@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 {1096,
	title = {Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {08/2017},
	pages = {15-26},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Previous research has shown that links between organizational culture and innovativeness/performance may act as a {\textquotedblleft}social glue{\textquotedblright} that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF) tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome) to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture.},
	keywords = {business model, business model canvas, competing values framework, development project, organizational culture, service design, SME},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1096},
	url = {http://timreview.ca/article/1096},
	author = {Ulla Santti and Tuomo Eskelinen and Mervi Rajahonka and Kaija Villman and Ari Happonen}
}
@article {802,
	title = {Using a Capability Perspective to Sustain IT Improvement},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {28-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A firm{\textquoteright}s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm{\textquoteright}s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function{\textquoteright}s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.},
	keywords = {capability improvement, capability maturity model, change management, competency capability, enterprise architecture, IT function, organizational culture, organizational learning, process capability, shadow IT, technology capability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/802},
	url = {http://timreview.ca/article/802},
	author = {Paul E. Renaud and Sheppard D. Narkier and Sonia D. Bot}
}
@article {733,
	title = {Corporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure},
	journal = {Technology Innovation Management Review},
	volume = {3},
	year = {2013},
	month = {10/2013},
	pages = {22-29},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Corporate leadership and corporate culture have to be aligned to market realities to ensure the long-term success of a firm.  As companies form, grow, and mature, the management of the enterprises also have to evolve through the business lifecycle. What is successful in the introduction stage may not be successful for a mature company. Firms are required to change their focus from product development, to market development, to process development, and finally to market and financial leadership. To be successful means that not only the types of employees hired have to evolve to support the culture required, but the leadership styles and management focus also have to change and adapt to the new realities that firms encounter in their market. The dynamic model presented in this article shows the broad strategic imperatives that must be met by firms, and it is presented through a graphical illustration of how successful firms manage their evolution and how firms can fail through mis-allocation of corporate efforts to non-mission critical initiatives.},
	keywords = {innovation, Innovation management, leadership, market lifecycle, model, organizational culture, staffing},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/733},
	url = {http://timreview.ca/article/733},
	author = {Tamas Koplyay and Lisa Chillingworth and Brian Mitchell}
}
