<?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%">Marikka Heikkilä</style></author><author><style face="normal" font="default" size="100%">Jouni Saarni</style></author><author><style face="normal" font="default" size="100%">Valtteri Kaartemo</style></author><author><style face="normal" font="default" size="100%">Aki Koponen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Viability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context</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%">ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">healthcare</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">institutionalization</style></keyword><keyword><style  face="normal" font="default" size="100%">technology</style></keyword><keyword><style  face="normal" font="default" size="100%">transformative service</style></keyword><keyword><style  face="normal" font="default" size="100%">viability</style></keyword><keyword><style  face="normal" font="default" size="100%">viability assessment</style></keyword><keyword><style  face="normal" font="default" size="100%">viability radar</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%">05/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/895</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%">17-30</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">University of Turku
Marikka Heikkilä is a Senior Research Fellow at the University of Turku, Finland. She has an interest in information systems, business models and business model innovation, and collaboration and coordination in business networks, especially with regard to services. Currently, she works for a Horizon2020 project (ENVISION) aiming at activating small and medium-sized enterprises (SMEs) across Europe to re-think and transform their business models with the help of an easy-to-use, open-access web platform. Marikka holds an MSc and a Licentiate of Science in Economics and Information Systems from the Helsinki School of Economics in Finland. She received her PhD from the Faculty of Information Technology at the University of Jyväskylä, Finland.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Turku
Jouni Saarni is a Development Manager in the Center for Collaborative Research at Turku School of Economics, University of Turku, Finland. He plans and executes joint research projects in collaboration with different interest groups. Saarni has background in industry analyses, innovation studies, and regulation evaluations. His research interests relate to industry dynamics, market competition, and technological change. </style></custom2><custom3><style face="normal" font="default" size="100%">University of Turku
Valtteri Kaartemo (D.Sc.) is University Lecturer of Global Innovation Management at Turku School of Economics, University of Turku, Finland. Apart from teaching, he is actively involved in various research projects around healthcare innovations and renewing business practices. His major interests can be found in the intersection of international entrepreneurship, service, network, and process research. He has presented his research findings in various conferences and journals worldwide, including the &lt;em&gt;International Journal of Business Excellence&lt;/em&gt;, &lt;em&gt;Idäntutkimus&lt;/em&gt;, and Форсайт.</style></custom3><custom4><style face="normal" font="default" size="100%">University of Turku
Aki Koponen is the Director and Founder of the Centre for Collaborative Research at Turku School of Economic, University of Turku, Finland. During the last 10 years, he has led over 50 interdisciplinary research, development, and consulting projects. Topics of the research include economic analysis of market competitiveness, effects of new legislation and regulation on competitiveness, competition in service industries, and market-based solutions for healthcare services. In addition to traditional competition policy issues, he has been in charge of several projects focused on innovation activity, industry dynamics, and strategic renewal, as well as regional development. He is also an active speaker and a regular commentator in regional and national media. </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%">Jay Payette</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Resolving Legitimacy Deficits in Technology Startups through Professional Services Practices</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%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">impression of viability</style></keyword><keyword><style  face="normal" font="default" size="100%">legitimacy</style></keyword><keyword><style  face="normal" font="default" size="100%">new ventures</style></keyword><keyword><style  face="normal" font="default" size="100%">operational verification</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational legitimacy</style></keyword><keyword><style  face="normal" font="default" size="100%">pragmatic legitimacy</style></keyword><keyword><style  face="normal" font="default" size="100%">pragmatic validation</style></keyword><keyword><style  face="normal" font="default" size="100%">professional services</style></keyword><keyword><style  face="normal" font="default" size="100%">technology startups</style></keyword><keyword><style  face="normal" font="default" size="100%">viability</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%">06/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/801</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%">22-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">As new ventures, technology startups face a key challenge that is specifically associated with their young age: a perceived lack of organizational legitimacy. Organizational legitimacy is an important factor in the growth and survival of new ventures and is therefore an important issue for managers and entrepreneurs to address. Although there are many different typologies for defining types of organizational legitimacy, this article argues that technology startups should focus on developing external pragmatic legitimacy as a means of acquiring the resources required to grow and thrive. However, despite the many ways by which an organization can develop external pragmatic legitimacy, few are well suited to technology startups. Based on a review of the different types of organizational legitimacy and an assessment of their applicability to the context of technology startups, this article recommends that technology entrepreneurs should consider the creation of professional services practices to help develop external pragmatic legitimacy and overcome the “liability of newness”. </style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Jay Payette is a graduate student in the Master of Design program at Carleton University in Ottawa, Canada, and he is Managing Principal of Payette Consulting. Jay founded Payette Consulting in 2011 to help clients balance the consistent results of repeatable business processes and analytic decision making, with the fuzzy world of creativity. His research has focused on applying design-thinking principles to business model generation, strategy, and project delivery. Prior to founding Payette Consulting, Jay worked for the Canadian consulting practice of Accenture and as an independent IT Project Manager.</style></custom1></record></records></xml>