@article {1096,
	title = {Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {08/2017},
	pages = {15-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Previous research has shown that links between organizational culture and innovativeness/performance may act as a {\textquotedblleft}social glue{\textquotedblright} that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF) tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome) to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture.},
	keywords = {business model, business model canvas, competing values framework, development project, organizational culture, service design, SME},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1096},
	url = {http://timreview.ca/article/1096},
	author = {Ulla Santti and Tuomo Eskelinen and Mervi Rajahonka and Kaija Villman and Ari Happonen}
}
@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}
}
