@article {1416,
	title = {Editorial: Insights (January 2021)},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {01/2021},
	pages = {3},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {Digital disruption, digital ecosystem, eCommerce, ecosystem, FAIR, Global eCom, innovation, Innovation management, innovation process, internationalization, interoperability, knowledge, opportunity, roadmap, scientometrics, small business, sustainability, text mining, university cooperation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1416},
	url = {timreview.ca/article/1416},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1415,
	title = {A Roadmap for Systematically Identifying Opportunities in Ecosystems Using Scientific Publications Data},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {01/2021},
	pages = {34-55},
	publisher = {Talent First Network},
	chapter = {34},
	address = {Ottawa},
	abstract = {Opportunity identification is a continuous process in ecosystems. However, ambiguities and challenges associated with knowledge exploration and exploitation can retard opportunity recognition processes. This in turn may culminate in excessive expenditure of resources or loss of latent opportunities. The present study adopts an analytical approach and proposes a methodological roadmap that utilizes scientometric and text mining techniques. The roadmap uses data from Web of Science as input, and generates insights that support decision-making about resource saving, strategic planning, investment, and policymaking. Our roadmap extends methods used in studying ecosystems by combining existing and novel techniques in data analytics. Using Python and VOSViewer, we show an exemplary application of the new roadmap, framed in the context of the Nordic countries{\textquoteright} renewable energy ecosystem. },
	keywords = {ecosystem, knowledge, opportunity, roadmap, scientometrics, text mining},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1415},
	url = {timreview.ca/article/1415},
	author = {Behrooz Khademi and Hannele Lampela and Kosmas X. Smyrnios}
}
@article {1091,
	title = {Q\&A. Are Universities Ready for Knowledge Commercialization?},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {63-68},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, entrepreneurship, knowledge, research, technology transfer, universities},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1091},
	url = {http://timreview.ca/article/1091},
	author = {Mohammad Saud Khan}
}
@article {914,
	title = {The Creativity Canvas: A Business Model for Knowledge and Idea Management},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {50-58},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Innovation depends on ideas generated through creativity and the knowledge and research that make it possible to put ideas to work. However, these two activities are very dependent on the people who perform them. As demonstrated by a pilot project realized at Hydro-Qu{\'e}bec{\textquoteright}s research institute (IREQ), any approach that does not take this understanding into account is doomed to failure. This article proposes that what must be developed is a knowledge and idea management system designed as a coherent ecosystem that takes all controlling factors into account and is based on stakeholder interest and preferences. This ecosystem is the result of a meticulous design of each of the elements that must generally be taken into account in a business model. A business model approach includes not only developing a value proposition for knowledge and idea management that suits the target clientele but also a good understanding of the resources and activities required to deliver this value proposition and especially the ways to finance them. Key to the development of such an ecosystem is the creation of fully functional innovation communities, which are responsible for building up and nurturing their ideas and knowledge assets and getting value out of them.},
	keywords = {business model, business model canvas, communities, creativity, ecosystem, ideas, knowledge, R\&D, research institute, technological innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/914},
	url = {http://timreview.ca/article/914},
	author = {Raouf Naggar}
}
@article {908,
	title = {Editorial: Creativity in Innovation (July 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {creativity, ideation, innovation, knowledge, leadership, management, processes},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/908},
	url = {http://timreview.ca/article/908},
	author = {Chris McPhee}
}
@article {912,
	title = {Lessons in Creativity from the Innovative Design of the Swatch},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {34-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {No space is off-limits to innovation, even those occupied for many years by leading players and proven solutions. The case of the innovative Swatch watch, re-examined in this article with new information and insights, demonstrates that, without knowledge, design is not possible; but, with only knowledge, all we can do is reproduce. Innovation also requires creativity, the introduction of new concepts. Knowledge needs to be associated with unbridled, surprising, and hitherto unknown creativity, as described by the concept-knowledge theory of design. In this article, a new analysis of the well-known but misunderstood case of the Swatch yield lessons about the importance of creativity and knowledge in developing innovative products. },
	keywords = {concept, creativity, design, engineering, innovation, knowledge, Swatch},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/912},
	url = {http://timreview.ca/article/912},
	author = {Gilles Garel}
}
@article {913,
	title = {Luxury and Creativity: Exploration, Exploitation, or Preservation?},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {41-49},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article considers the role of creativity in the production and delivery of luxury. The concept of creativity is closely aligned to the idea of luxury goods as rare and highly crafted, often unique, objects produced through artistic endeavour. Moreover, some luxuries, such as expensive cars and private jets, require leading-edge design and technologically advanced inputs. Although creativity is essential for the development of new luxury goods and services, this article highlights that some luxuries are timeless and eschew the changes associated with radical creative transformations. Following a brief discussion of the nature of luxury and creativity, a number of examples are employed to illustrate the different roles of creativity in the development and delivery of different types of luxury. The relationship between luxury and creativity is shown to be varied and complex.},
	keywords = {craftsmanship, creativity, innovation, knowledge, luxury},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/913},
	url = {http://timreview.ca/article/913},
	author = {Joanne Roberts and John Armitage}
}
