@article {1440,
	title = {Ecosystems, Design, and Glocalization: A multi-level study of Technovation},
	journal = {Technology Innovation Management Review},
	volume = {11},
	year = {2021},
	month = {05/2021},
	pages = {32-43},
	publisher = {Talent First Network},
	chapter = {32},
	address = {Ottawa},
	abstract = {Business ecosystems are an increasingly prominent organizational form in both management research and practice. A growing body of research exists about ecosystem design, but designing local ecosystem instances within a global ecosystem is not yet well understood or defined. This article contributes a multilevel, embedded case study of the global and local ecosystems anchored around the Technovation Girls competition - the world{\textquoteright}s largest technology entrepreneurship challenge for girls. We first define the process platform driving this ecosystem and anchoring the local instances. Second, we identify key architectural properties of a global-local ecosystem. Lastly, we specify a process for defining design rules in an organizational setting. In addition to theoretical relevance for ecosystem scholarship, our results are also of practical relevance to leaders of existing or nascent global ecosystems, who may benefit from techniques described in this paper that involve designing a flexible global ecosystem architecture that accommodates local variation.},
	keywords = {business ecosystems, Canada, design rules, glocalization, Mexico, multisided platform, technology entrepreneurship, Technovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1440},
	url = {timreview.ca/article/1440},
	author = {Jasmine A. Shaw and Steven M. Muegge}
}
@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}
}
