@article {1234,
	title = {Choosing an Outlet for Action Research: Publication Patterns in Innovation Journals},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {04/2019},
	pages = {66-77},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {With the aim to help innovation researchers choose outlets for articles based on participatory and action research methods, this article describes and discusses publication patterns of action research. A bibliographic study of 33 innovation journals ranked 4, 3, 2, and 1 in the 2018 Academic Journal Guide is complemented by a case study of this journal, the Technology Innovation Management Review, as an example of an established open access journal in the field with a wider scope and target group. From these two studies, we learn that the overall trend is towards more publications of action research articles in a diversity of outlets. Indirectly, the study supports the general view that articles striving towards adding practical relevance to research are becoming more frequent. There is no support for the notion that more renowned and higher-ranked journals would be more hesitant to accept articles with action research methods. The study also notes that there are interesting outlets beside those highly ranked and indexed in more conventional ways. The conclusion reached is that we lack a clear answer to the question of what are the best outlets for those of us who are interested in both innovation and action research. Instead, the study invites us to reflect upon what kind of impact we want to have and then act accordingly. },
	keywords = {action research, bibliography, case study, innovation, journals, participative, participatory action research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1234},
	url = {https://timreview.ca/article/1234},
	author = {Magnus Hoppe}
}
@article {1228,
	title = {Editorial: Action Research (April 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {04/2019},
	pages = {3-6},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {action research, innovation, participative, participatory research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1228},
	url = {https://timreview.ca/article/1228},
	author = {Chris McPhee and Magnus Hoppe and Erik Lindhult}
}
@article {1236,
	title = {Editorial: Action Research (May 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {05/2019},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {action research, innovation, participative, participatory research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1236},
	url = {https://timreview.ca/article/1236},
	author = {Chris McPhee and Magnus Hoppe and Erik Lindhult}
}
@article {1167,
	title = {The Prime Mover Matrix: A Conversation Piece for Building Strategic Innovative Capacity},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {07/2018},
	pages = {5-13},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The article introduces the Prime Mover Matrix as a conversation piece that will help management build strategic innovation capacity and gain desired influence on industrial standards and thus power. After all, just because a company calls itself innovative and invests in R\&D does not mean it is actually innovative. To be strategically innovative means that a company deliberately builds its technical innovative capacity and business innovative capacity in relation to the influence of other actors{\textquoteright} actions and innovations. By doing this, a company will be able to increase its influence on industrial standards and gain the necessary power to reach its objectives. It is a relative position towards a moving target, which is why companies must continuously change through learning. This means that management needs help to reflect on how their own company{\textquoteright}s innovative capacity compares to their competitors, and they must unceasingly steer their capacity towards the desired innovation position. Today, we lack intuitive and usable tools that will facilitate strategic conversations on how to best invest for desired innovation capacity. In order to fill this void, this article proposes the Prime Mover Matrix: a model that functions as a conversation piece for triggering an assessment of an industry{\textquoteright}s technical, business, and prime movers. },
	keywords = {analytical models, business innovative capacity, conversation pieces, industrial standards, innovation strategy, Prime Mover Matrix, technical innovative capacity},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1167},
	url = {http://timreview.ca/article/1167},
	author = {Magnus Hoppe}
}
