<?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%">Ulla Santti</style></author><author><style face="normal" font="default" size="100%">Tuomo Eskelinen</style></author><author><style face="normal" font="default" size="100%">Mervi Rajahonka</style></author><author><style face="normal" font="default" size="100%">Kaija Villman</style></author><author><style face="normal" font="default" size="100%">Ari Happonen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs</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%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">business model canvas</style></keyword><keyword><style  face="normal" font="default" size="100%">competing values framework</style></keyword><keyword><style  face="normal" font="default" size="100%">development project</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational culture</style></keyword><keyword><style  face="normal" font="default" size="100%">service design</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">08/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1096</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%">7</style></volume><pages><style face="normal" font="default" size="100%">15-26</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Previous 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.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Savonia University of Applied Sciences
Ulla Santti, MSc (Econ), has experience as a teacher of Business Administration and Marketing, and she is an expert on research, development, and innovation projects at the Savonia University of Applied Sciences in Finland. She has also undertaken SME business development through practical field work in healthcare, industrial factories, advertising, and the tourism industries. Currently, she is preparing her doctoral thesis at the Lappeenranta University of Technology, Finland. Her research interest includes business models and organizational culture development of SMEs with an interest in what kind of common ground, effects, and connections these concepts have on each other.</style></custom1><custom2><style face="normal" font="default" size="100%">Savonia University of Applied Sciences
Tuomo Eskelinen, PhD, works as an RDI Advisor at the Savonia University of Applied Sciences in Finland. His background is in Environmental Sciences, and his expertise and research interests include sustainable value networks, development of business partnerships, and sustainable business models. He organizes research, development, and innovation processes with enterprises and other organizations, with scientists, end users, and customers, from idea generation to business model development and commercialization. He has participated in more than 20 EU-funded projects in the fields of forestry, energy, food, water safety, and processing. He is experienced in performing and coordinating interdisciplinary, international, large-scale research projects, workshops and training. </style></custom2><custom3><style face="normal" font="default" size="100%">South-Eastern Finland University of Applied Sciences XAMK
Mervi Rajahonka, DSc (Econ), works as an RDI Advisor at the Small Business Center (SBC), currently a part of the South-Eastern Finland University of Applied Sciences XAMK, Finland. She has been working at the SBC for about 10 years, participating in numerous EU-funded projects. She earned her doctoral degree in Logistics from the Department of Information and Service Economy at Aalto University School of Business in Helsinki, Finland. She also holds a Master’s degree in Technology from the Helsinki University of Technology and a Master’s degree in Law from the University of Helsinki. Her research interests include sustainable logistics and supply chain management, business models, service modularity, and service innovations. Her research has been published in a number of journals in the areas of logistics, services, and operations management.</style></custom3><custom4><style face="normal" font="default" size="100%">South-Eastern Finland University of Applied Sciences XAMK
Kaija Villman, MMus in Arts Management, works as a Project Manager at the South-Eastern Finland University of Applied Sciences XAMK, Small Business Center (SBC), Finland. She has been working at the SBC for about 7 years, participating in numerous EU-funded projects in the fields of creative industries, service development, and digitalization. She is experienced in coordinating interdisciplinary projects, workshops, and training and she acted as the Project Manager for the PaKe Savo Project.</style></custom4><custom5><style face="normal" font="default" size="100%">Lappeenranta University of Technology
Ari Happonen, DSc (Tech) is Head of Computer Science Bachelor programme in Innovation and Software at Lappeenranta University of Technology (LUT), Finland. Ari has been working for the LUT for more than 15 years, participating in numerous RDI projects with Finnish and international companies in the contexts of international logistics services, consumer products industries, service development, consultation, business development, mobile services, construction industries, digitalization, and so on. Ari has a long history working as an intermediate and collaboration facilitator in interdisciplinary projects, workshops, innovation facilitation, development mentoring, teaching, and training and has also acted as the LUT Project Manager for the Akseli project.</style></custom5></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%">Tuomo Eskelinen</style></author><author><style face="normal" font="default" size="100%">Mervi Rajahonka</style></author><author><style face="normal" font="default" size="100%">Kaija Villman</style></author><author><style face="normal" font="default" size="100%">Ulla Santti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Improving Internal Communication Management in SMEs: Two Case Studies in Service Design</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%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">internal communication management</style></keyword><keyword><style  face="normal" font="default" size="100%">participative process</style></keyword><keyword><style  face="normal" font="default" size="100%">service design</style></keyword><keyword><style  face="normal" font="default" size="100%">stakeholder involvement</style></keyword><keyword><style  face="normal" font="default" size="100%">training</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1081</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%">7</style></volume><pages><style face="normal" font="default" size="100%">16-24</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Effective information management is a success factor for business growth, but small and medium-sized enterprises (SMEs) face challenges in transferring knowledge and information from one organizational unit to another. In this study of two case companies, participative business model development processes were designed to identify challenges and solutions in internal communication management. A service design approach based on CIMO logic (context, intervention, mechanism, and output) showed that the participative business model technique and process can identify problems and challenges in internal communication management, as well as in the prioritization of actions. The process is a creative service design process including both divergent and convergent phases. The process increased motivation among personnel to find solutions, encouraged communication, and created joint understanding on how to solve problems. The technique helped to bring tacit information into use. </style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Savonia University of Applied Sciences 
Tuomo Eskelinen, PhD, works as an RDI Advisor at the Savonia University of Applied Sciences in Finland. His background is in Environmental Sciences, and his expertise and research interests include sustainable value networks, development of business partnerships, and sustainable business models. He organizes research, development, and innovation processes with enterprises and other organizations, with scientists, end users, and customers, from idea generation to business models development and commercialization. He has participated in more than 20 EU-funded projects in the fields of forestry, energy, food, water safety, and processing. He is experienced in performing and coordinating interdisciplinary, international, large-scale research projects, workshops and training. </style></custom1><custom2><style face="normal" font="default" size="100%">South-Eastern Finland University of Applied Sciences XAMK
Mervi Rajahonka, DSc (Econ), works as an RDI Advisor at the Small Business Center (SBC), currently a part of the South-Eastern Finland University of Applied Sciences XAMK, Finland. She has been working at the SBC for about 10 years, participating in numerous EU-funded projects. She earned her doctoral degree in Logistics from the Department of Information and Service Economy at Aalto University School of Business in Helsinki, Finland. She also holds a Master’s degree in Technology from the Helsinki University of Technology and a Master’s degree in Law from the University of Helsinki. Her research interests include sustainable logistics and supply chain management, business models, service modularity, and service innovations. Her research has been published in a number of journals in the areas of logistics, services, and operations management.</style></custom2><custom3><style face="normal" font="default" size="100%">South-Eastern Finland University of Applied Sciences XAMK
Kaija Villman, MMus in Arts management, works as a Project Manager at the South-Eastern Finland University of Applied Sciences XAMK, Small Business Center, Finland. She has been working at the SBC for about 7 years, participating in numerous EU-funded projects in the fields of creative industries, service development, and digitalization. She is experienced in coordinating interdisciplinary projects, workshops, and training and she acted as the Project Manager for the PaKe Savo Project.</style></custom3><custom4><style face="normal" font="default" size="100%">Savonia University of Applied Sciences
Ulla Santti, MSc (Econ), has experience as a teacher of Business Administration and Marketing, and she is an expert on research, development, and innovation projects at the Savonia University of Applied Sciences in Finland. She has also undertaken SME business development through practical field work in healthcare, industrial factories, advertising, and the tourism industries. Currently, she is preparing her doctoral thesis at the Lappeenranta University of Technology, Finland. Her research interest includes business models and organizational culture development of SMEs with an interest in what kind of common ground, effects, and connections these concepts have on each other.</style></custom4></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%">Mika Westerlund</style></author><author><style face="normal" font="default" size="100%">Seppo Leminen</style></author><author><style face="normal" font="default" size="100%">Mervi Rajahonka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Designing Business Models for the Internet of Things</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%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">design tool</style></keyword><keyword><style  face="normal" font="default" size="100%">ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">Internet of Things</style></keyword><keyword><style  face="normal" font="default" size="100%">IOT</style></keyword><keyword><style  face="normal" font="default" size="100%">value</style></keyword><keyword><style  face="normal" font="default" size="100%">value design</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%">07/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/807</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%">5-14</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This article investigates challenges pertaining to business model design in the emerging context of the Internet of Things (IOT). The evolution of business perspectives to the IOT is driven by two underlying trends: i) the change of focus from viewing the IOT primarily as a technology platform to viewing it as a business ecosystem; and ii) the shift from focusing on the business model of a firm to designing ecosystem business models. An ecosystem business model is a business model composed of value pillars anchored in ecosystems and focuses on both the firm's method of creating and capturing value as well as any part of the ecosystem's method of creating and capturing value. The article highlights three major challenges of designing ecosystem business models for the IOT, including the diversity of objects, the immaturity of innovation, and the unstructured ecosystems. Diversity refers to the difficulty of designing business models for the IOT due to a multitude of different types of connected objects combined with only modest standardization of interfaces. Immaturity suggests that quintessential IOT technologies and innovations are not yet products and services but a &quot;mess that runs deep&quot;. The unstructured ecosystems mean that it is too early to tell who the participants will be and which roles they will have in the evolving ecosystems. The study argues that managers can overcome these challenges by using a business model design tool that takes into account the ecosystemic nature of the IOT. The study concludes by proposing the grounds for a new design tool for ecosystem business models and suggesting that &quot;value design&quot; might be a more appropriate term when talking about business models in ecosystems.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Mika Westerlund, D.Sc. (Econ) is an Assistant Professor at Carleton University’s Sprott School of Business in Ottawa, Canada. He previously held positions as a Postdoctoral Scholar in the Haas School of Business at the University of California Berkeley and in the School of Economics at Aalto University. Mika earned his doctoral degree in Marketing from the Helsinki School of Economics. His doctoral research focused on software firms’ business models and his current research interests include open and user innovation, business strategy, and management models in high-tech and service-intensive industries.</style></custom1><custom2><style face="normal" font="default" size="100%">Laurea University of Applied Sciences
Seppo Leminen holds positions as Principal Lecturer at the Laurea University of Applied Sciences and Adjunct Professor in the School of Business at Aalto University in Finland. He holds a doctoral degree in Marketing from the Hanken School of Economics and a licentiate degree in Information Technology from the Helsinki University of Technology (now the School of Electrical Engineering at Aalto University). His doctoral research focused on perceived differences and gaps in buyer-seller relationships in the telecommunication industry. His research and consulting interests include living labs, open innovation, value co-creation and capture with users, neuromarketing, relationships, services, and business models in marketing as well as management models in high-tech and service-intensive industries.</style></custom2><custom3><style face="normal" font="default" size="100%">Aalto University
Mervi Rajahonka, D. Sc. (Econ) is a Researcher at Aalto University's School of Business in Helsinki, Finland. She also holds a Master’s degree in Technology from the Helsinki University of Technology and a Master’s degree in Law from Helsinki University. Mervi earned her doctoral degree in Logistics from the Department of Information and Service Economy at the Aalto University. Her research interests include supply chain management, business models, modularity, processes, and service innovations. Her research has been published in a number of journals in the areas of logistics, services, and operations management.</style></custom3></record></records></xml>