@article {1283,
	title = {Design Rules for {\textquoteleft}Triple Helix{\textquoteright} Organizations},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {54-63},
	publisher = {Talent First Network},
	chapter = {54},
	address = {Ottawa},
	abstract = {The image of the triple helix with three forces spiraling around each other has proven to be a powerful and inspiring image of the collaboration between government, business, and academia. The partners in such collaborative arrangements no doubt share an interest in making the collaboration successful. However, they also have specific interests and goals of their own. Too many triple helix arrangements have failed, because they did not consider this basic fact. Achieving their own goals is not necessarily the intention with which partners enter the collaborative effort, but they may well end up following this strategy. We start this paper with a brief description of what can be considered a typical case of \&lsquo;successful failure\&rsquo; in a triple helix organization. We then review the literature regarding reasons for success or failure of triple helix organizations. We find that transparency and credible sanctions for self-interested behaviour are important requirements for successful triple helix arrangements. We then use notions from cybernetics and organizational design to develop basic rules for the design of triple helix arrangements. Basically, these rules and arrangements aim to ensure that self-interest and common purpose will concur.},
	keywords = {design rules, leadership, motivation, sanctions, triple helix},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1283},
	url = {timreview.ca/article/1283},
	author = {Ben Dankbaar}
}
@article {1278,
	title = {Editorial: Insights (November 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {3-4},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {artificial intelligence, competitive advantage, cybersecurity, deep learning, Deepfake, design rules, digitalization, entrepreneurial ecosystems, entrepreneurial university, entrepreneurship, entrepreneurship education, fake news, innovation, international entrepreneurship, leadership, Learning Capabilities, marketing, motivation, new venture teams, quadruple helix, sanctions, SMEs, teamwork, triple helix, university business incubation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1278},
	url = {timreview.ca/article/1278},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1191,
	title = {Tread Carefully: Managing Identities and Expectations in High-Tech Industry{\textendash}Academia Collaborations},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {10/2018},
	pages = {29-43},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Industry{\textendash}academia collaborations are in continual flux. The changing role of academics is reflected in the interaction between industry and academia. In this article, we examine how meetings as a genre are used to establish and alter the roles and identities of participants. First, interactional analysis shows that a meeting set-up revolving around academic presentations confirms an old role division between collaborators where academic contributions are vulnerable to undervaluation. Second, we found that so called {\textquotedblleft}leading individuals{\textquotedblright} show critical discourse awareness that allows partners to reposition themselves in relation to each other. They use interactional strategies to create a joint purpose, empower participants to jointly realign, and motivate them to openly share progress. This results in a power shift where academics feel free to pursue their agendas. With this article, we try to understand how the choice of linguistic features shapes social and interpersonal relations in industry{\textendash}academia collaborations by focusing on open innovation as a socially contingent process. },
	keywords = {critical discourse awareness, industry-academia, interaction, leadership, Open innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1191},
	url = {https://timreview.ca/article/1191},
	author = {Els De Maeijer and Tom Van Hout and Mathieu Weggeman and Ger Post}
}
@article {1094,
	title = {Editorial: Insights (August 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {08/2017},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {academic spin-offs, business model development, car sharing, incubation, leadership, Machiavelli, management, organizational culture, research institutes, researchers, sharing economy, social media, technology transfer},
	issn = {1927-0321},
	url = {http://timreview.ca/article/1094},
	author = {Chris McPhee}
}
@article {1099,
	title = {Q\&A. Does Machiavelli{\textquoteright}s The Prince Have Relevant Lessons for Modern High-Tech Managers and Leaders?},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {08/2017},
	pages = {40-47},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {cut-throat competition, Innovation management, leadership, lean philosophy, Machiavelli, Machiavellian, management, technological innovation leadership, The Prince},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1099},
	url = {http://timreview.ca/article/1099},
	author = {Clovia Hamilton}
}
@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 {943,
	title = {Securing Cyberspace: Towards an Agenda for Research and Practice},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {11/2015},
	pages = {26-34},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In this article, we seek to identify the important challenges preventing security in cyberspace and to identify the key questions that nations should set out to answer to play a leading role in securing cyberspace. An important assertion is that the challenge of securing cyberspace transcends the abilities of any single entity and requires a radical shift in our approach in how: i) research is conducted, ii) cybersecurity researchers are educated, iii) new defendable systems are developed, and iv) effective defensive countermeasures are deployed. Our response draws upon extensive source material and our personal experiences as cybersecurity professionals contributing to the establishment of the VENUS Cybersecurity Corporation, a not-for-profit corporation that aims to make Canada a global leader in cybersecurity. We view the challenge to be global and transdisciplinary in nature and this article to be of relevance world-wide to senior decision makers, policy makers, managers, educators, strategists, futurists, scientists, technologists, and others interested in shaping the online world of the future.},
	keywords = {Canada, challenges, countermeasures, cyber security, cybersafety, cybersecurity, cyberspace, detection, Internet of Things, leadership, mitigation, research, security},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/943},
	url = {http://timreview.ca/article/943},
	author = {Renaud Levesque and D{\textquoteright}Arcy Walsh and David Whyte}
}
@article {915,
	title = {Setting the Stage for Collaborative Creative Leadership at Cirque du Soleil},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {59-65},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Debates about the nature of leadership for creativity have been ongoing since the 1950s. But, despite the central role leadership plays in the management of creative processes, few contributions highlight the actual practice of leadership for collaborative creative ventures. This interview with the Director of Acrobatics and Coaching at Cirque du Soleil addresses the reflexive experience of a creative leader faced with the challenges of integrating multiple expertises around complex, technological, human, and poly-sensorial creative performances. In this context, leadership for collaborative creativity appears as a constant and dynamic balancing act between people, ideas, deliverables, and the position and personality of the leader.},
	keywords = {Cirque du Soleil, collaboration, creativity, innovation, leadership},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/915},
	url = {http://timreview.ca/article/915},
	author = {Laurent Simon}
}
@article {764,
	title = {Collaborative Idea Management: A Driver of Continuous Innovation},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {02/2014},
	pages = {11-16},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite the critical importance of innovation to most companies{\textquoteright} ongoing success, many organizations fail to develop sustainable innovation management processes. The article explores the application of collaborative idea management to drive continuous innovation in large organizations based on our experience at Waabii, an innovation software and consulting service provider. First, we identify the key roadblocks faced by organizations in managing their innovation processes. Next, we describe the innovation model created at Waabii to help implement a sustainable innovation process, and we present a case study of an innovation management software solution, Exago Idea Market, which was implemented to create a collaborative and sustainable innovation environment in a large global telecommunications company. Finally, we offer recommendations for implementing this model of collaborative idea management. This article is particularly relevant to managers in larger organizations and practitioners of organizational change seeking to identify inhibitors of growth and business innovation and how to combat the roadblocks and create a sustainable innovation environment.},
	keywords = {collaboration, collaborative idea management, crowdsourcing, culture, innovation, leadership, Open innovation, strategy},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/764},
	url = {http://timreview.ca/article/764},
	author = {Jesper Bank and Adnan Raza}
}
@article {733,
	title = {Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {22-29},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Corporate leadership and corporate culture have to be aligned to market realities to ensure the long-term success of a firm.  As companies form, grow, and mature, the management of the enterprises also have to evolve through the business lifecycle. What is successful in the introduction stage may not be successful for a mature company. Firms are required to change their focus from product development, to market development, to process development, and finally to market and financial leadership. To be successful means that not only the types of employees hired have to evolve to support the culture required, but the leadership styles and management focus also have to change and adapt to the new realities that firms encounter in their market. The dynamic model presented in this article shows the broad strategic imperatives that must be met by firms, and it is presented through a graphical illustration of how successful firms manage their evolution and how firms can fail through mis-allocation of corporate efforts to non-mission critical initiatives.},
	keywords = {innovation, Innovation management, leadership, market lifecycle, model, organizational culture, staffing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/733},
	url = {http://timreview.ca/article/733},
	author = {Tamas Koplyay and Lisa Chillingworth and Brian Mitchell}
}
@article {536,
	title = {A Guide for Entrepreneurs Who Lead and Manage Change},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {03/2012},
	pages = {27-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {To grow a business, entrepreneurs must know how to lead and manage change. However, the change management literature offers little in the way of specific, practical advice that leaders can use to guide their actions. This article builds on a review of the change management literature, a small field study, and years of experience supporting technology companies. It identifies and describes the top nine leadership actions (and their associated behavioural traits) that technology entrepreneurs who lead and manage change should carry out. },
	keywords = {change management, entrepreneurship, leadership},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/536},
	url = {http://timreview.ca/article/536},
	author = {Llynne Plante}
}
@article {569,
	title = {TIM Lecture Series: Leadership Position in Technology Entrepreneurship and Commercialization},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {06/2012},
	pages = {49-53},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, global entrepreneurship, leadership, technology entrepreneurship},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/569},
	url = {http://timreview.ca/article/569},
	author = {TIM Program}
}
