<?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%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Steven Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Platforms, Communities, and Business Ecosystems (February 2013)</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 ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">communities</style></keyword><keyword><style  face="normal" font="default" size="100%">platforms</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">02/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/654</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%">3</style></volume><pages><style face="normal" font="default" size="100%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa and BScH and MSc degrees in Biology from Queen's University in Kingston. He has over 15 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Steven Muegge is an Assistant Professor at the Sprott School of Business at Carleton University in Ottawa, Canada, where he teaches within the Technology Innovation Management (&lt;a href=&quot;http://carleton.ca/tim&quot;&gt;TIM&lt;/a&gt;) program. His research interests include open and distributed innovation, technology entrepreneurship, product development, and commercialization of technological innovation.</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%">Arthur Low</style></author><author><style face="normal" font="default" size="100%">Steven Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Keystone Business Models for Network Security Processors</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 ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">business model innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">platforms</style></keyword><keyword><style  face="normal" font="default" size="100%">semiconductors</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">07/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/703</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%">3</style></volume><pages><style face="normal" font="default" size="100%">25-33</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Network security processors are critical components of high-performance systems built for cybersecurity. Development of a network security processor requires multi-domain experience in semiconductors and complex software security applications, and multiple iterations of both software and hardware implementations. Limited by the business models in use today, such an arduous task can be undertaken only by large incumbent companies and government organizations. Neither the “fabless semiconductor” models nor the silicon intellectual-property licensing (“IP-licensing”) models allow small technology companies to successfully compete. This article describes an alternative approach that produces an ongoing stream of novel network security processors for niche markets through continuous innovation by both large and small companies. This approach, referred to here as the &quot;business ecosystem model for network security processors&quot;, includes a flexible and reconfigurable technology platform, a “keystone” business model for the company that maintains the platform architecture, and an extended ecosystem of companies that both contribute and share in the value created by innovation. New opportunities for business model innovation by participating companies are made possible by the ecosystem model. This ecosystem model builds on: i) the lessons learned from the experience of the first author as a senior integrated circuit architect for providers of public-key cryptography solutions and as the owner of a semiconductor startup, and ii) the latest scholarly research on technology entrepreneurship, business models, platforms, and business ecosystems. This article will be of interest to all technology entrepreneurs, but it will be of particular interest to owners of small companies that provide security solutions and to specialized security professionals seeking to launch their own companies.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Crack Semiconductor
Arthur Low is the founder and Chief Executive Officer of Crack Semiconductor, a supplier of high-performance cryptographic silicon IP used in some of the most demanding security applications. Arthur has a number of patents in the field of hardware cryptography. He has worked for a number of IC startups as a Senior IC designer and Architect and gained much of his fundamental IC design experience with Bell-Northern Research in the early 1990s and with IBM Microelectronics in the late 1990s. Arthur has a BSc degree in Electrical Engineering from the University of Alberta in Edmonton, Canada, and is completing his MSc degree in Technology Innovation Management in the Department of Systems and Computer Engineering at Carleton University in Ottawa, Canada. </style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Steven Muegge is an Assistant Professor at the Sprott School of Business at Carleton University in Ottawa, Canada, where he teaches within the Technology Innovation Management (TIM) program. His research interests include open and distributed innovation, technology entrepreneurship, product development, and commercialization of technological innovation.</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%">Steven Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Platforms, Communities, and Business Ecosystems: Lessons Learned about Technology Entrepreneurship in an Interconnected World</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%">architecture of participation</style></keyword><keyword><style  face="normal" font="default" size="100%">business ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">community</style></keyword><keyword><style  face="normal" font="default" size="100%">platform</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">02/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/655</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%">3</style></volume><pages><style face="normal" font="default" size="100%">5-15</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology entrepreneurs are increasingly building businesses that are deliberately anchored in platforms, communities, and business ecosystems. Nonetheless, actionable, evidence-based advice for technology entrepreneurs is scarce. Platforms, communities, and ecosystems are active areas of management research, but until recently, each has been studied in separate research programs, with results published in different venues, and often examined from the perspectives of incumbent managers or policy makers rather than entrepreneurs and new entrants.

This article re-examines these phenomena from the perspective of technology entrepreneurs facing strategic choices about interconnected systems of platforms, communities, and business ecosystems, and decisions about the nature and extent of participation. It brings together insights from a wide range of published sources. For entrepreneurs, it provides an accessible introduction to what can be a complex topic, identifies a set of practical considerations to be accounted for in decision-making, and offers a guide for further reading. For researchers and graduate students seeking practical and high-impact research problems, it provides an entry point to the research literature and identifies gaps in the current body of knowledge, especially regarding the system-level interactions between subsystems. </style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Steven Muegge is an Assistant Professor at the Sprott School of Business at Carleton University in Ottawa, Canada, where he teaches within the Technology Innovation Management (&lt;a href=&quot;http://carleton.ca/tim&quot;&gt;TIM&lt;/a&gt;) program. His research interests include open and distributed innovation, technology entrepreneurship, product development, and commercialization of technological innovation.</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%">Steven Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Business Model Discovery by Technology Entrepreneurs</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 models</style></keyword><keyword><style  face="normal" font="default" size="100%">commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">value capture</style></keyword><keyword><style  face="normal" font="default" size="100%">value creation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">04/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/545</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">5-16</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Value creation and value capture are central to technology entrepreneurship. The ways in which a particular firm creates and captures value are the foundation of that firm's business model, which is an explanation of how the business delivers value to a set of customers at attractive profits. Despite the deep conceptual link between business models and technology entrepreneurship, little is known about the processes by which technology entrepreneurs produce successful business models. This article makes three contributions to partially address this knowledge gap. First, it argues that business model discovery by technology entrepreneurs can be, and often should be, disciplined by both intention and structure. Second, it provides a tool for disciplined business model discovery that includes an actionable process and a worksheet for describing a business model in a form that is both concise and explicit. Third, it shares preliminary results and lessons learned from six technology entrepreneurs applying a disciplined process to strengthen or reinvent the business models of their own nascent technology businesses.</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Steven Muegge is an Assistant Professor at the Sprott School of Business at Carleton University in Ottawa, Canada, where he teaches within the Technology Innovation Management (TIM) program. His research interests include open and distributed innovation, technology entrepreneurship, product development, and commercialization of technological innovation. The ideas presented in this article were an outcome of work with talented graduate students in the TIM program, mentoring first-time entrepreneurs in the &lt;a href=&quot;http://leadtowin.ca&quot;&gt;Lead to Win&lt;/a&gt;, Ottawa Young Entrepreneurs (OYE), and Carleton Entrepreneurs programs, and his own research program on commercializing innovation.</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%">Tony Bailetti</style></author><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author><author><style face="normal" font="default" size="100%">Tom Duxbury</style></author><author><style face="normal" font="default" size="100%">David Hudson</style></author><author><style face="normal" font="default" size="100%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Steven Muegge</style></author><author><style face="normal" font="default" size="100%">Michael Weiss</style></author><author><style face="normal" font="default" size="100%">Jonathan Wells</style></author><author><style face="normal" font="default" size="100%">Mika Westerlund</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">An Overview of Four Issues on Technology Entrepreneurship in the TIM Review</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%">creative destruction</style></keyword><keyword><style  face="normal" font="default" size="100%">global entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">journal articles</style></keyword><keyword><style  face="normal" font="default" size="100%">social entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">theory</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">05/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/557</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%">2</style></volume><pages><style face="normal" font="default" size="100%">28-34</style></pages><abstract><style face="normal" font="default" size="100%">The field of technology entrepreneurship is in its infancy when compared to other fields such as economics and management. Articles on technology entrepreneurship have been published in at least 62 journals, of which only 18 contribute to technology innovation management or entrepreneurship. Less than a handful of these 62 journals are considered to be &quot;good&quot; journals and none can claim a leadership position in technology entrepreneurship. The purpose of this article is to provide an overview of the 20 journal articles published in the February, March, April, and May 2012 issues of the Technology Innovation Management Review (TIM Review).</style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University 
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.

(See end of article for further author biographies.)</style></custom1></record></records></xml>