@article {1335,
	title = {Organizing the Development of Digital Product-Service Platforms},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {03/2020},
	pages = {37-48},
	publisher = {Talent First Network},
	chapter = {37},
	address = {Ottawa},
	abstract = {Servitization is today a common theme among manufacturing companies, with the goal of better addressing the needs of their customers. Digitalization is one key enabler of servitization. One aspect of this concept can be provided through digital product-service platforms, which may facilitate the enrichment of a market offer, as well as keeping costs under control. Platforms are in general a well-established concept for manufacturing companies, as enablers of rich product offerings based on a few components. Less is known, however, about how the ambition to create digital product-service platforms interplays with the business model innovation needed as a result of the servitization efforts, along with processes and organization. This paper identifies a number of challenges that manufacturing companies may face when undertaking platform development for services, based on an empirical study made in the Swedish company Husqvarna Group.},
	keywords = {business model innovation, corporate entrepreneurship, digital platforms, servitization},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1335},
	url = {timreview.ca/article/1335},
	author = {Johan Simonsson and Mats Magnusson and Anders Johanson}
}
@article {1161,
	title = {In Competition with Oneself: A Qualitative Inquiry into Amazon{\textquoteright}s Entrepreneurial Culture},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {06/2018},
	pages = {5-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Utilizing a historiographic approach based on Amazon{\textquoteright}s Letters to Shareholders (LTS) over a twenty-year timeframe (1997{\textendash}2016), this article identifies the discerning features of the company{\textquoteright}s entrepreneurial culture that enabled it to become one of today{\textquoteright}s most innovative organizations. A content analysis of the LTS while coding for underlying theoretical themes reveals Amazon{\textquoteright}s entrepreneurial culture has been increasingly celebrating a spirit of {\textquotedblleft}Self-Competition{\textquotedblright}, and by embracing ideas such as {\textquotedblleft}Day 1 Mentality{\textquotedblright}, {\textquotedblleft}Customer Centricity{\textquotedblright}, and {\textquotedblleft}Human Capital Focus{\textquotedblright}. The study findings have useful insights for entrepreneurs, founding teams, and corporate managers engaged in developing an entrepreneurial culture within their own organizations.},
	keywords = {corporate entrepreneurship, entrepreneurial culture, entrepreneurial orientation, innovation, qualitative methods},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1161},
	url = {http://timreview.ca/article/1161},
	author = {Dev K. Dutta}
}
@article {1007,
	title = {Corporate Entrepreneurship: A Review and Future Research Agenda},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {08/2016},
	pages = {5-18},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The overarching theme of corporate entrepreneurship literature is to understand why some firms are able to generate higher levels of corporate entrepreneurship than others. While the extant literature has greatly advanced our understanding of entrepreneurial activities by established firms, less effort has been made to systematically review the literature to help us identify missing links and knowledge in prior studies. To address this gap, this article critically reviews previous important studies on corporate entrepreneurship and then develops a framework integrating previous research. Finally, the article suggests five potentially worthwhile avenues for future research.},
	keywords = {corporate entrepreneurship, established firms, innovation, strategic renewal, venturing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1007},
	url = {http://timreview.ca/article/1007},
	author = {Kamal Sakhdari}
}
@article {1006,
	title = {Editorial: Insights (August 2016)},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {08/2016},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {audience commodification, business models, co-creation, corporate entrepreneurship, digital maturity model, digitization, front end of innovation, idea selection, user stories},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1006},
	url = {http://timreview.ca/article/1006},
	author = {Chris McPhee}
}
@article {970,
	title = {Underground Innovation: How to Encourage Bootlegging Employees to Disclose Their Good Ideas},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {03/2016},
	pages = {5-12},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Employees are increasingly considered as the origin of many corporate entrepreneurial ideas. Research on {\textquotedblleft}bootlegging{\textquotedblright} posits that individuals often resort to hidden activities to elaborate their initial ideas and bring them to fruition. The origins and causes of bootlegging behaviour are well argued in the literature. Yet, less is known about what drives bootleggers to uncover their hidden ideas. This research uses field data from in-depth interviews with innovators in R\&D departments in different industries of Iran to identify factors stimulating bootleggers to reveal their underground ideas. We identified five groups of factors at individual, managerial, firm, industrial, and idea levels, explaining the revealing stage of bootlegging behaviour. The findings provide a better understanding of the later phases of bootlegging behaviour and the possible role of context-specific factors such as cultural and religious beliefs.},
	keywords = {bootlegging, corporate entrepreneurship, hidden ideas, innovation, qualitative research method, R\&D departments},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/970},
	url = {http://timreview.ca/article/970},
	author = {Kamal Sakhdari and Erfan Jalali Bidakhavidi}
}
