<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Walter Miron</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Q&amp;A. Should the Internet Be Considered Critical Infrastructure?</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">communication networks</style></keyword><keyword><style  face="normal" font="default" size="100%">critical infrastructure</style></keyword><keyword><style  face="normal" font="default" size="100%">cyber-attacks</style></keyword><keyword><style  face="normal" font="default" size="100%">cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">information technology</style></keyword><keyword><style  face="normal" font="default" size="100%">Internet</style></keyword><keyword><style  face="normal" font="default" size="100%">vulnerabilities</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">01/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/865</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">5</style></volume><pages><style face="normal" font="default" size="100%">37-40</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">1</style></issue><custom1><style face="normal" font="default" size="100%">TELUS Communications
Walter Miron is a Director of Technology Strategy at TELUS Communications, where he is responsible for the evolution of their packet and optical networks. He has over 20 years of experience in enterprise and service provider networking conducting technology selection and service development projects. Walter is a member of the research program committee of the SAVI project, the Heavy Reading Global Ethernet Executive Council, and the ATOPs SDN/nFV Working Group. He is also the Chair of the Venus Cybersecurity Corporation and is a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Walter Miron</style></author><author><style face="normal" font="default" size="100%">Kevin Muita</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Cybersecurity Capability Maturity Models for Providers of Critical Infrastructure</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">adoption</style></keyword><keyword><style  face="normal" font="default" size="100%">bersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">capability maturity models</style></keyword><keyword><style  face="normal" font="default" size="100%">compliance</style></keyword><keyword><style  face="normal" font="default" size="100%">critical infrastructure</style></keyword><keyword><style  face="normal" font="default" size="100%">framework</style></keyword><keyword><style  face="normal" font="default" size="100%">municipalities</style></keyword><keyword><style  face="normal" font="default" size="100%">protection</style></keyword><keyword><style  face="normal" font="default" size="100%">regulation</style></keyword><keyword><style  face="normal" font="default" size="100%">standards</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">10/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/837</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">33-39</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Critical infrastructure such as power generation and distribution systems, telecommunications networks, pipelines and pipeline control networks, transportation control networks, financial networks, and government information and communications technology (ICT) have increasingly become the target of cyber-attacks. The impact and cost of these threats, as well as regulatory pressure to mitigate them, have created an impetus to secure these critical infrastructures. Managers have many controls and models at their disposal to help them secure infrastructure technology, including cybersecurity capability maturity models to enable measurement and communication of cybersecurity readiness to top management teams, regulators, and customers, thereby facilitating regulatory compliance, corporate responsibility, and improved brand quality. However, information and awareness is lacking about which models are most appropriate for a given situation and how they should be deployed.

This article examines relevant cybersecurity capability maturity models to identify the standards and controls available to providers of critical infrastructure in an effort to improve their level of security preparedness. These capability models are described and categorized by their relevance to different infrastructure domains, and then recommendations are provided on employing capability maturity models to measure and communicate readiness. This article will be relevant to regulators, critical infrastructure providers, and researchers. </style></abstract><issue><style face="normal" font="default" size="100%">10</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Walter Miron is a Director of Technology Strategy at TELUS Communications, where he is responsible for the evolution of their packet and optical networks. He has over 20 years of experience in enterprise and service provider networking conducting technology selection and service development projects. Walter is a member of the research program committee of the SAVI project, the Heavy Reading Global Ethernet Executive Council, and the ATOPs SDN/nFV Working Group. He is also Chair of the Venus Cybersecurity Corporation and a board member of the Centre of Excellence for Next Generation Networking (CENGN) in Ottawa, Canada. Walter is currently a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. </style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Kevin Muita is a graduate student in the Technology Innovation Management program at Carleton University in Ottawa, Canada. He has a Bachelor's degree in Technology from Africa Nazarene University in Nairobi, Kenya. He has co-founded two technology startups: a network consultancy company and a systems installation and maintenance company. He has experience in logistics and supply chain management, having managed a Coca-Cola distribution network in Kenya, overseeing a successful 300% increase in sales volume, operations, and service delivery.</style></custom2></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Mackenzie Adams</style></author><author><style face="normal" font="default" size="100%">Maged Makramalla</style></author><author><style face="normal" font="default" size="100%">Walter Miron</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Down the Rabbit Hole: How Structural Holes in Entrepreneurs' Social Networks Impact Early Venture Growth</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">institutional order</style></keyword><keyword><style  face="normal" font="default" size="100%">social networks</style></keyword><keyword><style  face="normal" font="default" size="100%">structural holes</style></keyword><keyword><style  face="normal" font="default" size="100%">venture growth</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">09/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/828</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">19-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Social networks play a significant role in the success of new entrepreneurial ventures. They provide an accumulation of tangible and intangible resources that are linked to entrepreneurial outcomes such as growth and innovation. The structure of social networks, specifically, has been linked to these outcomes; structural holes in social networks have shown an association with entrepreneurial success. Entrepreneurs who have many structural holes in their networks are thought to benefit from a rich source of divergent information.

This article examines the complex nature of the relationships among social networks, formal institutions, and the outcomes of new ventures. It also explores the effects of a social network’s structural holes on growth in the early years of a venture’s development. We propose that structural holes of a social network, through a mediating role of institutional polycentrism, play an important role in the growth and profitability of a new venture as well as potential threats of exploitation. We then provide recommendations based on the reviewed literature for entrepreneurs and managers of formal institutions. </style></abstract><issue><style face="normal" font="default" size="100%">9</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Mackenzie Adams is a serial entrepreneur, a Senior Technical Communicator in the Oil and Gas industry, and a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. She is also a Principal at THINQ I/O, a consulting company. Over the past 15 years, Mackenzie has worked in a variety of fields ranging from social work to accounting and has used those experiences to develop strong strategic and analytical skills. She is interested in the fields of artificial intelligence and quantum computing, and how they relate to cybersecurity. </style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Maged Makramalla is a current graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. He holds a Bachelor of Science degree in Mechatronics Engineering from the German University in Cairo, Egypt. For three years, he has been working as Manager of the Sales and Marketing Department of TREND, a trading and engineering company based in Cairo. His primary research interest lies in the improvement of educational techniques by introducing experiential learning into the regular curriculum while promoting gamification of educational methods.</style></custom2><custom3><style face="normal" font="default" size="100%">Carleton University
Walter Miron is a Director of Technology Strategy at TELUS Communications, where he is responsible for the evolution of their TCP/IP and optical networks. He has over 20 years of experience in enterprise and service provider networking conducting technology selection and service development projects. Walter is a member of the research program committee of the SAVI project, the Heavy Reading Global Ethernet Executive Council, and the ATOPs SDN/nFV Working Group. He is also Chair of the Venus Cybersecurity Corporation and a board member of the Centre of Excellence for Next Generation Networking (CENGN) in Ottawa, Canada. Walter is currently a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada.</style></custom3></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Walter Miron</style></author><author><style face="normal" font="default" size="100%">David Hudson</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Enabling Employee Entrepreneurship in Large Technology Firms</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">autonomy</style></keyword><keyword><style  face="normal" font="default" size="100%">competitive aggressiveness</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate venturing</style></keyword><keyword><style  face="normal" font="default" size="100%">development projects</style></keyword><keyword><style  face="normal" font="default" size="100%">emancipation</style></keyword><keyword><style  face="normal" font="default" size="100%">employee entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurial orientation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovativeness</style></keyword><keyword><style  face="normal" font="default" size="100%">intrapraneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">proactiveness</style></keyword><keyword><style  face="normal" font="default" size="100%">risk taking</style></keyword><keyword><style  face="normal" font="default" size="100%">value creation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">02/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/766</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">23-32</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Managers of development projects in large technology firms face a dilemma. They operate under pressure to achieve predictable quality, cost, and schedule objectives but are also expected to encourage their employees to act entrepreneurially. Given the uncertain nature of the entrepreneurial process, these managers often cling to existing practices and values and consequently inhibit their employees’ ability to act entrepreneurially.

In this article, we examine the product development and entrepreneurship literature streams to identify the barriers that managers of development projects of large technology firms face in allowing employees to act entrepreneurially. We organize these barriers using the five components of entrepreneurial orientation: risk taking, proactiveness, innovativeness, competitive aggressiveness, and autonomy. Then, building on the literature and our combined 40 years of experience managing development projects in large technology firms, we provide recommendations to managers on how to overcome these barriers. 

A better understanding of how to enable employees to act entrepreneurially will increase the entrepreneurial orientation of development projects in large technology firms. The relationship between entrepreneurial orientation and development project performance is expected to be curvilinear. Therefore, an increase in entrepreneurial orientation is expected to improve the performance of development projects up to a point after which it is expected to decrease it. 

This article will be particularly relevant to researchers interested in the relationship between entrepreneurial orientation and project performance as well as managers in technology firms who want to achieve their operational milestones while maximizing the entrepreneurial value creation of their employees.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">TELUS Communications
Walter Miron is a Director of Technology Strategy at TELUS Communications, where he is responsible for the evolution of their TCP/IP and optical networks. He has over 20 years of experience in enterprise and service provider networking conducting technology selection and service development projects. Walter is a member of the research program committee of the SAVI project, the Heavy Reading Global Ethernet Executive Council, the ATOPs SDN/nFV Working Group, and he represents TELUS at the Venus Cybersecurity Corporation and Invest Ottawa. He is frequently a speaker at industry conferences and working groups. Walter is currently a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada.</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
David Hudson is a lecturer in information technology and innovation in the MBA program at Carleton University’s Sprott School of Business in Ottawa, Canada. He is a Director of the Venus Cybersecurity Corporation and the Lead To Win entrepreneurship program, and he is the Chair of the Advisory Board for the Province of Ontario Centres of Excellence Information, Communication, and Digital Media Sector. David also consults with F500 firms on innovation management. David's doctoral research at Carleton focused on IT consumerization and how employees create value for themselves and their firms when they &quot;BYOD&quot;. Previously, he was the Vice President for advanced research and development at a large technology firm and has had an extensive career in technology development and product line management. David received Bachelor's and Master's degrees in Systems Design Engineering from the University of Waterloo, Canada.</style></custom2></record></records></xml>