@article {1214,
	title = {Editorial: Insights (February 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {02/2019},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {digital innovation, digital transformation, innovation, innovation ecosystems, management, sharing economy, technology},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1214},
	url = {https://timreview.ca/article/1214},
	author = {Chris McPhee}
}
@article {1207,
	title = {Editorial: Technology Commercialization and Entrepreneurship (January 2019)},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {01/2019},
	pages = {3-8},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {commercialization, digitalization, e-leadership, entrepreneurship, framework, innovation, internationalization, legitimacy, management, SMEs, startups, technology, technology intensity, ventures},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1207},
	url = {https://timreview.ca/article/1207},
	author = {Chris McPhee and Ferran Giones and Dev K. Dutta}
}
@article {1203,
	title = {Exploring the Use of Stakeholder Analysis Methodology in the Establishment of a Living Lab},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {12/2018},
	pages = {26-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article explores how to conduct a cost-effective stakeholder analysis to investigate opportunities and interest in establishing a living lab for an autonomous ferry connection. Using an action research approach, we share our experiences with the process and results, and we reflect openly on the strengths and weaknesses of both the stakeholder methodology generally as well as our own implementation specifically. According to the cyclic nature of action research and experiential learning, the research was conducted in two iterations, with the second iteration drawing upon input from the first. We compare and discuss these two approaches in terms of costs and benefits from a practitioner{\textquoteright}s perspective. The article provides a contribution to stakeholder analysis methodology for complex, multi-stakeholder innovation initiatives, such as living labs.},
	keywords = {action research, autonomous vessels, living labs, management, maritime, Open innovation, quadruple helix, stakeholder analysis},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1203},
	url = {https://timreview.ca/article/1203},
	author = {Marius Imset and Per Haavardtun and Marius Stian Tannum}
}
@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 {1087,
	title = {Reflecting on 10 Years of the TIM Review},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {07/2017},
	pages = {5-20},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In July 2007, the first issue of this journal was published under the banner of the Open Source Business Resource. Re-launched with a broader scope in 2011 as the Technology Innovation Management Review, the journal now celebrates its 10th anniversary. In this article, we review the 10-year history of the journal to examine what themes have been covered, who has contributed, and how much the articles have been read and cited. During those 10 years, the journal has published 120 monthly issues, including more than 800 publications by more than 800 international authors from industry, academia, the public sector, and beyond. As discovered with topic modelling, the journal has covered seven themes: open source business, technology entrepreneurship, growing a business, research approaches, social innovation, living labs, and cybersecurity. Overall, the website has attracted over 1 million readers from around the world {\textendash} 31\% from Asia, 30\% from the Americas, 26\% from Europe, 8\% from Africa, and 5\% from Oceania {\textendash} with over 25,000 readers now accessing the site each month. },
	keywords = {business, entrepreneurship, innovation, journal, management, open source, OSBR, research, scientometric analyses, technology, TIM Review, topic, topic modelling},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1087},
	url = {http://timreview.ca/article/1087},
	author = {Chris McPhee and Teemu Santonen and Ahmed Shah and Ali Nazari}
}
@article {995,
	title = {Employment Dynamics of Australian Entrepreneurship: A Management Perspective},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {06/2016},
	pages = {33-40},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article attempts to draw together the literature on high-growth firms and management capability using Australian Government data from the Expanded Analytical Business Longitudinal Database. We tracked cohorts of new micro-sized firms (startups) over five years from birth. Compared with startups that had a low employment growth trajectory, medium- and high-growth micro-startups exhibited higher financial performance, higher innovation activity, and a greater propensity to seek external (debt or equity) finance. From a management perspective, medium- and high-growth startups were also significantly more likely to monitor and assess their performance across a wider range of performance indicators. High-growth micro-startups exhibited significantly higher operational process and organizational/managerial innovation, a higher likelihood of foreign ownership, and a greater demand for equity finance than medium-growth micro-startups. This data is consistent with other evidence that suggests that sustained high growth comes from superior strategic management and may suggest an ongoing role for government policy in building firm management capability in order to foster employment growth. },
	keywords = {Australia, creative destruction, employment, entrepreneurship, high growth, innovation, management, productivity, startup},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/995},
	url = {http://timreview.ca/article/995},
	author = {Luke Hendrickson and Stan Bucifal and Antonio Balaguer and David Hansell}
}
@article {1024,
	title = {Managing Innovation Ecosystems to Create and Capture Value in ICT Industries},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {10/2016},
	pages = {17-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {In a new knowledge-intensive economic landscape, firms need to access external knowledge sources due to their inability to generate all necessary knowledge on their own. The interaction with and learning from external knowledge sources implies that firms depend upon decisions and actions made by business partners and external support organizations. This network of linkages can be considered as an ecosystem in which commercial enterprises and non-firm organizations interact with one another and work together to create and capture value. Previous studies have shown that a firm{\textquoteright}s ability to successfully commercialize a new product depends not only on its own technology strategy but also its capabilities to manage an innovation ecosystem strategy. Dynamic markets, intense competition, and shorter product lifecycles force companies across different industries to create and capture value more rapidly by launching new innovations. Well-defined and executed innovation ecosystem strategies can help companies to develop new markets and business opportunities for the different types of innovations and enable their businesses to grow. This study provides new insight into how an ecosystem strategy can be formed based on the traditional strategy literature and proposes a conceptual framework for senior leaders to form an ecosystem strategy.},
	keywords = {innovation ecosystem, management, network, strategy, value capture},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1024},
	url = {http://timreview.ca/article/1024},
	author = {Jarkko Pellikka and Timo Ali-Vehmas}
}
@article {1038,
	title = {Profiling Regional Innovation Ecosystems as Functional Collaborative Systems: The Case of Cambridge},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {12/2016},
	pages = {6-25},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {It has been widely recognized that the national and regional development of innovation ecosystems has been a relatively successful model for regional revitalization, bringing together key actors to perform the relevant technology-driven development processes. The ecosystems have been organized and combine readily public sector interests with private sector business-oriented actions. However, all regions are not uniformly successful, which leaves open the question of how to guide the sub-optimum regional systems closer to the front-runner position. Why do some score better than the others? This article presents both theoretical and practical evidence of global best practice in developing regional innovation hubs and renders a fully integrated innovation hub framework that defines a novel, holistic approach to managing these ecosystems. The framework is tested and validated through a selected case study of Cambridge, United Kingdom, identifying the key ecosystem elements that are necessary for building up a solid foundation for the innovative regions.},
	keywords = {Cambridge, innovation ecosystem, management, orchestration, PPP, public{\textendash}private partnership, system thinking},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1038},
	url = {http://timreview.ca/article/1038},
	author = {Jukka Viitanen}
}
@article {967,
	title = {TIM Lecture Series {\textendash} Insights from Success and Failure in Technology Businesses},
	journal = {Technology Innovation Management Review},
	volume = {6},
	year = {2016},
	month = {02/2016},
	pages = {36-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {Blackberry, book launch, innovation, insights, lessons, management, Nortel, Research in Motion, technology, technology innovation management review, TIM Review},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/967},
	url = {http://timreview.ca/article/967},
	author = {Chris McPhee and Peter Carbone and Sean Silcoff}
}
@article {939,
	title = {Editorial: 100th Issue (November 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {11/2015},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {3D printing, born-global firms, collaborative innovation, cybersafety, cybersecurity, cyberspace, future research, innovation, lean global startups, lean startups, management, Open innovation, social innovation, supply chains, technology, technology innovation management review, TIM Review},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/939},
	url = {http://timreview.ca/article/939},
	author = {Chris McPhee}
}
@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 {876,
	title = {Editorial: Innovation Tools and Techniques (March 2015)},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {03/2015},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {innovation, lean, living labs, management, processes, project management, risk, signalling, smart cities, systems engineering, techniques, technology entrepreneurship, tools},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/876},
	url = {http://timreview.ca/article/876},
	author = {Chris McPhee and Brendan Galbraith and Nadia Noori}
}
@article {909,
	title = {Introduction to the Special Issue on Creativity in Innovation},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {5-13},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Managing creativity for innovation is a key challenge in today{\textquoteright}s economy; therefore, the management of ideas will play in increasing role in driving the growth and resilience of organizations. Rather than simple inspired insights, ideas have to be addressed as complex socio-cognitive processes, to be organized and managed. To benefit from the full value of new ideas, management must constantly balance the formal and the informal, the logic of creation and the logic of production, and must learn to couple idea-generation processes and innovation processes through renewed knowledge management practices. In this introduction to the Technology Innovation Management Review{\textquoteright}s special issue on Creativity in Innovation, the guest editors highlight the need to manage: i) ideation processes to foster creativity, ii) the tension that exists between the logic of creation and production; and iii) disruptive innovation to transform a traditional industry. },
	keywords = {creativity, ideas, ideation, innovation, management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/909},
	url = {http://timreview.ca/article/909},
	author = {Patrick Cohendet and Laurent Simon}
}
@article {940,
	title = {Reflecting on 100 Issues of the TIM Review},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {11/2015},
	pages = {5-11},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {First launched in 2007, the Technology Innovation Management Review has now reached the milestone of 100 issues. This article looks back over these first 100 issues, the themes they covered, trends in authorship and readership, and future opportunities and challenges for the journal.},
	keywords = {business, entrepreneurship, innovation, journal, management, Open Source Business Resource, OSBR, technology, technology innovation management review, TIM Review},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/940},
	url = {http://timreview.ca/article/940},
	author = {Chris McPhee}
}
@article {910,
	title = {Toward a New Understanding of Creative Dynamics: From One-Size-Fits-All Models to Multiple and Dynamic Forms of Creativity},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {07/2015},
	pages = {14-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article proposes an alternative to a managerial "best practice" approach to creativity based on the notion of creativity as a singular concept. Our alternative draws on three fundamental ideas that are emerging in different pockets of the creativity literature in a way that can be readily conceptualized and applied in practice. The first idea is that creativity is really about "creativities", or a cluster of different and discrete qualities that can be combined to suit the context in which they operate. The second is that creativity is not static: it is about "creativitying", or the action and the practice of combining these creativities, which evolve over time. The third is that being creative in organizations is not an individual act: rather, it is the multiple activities of groups as they go about creativitying.},
	keywords = {action-embedded creativity, creative dynamics, creativities, creativity, creativitying, innovation, management},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/910},
	url = {http://timreview.ca/article/910},
	author = {Stephen Cummings and Chris Bilton and dt ogilvie}
}
@article {731,
	title = {A Firm-Level Innovation Management Framework and Assessment Tool for Increasing Competitiveness},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {6-15},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Innovation depends on much more than just technology and R\&D. It is a means to an end {\textendash} competitive success and higher market value {\textendash} and it needs to be managed strategically and methodically for tangible corporate performance where it matters: in the market. This article introduces a comprehensive corporate innovation management framework (v-CIM) and a targeted competitiveness assessment tool (i-TCA). Properly used by corporate leaders, this framework and its associated tool enable innovation managers to decide on priorities for competitive development, adopt appropriate innovation strategies to meet corporate goals, monitor progress, make adjustments, and help create and maintain a culture of innovation that is aligned with business goals. },
	keywords = {competitiveness assessment, firm-level innovation, innovation models, innovation performance, management, management effectiveness, tools},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/731},
	url = {http://timreview.ca/article/731},
	author = {Sorin Cohn}
}
@article {704,
	title = {Securing Canada{\textquoteright}s Information-Technology Infrastructure: Context, Principles, and Focus Areas of Cybersecurity Research},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {07/2013},
	pages = {12-18},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {This article addresses the challenges of cybersecurity and ultimately the provision of a stable and resilient information-technology infrastructure for Canada and, more broadly, the world. We describe the context of current cybersecurity challenges by synthesizing key source material whose importance was informed by our own real-world experiences. Furthermore, we present a checklist of guiding principles to a unified response, complete with a set of action-oriented research topics that are linked to known operational limitations. The focus areas are used to drive the formulation of a unified and relevant research and experimental development program, thereby moving us towards a stable and resilient cyberinfrastructure. When cybersecurity is viewed as an inherently interdisciplinary problem of societal concern, we expect that fundamentally new research perspectives will emerge in direct response to domain-specific protection requirements for information-technology infrastructure. Purely technical responses to cybersecurity challenges will be inadequate because human factors are an inherent aspect of the problem.

This article will interest managers and entrepreneurs. Senior management teams can assess new technical developments and product releases to fortify their current security solutions, while entrepreneurs can harness new opportunities to commercialize novel technology to solve a high-impact cybersecurity problem..},
	keywords = {Canada, cyberdefence, cyberinfrastructure, cybersecurity, entrepreneurship, experimental development program, information-technology infrastructure, management, research},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/704},
	url = {http://timreview.ca/article/704},
	author = {Dan Craigen and D{\textquoteright}Arcy Walsh and David Whyte}
}
