@article {1381,
	title = {Editorial: ISPIM Bangkok (August 2020)},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {08/2020},
	pages = {3},
	publisher = {Talent First Network},
	chapter = {3},
	address = {Ottawa},
	keywords = {Basic research, biotech startups., co-working, Conceptual research, disruption, incubators, innovation, Integrative marketing, investors, knowledge-sharing, Open marketing, organizational capabilities, Pharmaceutical companies, roles, service ecosystems, service entities, service-dominant logic, stakeholders, strategic marketing, strategy-innovation link, structured literature review, triadic relationships, University and Public research institute, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1380},
	url = {timreview.ca/article/1380},
	author = {Stoyan Tanev and Gregory Sandstrom}
}
@article {1379,
	title = {A Triadic Actor View of Value Co-creation in Business Incubation},
	journal = {Technology Innovation Management Review},
	volume = {10},
	year = {2020},
	month = {08/2020},
	pages = {27-37},
	publisher = {Talent First Network},
	chapter = {27},
	address = {Ottawa},
	abstract = {In this paper we view an incubator as a service entity that may take different forms. We contribute to the literature by exploring the utility of the service-dominant logic (SDL) paradigm (Vargo \&amp; Lusch, 2016) to better understand incubation operations. Value co-creation is a central axiom of SDL, as is engagement with a supporting service ecosystem. Whilst some studies have considered dyadic incubator-client value creation arrangements, we extend this to include interaction with other service ecosystem stakeholders that we characterise as investors. This way a triadic interaction model is presented. We consider four different cases of a service entity supporting start-up development from this actor-oriented perspective. Adopting a client company perspective, we draw a parallel between various kinds of incubation services and department stores, where clients may access what they need when they need it from a variety of offerings, and obtain the assistance they require.},
	keywords = {co-working, incubators, investors, knowledge-sharing, service ecosystems, service entities, service-dominant logic, stakeholders, triadic relationships., value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1378},
	url = {timreview.ca/article/1378},
	author = {Ronald Beckett and John Dalrymple}
}
@article {1216,
	title = {Innovation Ecosystems as Structures for Value Co-Creation},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {02/2019},
	pages = {25-35},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Despite the many recent discussions on {\textquotedblleft}innovation ecosystems{\textquotedblright} as well as on open innovation or other co-innovation models, a more in-depth understanding of the multi-actor processes of value co-creation remains rather scarce. Hence, in this case study, we provide significant novel insight about innovation ecosystems as structures enabling multi-actor value co-creation in real-life innovation ecosystems. Based on our empirical findings, we identified two key principles: 1) in order to encourage the active participation of ecosystem actors in the value co-creation process, efforts must be made to ensure a clear vision and a shared value base on which the ecosystem activities can be built and 2) facilitation is needed to support the ecosystem actors to make new connections and to share their knowledge and resources in concrete ways. Most importantly, the more diversity there is among the ecosystem actors, the greater the support for innovativeness within the value co-creation process. },
	keywords = {ecosystems, innovation, platforms, value co-creation},
	issn = {1927-0321},
	doi = { http://doi.org/10.22215/timreview/1216},
	url = {https://timreview.ca/article/1216},
	author = {Sanna Ketonen-Oksi and Katri Valkokari}
}
@article {1142,
	title = {Value Creation in the Internet of Things: Mapping Business Models and Ecosystem Roles},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {03/2018},
	pages = {5-15},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The increasing connectivity provided by the Internet of Things (IoT) supports novel business opportunities for actors in overlapping service systems. Therefore, the co-creative nature of IoT business needs to be further studied. This article reports an empirical study on a European IoT initiative. It contributes to the understudied area of IoT ecosystem dynamics by describing different actor roles and activities in the IoT use cases, and their implications for value creation in IoT ecosystems. Our findings show how IoT ecosystem actors may take the roles of ideator, designer, or intermediary in different IoT design layers, and we recommend this perspective to better understand and describe ecosystem business models. We also discuss the theoretical and managerial implications of our findings.},
	keywords = {business model, ecosystem, Internet of Things, role, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1142},
	url = {http://timreview.ca/article/1142},
	author = {Heini Ik{\"a}valko and Petra Turkama and Anssi Smedlund}
}
@article {868,
	title = {Editorial: Technology in Service Innovation (February 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {02/2015},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {customer experience, electronic procurement, employee-driven innovation, knowledge-intensive business services, personal health systems, service innovation, system innovation, technology, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/868},
	url = {http://timreview.ca/article/868},
	author = {Chris McPhee and Stephen L. Vargo and Marja Toivonen and Risto Rajala}
}
@article {871,
	title = {The Role of Self-Service Mobile Technologies in the Creation of Customer Travel Experiences},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {02/2015},
	pages = {24-32},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Through the use of self-service mobile devices, the traditional marketplace interaction is being replaced by a marketspace transaction, in which the foundation of customer-company interaction has changed. This article discusses the main actors of experiencial value creation through the physical world and virtual world in the context of transport service. The empirical data is collected from semi-structured interviews with 19 young urban transport commuters. The results show that self-service mobile devices enhance the information accessibility for passengers to create customized travel experiences through a closer interaction with other actors, including transport service providers, transport-related service providers, and other passengers. Moreover, the scope of travel experience was expanded beyond the traditional service encounter both temporally and spatially. This article is an exploration of the influence of self-service mobile devices in the changing roles of customers and companies. A key message is that executives must pay attention to how their companies create experience value in both the physical world and the virtual world, separately or in combination.},
	keywords = {customer experience, mobile technology, self-service device, travel experience, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/871},
	url = {http://timreview.ca/article/871},
	author = {Chaoren Lu and Wei Geng and Iris Wang}
}
@article {811,
	title = {Designing and Managing Value Co-Creation in KIBS Engagements},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {36-43},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Knowledge-intensive business services (KIBS) such as IT development, IT outsourcing, and research and development (R\&D) services have become a key component of most industrialized economies; they have been identified as an important source of employment growth in many countries and help improve the performance of firms belonging to most other sectors. KIBS have been discussed in innovation-related literature for over 15 years, with the assumption that models of innovation developed for manufacturing firms were not appropriate for them. This body of literature has also helped to identify the key characteristics and types of KIBS. However, although some empirical studies have investigated KIBS at the level of management {\textendash} for example, how to manage customers{\textquoteright} co-production processes {\textendash} there has not been much research on how to successfully establish and manage engagements among KIBS providers, clients, and other collaborators. Moreover, informal conversations with KIBS professionals show that these activities are often approached in an ad hoc manner. Yet, given the importance of KIBS, taking a more systematic approach to their design and management could improve the contribution of knowledge-intensive business service activities to our economy.

This article proposes a framework for the design and management of KIBS engagements. The framework has been developed from a multiple-case study of academic R\&D service engagements, as one type of KIBS engagement. It consists of a set of information to be gathered and questions to be asked by professionals responsible for establishing, monitoring, and managing KIBS engagements. The information and questions are articulated around two key processes of collaborative value creation (or value co-creation) in KIBS engagements: i) the alignment of actors{\textquoteright} interests, value propositions, and resources, and ii) the actors{\textquoteright} ability to integrate the engagement{\textquoteright}s deliverables and outcomes as a basis for their perception of the engagement{\textquoteright}s value. Using this framework could help to establish more successful collaborations among KIBS providers, clients, and partners; it should also help to monitor the performance of a given KIBS engagement in terms of its collaborative processes, deliverables, and outcomes from the varied perspectives of participating parties. Although the framework accounts for these different and sometimes conflicting perspectives, it is intended to be used by KIBS provider firms whose success depends at least in part from their ability to manage collaborative relationships.},
	keywords = {case study, KIBS, knowledge-intensive business services, service design, service management, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/811},
	url = {http://timreview.ca/article/811},
	author = {Lysanne Lessard}
}
@article {806,
	title = {Editorial: Insights (July 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {07/2014},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {ambidexterity, business ecosystems, business models, entrepreneurship, improvisation, innovation, Internet of Things, knowledge-intensive business services, platforms, public good, publicly funded research, standards, strategy, value co-creation, value design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/806},
	url = {http://timreview.ca/article/806},
	author = {Chris McPhee}
}
@article {791,
	title = {Widening the Perspective on Industrial Innovation: A Service-Dominant-Logic Approach},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {05/2014},
	pages = {31-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The servitization of industry has progressed from services as add-ons to services as solutions. Today, industrial innovation needs an even broader perspective that moves towards service-dominant logic. This logic emphasizes value co-creation in actor-to-actor networks and requires new organizational structures and practices in industry. The article presents the case of a Nordic manufacturer of arc welding equipment that has gone through an extensive development program to become more customer and service oriented. An innovative offering created during the program is analyzed as an example in order to gain deeper insight about the concrete application of service-dominant logic in business. In addition to the outcome perspective, the article discusses the implications of the service-dominant logic for innovation practices. The article illustrates the behaviour of cutting-edge servitizing manufacturers and argues that similar behaviour can be expected to become a necessity in all industrial companies with large structural changes.},
	keywords = {co-development, industrial service, practice, systemic innovation, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/791},
	url = {http://timreview.ca/article/791},
	author = {Heidi M. E. Korhonen}
}
@article {563,
	title = {Collective Value Creation and Empowerment in an Online Brand Community: A Netnographic Study on LEGO Builders},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {06/2012},
	pages = {12-17},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Online communities are becoming {\textquotedblleft}places{\textquotedblright} of belonging, information, and emotional support that people cannot do without. These social groups have a real existence for their participants, and thus have consequential effects on many aspects of behaviour. This article examines collective value creation and empowerment in an online brand community. It presents the main features of an online brand community, the process of value co-creation, and motivators for participating in online brand communities. These key factors jointly characterize collective value creation and empowerment. This netnographic study focuses on an online brand community called BrickBuilders, which is a meeting place for LEGO builders in Finland. BrickBuilders{\textquoteright} members feel a sense of belonging, they share similar motivations, and they create value together.},
	keywords = {netnography, online community, service brand, social media, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/563},
	url = {http://timreview.ca/article/563},
	author = {Hanna Kurikko and Pekka Tuominen}
}
@article {496,
	title = {Innovation Policy Development and the Emergence of New Innovation Paradigms},
	journal = {Technology Innovation Management Review},
	volume = {1},
	year = {2011},
	month = {11/2011},
	pages = {14-19},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The objective of the present article is to discuss innovation policy issues related to three emerging innovation paradigms: user-driven innovation, open innovation, and value co-creation. It provides a summary of insights based on innovation policy practices and challenges in Denmark. The choice of Danish innovation policy practices is not accidental. In 2008 Denmark implemented 40 different national innovation programs by allocating about 400 million euros. Since the three emerging paradigms have become globally relevant, the discussion of Danish policy development challenges and practices is expected to be insightful for innovation experts from other developed countries that are currently dealing with the adoption of these paradigms. },
	keywords = {innovation, Open innovation, policy, user-driven innovation, value co-creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/496},
	url = {http://timreview.ca/article/496},
	author = {Stoyan Tanev and Mette Pr{\ae}st Knudsen and Tanja Bisgaard and Merethe Stjerne Thomsen}
}
