However, firms that are entrepreneurial in nature and belong to emerging markets may or may not follow the established models of developed economies. In this study, we sought to explore various types of entrepreneurial models that are prevalent in an emerging market. For this purpose, we collected primary and secondary data to identify characteristics of technology-based entrepreneurial firms in India. Based on the two dimensions of degree of demand/supply and expected loss/risk, we identify four models of entrepreneurship – incremental, proactive, radical, and reactive – and illustrate each model with examples from Indian companies. 10aemerging markets10aentrepreneurship10aIndia10amodels10atechnology10atypology1 aTripathi, Shiv, S1 aBrahma, Mita  uhttp://timreview.ca/article/113101713nas a2200241   4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520096000277653002001237653001501257653002501272653001301297653001501310100002901325700002901354700002301383700002801406856003701434       2018                        eng d  a1927-032100aTo Internationalize or Not to Internationalize? A Descriptive Study of a Brazilian Startup0 aTo Internationalize or Not to Internationalize A Descriptive Stu  aOttawabTalent First Networkc03/2018  a38-460 v83 aThis study examines the failed internationalization experience of a Brazilian high-tech startup. The research methodology of the study is descriptive and aims to explore whether this startup should re-internationalize, despite an unsuccessful first experience. Based on interviews with the founders, it was found that the initial internationalization took place in an incipient way, in the heat of the moment. The lack of success with the initial internationalization did not shake the directors of the startup, who aim to return to internationalization, now in a consolidated way and counting on the advice of an investor. Despite its bitter first experience, should the startup try again? Through an analysis of the lessons learned from the startup’s initial failure and insights from its consideration of a possible second attempt, this study contributes to the literature on competitiveness, internationalization, and international entrepreneurship.10aentrepreneurial10ainnovation10ainternationalization10astartups10atechnology1 aScherer, Flavia, Luciane1 aMinello, Italo, Fernando1 aKrüger, Cristiane1 aRizzatti, Andréa, Bach  uhttp://timreview.ca/article/114502396nas 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/109000796nas 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/110101940nas a2200337   4500008004100000022001400041245004500055210004500100260004200145300000900187490000600196520109200202653001301294653002101307653001501328653001201343653001501355653001601370653000901386653001301395653002701408653001501435653001501450653001001465653002001475100001801495700002001513700001601533700001601549856003701565       2017                        eng d  a1927-032100aReflecting on 10 Years of the TIM Review0 aReflecting on 10 Years of the TIM Review  aOttawabTalent First Networkc07/2017  a5-200 v73 aIn July 2007, the first issue of this journal was published under the banner of the Open Source Business Resource. Re-launched with a broader scope in 2011 as the Technology Innovation Management Review, the journal now celebrates its 10th anniversary. In this article, we review the 10-year history of the journal to examine what themes have been covered, who has contributed, and how much the articles have been read and cited. During those 10 years, the journal has published 120 monthly issues, including more than 800 publications by more than 800 international authors from industry, academia, the public sector, and beyond. As discovered with topic modelling, the journal has covered seven themes: open source business, technology entrepreneurship, growing a business, research approaches, social innovation, living labs, and cybersecurity. Overall, the website has attracted over 1 million readers from around the world – 31% from Asia, 30% from the Americas, 26% from Europe, 8% from Africa, and 5% from Oceania – with over 25,000 readers now accessing the site each month. 10abusiness10aentrepreneurship10ainnovation10ajournal10amanagement10aopen source10aOSBR10aresearch10ascientometric analyses10atechnology10aTIM Review10atopic10atopic modelling1 aMcPhee, Chris1 aSantonen, Teemu1 aShah, Ahmed1 aNazari, Ali  uhttp://timreview.ca/article/108700761nas a2200277   4500008004100000022001400041245005300055210005000108260004200158300000800200490000600208653002000214653002100234653001600255653001800271653001500289653001600304653001700320653002300337653001500360653001200375100001800387700001900405700002200424856003700446       2016                        eng d  a1927-032100aEditorial: Innovation in Tourism (November 2016)0 aEditorial Innovation in Tourism November 2016  aOttawabTalent First Networkc11/2016  a3-50 v610aaction research10aboundary objects10aco-creation10acrowdsourcing10ainnovation10aliving labs10asmart cities10asmart destinations10atechnology10atourism1 aMcPhee, Chris1 aGuimont, David1 aLapointe, Dominic  uhttp://timreview.ca/article/102900843nas a2200289   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262653001500268653001600283653001500299653001300314653001200327653001500339653001100354653002300365653001500388653004400403653001500447100001800462700001900480700001800499856003600517       2016                        eng d  a1927-032100aTIM Lecture Series – Insights from Success and Failure in Technology Businesses0 aTIM Lecture Series Insights from Success and Failure in Technolo  aOttawabTalent First Networkc02/2016  a36-390 v610aBlackberry10abook launch10ainnovation10ainsights10alessons10amanagement10aNortel10aResearch in Motion10atechnology10atechnology innovation management review10aTIM Review1 aMcPhee, Chris1 aCarbone, Peter1 aSilcoff, Sean  uhttp://timreview.ca/article/96700929nas a2200337   4500008004100000022001400041245004300055210004000098260004200138300000800180490000600188653001600194653002200210653002900232653001600261653001800277653001500295653002000310653001500330653002500345653001800370653001500388653002000403653002200423653001800445653001500463653004400478653001500522100001800537856003600555       2015                        eng d  a1927-032100aEditorial: 100th Issue (November 2015)0 aEditorial 100th Issue November 2015  aOttawabTalent First Networkc11/2015  a3-40 v510a3D printing10aborn-global firms10acollaborative innovation10acybersafety10acybersecurity10acyberspace10afuture research10ainnovation10alean global startups10alean startups10amanagement10aOpen innovation10asocial innovation10asupply chains10atechnology10atechnology innovation management review10aTIM Review1 aMcPhee, Chris  uhttp://timreview.ca/article/93900863nas a2200277   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653002400236653002700260653003100287653004200318653002800360653002300388653002200411653001500433653002200448100001800470700002300488700002000511700001800531856003600549       2015                        eng d  a1927-032100aEditorial: Technology in Service Innovation (February 2015)0 aEditorial Technology in Service Innovation February 2015  aOttawabTalent First Networkc02/2015  a3-50 v510acustomer experience10aelectronic procurement10aemployee-driven innovation10aknowledge-intensive business services10apersonal health systems10aservice innovation10asystem innovation10atechnology10avalue co-creation1 aMcPhee, Chris1 aVargo, Stephen, L.1 aToivonen, Marja1 aRajala, Risto  uhttp://timreview.ca/article/86801008nas a2200265   4500008004100000022001400041245004700055210004700102260004200149300000900191490000600200520028900206653001300495653002100508653001500529653001200544653001500556653003400571653000900605653001500614653004400629653001500673100001800688856003600706       2015                        eng d  a1927-032100aReflecting on 100 Issues of the TIM Review0 aReflecting on 100 Issues of the TIM Review  aOttawabTalent First Networkc11/2015  a5-110 v53 aFirst launched in 2007, the Technology Innovation Management Review has now reached the milestone of 100 issues. This article looks back over these first 100 issues, the themes they covered, trends in authorship and readership, and future opportunities and challenges for the journal.10abusiness10aentrepreneurship10ainnovation10ajournal10amanagement10aOpen Source Business Resource10aOSBR10atechnology10atechnology innovation management review10aTIM Review1 aMcPhee, Chris  uhttp://timreview.ca/article/94001475nas 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/89502132nas a2200265   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520130500267653001701572653005201589653002901641653002301670653001501693653002401708653002701732653001501759100001801774700001901792700001901811856003601830       2014                        eng d  a1927-032100aThe Promoting Force of Technology for Service Innovation in High-Tech Industries0 aPromoting Force of Technology for Service Innovation in HighTech  aOttawabTalent First Networkc05/2014  a40-490 v43 aThis article focuses on the interaction between the development of technology and service innovation. It goes “back to the basics” by analyzing the first theoretical contributions to the service innovation literature from the late 1980s. These contributions were heavily technologically oriented: they aimed at bringing the results of technological innovation to the realm of services. More specifically, we focus on the model of “reverse innovation cycle” on one hand, and on the first innovation-specific categorization of services on the other. The latter introduced the division into supplier-dominated, production-intensive/scale-intensive, and science-based services. Our purpose is to examine in which ways these theoretical approaches could promote our understanding about the new phenomena of technology-service interaction in innovation. In the second part of the article, we apply these approaches in five case studies that originate from different service industries and that differ in size and technologies. The findings of the analysis demonstrate that the applicability of the approaches to the case studies depends on several factors including the kind of technology involved in the innovation activities, the stage of development of this technology, and the type of service. 10acase studies10adynamic model of process and product innovation10areverse innovation cycle10aservice innovation10atechnology10atechnology adoption10atechnology development10atypologies1 aGliem, Silvia1 aKlabuhn, Janny1 aLitwin, Nadine  uhttp://timreview.ca/article/79202201nas a2200205   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520155900279653002201838653001501860653002401875653001501899653002001914100002501934856003601959       2013                        eng d  a1927-032100aTime to Innovate: Reflections and Recommendations on Time Management for Innovation Managers0 aTime to Innovate Reflections and Recommendations on Time Managem  aOttawabTalent First Networkc09/2013  a13-190 v33 aEffective time management is a critical success factor for most projects; however, it is particularly challenging for projects involving substantial innovation. For most projects, time (i.e., the schedule) becomes a management "red flag" that signals when something goes wrong or gets out of control. The challenge for projects involving significant innovation is that one or more critical activities may be of an unknown duration or involve factors outside the normal design process and require "red flagging" from the outset. Managers of innovation projects have to distinguish between those activities or work packets that are a part of “business as usual” and those that involve innovation. They must identify and quantify the schedule risks and develop strategies to mitigate them. For example, one strategy to manage time-related risk is to decouple the innovation value as perceived by the customer (innovation output) from the technology innovation that is needed to deliver the product value in a cost-effective manner (innovation input). This strategy should take into account the likely consequences of longer-than-anticipated innovation time. Two common risks associated with poor time management for innovation are running out of financial runway to reach sustainable revenue and missing a critical market window. In this article, the author reflects on almost 30 years of experience in the Canadian innovation system across several industry sectors and provides some practical recommendations on time management for innovation managers.10acommercialization10ainnovation10aproduct development10atechnology10atime management1 aCrawhall, Robert, J.  uhttp://timreview.ca/article/72301104nas a2200205   4500008003900000022001400039245005300053210005300106260004200159300001000201490000600211520053800217653001700755653001300772653002100785653001500806653002300821100001800844856003600862       2012                          d  a1927-032100aEntrepreneurial Effort in the Theory of the Firm0 aEntrepreneurial Effort in the Theory of the Firm  aOttawabTalent First Networkc02/2012  a13-160 v23 aThis article develops a link between the theory of the firm and entrepreneurship theory to enable the study of employee entrepreneurial behaviour. First, we describe how incomplete contracts permit employee entrepreneurial effort in the theory of the firm. Next, we argue that emancipation offers an explanation for entrepreneurial effort that is not motivated by financial gain. Finally, we show how new technology creates conditions where the boundary of the firm may change and where entrepreneurial effort by employees may occur.10aemancipation10aemployee10aentrepreneurship10atechnology10atheory of the firm1 aHudson, David  uhttp://timreview.ca/article/52100566nas a2200193   4500008004100000022001400041245006400055210006200119260004200181300001000223490000600233653002100239653002000260653001300280653001300293653001500306100001500321856003600336       2012                        eng d  a1927-032100aTIM Lecture Series - 29 Lessons Learned in Entrepreneurship0 aTIM Lecture Series 29 Lessons Learned in Entrepreneurship  aOttawabTalent First Networkc11/2012  a46-480 v210aentrepreneurship10alessons learned10astartups10astrategy10atechnology1 aBiggs, Wes  uhttp://timreview.ca/article/629