02033nas a2200229   4500008004100000022001400041245007800055210006900133260004200202300001000244490000700254520135800261653001501619653001901634653001801653653002401671653002401695100001601719700001901735700001901754856003001773       2021                        eng d  a1927-032100aBarriers to Value Specification when Carrying out Digitalization Projects0 aBarriers to Value Specification when Carrying out Digitalization  aOttawabTalent First Networkc05/2021  a54-640 v113 aIf digitalization projects aim to effectively create value for a company, one precondition is having a shared view among company staff and project members of what the "desirable" value is. However, it has been shown that few companies fully understand the value that digitalization projects can create for them, while many companies still launch digitalization projects without having gained much understanding. This contributes to the current "alarmingly" low success rate for digitalization projects. Developing effective methods to specify the desired values of digitalization projects has hence become important. One step in developing improved specification methods is to ask what the possible barriers are to improving current value specification practices. The purpose of the current study is to address this. We analyzed several digitalization projects regarding how specifications of desired project value were carried out, finding that very limited resources are spent on specifying desired values in digitalization projects, this limits project success. Likewise, there are several barriers to increasing resources for specifying desired values. Our findings contribute to understanding the development of value specification methods that aim to overcome these barriers and thus could help improve the success rate of digitalization projects.10aautomation10adigitalization10aeffectiveness10aresource-efficiency10aValue specification1 aGrahn, Sten1 aGranlund, Anna1 aLindhult, Erik  utimreview.ca/article/144202223nas a2200229   4500008004100000022001400041245010800055210006900163260004200232300001000274490000700284520150400291653001501795653001901810653003401829653001701863653002201880100001601902700002701918700001801945856003001963       2021                        eng d  a1927-032100aLearning from Early Adopters of Blockchain Technology: A Systematic Review of Supply Chain Case Studies0 aLearning from Early Adopters of Blockchain Technology A Systemat  aOttawabTalent First Networkc06/2021  a19-310 v113 aBlockchain technology is widely seen as a promising technology for global supply chains, though early adoption of the technology is both costly and risky. Along with many other discouraging factors, large investments required to enter or develop a blockchain raise barriers to entry. Concerns about potential benefits, on the other hand, have led to companies questioning whether it is worth it. Consequently, many players in the global arena are still preferring to wait by observing current practices before making investments, while trying to figure out what the technology might bring them. Hence, the main purpose of this paper is to research various implementations of blockchain technology in supply chains, in order to learn from its early adopters. For this purpose, we chose case studies as the research method, which we used in a systematic way. We focused on multiple relevant case studies from previous research concerning the use of blockchain technology in supply chain practices. Through a systematic analysis of case studies, the study paper aims at bringing forward different views, approaches and results about blockchain adoption, as a way to show the pros and cons of adopting the technology under certain circumstances. The previous research was obtained from the Web of Science Core Collection. This paper contributes to the literature by showcasing the use of blockchain in supply chains via multiple cases to learn from early blockchain adopters in supply chain practices.
10ablockchain10adigitalization10adistributed ledger technology10asupply chain10asystematic review1 aDede, Sevda1 aKöseoğlu, Mesut, Can1 aYercan, Funda  utimreview.ca/article/144701572nas 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/137202292nas a2200229   4500008004100000022001400041245008800055210006900143260004200212300001000254490000700264520162200271653001901893653002101912653001701933653001201950653000801962100002201970700002001992700002002012856003002032       2020                        eng d  a1927-032100aDigitalization and SMEs’ Export Management: Impacts on Resources and Capabilities0 aDigitalization and SMEs Export Management Impacts on Resources a  aOttawabTalent First Networkc04/2020  a18-340 v103 aDigitalization is becoming an increasingly central issue for companies. However, most companies, and in particular SMEs, are struggling to engage in a coherent global digital transformation process. Indeed, digitalization affects much of a company's organizational strategy, including the development of market opportunities. Digitalization has been identified as an element that fosters the internationalization of SMEs. However, the integration of digital technology requires investments and changes in a company's internal practices through the mobilization of new resources, as well as by implementing specific capabilities to manage them. The objective of this research work is therefore to examine the impact of SMEs' digital transformation on their internationalization capability. Relying on an extensive exploratory literature review, digital facilitators were identified and classified into three categories: e-commerce, e-marketing, and e-business. Then, a cross-analysis between the identification of digital facilitators from the literature and a framework of SMEs' export practices (the Potential Export Index, Enjolras et al., 2016) was conducted in order to highlight differentiated impacts that can be theoretically identified. The most impacted export practices are related to the strategic vision of the firm, the customization of its offerings, its network dynamic, and its internal organization. E-commerce facilitators concern the supply chain organization, e-marketing facilitators are related to communications and customer relations, and e-business facilitators impact the company as a whole.10adigitalization10aexport practices10afacilitators10aimpacts10aSME1 aDethine, Benjamin1 aEnjolras, Manon1 aMonticolo, Davy  utimreview.ca/article/134401636nas a2200229   4500008004100000022001400041245012000055210006900175260004200244300000900286490000700295520088500302653002901187653001901216653003101235653003501266653001001301100002101311700002401332700002001356856003001376       2020                        eng d  a1927-032100aDigitalization, Entrepreneurial Orientation and Internationalization of Micro-, Small- and Medium-Sized Enterprises0 aDigitalization Entrepreneurial Orientation and Internationalizat  aOttawabTalent First Networkc04/2020  a5-170 v103 aNowadays, we are living in a digitally connected global economy that is completely transforming trade in foreign markets and exposing firms, particularly micro, small and medium-sized enterprises (MSMEs), to major changes and new opportunities. As the use of digital technologies is creating more fluidity and nonlinearity across time and space in entrepreneurial processes, our research adopted a conceptual process to investigate how the digital transformation of MSMEs will support decision-makers in international businesses. Based on a quantitative research design, we demonstrate that the more a company digitalizes its functions, the more it favours entrepreneurial behavior to lead successful strategic decisions in foreign markets. Our results are discussed in detail and we propose several ways to benefit from opportunities arising from the use of digital technologies.10adigital entrepreneurship10adigitalization10aEntrepreneurial Orientaton10ainternational entrepreneurship10aMSMEs1 aHervé, Annaële1 aSchmitt, Christophe1 aBaldegger, Rico  utimreview.ca/article/134302091nas a2200205   4500008004100000022001400041245006800055210006700123260004200190300001000232490000700242520150200249653001901751653001901770653002501789653001201814653000801826100002101834856003001855       2020                        eng d  a1927-032100aDigitalization, Internationalization and Scaling of Online SMEs0 aDigitalization Internationalization and Scaling of Online SMEs  aOttawabTalent First Networkc04/2020  a48-570 v103 aWhile small- and medium-sized enterprises (SMEs) are increasingly required to look for growth beyond their national markets, the increasing digitalization of the global economy provides them with ample opportunities for internationalization. However, many SMEs are unable to internationalize digitally because they were not initially designed to scale that way, and managing business model scaling in the online environment is challenging. In response to this, the current study applies a quantitative descriptive analysis of survey data on business adoption of digital technologies by 535 Canadian online-based SMEs. The aim is to understand, 1) how internationally-oriented online SMEs differ in terms of their digitalization from those focused on domestic markets, and 2) how these differences are related to the companies&rsquo; business model for scaling internationally. The results show that internationally-oriented online SMEs differ from their domestically-oriented peers, in terms of a higher degree in the 1) use of information systems, 2) extent of value networks, 3) emphasis on key internal resources, and, 4) dealing with cybersecurity issues. The study contributes to the literature by suggesting that online SMEs willing to scale internationally through digitalization need to develop a set of capabilities in regard to partnering, customer relationship, and business process management, as well as investing in information and communication (ICT) resources and cyber resilience.10abusiness model10adigitalization10ainternationalization10ascaling10aSME1 aWesterlund, Mika  utimreview.ca/article/134601117nas a2200385   4500008004100000022001400041245006800055210006500123260004200188300000800230490000700238653002600245653001800271653001300289653002900302653001900331653002100350653003200371653002100403653001700424653001200441653003500453653002500488653002900513653001000542653001700552653001200569653002900581653000900610653002500619653001300644100002400657700002000681856003000701       2020                        eng d  a1927-032100aEditorial: Digitalization and Internationalization (April 2020)0 aEditorial Digitalization and Internationalization April 2020  aOttawabTalent First Networkc04/2020  a3-40 v1010abusiness network hubs10abusinessmodel10acoaching10adigital entrepreneurship10adigitalization10adigitalmarketing10aentrepreneurial orientation10aexport practices10afacilitators10aimpacts10ainternational entrepreneurship10ainternationalization10aliability of foreignness10aMSMEs10anetwork view10ascaling10aSME internationalization10aSMEs10asupport institutions10atraining1 aSchmitt, Christophe1 aBaldegger, Rico  utimreview.ca/article/134201851nas a2200241   4500008004100000022001400041245014900055210006900204260004200273300001000315490000700325520104700332653002901379653002501408653001901433653002701452653002501479653001001504100002101514700002401535700002001559856003001579       2020                        eng d  a1927-032100aInternationalization and Digitalization: Applying digital technologies to the internationalization process of small and medium-sized enterprises0 aInternationalization and Digitalization Applying digital technol  aOttawabTalent First Networkc07/2020  a29-410 v103 aDigitalization is playing an increasingly important role in the growth of firms and is leading to structural and strategic transformations. The use of digital technologies presents new opportunities for SMEs to expand and succeed in foreign markets. The purpose of this paper is to investigate how the impact of digital technologies on the internationalization process of SMEs has been acknowledged in the literature. It offers an in-depth analysis of five of the most highly relevant recent scientific research papers. The findings are synthetized through key points that highlight how SMEs acting in foreign markets could benefit from digital technologies. This paper complements previous research on the international trade transition initiated by digital technologies and provides a new perspective on contemporary research regarding the internationalization of firms. It concludes by identifying implications for research by scholars seeking to further study the digital aspects of traditional theoretical models of internationalization.10adigital entrepreneurship10adigital technologies10adigitalization10ainternational business10ainternationalization10aSMEs.1 aHervé, Annaële1 aSchmitt, Christophe1 aBaldegger, Rico  utimreview.ca/article/137301578nas a2200541   4500008004100000245006500041210006200106260001200168300000800180490000600188653002600194653002400220653002600244653002000270653003300290653002400323653001800347653002500365653004200390653002100432653002600453653002200479653002500501653002700526653002900553653001900582653001700601653001500618653001500633653003200648653000900680653001700689653001500706653002200721653002600743653001500769653002400784653002500808653001800833653002000851653002000871653002500891653001300916653002700929100001800956700002300974856003900997       2019                        eng d00aEditorial: Celebrating Innovation in Florence (October 2019)0 aEditorial Celebrating Innovation in Florence October 2019  c10/2019  a3-40 v910abehavioural economics10abehavioural science10abibliometric analysis10abusiness models10aBuyer-Supplier Relationships10achoice architecture10acollaboration10aconsumer-to-business10aContent creator-based business models10acontent creators10acreativity management10adigital platforms10adigital technologies10adigital transformation10aDigital user involvement10adigitalization10adigitization10adisruption10ae-commerce10ahuman-centered data economy10aIIoT10aIndustry 4.010ainnovation10ainnovation policy10aintellectual commerce10aLiving lab10amission-led science10amultisided platforms10apersonal data10aresearch impact10asocial commerce10aSupplier Integration10ataxonomy10auser-generated content1 aTanev, Stoyan1 aSandstrom, Gregory  uhttp://159.203.47.210/article/127001222nas a2200445   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002800188653002600216653001800242653001800260653001300278653001700291653001900308653003100327653003100358653002100389653003100410653001400441653001500455653003500470653001500505653002600520653001400546653001500560653002200575653002000597653001400617653000900631653001300640653001700653653003500670100001800705700002300723856003000746       2019                        eng d  a1927-032100aEditorial: Insights (November 2019)0 aEditorial Insights November 2019  aOttawabTalent First Networkc11/2019  a3-40 v910aartificial intelligence10acompetitive advantage10acybersecurity10adeep learning10aDeepfake10adesign rules10adigitalization10aentrepreneurial ecosystems10aentrepreneurial university10aentrepreneurship10aentrepreneurship education10afake news10ainnovation10ainternational entrepreneurship10aleadership10aLearning Capabilities10amarketing10amotivation10anew venture teams10aquadruple helix10asanctions10aSMEs10ateamwork10atriple helix10auniversity business incubation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/127800918nas 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/120701805nas a2200193   4500008004100000022001400041245012500055210006900180260004200249300001000291490000600301520115900307653003001466653001901496653001201515653001801527100002801545856003801573       2019                        eng d  a1927-032100aThe Effect of Digitalization on the Commercialization Process of High-Technology Companies in the Life Sciences Industry0 aEffect of Digitalization on the Commercialization Process of Hig  aOttawabTalent First Networkc01/2019  a49-630 v93 aThis article examines how digitalization influences the commercialization of high technologies in the life sciences industry. It is based on a cross-case study focused on pharmaceutical, medical device, and e-health companies in Finland. Both company representatives and regional stakeholders were interviewed. The findings suggest that “digitalization” needs to be distinguished from “digitization” because both terms seem to be misused or used interchangeably. The findings also show that digitalization led to a concurrent implementation of commercialization processes. Furthermore, the findings revealed that digitalization positively influenced commercialization activities, especially information sourcing and management, various assessments, and official activities, big data creation, and activity routinization. It was also revealed that the creation of new sets of big data and fear of digital attacks are negative influences on digitalization. These findings make a theoretical contribution to the discourses on digitalization and commercialization, but they also provide insights for scientists, engineers, and life science companies.10acommercialization process10adigitalization10aFinland10alife sciences1 aGbadegeshin, Saheed, A.  uhttps://timreview.ca/article/121101877nas a2200241   4500008004100000022001400041245017200055210006900227260004200296300001000338490000600348520106700354653002601421653001901447653001501466653003501481653002601516653001401542653000901556100001801565700002201583856003001605       2019                        eng d  a1927-032100aThe Impact of Digitalization and Resources on Gaining Competitive Advantage in International Markets: Mediating Role of Marketing, Innovation and Learning Capabilities0 aImpact of Digitalization and Resources on Gaining Competitive Ad  aOttawabTalent First Networkc11/2019  a26-390 v93 aInternational Entrepreneurship as a field of studies depends on digitalization as an essential factor that drives internationalization. Riding on the wave of digitalization, firms can produce and market their products and services globally through digital platforms with reduced costs and time savings. Yet, digitalization as a determinant of competitive advantages for small and medium enterprises in international markets is rarely examined. This study fills the gap by testing the direct and indirect effects of digitalization on enterprise, specifically focusing on price, product and service advantages in digitalized international markets. Based on the data collected from 143 exporting SME manufacturers in Malaysia, results from our analysis revealed that digitalization has no direct effect on competitive advantage, but rather has strong indirect effects on product and service advantages. Managers and policymakers can thus leverage digitalization to improve their company's internationalization plans according to its intended competitive strategies.10acompetitive advantage10adigitalization10ainnovation10ainternational entrepreneurship10aLearning Capabilities10amarketing10aSMEs1 aLee, Yan, Yin1 aFalahat, Mohammad  utimreview.ca/article/128102640nas a2200265   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520177400276653002802050653002302078653001902101653002102120653002702141653003902168653003502207653002902242653002402271653002102295100002102316856003702337       2018                        eng d  a1927-032100aThe Impact of Digitalization on the Speed of Internationalization of Lean Global Startups0 aImpact of Digitalization on the Speed of Internationalization of  aOttawabTalent First Networkc05/2018  a44-540 v83 aLean global startups need to internationalize early and fast. The digitalization of new foreign market development helps them to more efficiently identify new market opportunities in global markets. With this approach, they are saving resources while developing the most attractive markets. This article examines how lean global startups develop new foreign markets more rapidly due to digitalization. Thus, the aim is to understand the impact of digitalization on speed of internationalization of lean global startups. The study addresses a gap in the scholarly literature and a practical need to evaluate new foreign markets and business opportunities more quickly and more regularly and to understand what helps lean global startups react more quickly to opportunities and threats with respect to changing market attractiveness. Furthermore, it outlines why and how digitalization is important throughout the internationalization process. The research followed a multiple case-study design using different sources of evidence, including 73 interviews with senior managers of lean global startups. The findings reveal that digitalization allows lean global startups to increase decision-making efficiency and to optimize strategies and processes for evaluating international markets. The findings suggest that lean global startups can benefit from the use of digital technologies by applying a more efficient foreign market development process with regular reviews and a reduced workflow, by faster mediation between local market realities and strategic goals, by analyzing all foreign markets instead of just a sample of them, and by optimizing decision-making processes including the ability to make long-term, strategic decisions due to better market information. 10aartificial intelligence10abig data analytics10adigitalization10aglobal marketing10ainternational business10ainternational business development10ainternational entrepreneurship10ainternational management10alean global startup10amachine learning1 aNeubert, Michael  uhttp://timreview.ca/article/115801474nas a2200253   4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520073200254653001900986653002701005653001901032653001601051653002301067653001601090653001501106653002301121653002401144100001601168856003601184       2015                        eng d  a1927-032100aImplementation Prerequisites for Electronic Procurement of Services0 aImplementation Prerequisites for Electronic Procurement of Servi  aOttawabTalent First Networkc02/2015  a15-230 v53 aService procurement is a business function of increasing importance and is highly suitable for integration of electronic support, but it suffers from severe research deficits. As yet, implementation prerequisites for electronic procurement of services are obscure and not quantifiable. In this research project, organization, formalization, and specialization of procurement and standardization and strategic importance of the procured services are identified as relevant implementation prerequisites. Measurement models for these prerequisites are established and proven through quantitative empirical research. As such, this article is a major step towards a more rigorous investigation of electronic procurement of services.10adigitalization10aelectronic procurement10aimplementation10aimprovement10aprocess innovation10aprocurement10apurchasing10aservice management10aservice procurement1 aReuter, Ute  uhttp://timreview.ca/article/870