@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 {1279,
	title = {Working with Startups? These are the Three Things You Ought to Know about Startup Teams},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {11/2019},
	pages = {5-14},
	publisher = {Talent First Network},
	chapter = {5},
	address = {Ottawa},
	abstract = {While much has been written about how startups work to develop their product, this paper focuses instead on how to manage the startup team. Based on a systematic review of current research, I present actionable insights about startup team characteristics; who they are, how they work, and how they stay together. I explain how these characteristics imply both opportunities and threats for the viability of the team and discuss how startup teams can be managed to increase the likelihood of their survival and growth. Given that the majority of startup failures are attributed to the team, not to the product, these insights are valuable both to aspiring entrepreneurs and to their external stakeholders.},
	keywords = {entrepreneurship, new venture teams, teamwork},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1279},
	url = {timreview.ca/article/1279},
	author = {Anna Brattstr{\"o}m}
}
@article {1197,
	title = {A Practice Method for Studying Creative Communities},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {11/2018},
	pages = {22-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Explaining innovation {\textendash} even merely spotting it actually happening {\textendash} is difficult. In this article, I introduce an industry-friendly approach that will enable practitioners and researchers alike to observe, interpret, and understand the different types of creativities {\textendash} the raw materials necessary for innovation {\textendash} that happen in creative communities. The Practice Method for Studying Creative Communities (PMSCC) is based on theories developed by Nonaka and Takeuchi. However, unlike mainstream practice-oriented methods, the PMSCC does not necessitate the use of theory-heavy conceptualizations; instead, it focuses on the everyday, creative micro-interactions in communities. As I describe in this article, the PMSCC offers practitioners and researchers an effective way to gain new insights into an otherwise relatively opaque process. Besides outlining the method, I also present results from a research project utilizing the PMSCC, showing how the method can produce worthwhile findings, foster new insights, and help practitioners hone their creative processes.},
	keywords = {communities, creativity, innovation, practice, research method, teamwork},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1197},
	url = {https://timreview.ca/article/1197},
	author = {Pekka Buttler}
}
@article {1123,
	title = {Promoting Entrepreneurial Commitment: The Benefits of Interdisciplinarity},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {12/2017},
	pages = {6-13},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article is the first to examine the relationship between interdisciplinarity and entrepreneurial commitment in academic spin-offs. Building on literature on interdisciplinarity, academic entrepreneurship, and entrepreneurial intention, we analyzed the development of nine interdisciplinary spin-off teams comprising expertise from science, industry, and design. Our findings suggest that interdisciplinary teams engage with their ideas, maintain productive interaction, and successfully implement these ideas. Subjects in this study thoroughly developed their project proposals and implementation strategies by examining them from multiple angles. They believed not only in the value of these projects, but in their own ability to see them through. They found one another{\textquoteright}s contributions highly inspirational and experienced a strong sense of responsibility and motivation. Communication within the teams was well managed, and tasks were clearly defined and distributed. Based on our findings, we put forward a number of propositions about the positive effects of interdisciplinarity on entrepreneurial commitment and conclude with implications for future research and practice.},
	keywords = {academic spin-offs, entrepreneurial commitment, interdisciplinarity, team composition, teamwork, technology transfer},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1123},
	url = {http://timreview.ca/article/1123},
	author = {Franziska Brodack and Anna Sinell}
}
