<?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%">Tom Duxbury</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Improvising Entrepreneurship</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%">adaptation</style></keyword><keyword><style  face="normal" font="default" size="100%">agile development</style></keyword><keyword><style  face="normal" font="default" size="100%">bricolage</style></keyword><keyword><style  face="normal" font="default" size="100%">effectuation</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">improvisation</style></keyword><keyword><style  face="normal" font="default" size="100%">improvised behaviour</style></keyword><keyword><style  face="normal" font="default" size="100%">lean startup</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/809</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%">22-26</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Improvisation is reviewed in the context of mainstream routines that modern startups use to adapt to changing environments. The increasing interest in flexible methodologies such as lean startup is one indication that organizations need to consider alternatives when the rate of change exceeds the ability to plan for it. Empirical studies indicate that improvisation is an important, yet understudied part of organizational life in new ventures. It is argued that entrepreneurs improvise not just out of necessity, but because they have chosen an occupation that is congruent with the practice and likely have a disposition towards the behaviour. Lessons from contexts in jazz and theatre are provided for entrepreneurs, and it is recommended that evidence of past success with improvisation be used to select candidates for improvisational work.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Tom Duxbury teaches innovation and entrepreneurship at the Sprott School of Business, Carleton University, where he is a PhD candidate. A serial entrepreneur, startup advisor, and executive, Tom has co-founded several technology ventures and been awarded a variety of patents. Tom earned an engineering degree from the University of Waterloo and an MBA from Queen's University. He is currently developing a behaviour-based measure of improvisation as part of his doctoral research. For further information, or to participate in his study of improvisation, please contact the author.</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%">Marina Z. Solesvik</style></author><author><style face="normal" font="default" size="100%">Magnus Gulbrandsen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Partner Selection for Open Innovation</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%">causation</style></keyword><keyword><style  face="normal" font="default" size="100%">effectuation</style></keyword><keyword><style  face="normal" font="default" size="100%">Norway</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">partner selection</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%">04/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/674</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%">11-16</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In this article, we consider open innovation from the perspectives of: i) causation and effectuation, and ii) social networking. Our empirical evidence consists of a case study of a late-stage open-innovation project aimed at creating a hybrid ship that uses liquid natural gas and hydrogen as power sources. The results show that the effectuation approach is preferable to open innovation when the initiator of open innovation aims to keep sensitive information inside the closed group, when the initiator has established an effective team of representatives from other firms from earlier innovation projects, and when the participants are geographically close. </style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">University of Oslo
Marina Z. Solesvik is a postdoctoral research scholar at the Center of Technology, Innovation and Culture (TIK) at the University of Oslo. Her research is related to regional innovation in the Oslo region. Marina holds a PhD in Management from the Graduate Business School at the University of Nordland (Norway). Her other research interests include maritime business, entrepreneurial intentions, female entrepreneurship, and strategic alliances. </style></custom1><custom2><style face="normal" font="default" size="100%">University of Oslo
Magnus Gulbrandsen holds a PhD in Industrial Economics and Technology Management from the Norwegian University of Science and Technology (2000). He has worked as researcher/senior researcher and research director at the research institute NIFU, where he still has a 20% position. He has also been guest professor at the Copenhagen Business School (2002–03) and senior research fellow at the Centre for Advanced Study, Norwegian Academy of Science and Letters (2007-08). Magnus is leader of the Innovation group at the Center of Technology, Innovation and Culture (TIK) at the University of Oslo. His research topics have included the role of public research organizations in innovation, commercialization of research and university-industry relationships, the nature and legitimacy of research institutes, internationalization of R&amp;D and innovation, quality in science, and the organization and funding of research work in different settings.</style></custom2></record></records></xml>