@article {1188,
	title = {Editorial: Insights (October 2018)},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {10/2018},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {customer foresight, data analysis, data mining, design thinking, digital platforms, industry{\textendash}academia collaboration, machine learning, market entry, Open innovation, service design},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1188},
	url = {https://timreview.ca/article/1188},
	author = {Chris McPhee}
}
@article {1190,
	title = {How to Build Competencies for a Data-Driven Business: Keys for Success and Seeds for Failure},
	journal = {Technology Innovation Management Review},
	volume = {8},
	year = {2018},
	month = {10/2018},
	pages = {18-28},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Data analysis to create deep understanding and insights holds vast potential for innovation, but there is a severe shortage of data scientists. How then can a company create the competencies needed to obtain a competitive edge in the era of data-driven business? This article describes {\textquotedblleft}Data Driven Business{\textquotedblright}, a program developed to coach company teams in Finland in the use of an innovation platform combining data analysis and service design using real-life case projects. The results suggest that this approach is an efficient way to build data-analysis competencies in a company: after taking the 14-week coaching course, 58\% of the participating companies had launched a new product or service in the market within six months from the end of the course. After the program, a network called DOBit was established to share experiences among the members and to leverage data analysis and service thinking in society. This article describes the development and implementation of the course, its results and outcomes, and the keys for success and seeds for failure when attempting to build competencies for a data-driven business. },
	keywords = {best practices, case projects, data analysis, data-intensive services, design thinking, experiences, innovation platform, service design, service thinking, team building},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1190},
	url = {https://timreview.ca/article/1190},
	author = {Jyrki Koskinen}
}
@article {1079,
	title = {Editorial: Insights (June 2017)},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {06/2017},
	pages = {3-4},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {competitive intelligence, creativity, cybersecurity, entrepreneurship, internal communication management, Internet of Things, service design, training, university{\textendash}industry collaboration},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1079},
	url = {http://timreview.ca/article/1079},
	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 {1081,
	title = {Improving Internal Communication Management in SMEs: Two Case Studies in Service Design},
	journal = {Technology Innovation Management Review},
	volume = {7},
	year = {2017},
	month = {06/2017},
	pages = {16-24},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Effective information management is a success factor for business growth, but small and medium-sized enterprises (SMEs) face challenges in transferring knowledge and information from one organizational unit to another. In this study of two case companies, participative business model development processes were designed to identify challenges and solutions in internal communication management. A service design approach based on CIMO logic (context, intervention, mechanism, and output) showed that the participative business model technique and process can identify problems and challenges in internal communication management, as well as in the prioritization of actions. The process is a creative service design process including both divergent and convergent phases. The process increased motivation among personnel to find solutions, encouraged communication, and created joint understanding on how to solve problems. The technique helped to bring tacit information into use. },
	keywords = {business model, internal communication management, participative process, service design, stakeholder involvement, training},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/1081},
	url = {http://timreview.ca/article/1081},
	author = {Tuomo Eskelinen and Mervi Rajahonka and Kaija Villman and Ulla Santti}
}
@article {869,
	title = {A Technology-Assisted Design Methodology for  Employee-Driven Innovation in Services},
	journal = {Technology Innovation Management Review},
	volume = {5},
	year = {2015},
	month = {02/2015},
	pages = {6-14},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {The role of employees is becoming more important in managing complex service processes and in serving the variety of customer needs in the service industry. Within efforts to promote innovation in service fields, employee-driven innovation and service design are gaining attention. Though the relationship between employee-driven innovation and service design has been discussed, the effectiveness of service-design methodologies for employee-driven innovation has not been studied sufficiently. In this article, we propose a technology-assisted design methodology to promote employee-driven innovation in services. Through our case study at an elderly-care facility, we confirmed that the proposed design methodology assisted by the communication support system could trigger employee-driven innovation and expand its influence in the service field.},
	keywords = {design methodology, employee-driven innovation, observation, representation, service design, service innovation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/869},
	url = {http://timreview.ca/article/869},
	author = {Kentaro Watanabe and Ken Fukuda and Takuichi Nishimura}
}
@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 {788,
	title = {Editorial: Service and Innovation (May 2014)},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {05/2014},
	pages = {3-5},
	publisher = {Talent First Network},
	address = {Ottawa},
	keywords = {collaboration, innovation indicators, innovation practices, intellectual property, knowledge-intensive business services, living labs, online gaming, service business development, service design, service innovation, service-dominant logic, trademarks, value chains, value creation},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/788},
	url = {http://timreview.ca/article/788},
	author = {Chris McPhee and Risto Rajala and Marja Toivonen and Mika Westerlund}
}
