01368nas a2200205   4500008004100000022001400041245008800055210006900143260004200212300001300254490000700267520073800274653002601012653002601038653002001064653001201084100001901096700001701115856003001132       2022                        eng d  a1927-032100aThe Impact of FinTech and Blockchain Technologies on Banking and Financial Services0 aImpact of FinTech and Blockchain Technologies on Banking and Fin  aOttawabTalent First Networkc05/2022  a220102040 v123 aWith the emergence of new technologies, banks and financial services around the globe are taking advantage. The rapid development of information technology, internet connectivity, and smartphones has influenced the banking and financial services sector. The combination of financial technology (FinTech) and blockchain is deliberately transforming digital banking services. This study explores the intervention of FinTech and blockchain technologies in digital banking and financial services. The present study shows that FinTech and blockchain have a strong influence on the digitalization trends. The research focuses on processes of modernization in banking and financial services in addition to particular focus on the community.10aBlockchain Technology10adecentralized finance10adigital banking10aFinTech1 aKumari, Anitha1 aDevi, Chitra  utimreview.ca/article/148102080nas a2200217   4500008004100000022001400041245011300055210006900168260004200237300001000279490000700289520137500296653002801671653002601699653002901725653002001754100002001774700002101794700001701815856003001832       2021                        eng d  a1927-032100aCan Artificial Intelligence be a Critical Success Factor of Construction Projects? Practitioner perspectives0 aCan Artificial Intelligence be a Critical Success Factor of Cons  aOttawabTalent First Networkc12/2021  a17-320 v113 aThe construction sector has not been altogether successful in adopting automated systems. Related research on artificial intelligence has mainly been confined to the development of software models for a specific subset of construction work. This study aims to identify whether artificial intelligence is a potential critical success factor for construction project success. Data were collected through semi-structured interviews and analyzed using content analysis. The interviewees were selected on the basis of convenience and included highly experienced project managers from the global community with expertise in project management working on large construction projects. Our research shows that senior project managers perceive artificial intelligence as different from information technology and advanced project management software. Major drawbacks of artificial intelligence were found to be (i) lack of soft skills, (ii) lack of intelligence to interpret things in various ways like human beings, and (iii) lack of human relationship capabilities, including the ways people manage projects. The interviewees believe that artificial intelligence is still years away from becoming self-aware. This study improves the understanding of artificial intelligence as a success factor for construction projects and provides future directions for research in this field.10aartificial intelligence10aConstruction Projects10aCritical Success Factors10aProject Success1 aKumar, Virender1 aPandey, Amrendra1 aSingh, Rahul  utimreview.ca/article/147101479nas a2200217   4500008004100000022001400041245005600055210005100111260004200162300000900204490000700213520082500220653002301045653002401068653002301092653002401115100003201139700002601171700003401197856003001231       2021                        eng d  a1927-032100aThe Catch-22 in Strategizing for Radical Innovation0 aCatch22 in Strategizing for Radical Innovation  aOttawabTalent First Networkc03/2021  a4-160 v113 aCorporate strategy development is a well-oiled and recurring process in most established companies. Innovation strategy, however, especially for radical innovation, is new and unknown territory. This creates challenges for companies with radical innovation ambitions. We followed the innovation strategy work of nine large organisations, finding that they all struggle with the process and how to link innovation with corporate strategy in a meaningful way, while at the same time not hampering the innovative ambitions of the organisation. We identify two main challenges of gravitation and alignment, and develop a framework aimed at asking the questions necessary for increasing awareness about inherent business challenges, and how to overcome them at the intersection between corporate and innovation strategy work.10acorporate strategy10ainnovation strategy10aradical innovation10astrategy challenges1 aSøndergaard, Helle, Alsted1 aKnudsen, Mette Præst1 aLaugesen, Nicolai, Søndergaa  utimreview.ca/article/142501888nas a2200217   4500008004100000022001400041245006900055210006800124260004200192300000900234490000700243520123700250653003601487653002601523653001701549653001401566653002401580100001801604700001801622856003001640       2021                        eng d  a1927-032100aCoping with the Double-Edged Sword of Data Sharing in Ecosystems0 aCoping with the DoubleEdged Sword of Data Sharing in Ecosystems  aOttawabTalent First Networkc12/2021  a5-160 v113 aResearchers and practitioners agree upon the huge potential of Big Data Analytics (BDA) for firms' competitive advantage. Capitalizing on Big Data (BD) often requires sharing firms' data with their stakeholders in an ecosystem. Sharing data, however, is a double-edged sword, because firms might also risk losing their competitive advantage by doing so. This conceptual paper uses extant literature on data analytics to introduce a comprehensive data sharing strategy framework that helps firms decide which data can be shared in an ecosystem, which should be kept secret, or if additional rules and regulations are required for sharing the data. The framework combines two distinct categorizations of data, and it relates the data categories to firms' strategic competitive advantage by employing the Resource-Based View (RBV). Firstly, the framework is grounded in the stages of the data analytics process and secondly, it distinguishes between operative, strategic and monetizable data, a new categorization introduced by this paper. Depending on the categories of data a company intends to share, the framework recommends five distinct data sharing strategies that help mitigating the risk of losing their competitive advantage.10aBig Data Analytics Capabilities10acompetitive advantage10adata sharing10aecosystem10aResource-Based View1 aKugler, Petra1 aPlank, Thomas  utimreview.ca/article/147001676nas a2200181   4500008004100000022001400041245011300055210006900168260004200237300001000279490000700289520109300296100001801389700002301407700001501430700001901445856003001464       2021                        eng d  a1927-032100aDeveloping Social Impact Evaluation Methods for Research: viewpoints on commercialization and sustainability0 aDeveloping Social Impact Evaluation Methods for Research viewpoi  aOttawabTalent First Networkc05/2021  a44-530 v113 aThe social contributions of research activities have become more and more important in the rapidly changing innovation environment. Despite the fact that industrial commercialization of research results constitutes one of the most essential drivers for innovation and competitiveness, most generally used social impact evaluation criteria do not include clear metrics involving research commercialization possibilities. In a similar manner, principles regarding sustainable development have been largely omitted from the impact criteria. This paper considers the "broader impacts criteria" (BIC) model developed for social impact evaluation in the National Science Foundation in United States. We propose extensions to the BIC criteria related to commercialization and sustainable development viewpoints on impact evaluation. This paper also considers a newly introduced extension to BIC, called "inclusion-immediacy criteria" (IIC). Based on it, we propose an extended version of the model that aims to additionally evaluate the impact of research from a commercialization point of view.1 aKunttu, Leena1 aKalliomäki, Helka1 aDan, Sorin1 aKuusisto, Jari  utimreview.ca/article/144100503nas a2200157   4500008004100000022001400041245007700055210006900132260004200201300000800243490000700251100001900258700002000277700001800297856003000315       2021                        eng d  a1927-032100aEditorial: Aligning Multiple Stakeholder Value Propositions (April 2021)0 aEditorial Aligning Multiple Stakeholder Value Propositions April  aOttawabTalent First Networkc04/2021  a3-50 v111 aBailetti, Tony1 aKeen, Christian1 aTanev, Stoyan  utimreview.ca/article/143100442nas a2200133   4500008004100000022001400041245006900055210006600124260004200190300000800232490000700240100001900247856004200266       2021                        eng d  a1927-032100aEditorial: Digital Innovations in the Bioeconomy (February 2021)0 aEditorial Digital Innovations in the Bioeconomy February 2021  aOttawabTalent First Networkc02/2021  a3-40 v111 aKunttu, Iivari  uhttps://www.timreview.ca/article/142302119nas a2200277   4500008004100000022001400041245005200055210005200107260004200159300001000201490000700211520132400218653002401542653001801566653002801584653002701612653002401639653002101663653001501684100002501699700002801724700001901752700001801771700002201789856003001811       2021                        eng d  a1927-032100aIntegrated Test Sites for Innovation Ecosystems0 aIntegrated Test Sites for Innovation Ecosystems  aOttawabTalent First Networkc10/2021  a20-320 v113 aNatural test sites are resource-intensive and often limited to single industries or technologies. Drawing upon two strands of research into technology development and innovation strategies, the research question in this paper investigates how converging test sites may provide opportunities for multiple industries and regions. The paper analyzes multi-industrial test sites regarding, (i) the requirements of the social and physical environment, logistic requirements, as well as technical requirements, (ii) the added value for technology developers, as well as, (iii) the absorptive capacity of the region. Qualitative and quantitative research designs were adopted to analyze multi-industrial test sites. The results indicate that the suitability of multi-industrial test sites depends on the market and research fit of the test target, the quality of the benchmark data, as well as logistical, organizational, legal, social, and ecological factors. The study shows that multi-industrial test sites increase and strengthen the absorptive capacity of regions. Additionally, the study discusses managerial and political implications of multi-industrial test sites. Until now corporate and public test site practices have received only scant recognition in technology management literature, a gap closed by this paper.10aabsorptive capacity10aDemonstration10aExploitative Innovation10aExploratory Innovation10aMineral Exploration10aProof-of-Concept10aTest Sites1 aKesselring, Michaela1 aRuiz-Coupeau, Stéphane1 aKirsch, Moritz1 aWagner, Frank1 aGloaguen, Richard  utimreview.ca/article/145402223nas a2200229   4500008004100000022001400041245010800055210006900163260004200232300001000274490000700284520150400291653001501795653001901810653003401829653001701863653002201880100001601902700002701918700001801945856003001963       2021                        eng d  a1927-032100aLearning from Early Adopters of Blockchain Technology: A Systematic Review of Supply Chain Case Studies0 aLearning from Early Adopters of Blockchain Technology A Systemat  aOttawabTalent First Networkc06/2021  a19-310 v113 aBlockchain technology is widely seen as a promising technology for global supply chains, though early adoption of the technology is both costly and risky. Along with many other discouraging factors, large investments required to enter or develop a blockchain raise barriers to entry. Concerns about potential benefits, on the other hand, have led to companies questioning whether it is worth it. Consequently, many players in the global arena are still preferring to wait by observing current practices before making investments, while trying to figure out what the technology might bring them. Hence, the main purpose of this paper is to research various implementations of blockchain technology in supply chains, in order to learn from its early adopters. For this purpose, we chose case studies as the research method, which we used in a systematic way. We focused on multiple relevant case studies from previous research concerning the use of blockchain technology in supply chain practices. Through a systematic analysis of case studies, the study paper aims at bringing forward different views, approaches and results about blockchain adoption, as a way to show the pros and cons of adopting the technology under certain circumstances. The previous research was obtained from the Web of Science Core Collection. This paper contributes to the literature by showcasing the use of blockchain in supply chains via multiple cases to learn from early blockchain adopters in supply chain practices.
10ablockchain10adigitalization10adistributed ledger technology10asupply chain10asystematic review1 aDede, Sevda1 aKöseoğlu, Mesut, Can1 aYercan, Funda  utimreview.ca/article/144701622nas a2200241   4500008004100000022001400041245010800055210006900163260004200232300001000274490000700284520090100291653001401192653001401206653001601220653001201236653001901248653001601267100002101283700002101304700002501325856003001350       2021                        eng d  a1927-032100aA Roadmap for Systematically Identifying Opportunities in Ecosystems Using Scientific Publications Data0 aRoadmap for Systematically Identifying Opportunities in Ecosyste  aOttawabTalent First Networkc01/2021  a34-550 v113 aOpportunity identification is a continuous process in ecosystems. However, ambiguities and challenges associated with knowledge exploration and exploitation can retard opportunity recognition processes. This in turn may culminate in excessive expenditure of resources or loss of latent opportunities. The present study adopts an analytical approach and proposes a methodological roadmap that utilizes scientometric and text mining techniques. The roadmap uses data from Web of Science as input, and generates insights that support decision-making about resource saving, strategic planning, investment, and policymaking. Our roadmap extends methods used in studying ecosystems by combining existing and novel techniques in data analytics. Using Python and VOSViewer, we show an exemplary application of the new roadmap, framed in the context of the Nordic countries’ renewable energy ecosystem. 10aecosystem10aknowledge10aopportunity10aroadmap10ascientometrics10atext mining1 aKhademi, Behrooz1 aLampela, Hannele1 aSmyrnios, Kosmas, X.  utimreview.ca/article/141501810nas a2200241   4500008004100000022001400041245010400055210006900159260004200228300001000270490000700280520107100287653001501358653002101373653002301394653001501417653002101432100001801453700002101471700002601492700002001518856003001538       2021                        eng d  a1927-032100aSimulating a Biorefinery Ecosystem to Manage and Motivate Sustainable Regional Nutrient Circulation0 aSimulating a Biorefinery Ecosystem to Manage and Motivate Sustai  aOttawabTalent First Networkc02/2021  a33-430 v113 aCreating an ecologically sustainable circulation of nutrients requires local solutions with commitment from all participating parties. Due to vast differences between various regions, it is very complicated, if not impossible, to create fair, simple, and applicable legislation that can consider all of these differences in a meaningful way. Thus, there is a need for clear and easy ways of developing sustainable and viable solutions locally, as well as communicating them with local community and all the way up to the supervising governmental representatives. To meet this need, we developed a simulation tool that allows the user to explore the effectiveness and impact of a local biorefinery in waste management. As an iterative model based on state machine agents, it can easily be modified for a multitude of scenarios with changes taking place over time, while considering the viewing points of all involved. In this article, we report the first version of this tool and demonstrate its usefulness in estimating suitable biogas reactor size in a biorefinery.10aBioreactor10acircular economy10anutrient recycling10asimulation10awaste management1 aKoskela, Olli1 aDempers, Clemens1 aKymäläinen, Maritta1 aNummela, Jarkko  utimreview.ca/article/142101628nas a2200205   4500008004100000022001400041245009200055210006900147260004200216300001000258490000700268520099000275653001501265653002601280653002301306653001901329100002401348700002001372856003001392       2021                        eng d  a1927-032100aSMEs and the Innovation Management Process:  A multi-level process conceptual framework0 aSMEs and the Innovation Management Process A multilevel process   aOttawabTalent First Networkc01/2021  a22-330 v113 aThe aim of this paper is to propose a conceptual framework to manage the innovation process in small businesses. It is based on research from 11 case studies in the Montreal software industry using contingency and resource dependency theories. This conceptual framework provides a view of the innovation process that differs from the linear approach often used in many studies to investigate innovation in small and medium sized businesses (SMEs). The linear approach considers the process as a set of activities that includes developing from one stage to another, while depending on the previous one. We conceptualize the innovation process in small businesses as an interactive process that involves a set of six subprocesses and several keys points of resources mobilization, which requires interacting with both internal and external business actors. Successful mobilization of innovation resources at all key points determines the success or failure of SMEs' innovation processes.10ainnovation10aInnovation management10ainnovation process10asmall business1 aDossou-Yovo, Angelo1 aKeen, Christian  utimreview.ca/article/141401953nas a2200217   4500008004100000022001400041245012000055210006900175260004200244300000900286490000700295520126700302100002001569700001901589700002101608700001801629700002101647700001801668700001901686856003001705       2021                        eng d  a1927-032100aA Year Acquiring and Publishing Drone Aerial Images in Research on Agriculture, Forestry, and Private Urban Gardens0 aYear Acquiring and Publishing Drone Aerial Images in Research on  aOttawabTalent First Networkc02/2021  a5-160 v113 aDrone imaging has been shown to have increasing value in monitoring and analysing different kinds of processes related to agriculture and forestry. In long-term monitoring and observation tasks, huge amounts of image data are produced and stored. Environmental drone image datasets may have value beyond the studies that produced the data. A collection of image datasets from multiple data producers can, for example, provide more diverse training input for a machine learning model for vegetation classification, compared with a single dataset limited in time and location. To ensure reproducible research, research data such as image datasets should be published in usable and undegraded form, with sufficient metadata. Timely storage in a stable research data repository is recommended, to avoid loss of data. This work presents research datasets of 2020 drone images acquired from agricultural and forestry research sites of Häme University of Applied Sciences, and from Hämeenlinna urban areas. Those images that do not contain personal data are made freely available under a Creative Commons Attribution license. For images containing personal data, such as images of private homes, privacy preserving forms of data sharing may be possible in the future.1 aNiemitalo, Olli1 aKoskinen, Eero1 aHyväluoma, Jari1 aLientola, Esa1 aLindberg, Henrik1 aKoskela, Olli1 aKunttu, Iivari  utimreview.ca/article/141801599nas a2200241   4500008004100000022001400041245006200055210006200117260004200179300001000221490000700231520084200238653002201080653002501102653003401127653002001161653004401181653002201225653002501247100002101272700002201293856004201315       2020                        eng d  a1927-032100aAgile New Solution Development in Manufacturing Companies0 aAgile New Solution Development in Manufacturing Companies  aOttawabTalent First Networkc03/2020  a16-240 v103 aThis conceptual paper proposes a new agile solution development model for technology and manufacturing companies. The flexible model consists of five key phases: 1) new idea screening, 2) idea nurturing, 3) conversion of ideas into "good enough" solutions, 4) solution productization, and 5) solution revamping. These phases are iterative by nature and follow partial stage model logic, hence combining elements of both the waterfall and agile methods. For technology and manufacturing companies, the new model presents a new way to consider ideas related to new product, service, process, and business model development. It is framed in contrast with older models that are typically product oriented, which potentially restrict companies in the ability to strategically renew themselves fast enough in turbulent product-service markets.10aagile development10ainnovation practices10anew service development (NSD)10aOpen innovation10aservitization and digital servitization10asolution business10asolution development1 aHuikkola, Tuomas1 aKohtamäki, Marko  uhttps://www.timreview.ca/article/133302053nas a2200205   4500008004100000022001400041245009500055210006900150260004200219300001000261490000700271520142100278653001401699653002101713653001901734100002301753700001901776700002201795856003001817       2020                        eng d  a1927-032100aAgile Product Development Practices for Coping with Learning Paradox in R&D Offshore Units0 aAgile Product Development Practices for Coping with Learning Par  aOttawabTalent First Networkc03/2020  a70-780 v103 aR&D offshoring involves the relocation of in-house R&D activities to subsidiary units located in other countries, often associated with low-cost engineering work, to meet global operational requirements. The main motivation behind R&D offshoring by global technology companies is usually to utilize local resources, knowledge, and competencies provided by geographically dispersed subsidiaries in the most effective manner, which in most cases involves high expectations for project performance. However, offshore units often have their own local interests, such as developing their activities to compete with the company's other global R&D units, by not only building their project performance, but also demonstrating learning and innovativeness. This causes a learning paradox in which the R&D unit is expected to possess capabilities for innovation and learning, while at the same time demonstrating a high product development performance. This paper presents a qualitative case study that analyzes how R&D managers in the offshore units of a global technology company can cope with conflicting tensions between learning and performance. The results present a variety of coping practices that are based on developing local innovation strategies, constant learning, and supporting local innovation culture. The results also underline the meaning of agile working models in facilitating local innovation activities.10aAgile R&D10aLearning paradox10aR&D offshoring1 aKuivalainen, Janne1 aKunttu, Iivari1 aKohtamäki, Marko  utimreview.ca/article/133801690nas a2200217   4500008004100000022001400041245003800055210003700093260004200130300001000172490000700182520109900189653001701288653002401305653001901329653002001348653004701368653000901415100001801424856003001442       2020                        eng d  a1927-032100aApproaching a Data-Dominant Logic0 aApproaching a DataDominant Logic  aOttawabTalent First Networkc10/2020  a16-280 v103 aThis paper introduces the construct of "data-dominant logic". The findings of a multi-step exploratory study indicate that SME have an established mindset (dominant logic) that often hinders these firms from turning data in innovative products, services, and business models. The availability of large amounts of data and the use of this data through data science-driven practices has reached a stage when it now enables new and promising possibilities for firms to innovate. However, the actual use of data and data science insights has proven to be difficult for many companies. The firms under consideration in this paper recognize that the availability of data fundamentally changes their businesses. But also, they lack the appropriate culture, mindset, and business repertoire that would enable them to act by turning data into innovation. The paper concludes that firms first need to establish a new mindset in which data plays a central role. Here I term this mindset "data-dominant logic" (DDL). Future research is required to further concretize the construct beyond this introduction.10aData science10adata-dominant logic10adominant logic10aempirical study10aorganizational and managerial requirements10aSMEs1 aKugler, Petra  utimreview.ca/article/139300568nas a2200157   4500008004100000022001400041245014000055210006900195260004200264300001000306490000700316100001900323700002000342700001800362856003000380       2020                        eng d  a1927-032100aCall for Papers: Aligning multiple stakeholder value propositions: the challenge of new companies  committed to scale early and rapidly0 aCall for Papers Aligning multiple stakeholder value propositions  aOttawabTalent First Networkc04/2020  a80-820 v101 aBailetti, Tony1 aKeen, Christian1 aTanev, Stoyan  utimreview.ca/article/134900422nas a2200133   4500008004100000022001400041245005900055210005800114260004200172300000600214490000700220100001900227856004200246       2020                        eng d  a1927-032100aCall for Papers: Digital Innovations in the Bioeconomy0 aCall for Papers Digital Innovations in the Bioeconomy  aOttawabTalent First Networkc09/2020  a10 v101 aKunttu, Iivari  uhttps://www.timreview.ca/article/138301919nas a2200205   4500008004100000022001400041245011300055210006900168260004200237300001000279490000700289520126900296653001401565653001301579653003301592653001801625653001901643100002101662856003001683       2020                        eng d  a1927-032100aEcosystem Value Creation and Capture: A Systematic Review of Literature and Potential Research Opportunities0 aEcosystem Value Creation and Capture A Systematic Review of Lite  aOttawabTalent First Networkc01/2020  a16-340 v103 aCollaboration, co-creation, and competition are essential strategies for success in today’s modern businesses. In comparison with former ways of doing business in isolation, ecosystems nowadays have created ample opportunities for generating significantly more values. However, there are also potential threats in the pathway towards success in ecosystems. Ecosystem value creation and capture (EVCC) has recently gained significant attention in the academic literature of business and management. Yet, due to the complex structures of ecosystems and ambiguity in understanding value creation and capture in ecosystems, the contributions heretofore are fragmented, where scholars analysed different aspects of EVCC. The present study offers a systematic review of the literature to shed light on the EVCC studies. The content analysis of a fine-grained sample of articles relevant to EVCC revealed that despite the initiation of discussions in 2007, the topic did not gain noticeable attention until 2016. A 150% increase in the number of papers has since been observed. The paper contributes to the intersection of strategy and studies on EVCC by synthesizing existing knowledge, illuminating current EVCC research, and highlighting potential research avenues. 10aecosystem10astrategy10aSystematic literature review10avalue capture10avalue creation1 aKhademi, Behrooz  utimreview.ca/article/131100480nas a2200157   4500008004100000022001400041245006200055210005800117260004200175300000800217490000700225100001900232700002100251700002000272856003000292       2020                        eng d  a1927-032100aEditorial: Rapid Product Development and R&D (March 2020)0 aEditorial Rapid Product Development and RD March 2020  aOttawabTalent First Networkc03/2020  a3-40 v101 aKunttu, Iivari1 aCamarda, Charles1 aPerttula, Antti  utimreview.ca/article/133102108nas a2200217   4500008004100000022001400041245009400055210006900149260004200218300001000260490000700270520146200277653001001739653001701749653002101766653001501787653001701802100002001819700002101839856003001860       2020                        eng d  a1927-032100aEnabling Rapid Product Development through Improved Verification and Validation Processes0 aEnabling Rapid Product Development through Improved Verification  aOttawabTalent First Networkc03/2020  a25-360 v103 aFierce competition in consumer electronics market has raised a lot of challenges for product development. Products now must enter to the market as fast as possible. The verification and validation (V&V) process is normally the most resource-demanding activity in product development (PD), and thus also has huge potential for improvement. The V&V process is traditionally executed near the end of the development process, and is one of the most critical activities because it identifies design errors. Error correction for a nearly complete product is often difficult and therefore can cause unexpected delays in product delivery. Performing V&V activities in early phases of the PD process and utilising V&V methods other than testing has proven to be a good approach to reduce risks associated with taking a long time to reach the market. However, V&V can only be carried out when verifiable requirements exist. This paper focuses on the importance of moving V&V activities to each phase of PD by defining the requirements for components and modules. In addition, we explore how some of product-level requirements can be verified before a product has been integrated, and explain the difference between definitions of verification and validation requirements. Finally, we present the idea of changing the focus of verification activities from being set-based in the early phase of development, to being point-based when the product is close to completion.10aagile10arequirements10aset-based design10avalidation10aVerification1 aPerttula, Antti1 aKukkamäki, Joni  utimreview.ca/article/133402510nas a2200229   4500008004100000022001400041245009400055210006900149260004200218300000900260490000700269520180800276653001902084653000802103653003002111653002102141100002502162700002402187700001902211700002002230856003002250       2020                        eng d  a1927-032100aRapid Learning and Knowledge-Gap Closure During the Conceptual Design Phase – Rapid R&D0 aRapid Learning and KnowledgeGap Closure During the Conceptual De  aOttawabTalent First Networkc03/2020  a5-150 v103 aNew product development strategies, such as set-based concurrent engineering design (SBCED) or set-based design (SBD), have demonstrated improved ways to address knowledge gaps in alternate design concepts prior to the decision to select a single concept for development. Most of the corpus in this field addresses engineering product development that relies on systems and subsystems with years of prior experience in testing, development, and operation. These often have known or existing solutions, and use state-of-the-art (SOA), or near SOA technology. In addition, most papers do not dive into the details of how knowledge was attained to rapidly close critical knowledge gaps. This paper attempts to explain how a research-based method to construct knowledge can accelerate the knowledge capture critical for developing solutions to extremely challenging problems. This rapid R&D methodology enables a rapid acquisition of critical knowledge to understand potential failure modes of concepts in a set-based way. Thus, it enables intelligent decisions for the selection of the final concept as well as the continuous maturation of parallel concepts. The continuous, parallel maturation of multiple concepts enables effective off-ramps in the design process as requirements and new knowledge arise in the course of the development program, without incurring excessive rework, cost growth, and schedule creep. The goal of this paper is to describe a method that accelerates the generation of critical knowledge early in the conceptual design phase, as a way to close knowledge gaps quickly, and thus enable intelligent design decisions and concept selections early in the product development cycle. The methodological descriptions are illustrated with case examples from NASA technology development.10aknowledge gaps10aR&D10aRapid product development10aset-based design1 aCamarda, Charles, J.1 aScotti, Stephen, J.1 aKunttu, Iivari1 aPerttula, Antti  utimreview.ca/article/133202092nas a2200265   4500008004100000022001400041245010500055210006900160260004200229300001000271490000700281520126700288653001601555653002501571653002001596653003001616653003801646100001801684700002001702700001901722700001801741700001901759700001801778856003001796       2020                        eng d  a1927-032100aRapid Product Development in University-Industry Collaboration: Case Study of a Smart Design Project0 aRapid Product Development in UniversityIndustry Collaboration Ca  aOttawabTalent First Networkc03/2020  a49-590 v103 aUniversity-industry collaboration aims at mutually beneficial knowledge and technology exchange between higher education and business. Prototyping new products is one sweet spot where industry can gain new valuable knowledge and understanding of technology, while higher education institutions develop the skills and competences of students by encouraging them to work on authentic real-life problems. From the &ldquo;design thinking&rdquo; perspective, rapid product development can be defined as the creation of new products, in the shortest timescales possible, that meet the criteria of desirability, feasibility, and viability. This article addresses rapid product development by presenting a case study of developing prototypes in university-industry collaboration. As a result, the study highlights key design principles, such as the importance of involving teachers, business representatives, and students in collaborative project design, of focusing on the customers or service users who will benefit from the design, and of guiding students participating in co-creation activities. Presenting conclusions for both academics and the industry, the article contributes to design thinking and rapid product development in university-industry collaboration.10aco-creation10aCo-creation pedagogy10adesign thinking10aRapid product development10aUniversity-Industry Collaboration1 aJussila, Jari1 aRaitanen, Jukka1 aPartanen, Atte1 aTuomela, Vesa1 aSiipola, Ville1 aKunnari, Irma  utimreview.ca/article/133602228nas a2200217   4500008004100000022001400041245008200055210006900137260004200206300001000248490000700258520154600265653002201811653002501833653002801858653003801886653002101924100001801945700001701963856003001980       2020                        eng d  a1927-032100aThe Role of Academics, Users, and Customers in Industrial Product Development0 aRole of Academics Users and Customers in Industrial Product Deve  aOttawabTalent First Networkc03/2020  a60-690 v103 aIndustrial research and development (R&D) is often adopted as a leading strategy for innovation in high-technology firms. It has been recognized that collaboration with external actors has become increasingly crucial for R&D practices in a world where product and service innovation are increasingly challenging for companies involved in knowledge-intensive technology areas. Thus, high-technology firms are increasingly engaging in collaborative relationships with external stakeholders to transfer valuable new knowledge for industrial purposes, or to create new knowledge through a joint learning process. These external stakeholders may include research institutes such as universities, customer firms, or end users of the firm's products or services. Academic involvement in industrial innovation projects has traditionally focussed on the early stages of a product's development process, when new ideas and innovations are being developed. On the other hand, the interaction between a firm and its customers takes place during the final stages of the R&D process, when innovations are brought to market. In this paper, we explore how users and customers can be involved in university-industry collaboration projects from the beginning of the product development process. Based on a case study comprising five long-term university-industry collaborations in Finland, this paper presents collaborative practices through which academic actors, users, and industrial customers may actively take part in the industrial innovation processes.10acommercialization10acustomer involvement10astakeholder involvement10aUniversity-Industry Collaboration10auser involvement1 aKunttu, Leena1 aNeuvo, Yrjö  utimreview.ca/article/133701602nas a2200265   4500008004100000022001400041245010300055210006900158260004200227300000700269490000700276520078400283653003101067653002201098653001601120653002201136653002501158653002101183653002101204653002001225100002101245700002201266700001801288856003001306       2020                        eng d  a1927-032100aSeeking 'Strategy' in Business Intelligence Literature: Theorizing BI as part of strategy research0 aSeeking Strategy in Business Intelligence Literature Theorizing   aOttawabTalent First Networkc09/2020  a??0 v103 aThis paper connects the business intelligence (BI) literature with research in strategic management by plotting the existing research strands on BI: environmental scanning, competitive intelligence, executive information systems, and business intelligence, against the strategic dimensions of a) orientation (External vs. Internal), b) focus (Content vs. Process), and c) practice realms. The article accordingly offers a new re-conceptualization of BI as a strategic artifact across four strategic clusters: BI as a system, BI as a planned process, BI as a product, and BI as a decisional paradigm. This conceptual article contributes to the literature by integrating disparate views on BI and placing them within the content, process, and practice streams of strategy research.10aBusiness intelligence (BI)10aConceptualization10adefinition.10aliterature review10astrategy as practice10astrategy content10astrategy process10astrategy realms1 aTalaoui, Yassine1 aKohtamäki, Marko1 aRajala, Risto  utimreview.ca/article/138702575nas a2200229   4500008004100000022001400041245009300055210006900148260004200217300001000259490000700269520187200276653002502148653000802173653001902181653003002200653002502230100001702255700001602272700002702288856003002315       2020                        eng d  a1927-032100aTechnology Adaptation and Survival of SMEs: A Longitudinal Study of Developing Countries0 aTechnology Adaptation and Survival of SMEs A Longitudinal Study   aOttawabTalent First Networkc06/2020  a64-720 v103 aIn the current era of internationalizing business activities and globalizating markets, technology has become an essential tool for enhancing market competitiveness. With globalization, a country's economic and business scenarios can change drastically. Many companies have seized on opportunities to pursue, and sometimes achieve economies of scale. Especially in some countries, however, the technological revolution creates significant challenges for small business entrepreneurs. Technological development plays a pivotal role in making small and medium enterprises (SMEs) competitive, as well as leading to sustainable growth. Under such circumstances, it is relevant to consider a country's technological environment for ways that can lead SMEs towards sustainable development. In the present study, we explore the impact of volatility in technological environments on the sustainability of SMEs in developing countries with emerging economies. We use the Global Competitive Index Report for the period 2012-2016, in which six parameters were applied to define the technological environment of developing nations. Two factors, namely, institutional capabilities and external capabilities emerged as significant factors according to factor analysis. We also studied the impact of emerging factors in new technological environments on the sustainability of SMEs in the specific time period using a regression analysis. The results indicate that both institutional capabilities and external capabilities become significant when time is taken as a selection variable. The highly significance of the time variable indicates the dynamism of today's technological environments. As well, institutional capabilities were found to have a strong impact on a business' sustainability, in comparison with external capabilities and the high level of technological volatility.10adeveloping countries10aSME10asustainability10atechnological environment10atechnology readiness1 aDas, Supriyo1 aKundu, Amit1 aBhattacharya, Arabinda  utimreview.ca/article/136901787nas a2200229   4500008004100000022001400041245007400055210006900129260004200198300001000240490000700250520113100257653002101388653001401409653001501423653001101438653000901449100002801458700001901486700002201505856003001527       2020                        eng d  a1927-032100aUsing Foresight to Shape Future Expectations in Circular Economy SMEs0 aUsing Foresight to Shape Future Expectations in Circular Economy  aOttawabTalent First Networkc07/2020  a42-510 v103 aFuture foresight in business plays a central role in firms&rsquo; strategic planning, innovation, and product development activities. This is particularly true for the firms that are operating in rapidly changing business environments, in which a firm may obtain significant competitive advantages by coming up with new innovations and customer solutions. This article studies future foresight mechanisms and practices in innovative SMEs operating in circular economy&ndash;related industries. The future demands set by legislation and regulation, consumer buying behaviour, and environmental consciousness, all have a strong impact on an SME&rsquo;s future horizon, in which there may be prosperous business opportunities as well as several challenges. This paper presents a qualitative case study conducted on seven Finnish circular economy-oriented SMEs. The case study reveals that the SMEs in this industrial sector are quite active in foresight activities, and that they have developed a variety of practices for effectively utilizing foresight information in their product development and strategic planning activities.10acircular economy10aforesight10ainnovation10aPESTEL10aSMEs1 aJärvenpää, Anne-Mari1 aKunttu, Iivari1 aMäntyneva, Mikko  utimreview.ca/article/137401917nas a2200229   4500008004100000022001400041245010100055210006900156260004200225300001000267490000700277520120500284653001601489653002601505653001501531653002201546653003201568100001901600700001801619700002001637856003001657       2020                        eng d  a1927-032100aWhat Makes Value Propositions Distinct and Valuable to New Companies Committed to Scale Rapidly?0 aWhat Makes Value Propositions Distinct and Valuable to New Compa  aOttawabTalent First Networkc06/2020  a14-270 v103 aOne of the most valuable resources a company owns is the "portfolio of value propositions" to its diverse external stakeholders, such as customers, investors, and resource owners. In this article, we fill a gap in the value proposition literature by identifying features that make the value propositions of new companies different from other resources, along with factors that make them valuable. A value proposition is conceived as being what enables and improves business transactions between a new company and external stakeholders. We reason that two features in particular make value propositions of new companies distinct: (1) business transactions between a new company and one or more external stakeholders, and (2) investments to create and improve a new company's value propositions that enable business transactions. We provide a definition of "value proposition" and postulate that a value proposition will benefit a new company when it: (1) strengthens the new company's capabilities to scale; (2) increases demand for the new company's products and services; and (3) increases the number, diversity, and rapidity of external investments in the new company's value proposition portfolio.10anew company10ascaling company value10ascaling-up10avalue proposition10avalue proposition alignment1 aBailetti, Tony1 aTanev, Stoyan1 aKeen, Christian  utimreview.ca/article/136504471nas a2200289   4500008004100000022001400041245010400055210006900159260004200228300001000270490000600280520359100286653002803877653002103905653001603926653002003942653001503962653002503977653001504002653001804017653002204035100002204057700002304079700003004102700001904132856003004151       2019                        eng d  a1927-032100aConnected Health Innovation:  Data Access Challenges in the Interface of AI Companies and Hospitals0 aConnected Health Innovation Data Access Challenges in the Interf  aOttawabTalent First Networkc12/2019  a43-550 v93 aThe purpose of this paper is to explore the challenges and potential solutions regarding data access for innovation in the realm of connected health. Theoretically, our study combines insights from data management and innovation network orchestration studies, taking thereby a new approach into issues that have emerged in these research streams. Empirically, we study these issues in the context of a development endeavor involving an AI-driven surgery journey solution in collaboration with hospitals and companies. Our study indicates that the challenges and solutions in data access can be categorised according to the level where they emerge: individual, organisational, and institutional. Depending on the level, the challenges require solutions to be searched from different categories. While solutions are generally still scarce, organizational level solutions seem The purpose of this paper is to explore the challenges and potential solutions regarding data access for innovation in the realm of connected health. Theoretically, our study combines insights from data management and innovation network orchestration studies, taking thereby a new approach into issues that have emerged in these research streams. Empirically, we study these issues in the context of a development endeavor involving an AI-driven surgery journey solution in collaboration with hospitals and companies. Our study indicates that the challenges and solutions in data access can be categorised according to the level where they emerge: individual, organisational, and institutional. Depending on the level, the challenges require solutions to be searched from different categories. While solutions are generally still scarce, organizational level solutions seem to hold wide-ranging potential in addressing many challenges. By discussing these dynamics, this paper provides new knowledge for academics and practitioners on the challenges and solutions for data access and management in networked contexts. The greatest challenges among healthcare providers and health technology companies lay on uncertainties and interpretations concerning regulation, data strategy, and guidelines. Creating guidelines for data use and access in a hospital can be a first step to creating connected health innovations in collaboration with AI companies. For their part, these companies need to put effort into gaining in-depth knowledge and understanding of the processes and standards in healthcare context. Our paper is one of the first to combine data management and innovation network orchestration literatures, and to provide empirical evidence on data access related issues in this setting.to hold wide-ranging potential in addressing many challenges. By discussing these dynamics, this paper provides new knowledge for academics and practitioners on the challenges and solutions for data access and management in networked contexts. The greatest challenges among healthcare providers and health technology companies lay on uncertainties and interpretations concerning regulation, data strategy, and guidelines. Creating guidelines for data use and access in a hospital can be a first step to creating connected health innovations in collaboration with AI companies. For their part, these companies need to put effort into gaining in-depth knowledge and understanding of the processes and standards in healthcare context. Our paper is one of the first to combine data management and innovation network orchestration literatures, and to provide empirical evidence on data access related issues in this setting.10aartificial intelligence10aconnected health10aData access10adata management10agovernance10ainformation mobility10ainnovation10aorchestration10apatient- centered1 aKemppainen, Laura1 aPikkarainen, Minna1 aHurmelinna-Laukkanen, Pia1 aReponen, Jarmo  utimreview.ca/article/129102525nas a2200229   4500008004100000022001400041245011600055210006900171260004200240300001000282490000600292520176700298653002002065653001802085653003302103653002202136653004102158100002302199700001902222700001602241856003802257       2019                        eng d  a1927-032100aA Discipline-Spanning Overview of Action Research and Its Implications for Technology and Innovation Management0 aDisciplineSpanning Overview of Action Research and Its Implicati  aOttawabTalent First Networkc04/2019  a48-650 v93 aThe iterative and learning character of action research is particularly beneficial for exploring complex socio-technical problems in technology and innovation management (TIM). In this respect, action research allows both rigorous and relevant research due to parallel solving of real-world problems, capability building, and gaining scientific insights. However, the use of action research within TIM research is surprisingly limited. Action research also is not a homogeneous research methodology since each research discipline, such as education and organizational science, has its own action research streams, which are often only loosely linked. A systematic overview of those action research traditions and specific best practices is still missing, which complicates a systematic transfer and use of action research in TIM. This article addresses this essential gap by building a cross-disciplinary overview of action research streams based on a bibliometric analysis using Scopus. The analysis includes relevant disciplines with action research traditions, their development over time, and the most influential journals, authors, institutions, and countries. Along with this discipline-spanning analysis, the article investigates particular TIM benefits and challenges of action research. The two key contributions of this article are: 1) a discipline-spanning overview of action research and its evolution and 2) an analysis of its implications for TIM research. These contributions build the basis for strengthening the use of action research in TIM. In the medium-term, action research has the capacity to link academia and industry more closely and, in doing so, assists important endeavours of translating more of our research outcomes into practice.10aaction research10abibliometrics10adiscipline-spanning analysis10aliterature review10atechnology and innovation management1 aGuertler, Matthias1 aSick, Nathalie1 aKriz, Anton  uhttps://timreview.ca/article/123302049nas a2200205   4500008004100000022001400041245009100055210006900146260004200215300001000257490000600267520140000273653001401673653002501687653002801712653002801740653001601768100002101784856003801805       2019                        eng d  a1927-032100aThe Ecosystem Knowledge Explorer: A Tool to Systematically Discover External Knowledge0 aEcosystem Knowledge Explorer A Tool to Systematically Discover E  aOttawabTalent First Networkc07/2019  a28-400 v93 aIt is crucial for any organization to discover knowledge from ecosystem-specific sources of knowledge that are considered external to the organization. Since knowledge exploration is a resource-intensive task for organizations, untimely or excessive knowledge exploration have detrimental impacts on the innovativeness and competitiveness of organizations. The benefits of performance measurement and management tools for knowledge management in organizations have been known for many years now. Therefore, the application of similar tools in ecosystems may enable actors to have access to valuable external knowledge. However, there is a paucity of such tools in management scholarship. The purpose of this study is to bridge this gap by proposing a conceptual tool – the Ecosystem Knowledge (EK) Explorer, which generates insightful knowledge for ecosystem actors using codified technical knowledge (e.g., scientific publications and patents). Not only does the EK Explorer reduce the uncertainty and fuzziness of the knowledge exploration phase for ecosystem actors, it also enables them to save resources and have access to strategic knowledge regarding competition, collaboration, technology management, and policy making in ecosystems. Bibliometric analysis, social network analysis, and text mining were used to conceptualize the constructs and measurable variables of the EK Explorer. 10aecosystem10aknowledge management10aperformance measurement10asocial network analysis10atext mining1 aKhademi, Behrooz  uhttps://timreview.ca/article/125300389nas a2200133   4500008004100000022001400041245004500055210004200100260004200142300000800184490000600192100001900198856003800217       2019                        eng d  a1927-032100aEditorial: Smart Cities (September 2019)0 aEditorial Smart Cities September 2019  aOttawabTalent First Networkc09/2019  a3-40 v91 aKunttu, Iivari  uhttps://timreview.ca/article/126301598nas a2200205   4500008004100000022001400041245006200055210006100117260004200178300001000220490000600230520100700236653001501243653001501258653001401273653002201287100002401309700002101333856003801354       2019                        eng d  a1927-032100aInnovation Ecosystems as Structures for Value Co-Creation0 aInnovation Ecosystems as Structures for Value CoCreation  aOttawabTalent First Networkc02/2019  a25-350 v93 aDespite the many recent discussions on “innovation ecosystems” 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. 10aecosystems10ainnovation10aplatforms10avalue co-creation1 aKetonen-Oksi, Sanna1 aValkokari, Katri  uhttps://timreview.ca/article/121602066nas a2200193   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520146300274653001601737100001801753700002101771700002201792700002001814856003801834       2019                        eng d  a1927-032100aOpen Data and Open Source Enabling Smart City Development: A Case Study in Häme Region0 aOpen Data and Open Source Enabling Smart City Development A Case  aOttawabTalent First Networkc09/2019  a26-350 v93 aOpen data offers possibilities to accelerate both innovations and co-creation activities in cities and regions. Likewise, open source software development is an efficient way to create new services. Open data can be used to promote better information sharing and offers various opportunities for third-party developers. Co-creation improves the commitment of different stakeholders and ensures that the created solutions are based on real needs. For these reasons, it is only logical that these two themes are linked together in smart city activities. This paper presents a practical open data and co-creation development made in the region of Häme, Finland. This paper contributes to smart cities research by describing the development of two smart city services: the Tavastia Events API and "Hämeenlinna in pocket" smartphone application. It describes strategies that facilitate beneficial participation and collaboration in smart city open data initiatives. Based on Linked Events, an open source solution developed for the city of Helsinki, modification and implementation were made to create a centralized and open service, to collect and publish event-related data via an application programming interface (API) in the Häme region. A smartphone application was then developed, making use of the developed Events API and other data sources, to provide citizens with the most common digital services, and a platform for digital participation in Häme.10aSmart city,1 aJussila, Jari1 aKukkamäki, Joni1 aMäntyneva, Mikko1 aHeinisuo, Juuso  uhttps://timreview.ca/article/126601423nas a2200169   4500008004100000022001400041245003400055210003400089260004200123300001000165490000600175520097500181100001701156700002201173700002001195856003801215       2019                        eng d  a1927-032100aOpen Strategy in a Smart City0 aOpen Strategy in a Smart City  aOttawabTalent First Networkc09/2019  a36-440 v93 aTo attract new companies and a talented workforce in a way that increases income streams, cities are searching for strategic capabilities by using a variety of strategic practices. The present study participates in the theoretical debate between micro- and macro-strategizing by focusing on the interplay between the city organization and its institutional environment. As such, the study elucidates the open strategy process used in the strategy work of a medium-sized city in Finland. To make the strategy work open and encourage citizens&rsquo; participation, the city decided to utilize crowdsourcing as a tool that was part of a broader strategy process to develop a city strategy in a participative manner. The present study analyzes the responses of almost 2000 citizens who addressed the role of an open strategy in developing a smart city. The study contributes by depicting how the open strategy was utilized in practice and what types of outcomes it produced.1 aEinola, Suvi1 aKohtamäki, Marko1 aHietikko, Harri  uhttps://timreview.ca/article/126701847nas a2200169   4500008004100000022001400041245004900055210004900104260004200153300000900195490000600204520137000210100002101580700001901601700001901620856003801639       2019                        eng d  a1927-032100aTowards a Smart City Concept in Small Cities0 aTowards a Smart City Concept in Small Cities  aOttawabTalent First Networkc09/2019  a5-140 v93 aThe smart city concept brings together technology, government and different layers of society, utilizing technological enablers, such as the internet of things (IoT) and artificial intelligence (AI). These enablers, in turn, facilitate development of various aspects of the smart city including, e.g., transportation, governance, education, safety and communications. However, the transition towards smarter cities involves not only technological development but also the changing and evolving roles of citizens, service providers and city authorities. In this transition, the key issue is creating and growing roles of collaboration, participation and coordination. Whereas mainstream research focuses on smart city transformation in big cities, aspects of this transformation in the context of small cities has been a widely neglected topic. This paper presents three cases of smart city development in small cities in Finland, each concentrating on a different aspect of smart city development. The cases reveal how a relatively small-sized city may take remarkable steps in smart city development by selecting a specific theme on which to build smart city activities. These examples also emphasize the critical role of public sector actors, showing that the public sector has a key role in creating the foundations for fruitful ecosystem-based development work.1 aRuohomaa, Heikki1 aSalminen, Vesa1 aKunttu, Iivari  uhttps://timreview.ca/article/126401800nas a2200229   4500008004100000022001400041245006700055210006600122260004200188300001000230490000600240520111100246653001901357653002101376653002301397653001301420653002601433100002601459700002401485700002401509856003701533       2018                        eng d  a1927-032100aApproach for a Pattern-Based Development of Frugal Innovations0 aApproach for a PatternBased Development of Frugal Innovations  aOttawabTalent First Networkc04/2018  a14-270 v83 aEmerging markets have become increasingly interesting for companies from industrialized countries, but the requirements in these markets differ dramatically from those in the companies’ traditional markets. New products and services are demanded – so-called frugal innovations. Since the challenges for the development of frugal innovations are often quite similar – for example, low income of the target customer, poor infrastructure, etc. – the hypothesis appears that the solutions will also be similar. In our earlier TIM Review article (Lehner & Gausemeier, 2016), we showed how solution patterns for frugal innovations can be derived. The article at hand summarizes those findings and supplements an innovation process for frugal innovation using the solution patterns. The validation based on the example of telemedical assistant systems shows the benefit of the pattern-based development of frugal innovations. The article addresses managers and engineers who plan to introduce frugal innovations, as well as university-based researchers interested in the development of frugal innovations.10abusiness model10aemerging markets10afrugal innovations10apatterns10aproducts and services1 aLehner, Anne-Christin1 aKoldewey, Christian1 aGausemeier, Jürgen  uhttp://timreview.ca/article/114901816nas a2200229   4500008004100000022001400041245008000055210006900135260004200204300001000246490000600256520113400262653001401396653001301410653002301423653002001446653002301466100002101489700002001510700001901530856003701549       2018                        eng d  a1927-032100aData Science as an Innovation Challenge: From Big Data to Value Proposition0 aData Science as an Innovation Challenge From Big Data to Value P  aOttawabTalent First Networkc03/2018  a16-250 v83 aAnalyzing “big data” holds huge potential for generating business value. The ongoing advancement of tools and technology over recent years has created a new ecosystem full of opportunities for data-driven innovation. However, as the amount of available data rises to new heights, so too does complexity. Organizations are challenged to create the right contexts, by shaping interfaces and processes, and by asking the right questions to guide the data analysis. Lifting the innovation potential requires teaming and focus to efficiently assign available resources to the most promising initiatives. With reference to the innovation process, this article will concentrate on establishing a process for analytics projects from first ideas to realization (in most cases: a running application). The question we tackle is: what can the practical discourse on big data and analytics learn from innovation management? The insights presented in this article are built on our practical experiences in working with various clients. We will classify analytics projects as well as discuss common innovation barriers along this process. 10aanalytics10abig data10adigital innovation10aidea generation10ainnovation process1 aKayser, Victoria1 aNehrke, Bastian1 aZubovic, Damir  uhttp://timreview.ca/article/114300766nas a2200253   4500008004100000022001400041245007500055210006900130260004200199300000800241490000600249653001800255653002600273653001800299653002100317653002500338653001700363653002000380100001800400700002300418700001700441700001700458856003700475       2018                        eng d  a1927-032100aEditorial: Inclusive Innovation in Developed Countries (February 2018)0 aEditorial Inclusive Innovation in Developed Countries February 2  aOttawabTalent First Networkc02/2018  a3-60 v810abiotechnology10aconvergent innovation10afood security10ainclusive growth10ainclusive innovation10amaker spaces10aOpen innovation1 aMcPhee, Chris1 aSchillo, R. Sandra1 aEarl, Louise1 aKinder, Jeff  uhttp://timreview.ca/article/113401692nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520095300285653002401238653002301262653002601285653002301311653004001334100001801374700001601392700001701408856003701425       2018                        eng d  a1927-032100aHow Doctoral Students and Graduates Can Facilitate Boundary Spanning between Academia and Industry0 aHow Doctoral Students and Graduates Can Facilitate Boundary Span  aOttawabTalent First Networkc06/2018  a48-540 v83 aThe mobility of scientific competences from universities to industrial firms enables firms to absorb and utilize the knowledge developed in academia. However, too few young doctors are currently employed in industry, despite the fact that they could transfer and integrate valuable academic knowledge for industrial purposes and facilitate its utilization towards commercial ends. In this article, we investigate the role of doctoral students and graduates as academic boundary spanners by presenting three joint programs between universities and industrial players that facilitate and promote the industrial involvement of doctoral students and graduates. The cases highlight the meaning of university–industry collaboration in doctoral education and present practical examples of how industrial firms may facilitate the transfer of academic knowledge to industry through jointly organized doctoral education and postdoctoral mobility programs. 10aacademic engagement10adoctoral education10aindustrial engagement10aknowledge transfer10auniversity–industry collaboration1 aKunttu, Leena1 aHuttu, Essi1 aNeuvo, Yrjö  uhttp://timreview.ca/article/116401944nas a2200265   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520114000279653001901419653001801438653001801456653002801474653002001502653001601522653002401538653001901562653002101581653001801602100002001620856003801640       2018                        eng d  a1927-032100aHow to Build Competencies for a Data-Driven Business: Keys for Success and Seeds for Failure0 aHow to Build Competencies for a DataDriven Business Keys for Suc  aOttawabTalent First Networkc10/2018  a18-280 v83 aData 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 “Data Driven Business”, 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. 10abest practices10acase projects10adata analysis10adata-intensive services10adesign thinking10aexperiences10ainnovation platform10aservice design10aservice thinking10ateam building1 aKoskinen, Jyrki  uhttps://timreview.ca/article/119001294nas a2200229   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520063200257653001900889653001800908653002500926653002000951653000900971653001300980100001600993700001701009856003801026       2018                        eng d  a1927-032100aInformation Security Best Practices: First Steps for Startups and SMEs0 aInformation Security Best Practices First Steps for Startups and  aOttawabTalent First Networkc11/2018  a32-420 v83 aThis article identifies important first steps toward understanding and implementing information security. From the broad selection of existing best practices, we introduce a lightweight yet comprehensive security framework with four useful first steps: identifying assets and risks; protecting accounts, systems, clouds, and data; implementing a continuity plan; and monitoring and reviewing. This article is intended primarily for startups and less mature companies, but it is likely to be of interest to any reader seeking an introduction to basic information security concepts and principles as well as their implementation.10abest practices10acybersecurity10ainformation security10arisk management10aSMEs10astartups1 aKaila, Urpo1 aNyman, Linus  uhttps://timreview.ca/article/119802192nas a2200253   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520145100264653002001715653001501735653001201750653001501762653001801777653001801795653001501813100002401828700002601852700002201878856003801900       2018                        eng d  a1927-032100aThe Library Living Lab: A Collaborative Innovation Model for Public Libraries0 aLibrary Living Lab A Collaborative Innovation Model for Public L  aOttawabTalent First Networkc12/2018  a17-250 v83 aNew models of governance advance towards participatory schemes in which citizens not only play an active role in decision-making processes but also the processes by which new products and services are defined and introduced. In parallel, technological innovations, and the new horizons of creativity that they allow, open a huge range of options to innovation in all areas of society, particularly in the cultural field. Under these two premises – participation and innovation – the Library Living Lab initiative was born at the Public Library of Miquel Batllori Volpelleres in Sant Cugat del Vallès, Barcelona. The Library Living Lab is a space that gathers all stakeholders around the public library with the aim of exploring new methods and tools that allow us to enjoy culture both individually and collectively. This article describes how technology can be an enabling factor in a citizen-initiated grassroots project. The project implements a complete model of inter-institutional collaboration with all relevant actors around the living lab working group. The specific challenges of developing an open, flexible, and inter-connected space are identified, and the interaction dynamics based on a challenge–action–return methodology definition are described through practical examples. Our conclusions tackle the challenges of a horizon for the implementation of innovation initiatives – such as living labs – in public spaces. 10acultural spaces10ainnovation10alibrary10aLiving lab10aparticipatory10apublic spaces10atechnology1 aVilariño, Fernando1 aKaratzas, Dimosthenis1 aValcarce, Alberto  uhttps://timreview.ca/article/120202342nas a2200217   4500008004100000022001400041245010700055210006900162260004200231300001000273490000600283520166600289653001301955653002201968653001701990653002202007653001802029100001902047700002102066856003702087       2018                        eng d  a1927-032100aOvercoming Barriers to Frugal Innovation: Emerging Opportunities for Finnish SMEs in Brazilian Markets0 aOvercoming Barriers to Frugal Innovation Emerging Opportunities   aOttawabTalent First Networkc04/2018  a38-480 v83 aFrugal innovation has become a popular concept, in academia but also in industry at large. Although there has been a great deal of discussion about the relevance of frugal innovation to the developed world, the notion’s full acceptance within small and medium-sized enterprises (SMEs) still seems far in the distance. The opportunities and barriers seen with practical implementation of frugal innovation during the development processes have received little attention. This article considers these opportunities and barriers in the context of Finnish SMEs, providing insight specifically into the approaches these companies take in Brazilian markets. Qualitative data were drawn from a case study forming part of an extensive action research-based development project called SCALA, aimed at creating suitable and scalable mobile learning services for global markets. The concepts of frugal innovation and proceeding from user needs – essential parts of the development processes – are examined by observing three Finnish SMEs and their top managers, with particular focus on their interaction with Brazilian partners. Development sessions and meetings shed light on how the companies perceived and responded to testing their products/services with six individual schools in Brazil. Although frugal innovation is seen as essential for guaranteeing long-term competitiveness of Finnish SMEs – and access to rapidly growing, unsaturated emerging markets such as Brazil can be a step in the right direction – our study highlights numerous barriers and ways to overcome them in the real-world implementation of frugality in SMEs’ development processes. 10abarriers10aBrazilian markets10aFinnish SMEs10afrugal innovation10aopportunities1 aHyypiä, Mirva1 aKhan, Rakhshanda  uhttp://timreview.ca/article/115101713nas a2200241   4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520096000277653002001237653001501257653002501272653001301297653001501310100002901325700002901354700002301383700002801406856003701434       2018                        eng d  a1927-032100aTo Internationalize or Not to Internationalize? A Descriptive Study of a Brazilian Startup0 aTo Internationalize or Not to Internationalize A Descriptive Stu  aOttawabTalent First Networkc03/2018  a38-460 v83 aThis study examines the failed internationalization experience of a Brazilian high-tech startup. The research methodology of the study is descriptive and aims to explore whether this startup should re-internationalize, despite an unsuccessful first experience. Based on interviews with the founders, it was found that the initial internationalization took place in an incipient way, in the heat of the moment. The lack of success with the initial internationalization did not shake the directors of the startup, who aim to return to internationalization, now in a consolidated way and counting on the advice of an investor. Despite its bitter first experience, should the startup try again? Through an analysis of the lessons learned from the startup’s initial failure and insights from its consideration of a possible second attempt, this study contributes to the literature on competitiveness, internationalization, and international entrepreneurship.10aentrepreneurial10ainnovation10ainternationalization10astartups10atechnology1 aScherer, Flavia, Luciane1 aMinello, Italo, Fernando1 aKrüger, Cristiane1 aRizzatti, Andréa, Bach  uhttp://timreview.ca/article/114501932nas a2200277   4500008004100000022001400041245006200055210006200117260004200179300000900221490000600230520115800236653001401394653002701408653002101435653001401456653002401470653001501494653001401509653001301523100001701536700002001553700002701573700001701600856003701617       2017                        eng d  a1927-032100aAnticipating Alternative Futures for the Platform Economy0 aAnticipating Alternative Futures for the Platform Economy  aOttawabTalent First Networkc09/2017  a6-160 v73 aDespite the considerable hype around platforms, our understanding of what the platform economy means and what drivers will define future development trajectories is limited. Companies and policy makers have a great need to investigate what potential opportunities will arise from the platform economy. A shared perception of uncertainties and a strong vision are prerequisites for the development of the platform economy. In this article, we describe a systematic way to develop a resilient vision for a new platform ecosystem, both from the viewpoint of national policy makers and corporate strategy makers in the heavy engineering industry. The process uses morphological analysis for scenario development and robust portfolio modelling for creating resilient strategies. The results include a list of key uncertainties, three general scenarios (sustainable development by Europe; polarization driven by China and the United States; US-driven fast, unreliable growth) as well as steel-industry specific scenarios based on these uncertainties, elements of a resilient vision, and strategies for coping with the uncertainties described by the scenarios.10aforesight10amorphological analysis10aplatform economy10aplatforms10aportfolio modelling10aresilience10ascenarios10astrategy1 aDufva, Mikko1 aKoivisto, Raija1 aIlmola-Sheppard, Leena1 aJunno, Seija  uhttp://timreview.ca/article/110202017nas a2200301   4500008004100000022001400041245008000055210006900135260004200204300001000246490000600256520113200262653002101394653002201415653002301437653002201460653002001482653001601502653001301518653001901531100002701550700001701577700002101594700002301615700001901638700002101657856003701678       2017                        eng d  a1927-032100aThe Core Interaction of Platforms: How Startups Connect Users and Producers0 aCore Interaction of Platforms How Startups Connect Users and Pro  aOttawabTalent First Networkc09/2017  a17-290 v73 aThe platform economy is disrupting innovation while presenting both opportunities and challenges for startups. Platforms support value creation between multiple participant groups, and this operationalization of an ecosystem’s value co-creation represents the “core interaction” of a platform. This article focuses on that core interaction and studies how startups connect producers and users in value-creating core interaction through digital platforms. The study is based on an analysis of 29 cases of platform startups interviewed at a leading European startup event. The studied startups were envisioning even millions of users and hundreds or thousands of producers co-creating value on their platforms. In such platform businesses, our results highlight the importance of attracting a large user pool, providing novel services to those users, offering a new market for producers, supporting the core interaction in various ways, and utilizing elements of the platform canvas – an adaptation of the business model canvas, which we have accommodated for platform-based business models – to accomplish these goals.10acore interaction10adigital platforms10amultisided markets10aplatform business10aplatform canvas10aslush event10astartups10avalue creation1 aKorhonen, Heidi, M. E.1 aStill, Kaisa1 aSeppänen, Marko1 aKumpulainen, Miika1 aSuominen, Arho1 aValkokari, Katri  uhttp://timreview.ca/article/110302404nas a2200265   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520159900292653001901891653002001910653002901930653000901959653001401968653002301982100002102005700002102026700001702047700001802064700001902082856003702101       2017                        eng d  a1927-032100aDesigning a Business Model for Environmental Monitoring Services Using Fast MCDS Innovation Support Tools0 aDesigning a Business Model for Environmental Monitoring Services  aOttawabTalent First Networkc11/2017  a36-460 v73 aThe free availability of open data provides opportunities to start new businesses and gain business intelligence. However, although data is often used to support decisions and actions, the possibilities offered by modern sensor technologies with connections to cloud-based data collection services are not being effectively capitalized. Data collection systems are also not generally open source solutions, even though open and flexibly adjustable systems would broaden the opportunities for solutions and larger revenue streams. In this article, we used action research methods to discover new business opportunities in a semi-open information system that utilizes environmental monitoring data. We applied a four-stage innovation process for industry, which included context definition, idea generation, and selection, and produced multi-criteria decision support (MCDS) data to help the design of business model. This was done to reveal business opportunities for an environmental monitoring service. Among these opportunities, one service-style business model canvas was identified as feasible and selected for further development. We identified items that are needed in the commercialization process of environmental monitoring services. Our process combines open environmental monitoring data, participative innovation process, and MCDS support, and it supports and accelerates a co-creative business model creation process that is cost-beneficial in terms of saving time. The results are applicable to the creation of an open data information system that supports data-driven innovation.10abusiness model10adata collection10aenvironmental monitoring10aMCDS10aopen data10aservice innovation1 aEskelinen, Tuomo1 aRäsänen, Teemu1 aSantti, Ulla1 aHapponen, Ari1 aKajanus, Miika  uhttp://timreview.ca/article/111902119nas a2200205   4500008004100000022001400041245007800055210007100133260004200204300001000246490000600256520146500262653002501727653002801752653001501780653002301795653004001818100001801858856003701876       2017                        eng d  a1927-032100aEducational Involvement in Innovative University–Industry Collaboration0 aEducational Involvement in Innovative University–Industry Collab  aOttawabTalent First Networkc12/2017  a14-220 v73 aThe positive link between university research and industrial innovation has been widely recognized among academics and industrial practitioners. A remarkable volume of previous research emphasizes the importance of the transfer of academic knowledge into the industrial domain. In this sense, it is surprising that the role of university education is an almost neglected topic in the research concerning university–industry collaboration, despite education and the creation of knowledge being a primary goal of universities and providing great potential in terms of improving competences. This study presents a case study that analyzes educational involvement in nine long-term university–industry relationships. In all the cases, the research collaboration between industrial firm and university research group is directly associated with close educational involvement. The aim of the case analysis is to understand mechanisms and practices of educational collaboration that facilitate relational learning and innovation development in university–industry relationships. The forms of educational involvement studied in this article include student projects, thesis projects, jointly organized courses, and tailored degree courses. The findings of the study reveal a number of educational collaboration practices that may facilitate relational learning, creation of new knowledge, as well as innovation development in university–industry relationships.10aacademic involvement10aeducational involvement10ainnovation10aknowledge transfer10auniversity–industry collaboration1 aKunttu, Leena  uhttp://timreview.ca/article/112401452nas a2200205   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520079500285653001801080653001601098653002201114653002901136653002501165100001901190856003701209       2017                        eng d  a1927-032100aA Managerial Decision Tool for R&D Outsourcing and Partner Selection in High-Technology Industries0 aManagerial Decision Tool for RD Outsourcing and Partner Selectio  aOttawabTalent First Networkc03/2017  a25-320 v73 aDeciding which tasks and projects are best performed in-house and which should be outsourced to external suppliers are, alongside the supplier selection process, among the key challenges for R&D managers operating in high-technology firms. This study presents a decision tool for evaluating whether to pursue R&D tasks in-house or to outsource them. The tool also helps R&D managers to evaluate which of the supplier candidates would be best suited to undertake the task to be outsourced. The tool is based on four views of evaluation that have both managerial and theoretical roots: identity, dependence, efficiency, and competence. The tool has been developed in a qualitative multiple case study based on R&D supplier relationships and has been empirically tested in an R&D organization.10adecision tool10aoutsourcing10apartner selection10aresearch and development10asupplier involvement1 aKunttu, Iivari  uhttp://timreview.ca/article/106201919nas a2200289   4500008004100000022001400041245011500055210006900170260004200239300000900281490000600290520103200296653001501328653002201343653002301365653002401388653001501412653002701427100001801454700001801472700001901490700001601509700002301525700002501548700001901573856003701592       2017                        eng d  a1927-032100aMethods for Supporting Older Users in Communicating Their Emotions at Different Phases of a Living Lab Project0 aMethods for Supporting Older Users in Communicating Their Emotio  aOttawabTalent First Networkc02/2017  a7-190 v73 aIn this article, we focus on living lab methods that support the elicitation of emotions – a key success factor in whether a design solution will be accepted and taken up over the long term. We demonstrate the use of emotional goal models to help understand what is relevant for a target user group in the early phases of design. We promote animations and storyboards to envision the context of use and to gain an understanding of how design ideas can integrate into people’s lives. For the evaluation of ideas and to further understand user needs, we show how technology probes facilitate natural interactions with a suggested solution concept. All methods have in common that they enable older adults without design or development experience to participate in the design process and work towards a meaningful solution by helping to communicate feelings and goals that are often hard to define. Lastly, we present a process model that demonstrates our emotion-led design toolkit at various phases of a living lab process. 10aaging well10aco-design methods10aemotion-led design10aexpressing emotions10aLiving lab10apersonal alarm systems1 aPedell, Sonja1 aKeirnan, Alen1 aPriday, Gareth1 aMiller, Tim1 aMendoza, Antonette1 aLopez-Lorca, Antonio1 aSterling, Leon  uhttp://timreview.ca/article/105300618nas a2200205   4500008004100000022001400041245006500055210006200120260004200182300001000224490000600234653002200240653002100262653001400283653001300297653002400310653001700334100002400351856003700375       2017                        eng d  a1927-032100aQ&A. Are Universities Ready for Knowledge Commercialization?0 aQA Are Universities Ready for Knowledge Commercialization  aOttawabTalent First Networkc07/2017  a63-680 v710acommercialization10aentrepreneurship10aknowledge10aresearch10atechnology transfer10auniversities1 aKhan, Mohammad Saud  uhttp://timreview.ca/article/109102229nas a2200253   4500008004100000022001400041245012500055210007100180260004200251300001000293490000600303520137500309653003101684653002601715653003301741653001701774653004001791100002101831700001901852700001701871700002401888700002601912856003701938       2017                        eng d  a1927-032100aA University–Industry Collaborative Entrepreneurship Education Program as a Trading Zone: The Case of Osaka University0 aUniversity–Industry Collaborative Entrepreneurship Education Pro  aOttawabTalent First Networkc06/2017  a38-490 v73 aTwo complementary problems are that busy practitioners find it difficult to access academic knowledge and university students lack practical experience. University–industry collaborative education is a potential solution for both of these problems by bringing together theoretical insights from universities and experiential know-how from industry. However, university–industry collaborative education has not been sufficiently studied to offer clear frameworks and mechanisms to foster effective knowledge exchanges between these two groups. In this article, we propose the metaphor of a “trading zone” as a potential analytical framework for implementing this method of education. Applying this framework to the analysis of a university–industry collaborative education program, this study proposes that the exchange of knowledge between students and practitioners is the essential learning experience and that it is made more meaningful by the heterogeneity between students and practitioners. The shared language provided by the program and those who deliver it make the exchanges efficient, and the temporary and extraordinary nature of the program accelerate those exchanges. Here, we analyze the case of Osaka University in Japan to illustrate the framework and develop associated propositions to encourage further study and validation of the framework.10aentrepreneurship education10aexperiential learning10atechnology commercialization10atrading zone10auniversity–industry collaboration1 aNakagawa, Koichi1 aTakata, Megumi1 aKato, Kosuke1 aMatsuyuki, Terumasa1 aMatsuhashi, Toshihiko  uhttp://timreview.ca/article/108302261nas a2200265   4500008004100000022001400041245012800055210006900183260004200252300001000294490000600304520139900310653001401709653002801723653002601751653002101777653002401798653003001822653002901852100001801881700001801899700002301917700001801940856003701958       2017                        eng d  a1927-032100aUsing Artificial Intelligence and Web Media Data to Evaluate the Growth Potential of Companies in Emerging Industry Sectors0 aUsing Artificial Intelligence and Web Media Data to Evaluate the  aOttawabTalent First Networkc06/2017  a25-370 v73 aIn this article, we describe our efforts to adapt and validate a web search and analytics tool – the Gnowit Cognitive Insight Engine – to evaluate the growth and competitive potential of new technology startups and existing firms in the newly emerging precision medicine sector. The results are based on two different search ontologies and two different samples of firms. The first sample includes established drug companies operating in the precision medicine field and was used to estimate the relationship between the firms’ innovativeness and the extent of online discussions focusing on their potential growth. The second sample includes new technology firms in the same sector. The firms in the second sample were used as test cases to determine whether their growth-related web search scores would relate to the degree of their innovativeness. The second part of the study applied the same methodology to the real-time monitoring of the firms’ competitive actions. In our findings, we see that our methodology reveals a moderate degree of correlation between the Insight Engine’s algorithmically computed relevance scores and independent measures of innovation potential. The existence of such correlations invites future work in attempting to analyze company growth potential using techniques founded in web content scraping, natural language processing, and machine learning.10aanalytics10aartificial intelligence10abusiness intelligence10aentrepreneurship10aonline textual data10aprecision medicine sector10astartup growth potential1 aDroll, Andrew1 aKhan, Shahzad1 aEkhlas, Ehsanullah1 aTanev, Stoyan  uhttp://timreview.ca/article/108201912nas a2200301   4500008004100000022001400041245010400055210006900159260004200228300001000270490000600280520100100286653002001287653002601307653001401333653001001347653002001357653004301377653000901420653002501429653002501454653001701479100001601496700002101512700002001533700002101553856003601574       2016                        eng d  a1927-032100aAll Australian Regions Are Not Born Equal: Understanding the Regional Innovation Management Sandpit0 aAll Australian Regions Are Not Born Equal Understanding the Regi  aOttawabTalent First Networkc06/2016  a11-230 v63 aIn this article, we highlight and challenge an overly simplistic assessment of regions and regional innovation systems in Australia. Treating each region and place as equal and prescribing blanket policy is anathema to the reality. Having argued that places are not equivalent, we then move on to highlight that commonalities at a deeper institutional level are possible. We draw on fieldwork and ongoing action research from the Australian regions of Hunter and Central Coast (New South Wales) and Northern Tasmania. Results of the theory and case work have been instrumental in the development of 11 structural attributes of a regional innovation management (RIM) sandpit framework. The framework provides attributes but also important process insights related to regional programs, enterprise development, and project innovations. Although developing from the Australian context, we expect that the RIM Sandpit and its place-based insights can be generalized to other regions around the world.10aaction research10aconstructed advantage10aphronesis10apivot10aquadruple helix10aregional innovation management sandpit10aRIS310asmart specialization10astrategic management10atriple helix1 aKriz, Anton1 aMolloy, Courtney1 aKriz, Alexandra1 aSonntag, Sabrina  uhttp://timreview.ca/article/99302085nas a2200205   4500008004100000022001400041245007200055210006900127260004200196300001000238490000600248520145100254653002901705653001901734653001501753653003201768653002001800100002201820856003701842       2016                        eng d  a1927-032100aAudience Commodification: A Source of Innovation in Business Models0 aAudience Commodification A Source of Innovation in Business Mode  aOttawabTalent First Networkc08/2016  a40-470 v63 aThis article reports on a research project aimed at developing a business model by changing the value-creation mechanism. The essence of this change is to persuade customers to perform actions in favour of the service provider. Such actions include responding to advertising clips to unlock value. The business model was generated from the concept of audience commodification and is based on the idea of looking at users as a source of a tradeable asset in business-to-business markets. Here, attention and actions are the assets that users pay to access the proposed value. The research includes two phases of surveys and experimentation. In the first phase, the tendency and acceptance level of users towards watching advertisements to unlock value are measured. In the next phase, a platform prototype is developed to test and understand user actions towards receiving value. The sample includes 52 users of different nationalities who were seeking relationships on an online dating platform. Results revealed that users accept advertising and will perform requested actions if they can perceive the delivered value. Practical implications of this research include insights to help move away from the current “view-based” advertising model toward new models of partnership with users in the value-creation process. This research may also stimulate further research into developing sustainable business models based on advertising revenue. 10aaudience commodification10abusiness model10ainnovation10atechnology entrepreneurship10avalue marketing1 aKhajeheian, Datis  uhttp://timreview.ca/article/101001835nas a2200265   4500008004100000022001400041245011500055210006900170260004200239300001000281490000600291520098400297653001801281653002901299653003001328653002401358653000901382653002201391653004201413653001501455653002201470100001901492700002101511856003701532       2016                        eng d  a1927-032100aCollaborative Innovation with External Actors: An Empirical Study on Open Innovation Platforms in Smart Cities0 aCollaborative Innovation with External Actors An Empirical Study  aOttawabTalent First Networkc12/2016  a49-600 v63 aDespite the rapid increase of public–private–people partnership (PPPP) programs at the global scale, the scientific knowledge of collaborative innovation in cities is scarce. All smart city initiatives emphasize collaborative innovation for better services and products to address the needs and problems of modern cities. Indeed, there is an evident need for both scientific and practical knowledge in this area. Based on an extensive empirical study of open innovation platforms in smart cities, this article seeks to address this knowledge gap by increasing the knowledge of opportunities and challenges of collaborative innovation between a city and external actors, including companies, third sector organizations, research institutions, and citizens. The opportunities relate to novel services, products, and solutions, as well as economic gains, regional development, and systemic and process improvements. The challenges relate to city governments and external actors.10acollaboration10acollaborative innovation10ainnovation intermediaries10ainnovation platform10aPPPP10apublic innovation10apublic–private–people partnership10asmart city10aurban development1 aOjasalo, Jukka1 aKauppinen, Heini  uhttp://timreview.ca/article/104102826nas a2200313   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520189600267653002302163653002102186653002302207653001602230653001402246653002202260653002902282653002702311653001702338653001902355100001802374700001802392700001802410700002202428700002502450856003702475       2016                        eng d  a1927-032100aThe Cuckoo’s Nest Approach for Co-Creating Business Ecosystems in Smart Cities0 aCuckoo s Nest Approach for CoCreating Business Ecosystems in Sma  aOttawabTalent First Networkc12/2016  a26-370 v63 aThe development of business ecosystems in smart cities is currently hampered by the absence of established approaches for facilitating long-term value and sustainability. In our view, the underlying reason is the lack of collective action involving various organizations in the design process. Collective action for the good of the whole ecosystem does not take place in existing participatory practices because of the dominating role of a single customer or designer organization (in urban development projects typically the owner-developer or lead architect), who uses their bargaining and decision-making power over others. This leads to sub-optimal behaviour where the system is optimized for the goals of one strong organization instead of collectively developed system-level goals of the business ecosystem as a whole. The Cuckoo’s Nest approach addresses this problem by inviting various expert organizations to design the system and assigning each organization design rights for the ecosystem and its system-level goal. The Cuckoo’s Nest approach enhances collective action among the organizations by making individuals from various organizations consider the interests, goals, objectives, and value-adding elements of other organizations – not just those of their own organizations. With the Cuckoo’s Nest approach, the business ecosystem comes first, and single organizations’ goals or specific design features come second. This article discusses the outcomes of two workshops where the Cuckoo’s Nest approach was used for the purpose of developing business ecosystems in connection with smart city development projects within the Helsinki Metropolitan Area. We outline the steps involved in the Cuckoo’s Nest approach and how they were applied in these two smart city projects, and we describe how it is being refined for further use in other locations and contexts.10abusiness ecosystem10abusiness network10acampus development10aco-creation10aco-design10acollective action10aCuckoo’s Nest Approach10aparticipatory planning10asmart cities10asustainability1 aArtto, Karlos1 aKyrö, Riikka1 aAhola, Tuomas1 aPeltokorpi, Antti1 aSandqvist, Kristiina  uhttp://timreview.ca/article/103901592nas a2200217   4500008004100000022001400041245007500055210006900130260004200199300001000241490000600251520095600257653001401213653001501227653001301242653001701255653002201272653001701294100002601311856003701337       2016                        eng d  a1927-032100aThe Smart City Ecosystem as an Innovation Model: Lessons from Montreal0 aSmart City Ecosystem as an Innovation Model Lessons from Montrea  aOttawabTalent First Networkc11/2016  a26-310 v63 aInnovations are not confined to new technologies designed to improve the manufacturing processes of a product or the provision of a service. In a context of postmodernity, the new innovation paradigm calls on organizations to choose the best innovation strategies for their broader purposes. Today, such strategies usually involve adopting organizational structures that enable better collaboration with the stakeholders of an ecosystem. This article focuses on the smart city of Montreal – selected as the 2016 Intelligent Community of the Year by the Intelligent Community Forum – as a model of innovation. The aim is to understand the distinction between "the smart city" and "the smart destination", despite the omnipresence of tourism projects in smart city development plans. Among the key lessons are the importance of engaging tourism stakeholders and the role of a dedicated organization to develop and implement the city's unique vision.10aecosystem10ainnovation10aMontreal10asmart cities10asmart destination10astakeholders1 aKhomsi, Mohamed, Reda  uhttp://timreview.ca/article/103201780nas a2200229   4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520111500277653000901392653001501401653001101416653001901427653001001446100001901456700002001475700001901495856003601514       2016                        eng d  a1927-032100aUrban Living Labs for Sustainability in Suburbs in Need of Modernization and Social Uplift0 aUrban Living Labs for Sustainability in Suburbs in Need of Moder  aOttawabTalent First Networkc01/2016  a27-340 v63 aA number of urban living labs have been set up in recent years, with the aim of developing innovation processes within a multi-stakeholder partnership in an urban context. Several urban living labs focus on sustainable development, which is a visible and urgent issue in less valued suburbs in need of modernization and social uplift. We argue that, when applying the living labs approach in the context of sustainable development in suburbs, the primary focus should be society’s collective goals, as expressed through municipalities and users. The aim of this article is to show examples of how urban living labs can be applied in less valued suburbs in order to contribute to sustainability based on societal goals. We build on analyses from the research project SubUrbanLab, where urban living labs were set up in Alby and Peltosaari, two suburban areas in Sweden and Finland, respectively. We draw lessons regarding how to use urban living labs for sustainable development in order to create favourable conditions for ongoing engagement with the municipality and users towards long-term sustainability. 10acity10aLiving lab10asuburb10asustainability10aurban1 aBuhr, Katarina1 aFederley, Maija1 aKarlsson, Anja  uhttp://timreview.ca/article/95801702nas a2200229   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520099500268653001601263653003201279653002301311653001901334100001701353700001901370700002401389700002201413856003701435       2016                        eng d  a1927-032100aValue Network Design for Innovations: Developing Alternative Value Network Drafts0 aValue Network Design for Innovations Developing Alternative Valu  aOttawabTalent First Networkc07/2016  a21-330 v63 aInformation technology increasingly permeates established products and services, thereby making them "smart". For companies, this trend necessitates new know-how in unknown fields. Hence, traditional manufacturing companies are increasingly forced to cooperate with new players within new value networks. In contradiction to value chains, value networks oftentimes exhibit no clear hierarchies and are characterized by rather weak ties between the participating players. For a company that wants to create smart products or services, the key challenge is arranging the value network such that the customer obtains a unique value while all participants profit from their engagement. In doing so, companies have to find new partners (companies, research institutes, etc.). In this article, we present a methodology to design value networks for innovations, including approaches to identify necessary competences, find suitable partners, and bundle them to powerful alternative value networks.10ainnovations10ainter-company collaboration10aInternet of Things10avalue networks1 aKage, Martin1 aDrewel, Marvin1 aGausemeier, Jürgen1 aSchneider, Marcel  uhttp://timreview.ca/article/100202029nas a2200217   4500008004100000022001400041245007400055210006900129260004200198300001000240490000600250520138300256653001601639653002701655653002601682653001401708653001701722100002001739700001601759856003601775       2015                        eng d  a1927-032100a3D Printing and Its Disruptive Impacts on Supply Chains of the Future0 a3D Printing and Its Disruptive Impacts on Supply Chains of the F  aOttawabTalent First Networkc11/2015  a20-250 v53 a3D printing technology has emerged as one of the most disruptive innovations to impact the global supply chain and logistics industry. The technology is impacting our personal and professional lives, with some claiming that the technology will revolutionize and replace existing manufacturing technologies, while others argue that the technology merely enhances some aspects of the production process. Whether evolutionary or revolutionary, 3D printing technology is recognized as a striking trend that will significantly impact supply chains. Although the expansion of 3D printing in the private consumer market is an interesting development in its own right, the biggest potential for disruption lies in industrial applications and how 3D printing will influence supply chains of the future. In this article, we examine the areas of the supply chain most likely to be disrupted by 3D printing technology and we identify the key questions that must be answered in a roadmap for future research and practice. While we seek answers to these questions, we suggest that managers should develop a flexible change management strategy to mitigate the effects of disruption to their future supply chains and take advantage of the resulting opportunities. Those that do nothing will be left wanting, because the influence of 3D printing technology on supply chains is expected to grow. 10a3D printing10aadditive manufacturing10adisruptive innovation10alogistics10asupply chain1 aMohr, Sebastian1 aKhan, Omera  uhttp://timreview.ca/article/94200624nas a2200217   4500008004100000022001400041245006200055210005800117260004200175300000800217490000600225653001800231653002100249653001500270653001800285653001500303653001800318100001800336700001600354856003600370       2015                        eng d  a1927-032100aEditorial: Cyber-Resilience in Supply Chains (April 2015)0 aEditorial CyberResilience in Supply Chains April 2015  aOttawabTalent First Networkc04/2015  a3-50 v510acyber-attacks10acyber-resilience10acyber-risk10acybersecurity10aresilience10asupply chains1 aMcPhee, Chris1 aKhan, Omera  uhttp://timreview.ca/article/88402204nas a2200277   4500008004100000022001400041245011800055210006900173260004200242300000900284490000600293520134300299653001501642653002601657653002001683653002501703653001701728653001801745653002501763653002501788653002401813653001701837100002101854700001501875856003601890       2015                        eng d  a1927-032100aMaking Smart Regions Smarter: Smart Specialization and the Role of Universities in Regional Innovation Ecosystems0 aMaking Smart Regions Smarter Smart Specialization and the Role o  aOttawabTalent First Networkc10/2015  a7-150 v53 aWhat makes a "smart region" smarter? We argue that it is the active orchestration of the regional ecosystem around concepts such as knowledge co-creation and exploitation, opportunity exploration, and capacity building. Simply adding to the proliferation of software developers in the area, stimulating the activities of business clusters around information technology, and providing digitally enabled services for citizens is not enough to make a region smarter. Smartness is enhanced by a well-orchestrated regional innovation ecosystem with a strong "smart specialization strategy" that leverages the new societal roles played by universities. In this article, we describe the European Commission’s program for research and innovation strategies for smart specialization (RIS3) and show how the Helsinki Region in Finland is using smart specialization, ecosystem orchestration, and the active role of universities to enhance regional innovation and the "smartness" of the region. These activities are discussed in the context of policy documents and strategy papers from regional, national, and European authorities, which illustrates some differences between papers and practice. This is work in progress, and based on early results, we draw initial conclusions about how putting policy into practice can make smart regions smarter.10ainnovation10ainnovation ecosystems10aquadruple helix10arole of universities10asmart cities10asmart regions10asmart specialisation10asmart specialization10asocietal innovation10atriple helix1 aMarkkula, Markku1 aKune, Hank  uhttp://timreview.ca/article/93201823nas a2200277   4500008004100000022001400041245012500055210006900180260004200249300001000291490000600301520090000307653003001207653003901237653002501276653001701301653002501318653003401343653002501377653002501402100002101427700001901448700002101467700002101488856003601509       2015                        eng d  a1927-032100aOrchestrators of Innovation-Driven Regional Development: Experiences from the INNOFOKUS Project and Change2020 Programme0 aOrchestrators of InnovationDriven Regional Development Experienc  aOttawabTalent First Networkc10/2015  a52-620 v53 aThe article takes a practical view of regional innovation ecosystems and presents ways to advance more efficient uses of public funding instruments by regional developers. Documenting the views of Finnish regional developers into two workbooks and a toolbox, the results of the INNOFOKUS project and its Change2020 development programme identified that promoting a high-impact project culture and smart specialization in Finland requires a continuous learning and participation process. Key individuals who can make this happen are innovation orchestrators who facilitate activities and compose the big picture. This article aims to bring forth an overview of the building blocks of an enriching and energizing environment and high-impact projects, and it presents an overview of how to enable the work of innovation orchestrators, who play a critical role in facilitating innovation ecosystems.10aagile project development10aexperimentation-driven development10ahigh-impact projects10aorchestrator10aregional development10aregional innovation ecosystem10asmart specialisation10asmart specialization1 aRajahonka, Mervi1 aPienonen, Toni1 aKuusisto, Riikka1 aHandelberg, Jari  uhttp://timreview.ca/article/93701500nas a2200241   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520080000267653001501067653001601082653001301098653002301111653001601134653001401150653001401164100002301178700002101201856003601222       2015                        eng d  a1927-032100aThe Organization of Living Labs: Coordinating Activities for Regional Innovation0 aOrganization of Living Labs Coordinating Activities for Regional  aOttawabTalent First Networkc09/2015  a23-280 v53 aThis article contributes to the ongoing knowledge from the first decade of operating living labs with a study on the coordination of novel innovation activities in living labs. The article provides an organizational model for living labs to order the activities that eventually will allow the conceptualization of living labs as innovation systems, thus giving user involvement a more central role in innovation process theories. This article shows how innovation networks systematically align their activities to reliably achieve their objectives. Next to this interpretivist theoretical contribution, the article contributes relevant practical insights to technology innovation management practitioners based on in-depth living lab cases that exhibit interesting, relevant, and new activities.10aactivities10aco-creation10aideation10ainnovation systems10aliving labs10aprocesses10aventuring1 aKatzy, Bernhard, R1 aBücker, Claudia  uhttp://timreview.ca/article/92700568nas a2200169   4500008004100000022001400041245007000055210006700125260004200192300001000234490000600244653003500250653002700285653002900312100002100341856003600362       2015                        eng d  a1927-032100aQ&A. Does a Software Development Firm Need an Open Source Policy?0 aQA Does a Software Development Firm Need an Open Source Policy  aOttawabTalent First Networkc05/2015  a45-460 v510aopen source license compliance10aopen source management10asecurity vulnerabilities1 aKhanafer, Hassib  uhttp://timreview.ca/article/89702355nas a2200217   4500008004100000022001400041245007400055210006900129260004200198300000900240490000600249520169700255653001501952653001801967653001501985653002802000653002702028100001602055700003002071856003602101       2015                        eng d  a1927-032100aSupply Chain Cyber-Resilience: Creating an Agenda for Future Research0 aSupply Chain CyberResilience Creating an Agenda for Future Resea  aOttawabTalent First Networkc04/2015  a6-120 v53 aSupply chains have become more vulnerable in recent years, and high-profile cyber-attacks that have crippled the supply chains of well-known companies reveal that the point of entry for hackers is often through the weakest link in the chain. Exacerbated by growing complexity and the need to be visible, these supply chains share vital streams of information every minute of the day, thereby becoming an easy and highly lucrative target for talented criminals, causing financial losses as well as damaging brand reputation and value. Companies must therefore invest in supply chain capabilities to withstand cyber-attacks (i.e., cyber-resilience) in order to guard against potential threats. They must also embrace the reality that this often-unknown dimension of risk is the "new normal". Although interest on this topic has grown in the business world, less has been reported by the academic community. One reason for this could be due to the convergence of two different disciplines, information technology and supply chains, where supply chain cyber-risk and cyber-resilience appear to have a natural fit. The topic of cyber-resilience in supply chains is still in early stages of development, and this is one of the first journals to focus a special issue on it. Currently, the closest academic literature is within the realms of supply chain risk and resilience, where numerous models and frameworks exist. In this article, this literature is explored to identify whether these models can incorporate the dimension of cyber-risk and cyber-resilience. In doing so, we create a research agenda for supply chain cyber-resilience and provide recommendations for both academia and practice. 10acyber-risk10acybersecurity10aresilience10asupply chain management10atheoretical foundation1 aKhan, Omera1 aEstay, Daniel, A. Sepúlv  uhttp://timreview.ca/article/88500745nas a2200253   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255653001400261653001800275653000900293653001800302653001700320653001000337653001800347653002800365653002200393653002000415100002000435856003600455       2015                        eng d  a1927-032100aTIM Lecture Series – Creating Life-Saving Media as a Social Entrepreneur0 aTIM Lecture Series Creating LifeSaving Media as a Social Entrepr  aOttawabTalent First Networkc11/2015  a40-420 v510aanimation10aculture shift10afilm10aglobal health10ahumanitarian10amedia10apublic health10asocial entrepreneurship10asocial innovation10asocietal issues1 aKharas, Firdaus  uhttp://timreview.ca/article/94501777nas a2200217   4500008004100000022001400041245009500055210006900150260004200219300000900261490000600270520109600276653003001372653001801402653001401420653002101434653002401455100002301479700002101502856003601523       2015                        eng d  a1927-032100aUsing Entrepreneurial Marketing to Foster Reseller Adoption of Smart Micro-Grid Technology0 aUsing Entrepreneurial Marketing to Foster Reseller Adoption of S  aOttawabTalent First Networkc09/2015  a5-160 v53 aThis article investigates how entrepreneurial marketing can encourage resellers to adopt smart micro-grid technology. An online survey based on the literature on user adoption and entrepreneurial marketing was used to gather data from 99 power systems resellers. The data were analyzed using the partial least squares method to validate a model of the relationships between reseller’s antecedents and intention to adopt smart micro-grid technology, and the role of vendor’s entrepreneurial marketing in the adoption. The results suggest that user adoption models can only partially be applied to the reseller context, and future research should develop models that can further explain reseller’s decision making with regards to becoming involved in an emerging technology. As to the implications for practice, vendors need to demonstrate proactive entrepreneurial marketing, particularly entrepreneurial orientation, to increase the performance expectancy perceived by their resellers by increasing awareness and understanding of smart micro-grid technology to cultivate its diffusion.10aentrepreneurial marketing10apower systems10aresellers10asmart micro-grid10atechnology adoption1 aKavandi, Hamidreza1 aWesterlund, Mika  uhttp://timreview.ca/article/92501475nas a2200301   4500008004100000022001400041245012800055210006900183260004200252300001000294490000600304520055700310653001900867653001400886653001500900653001500915653002500930653001500955653002700970653001400997653002501011653002001036100002301056700001801079700002301097700001701120856003601137       2015                        eng d  a1927-032100aViability Radar: A Practical Tool for Assessing the Viability of Transformative Service Innovations in a Healthcare Context0 aViability Radar A Practical Tool for Assessing the Viability of   aOttawabTalent First Networkc05/2015  a17-300 v53 aThis article develops and showcases the viability radar, which is designed to assess the innovation potential of transformative service ideas. Based on service research and innovation literature, we highlight the importance of novel simplifying technology, supporting value networks, cost-effective business models, and regulatory environments that enable the renewal of prevailing market practices. We operationalize the radar with a set of questions and assess the innovation potential of three pilot cases of new transformative healthcare services. 10abusiness model10aecosystem10ahealthcare10ainnovation10ainstitutionalization10atechnology10atransformative service10aviability10aviability assessment10aviability radar1 aHeikkilä, Marikka1 aSaarni, Jouni1 aKaartemo, Valtteri1 aKoponen, Aki  uhttp://timreview.ca/article/89501413nas a2200193   4500008004100000022001400041245002800055210002700083260004200110300001000152490000600162520091900168653002701087653001501114653001701129653001801146100001901164856003601183       2014                        eng d  a1927-032100aCyber-Attack Attributes0 aCyberAttack Attributes  aOttawabTalent First Networkc11/2014  a22-270 v43 aCyber-attacks threaten our ability to use the Internet safely, productively, and creatively worldwide and are at the core of many security concerns. The concept of cyber-attacks, however, remains underdeveloped in the academic literature. To advance theory, design and operate databases to support scholarly research, perform empirical observations, and compare different types of cyber-attacks, it is necessary to first clarify the attributes of the “concept of cyber-attack”. In this article, attributes of cyber-attacks are identified by examining definitions of cyber-attacks from the literature and information on ten high-profile attacks. Although the article will be of interest to a broad community, it will be of particular interest to senior executives, government contractors, and researchers interested in contributing to the development of an interdisciplinary and global theory of cybersecurity. 10aattack characteristics10aattributes10acyber-attack10acybersecurity1 aKadivar, Mehdi  uhttp://timreview.ca/article/84601862nas a2200301   4500008004100000022001400041245006900055210006900124260004200193300001000235490000600245520100300251653002301254653001801277653002701295653001601322653001601338653001801354653001901372653001501391653001601406100001701422700002001439700001701459700001501476700003301491856003601524       2014                        eng d  a1927-032100aOvercoming Barriers to Collaboration in an Open Source Ecosystem0 aOvercoming Barriers to Collaboration in an Open Source Ecosystem  aOttawabTalent First Networkc01/2014  a18-270 v43 aLeveraging open source practices provides value to businesses when entrepreneurs and managers understand how to collaborate effectively in an open source ecosystem. However, the complex mix of different actors and varying barriers to effective collaboration in the ecosystem pose a substantial challenge. How can a business create and capture value if it depends on effective collaboration among these different groups? In this article, we review the published research on open source collaboration and reveal insights that will be beneficial to entrepreneurs and managers. We organize the published research into four streams based upon the following actor groups: i) governance actors, ii) competitors, iii) complementors, and iv) the core community. Then, through induction and synthesis, we identify barriers to collaboration, first by ecosystem and then by actor group. Finally, we offer six recommendations for identifying and overcoming barriers to collaboration in an open source ecosystem.10abusiness ecosystem10acollaboration10acollaboration barriers10acommunities10acompetitors10acomplementors10acore community10agovernance10aopen source1 aSmith, Derek1 aAlshaikh, Asrar1 aBojan, Rawan1 aKak, Anish1 aManesh, Mohammad, Mehdi Ghar  uhttp://timreview.ca/article/75802132nas a2200265   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520130500267653001701572653005201589653002901641653002301670653001501693653002401708653002701732653001501759100001801774700001901792700001901811856003601830       2014                        eng d  a1927-032100aThe Promoting Force of Technology for Service Innovation in High-Tech Industries0 aPromoting Force of Technology for Service Innovation in HighTech  aOttawabTalent First Networkc05/2014  a40-490 v43 aThis article focuses on the interaction between the development of technology and service innovation. It goes “back to the basics” by analyzing the first theoretical contributions to the service innovation literature from the late 1980s. These contributions were heavily technologically oriented: they aimed at bringing the results of technological innovation to the realm of services. More specifically, we focus on the model of “reverse innovation cycle” on one hand, and on the first innovation-specific categorization of services on the other. The latter introduced the division into supplier-dominated, production-intensive/scale-intensive, and science-based services. Our purpose is to examine in which ways these theoretical approaches could promote our understanding about the new phenomena of technology-service interaction in innovation. In the second part of the article, we apply these approaches in five case studies that originate from different service industries and that differ in size and technologies. The findings of the analysis demonstrate that the applicability of the approaches to the case studies depends on several factors including the kind of technology involved in the innovation activities, the stage of development of this technology, and the type of service. 10acase studies10adynamic model of process and product innovation10areverse innovation cycle10aservice innovation10atechnology10atechnology adoption10atechnology development10atypologies1 aGliem, Silvia1 aKlabuhn, Janny1 aLitwin, Nadine  uhttp://timreview.ca/article/79200694nas a2200253   4500008004100000022001400041245005700055210005300112260004200165300001000207490000600217653001400223653001200237653001800249653001200267653002200279653002500301653001700326653001200343653001200355100001600367700002100383856003600404       2014                        eng d  a1927-032100aTIM Lecture Series – The Business of Cybersecurity0 aTIM Lecture Series The Business of Cybersecurity  aOttawabTalent First Networkc04/2014  a53-570 v410aanalytics10abanking10acybersecurity10ahacking10aincident response10ainformation security10aintelligence10atargets10athreats1 aGrau, David1 aKennedy, Charles  uhttp://timreview.ca/article/78500720nas a2200253   4500008004100000022001400041245007900055210006900134260004200203300000800245490000600253653001900259653002000278653001800298653001500316653001300331653001200344653001300356653001200369653001900381653001200400100001800412856003600430       2014                        eng d  a1927-032100aTIM Lecture Series – Web Infections and Protections: Theory and Practice0 aTIM Lecture Series Web Infections and Protections Theory and Pra  aOttawabTalent First Networkc03/2014  a35-0 v410aattack vectors10acountermeasures10acybersecurity10ainfections10aInternet10aprivacy10asecurity10atargets10athreat vectors10athreats1 aKwong, Arnold  uhttp://timreview.ca/article/77401689nas a2200205   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520104800271653001901319653002301338653001301361653002401374653002201398100002701420856003601447       2014                        eng d  a1927-032100aWidening the Perspective on Industrial Innovation: A Service-Dominant-Logic Approach0 aWidening the Perspective on Industrial Innovation A ServiceDomin  aOttawabTalent First Networkc05/2014  a31-390 v43 aThe 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.10aco-development10aindustrial service10apractice10asystemic innovation10avalue co-creation1 aKorhonen, Heidi, M. E.  uhttp://timreview.ca/article/79101823nas a2200253   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520106700276653001501343653002601358653001501384653002101399653001001420653002701430653001301457100001901470700002401489700002001513856003601533       2013                        eng d  a1927-032100aCorporate Lifecycles: Modelling the Dynamics of Innovation and Its Support Infrastructure0 aCorporate Lifecycles Modelling the Dynamics of Innovation and It  aOttawabTalent First Networkc10/2013  a22-290 v33 aCorporate 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.10ainnovation10aInnovation management10aleadership10amarket lifecycle10amodel10aorganizational culture10astaffing1 aKoplyay, Tamas1 aChillingworth, Lisa1 aMitchell, Brian  uhttp://timreview.ca/article/73302003nas a2200217   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520129600292653002401588653002801612653003201640100001901672700001501691700002301706700002001729856003601749       2013                        eng d  a1927-032100aFrom Ideas to Opportunities: Exploring the Construction of Technology-Based Entrepreneurial Opportunities0 aFrom Ideas to Opportunities Exploring the Construction of Techno  aOttawabTalent First Networkc06/2013  a13-200 v33 aThe transformation of business ideas into market opportunities is at the core of entrepreneurship. Nevertheless, the complexity of such a transformative process is seen to change depending on the variables influencing the opportunity-entrepreneur nexus. Although technology-entrepreneurship is regarded as a force of change and dynamism in socio-economic growth, it also depends upon an intricate process of opportunity development. The interest in understanding better how technology-based entrepreneurs simultaneously cope with technological uncertainty while trying to gain stakeholder support and access to resources, highlights a relevant research gap. The research described in this article uses the constructivist view to deepen our understanding of the technology-based entrepreneur’s conceptualization of the opportunity as a process of social construction. Our results show how initial consensus-building efforts and iteration with knowledgeable peers are an essential part of the emergence of the opportunity, changing both entrepreneur's and stakeholders' perceptions of the early business idea. Consequently, our results provide evidence in support of policy programs and measures that favour social-construction support mechanisms to foster technology-based entrepreneurship.10aconstructivist view10aentrepreneurship policy10atechnology entrepreneurship1 aGiones, Ferran1 aZhou, Zhao1 aMiralles, Francesc1 aKatzy, Bernhard  uhttp://timreview.ca/article/69200727nas a2200265   4500008004100000022001400041245005800055210005500113260004200168300001000210490000600220653002500226653001700251653001500268653001700283653001800300653001100318653001400329653001500343653002200358653001300380653001300393100001900406856003600425       2013                        eng d  a1927-032100aQ&A. Should Startups Care about Application Security?0 aQA Should Startups Care about Application Security  aOttawabTalent First Networkc07/2013  a50-520 v310aapplication security10aarchitecture10achecklists10acode reviews10acybersecurity10adesign10adetection10aprevention10asoftware security10astartups10atraining1 aKoussa, Sherif  uhttp://timreview.ca/article/70601420nas a2200205   4500008004100000022001400041245006300055210006200118260004200180300001000222490000600232520079500238653003001033653002401063653001801087653002001105100003201125700002101157856003601178       2013                        eng d  a1927-032100aRisk Management in Crowdsourcing-Based Business Ecosystems0 aRisk Management in CrowdsourcingBased Business Ecosystems  aOttawabTalent First Networkc12/2013  a32-380 v33 aThe benefits of crowdsourcing are enabled by open environments where multiple external stakeholders contribute to a firm's outcomes. However, crowdsourcing typically has been examined as a general process and not from the specific perspective of a mechanism for driving value creation and capture within a business ecosystem. In this conceptual article, we highlight this research gap by examining crowdsourcing from a business ecosystem perspective and by identifying the inherent business risks in crowdsourcing-based business ecosystems. We apply the concept of ecosystem health to the crowdsourcing context, in terms of how firms create and capture value, and we examine the methods by which these firms can maximize health by mitigating risk in crowdsourcing-based business ecosystems.10abusiness ecosystem health10abusiness ecosystems10acrowdsourcing10arisk management1 aKannangara, Suchita, Nirosh1 aUguccioni, Peter  uhttp://timreview.ca/article/75101528nas a2200217   4500008003900000022001400039245011400053210006900167260004200236300001000278490000600288520084700294653001601141653002101157653001801178653001701196653002201213100001901235700002001254856003601274       2012                          d  a1927-032100aCollective Value Creation and Empowerment in an Online Brand Community: A Netnographic Study on LEGO Builders0 aCollective Value Creation and Empowerment in an Online Brand Com  aOttawabTalent First Networkc06/2012  a12-170 v23 aOnline communities are becoming “places” 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’ members feel a sense of belonging, they share similar motivations, and they create value together.10anetnography10aonline community10aservice brand10asocial media10avalue co-creation1 aKurikko, Hanna1 aTuominen, Pekka  uhttp://timreview.ca/article/56301668nas a2200193   4500008003900000022001400039245005300053210005300106260004200159300001000201490000600211520111900217653003001336653002001366653001601386653001601402100002001418856003601438       2012                          d  a1927-032100aDesigning Viable Business Models for Living Labs0 aDesigning Viable Business Models for Living Labs  aOttawabTalent First Networkc09/2012  a19-240 v23 aOver 300 regions have integrated the concept of living labs into their economic development strategy since 2006, when the former Finnish Prime Minister Esko Aho launched the living lab innovation policy initiative during his term of European presidency. Despite motivating initial results, however, success cases of turning research into usable new products and services remain few and uncertainty remains on what living labs actually do and contribute. This practitioner-oriented article presents a business excellence model that shows processes of idea creation and team mobilization, new product development, user involvement, and entrepreneurship through which living labs deliver high-potential investment opportunities. Customers of living labs are identified as investors such as venture capitalists or industrial firms because living labs can generate revenue from them to create their own sustainable business model. The article concludes that living labs provide extensive support “lab” infrastructure and that it remains a formidable challenge to finance it, which calls for a more intensive debate.10abusiness excellence model10abusiness models10aco-creation10aliving labs1 aKatzy, Bernhard  uhttp://timreview.ca/article/60401243nas a2200217   4500008003900000022001400039245010300053210006900156260004200225300001000267490000600277520056300283653002400846653001900870653002200889653002000911653001400931100002300945700002100968856003600989       2012                          d  a1927-032100aEcosystem Under Construction: An Action Research Study on Entrepreneurship in a Business Ecosystem0 aEcosystem Under Construction An Action Research Study on Entrepr  aOttawabTalent First Networkc06/2012  a18-240 v23 aIn recent years, we have seen increasing interest in new service concepts that take advantage of the capabilities of business ecosystems instead of single companies. In this article, we describe how a business ecosystem begins to develop around a service business idea proposed by an entrepreneur. We aim to recognize the different domains of players that are or should be involved in the ecosystem while it is under construction. The article concludes with an ecosystem model consisting of six sub-ecosystems having different change drivers and clockspeeds.10abusiness ecosystems10abusiness model10abusiness networks10ahealth exercise10awellbeing1 aHeikkilä, Marikka1 aKuivaniemi, Leni  uhttp://timreview.ca/article/56401553nas a2200241   4500008003900000022001400039245006000053210005900113260004200172300001000214490000600224520086900230653001601099653001801115653002101133653001801154653002501172653001301197100001901210700002301229700002301252856003601275       2012                          d  a1927-032100aTo Internationalize Rapidly from Inception: Crowdsource0 aTo Internationalize Rapidly from Inception Crowdsource  aOttawabTalent First Networkc10/2012  a17-210 v23 aTechnology entrepreneurs continuously search for tools to accelerate the internationalization of their startups. For the purpose of internationalizing rapidly from inception, we propose that technology startups use crowdsourcing to internalize the tacit knowledge embodied in members of a crowd distributed across various geographies.  For example, a technology startup can outsource to a large crowd the definition of a customer problem that occurs across various geographies, the development of the best solution to the problem, and the identification of attractive business expansion opportunities. 

In this article, we analyze how three small firms use crowdsourcing, discuss the benefits of crowdsourcing, and offer six recommendations to technology entrepreneurs interested in using crowdsourcing to rapidly internationalize their startups from inception.10aborn global10acrowdsourcing10aentrepreneurship10aglobalization10ainternationalization10astartups1 aHeidari, Elnaz1 aAkhavannia, Mohsen1 aKannangara, Nirosh  uhttp://timreview.ca/article/61501477nas a2200241   4500008003900000022001400039245008000053210006900133260004200202300001000244490000600254520075100260653001501011653002001026653001101046653002701057653002201084100001801106700002601124700002001150700002901170856003601199       2011                          d  a1927-032100aInnovation Policy Development and the Emergence of New Innovation Paradigms0 aInnovation Policy Development and the Emergence of New Innovatio  aOttawabTalent First Networkc11/2011  a14-190 v13 aThe 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. 10ainnovation10aOpen innovation10apolicy10auser-driven innovation10avalue co-creation1 aTanev, Stoyan1 aKnudsen, Mette Præst1 aBisgaard, Tanja1 aThomsen, Merethe Stjerne  uhttp://timreview.ca/article/49601342nas a2200121   4500008004100000022001400041245006400055210006400119260004200183520094200225100001701167856003601184       2011                        eng d  a1913-610200aNew Solutions to the Funding Dilemma of Technology Startups0 aNew Solutions to the Funding Dilemma of Technology Startups  aOttawabTalent First Networkc06/20113 aThis article explores the current funding challenges facing technology startups and describes new models based on smaller investments and collective action. First, the advantages and disadvantages of traditional startup funding models are presented, with an emphasis on venture capital and angel investment. Next, an overview of existing seed funds, or seed accelerators, shows how entrepreneurs can leverage this approach to access subsequent rounds of funding and create successful ventures. Then, an overview of crowd funding is provided, including examples of companies that have adopted this approach to funding startups and their founders. Finally, the article presents the basis of a new approach that uses crowd funding as means of attracting investors to collectives. In these business ecosystems, startups are exposed to less risk and investors can benefit from attractive returns by investing in these promising startups.  
 1 aKousari, Ali  uhttp://timreview.ca/article/44901753nas a2200133   4500008004100000022001400041245005800055210005600113260004200169520133300211100001701544700002201561856003601583       2011                        eng d  a1913-610200aPrivate-Collective Innovation: Let There Be Knowledge0 aPrivateCollective Innovation Let There Be Knowledge  aOttawabTalent First Networkc01/20113 aMany innovators (companies or individuals) opt for a private innovation model. This model uses resources to create a product whose intellectual property (IP) is protected by the firm. At the opposite end of the scale is the collective innovation model, in which innovators collaborate and expend resources to produce a public good. Many free/libre open source software (F/LOSS) projects rely on collective innovation. Some innovators are now combining the two models into a private-collective innovation model, in which an innovator may chose to collaborate with other innovators and spend private resources while still keeping some IP private. For example, a company may release its product's source code to the public in the hope of attracting a community of contributing developers. Such a company commits its own resources to a project, but may still hold on to the intellectual property.

The success of private-collective innovation is dependent on many factors including: project interest and value, company reputation, and project status. There are benefits and risks to private-collective innovation which must be carefully weighed before making a decision to employ this model. Private-collective innovation involves the sharing of knowledge and, in some cases, the sharing of IP that may or may not be patented. 
 1 aKousari, Ali1 aHenselmans, Chris  uhttp://timreview.ca/article/41101386nas a2200145   4500008004100000022001400041245005300055210005200108260004200160520093300202100002501135700002101160700002301181856003601204       2011                        eng d  a1913-610200aRenewal Through Co-Creation in Business Networks0 aRenewal Through CoCreation in Business Networks  aOttawabTalent First Networkc03/20113 aThis article presents four models of business renewal within networks based on a theoretical framework developed from earlier literature. According to the typical dimensions of business development, our framework distinguishes between the exploitation of present knowledge for efficiency and the exploration of new knowledge for new business development. Furthermore, the two network development and governance types (i.e., hub-spoke and multiplex) form the other dimension of the framework. The framework was empirically tested with five case companies and their business networks. The framework of network models may help managers to structure the business network and its renewal based on the strategic targets of a firm. Furthermore, the theoretical contribution of the paper deepens the understanding of how co-creation and interaction between the participants differ according to business focus and complexity of networks.1 aHyötyläinen, Raimo1 aValkokari, Katri1 aKalliokoski, Petri  uhttp://timreview.ca/article/42601150nas a2200145   4500008004100000022001400041245003400055210003000089260004200119520075400161100002100915700001500936700001700951856003600968       2011                        eng d  a1913-610200aThe Social Management of Risk0 aSocial Management of Risk  aOttawabTalent First Networkc04/20113 aIn this article, we discuss a conceptual framework on the social management of risk and highlight the role of the community sector in that process. We introduce the topic of risk, illustrate how it is distinct from the concept of uncertainty, and show how different social actors assess risk differently. Next, we introduce the "social management of risk" approach, which takes a broad view of the potential actors involved in pursuing societal objectives in relation to risk. Finally, we discuss the role of the community sector is the social management of risk. While this framework is presented in the context of social policy, it can be generalized to any situations where social actors respond to and manage risks in a multi-player environment.1 aPéloquin, David1 aKunz, Jean1 aGaye, Nicola  uhttp://timreview.ca/article/43502391nas a2200133   4500008004100000022001400041245004300055210004000098260004200138520200800180100001702188700001602205856003602221       2010                        eng d  a1913-610200aEditorial: Cloud Services (April 2010)0 aEditorial Cloud Services April 2010  aOttawabTalent First Networkc04/20103 aCloud computing may be the  biggest game changer within the enterprise since the adoption of the Internet in the 1990s and the personal computer in the 1980s. The economic climate, coupled with the rate at which technology is changing, is forcing companies to reduce information technology (IT) expenditures, increase productivity, and build more collaborative solutions as opposed to building everything internally. Cloud computing allows companies to outsource functions that are not core to their business or have become a commodity. Much of the technology driving cloud computing services is open source software. The LAMP stack has become widely adopted as the standard engine running much of the cloud services. With the exception of Microsoft's Azure cloud platform, most cloud service providers have embraced open source software, allowing them to drive costs down while providing reliable services for their customers.

Pay-as-you-go is the new economic model for IT as we enter a new decade. Gone will be the days of making large purchases of commercial software with huge maintenance costs. In this new world, enterprises will consume only the services they need, only when they need them, and will pay for the resources required to scale up and down as necessary. This paradigm shift should force IT executives to focus more on building business functionality and less on managing and maintaining infrastructure and commodity applications. Open source software will play a huge role in making the shift to cloud computing economically feasible. At the same time, commercial software companies are racing to the cloud and are struggling to replace their expensive software licensing models with a pay-as-you-go model in order to make them an attractive alternative to open source software in the cloud. It should be interesting to see how this plays out over the next few years. The articles that follow provide insights into what cloud computing is and how it is changing the IT landscape.1 aLavigne, Dru1 aKavis, Mike  uhttp://timreview.ca/article/33801899nas a2200133   4500008004100000022001400041245004000055210003700095260004200132520151800174100001701692700002001709856003601729       2010                        eng d  a1913-610200aEditorial: Go To Market (July 2010)0 aEditorial Go To Market July 2010  aOttawabTalent First Networkc07/20103 aHistorically, the concept of going to market is fraught with misinterpretation, doubt, and anxiety. In Canada, the term "go to market" typically means the task of readying a product for market. In this context, it is interchangeable with "commercialization," which is another concept suffering in Canada from a definition that generally does not go beyond a software maker's front door. In other parts of the world, and specifically in the U.S., the term "go to market" is clearly interpreted as meaning all the activities required to successfully launch a product into the marketplace and realize both market share and profit.

Going to market is about bringing the right benefit to the right market at the right price through the right channels. Ideally, the entire go-to-market process begins with the identification of a problem or sought-after benefit that a market segment has deemed a priority. More realistically, though, it begins with identifying the segment that best suits the software offering and then determines the business model, positioning and message, pricing, channels, and engagement techniques that will work best in building share in that segment. This issue attempts to take some of the doubt and anxiety from what seems to be the daunting task of pushing a product out of the door and into the harsh realities of a demanding market. It provides clear-eyed discussions of some of the main components, tips and advice from the "battle-scarred," and useful tools that can be readily used.1 aLavigne, Dru1 aKershey, Corien  uhttp://timreview.ca/article/36102292nas a2200145   4500008004100000022001400041245003500055210003200090260004200122520188800164100001702052700001702069700002402086856003602110       2010                        eng d  a1913-610200aEditorial: Mobile (March 2010)0 aEditorial Mobile March 2010  aOttawabTalent First Networkc03/20103 aOpen source software and hardware has become an accepted way of developing new and interesting applications in many information and communication technology domains: operating systems, databases, Web infrastructure, and applications. It's not surprising that with the increasing popularity of mobile handheld devices, users and researchers have explored the power of open approaches to providing innovative new applications and services in this domain. However, unlike personal computers and the Internet, mobile handsets were tightly controlled by mobile network operators (MNOs) who developed a vertical ecosystem by integrating the communication infrastructure, the handheld device hardware, and often the applications installed on those devices. The software and protocols running the mobile communications infrastructure and devices are often standardized by membership-only bodies, where large MNOs and manufacturers have a predominant influence. These players invest significant financial resources into shaping the industry along their vision to gain a competitive advantage. A current example is the ongoing battle about the dominant radio access technology for 4G cellular systems: LTE vs. Wimax. 

These trends have changed recently. Companies such as Google, Nokia, or Openmoko and Industry Alliances such as the Open Handset Alliance are providing the core building blocks, both in hardware as well as software, of increasingly open mobile devices. This issue of the OSBR reviews the relevant trends in the open mobile platform space from a number of perspectives. As the articles in these issue show, there is a lot of exciting ongoing work that brings the power of open source development to the mobile space. This trend is not just confined to the mobile devices as there are also efforts in the development of open mobile infrastructure elements and whole systems.1 aLavigne, Dru1 aKunz, Thomas1 aLefebvre, François  uhttp://timreview.ca/article/32901513nas a2200121   4500008004100000022001400041245008300055210006900138260004200207520108700249100001901336856003601355       2010                        eng d  a1913-610200aEstablishing and Engaging an Active Open Source Ecosystem with the BeagleBoard0 aEstablishing and Engaging an Active Open Source Ecosystem with t  aOttawabTalent First Networkc03/20103 aThere should be little doubt that any given area of technology will eventually be occupied by open solutions. Rather, it is a question of "who" and "when." In mobile and embedded platforms, there is not a single dominant proprietary solution to displace, unlike desktop software. Instead, open software produces interface and compatibility experiences on par with proprietary software.

At points where no proprietary solution is clearly differentiated from open solutions and the barriers to participation are kept low, open innovation thrives at the forefront of the technology. This article introduces BeagleBoard, a project that creates powerful, open, and embedded devices based on the BeagleBoard hardware, a low-cost, fan-less single-board computer. By lowering the barriers to participation and making commitments to support and sustain the architecture to preserve the innovation from that participation, BeagleBoard.org has built an active and growing community of hobbyists and professionals advancing the state of the art in low-power embedded computing, here and now.1 aKridner, Jason  uhttp://timreview.ca/article/33101044nas a2200157   4500008004100000022001400041245007400055210006900129260004200198520052300240100002200763700002100785700002400806700002000830856003600850       2010                        eng d  a1913-610200aExperiences From the OSSIE Open Source Software Defined Radio Project0 aExperiences From the OSSIE Open Source Software Defined Radio Pr  aOttawabTalent First Networkc03/20103 aThis article briefly describes OSSIE, a university-based open source Software Defined Radio project based on the U.S. Department of Defense's Software Communications Architecture. The OSSIE software has proven useful for rapid prototyping by industry as well as for published research and education of hundreds of graduate and undergraduate students and short course participants. In addition to examples of OSSIE's successes, the project's challenges and approaches to mitigating and overcoming them are described. 
1 aDietrich, Carl, B1 aReed, Jeffrey, H1 aEdwards, Stephen, H1 aKragh, Frank, E  uhttp://timreview.ca/article/33401332nas a2200121   4500008004100000022001400041245006500055210006200120260004200182520093000224100002001154856003601174       2010                        eng d  a1913-610200aGo-to-Market Targeting: Know the Market and Whether It Cares0 aGotoMarket Targeting Know the Market and Whether It Cares  aOttawabTalent First Networkc07/20103 aThis article explores the importance of good segmenting and targeting to early-stage companies. Most software companies fail within the first three years, and one of the prime reasons is a lack of a focused approach to a single, carefully-chosen target market. Most software companies take the approach of attacking multiple segments simultaneously to see which will work out best, but run out of time and money before they reach an answer. A concentrated strategy that focuses resources on a single segment that the company can win and dominate quickly significantly reduces go-to-market risk. Choosing a segment in the right direction is more important than choosing the right segment.

This article provides a series of six steps to help companies work through a segmenting and targeting exercise that will give them the best chance of success. The article provides real-world tools to help deal with an essential issue.1 aKershey, Corien  uhttp://timreview.ca/article/36201487nas a2200121   4500008004100000022001400041245004900055210004500104260004200149520111700191100002101308856003601329       2010                        eng d  a1913-610200aThe State of Free Software in Mobile Devices0 aState of Free Software in Mobile Devices  aOttawabTalent First Networkc03/20103 aI started using GNU/Linux and Free Software in 1992. In those days, while everything I needed for a working computer was generally available in software freedom, there were many components and applications that simply did not exist. For highly technical users who did not need many peripherals, the Free Software community had reached a state of complete software freedom. Yet, in 1992, everyone agreed there was still so much work to be done. Even today, we still strive for a desktop and server operating system, with all relevant applications, that grants complete software freedom.

Looked at broadly, mobile telephone systems are not all that different from those 1992-era GNU/Linux systems. The basics are currently available as Free, Libre, and Open Source Software (F/LOSS). If you need only the bare minimum of functionality, you can, by picking the right phone hardware, run an almost completely F/LOSS operating system and application set. Yet, we have so far to go. This article discusses the current penetration of F/LOSS in mobile devices and offers a path forward for free software advocates. 
1 aKuhn, Bradley, M  uhttp://timreview.ca/article/33600694nas a2200133   4500008004100000022001400041245003600055210003500091260004200126520032100168100001500489700002000504856003600524       2009                        eng d  a1913-610200aBusiness Intelligence: A Primer0 aBusiness Intelligence A Primer  aOttawabTalent First Networkc09/20093 aThis article provides a primer on business intelligence (BI) and serves as an introduction to the concepts used throughout the rest of the articles in this issue of the OSBR. We define BI, discuss the components of a BI solution, explain the types of BI tools and provide a brief overview of the evolution of BI. 
 1 aKemp, John1 aDietz, Benjamin  uhttp://timreview.ca/article/28401382nas a2200121   4500008004100000022001400041245007000055210006800125260004200193520097300235100001601208856003601224       2009                        eng d  a1913-610200aCo-creation: a New Way of Doing Business in an Age of Uncertainty0 aCocreation a New Way of Doing Business in an Age of Uncertainty  aOttawabTalent First Networkc11/20093 aCo-creation can be defined as the continual feedback loop and collaboration with all stakeholders in a value chain throughout any given process of designing, developing and implementing meaningful products, services, organizational and strategic changes. It replaces the hierarchical approach to management and the linear approach to innovation, affording all stakeholders the possibility to influence and bring forth meaningful and relevant solutions in a collaborative environment. Co-creation results in the development of goods, services and experiences that are uniquely designed to meet people's particular needs, values, meaning and context. It leads to a profitable advantage for both companies and the people who will be using these goods and services as well as for the people working within the organizations. The purpose of this article is to share some experience -driven insights on how co-creation could help businesses to live in an age of uncertainty.1 aKirah, Anna  uhttp://timreview.ca/article/30401606nas a2200133   4500008004100000022001400041245004800055210004500103260004200148520121300190100001701403700001601420856003601436       2009                        eng d  a1913-610200aEditorial: Women in Open Source (June 2009)0 aEditorial Women in Open Source June 2009  aOttawabTalent First Networkc06/20093 aWhether you look at industry studies, online articles, or perhaps even around your own company, you'll see that women make up a small percent of the people working in free/libre and open source software (F/LOSS). Over the years there's been a growing interest in why so few women participate in this rapidly growing community and, more importantly, what can be done to help encourage more participation. Fortunately, members of the community - both male and female - are actively ramping up their efforts to attract more women to the F/LOSS community.

Resources such as LinuxChix.org, the Geek Feminism Wiki, as well as publications, blogs, and articles written by and about women, draw attention to this growing, influential group of F/LOSS participants. Events, such as the Women in Open Source track at the Southern California Linux Expo, help women network and connect with other members of the F/LOSS community, while also increasing their visibility.

In this issue of the Open Source Business Resource, innovative, energetic women discuss their specific projects, what other women in the field are doing, and their efforts to promote F/LOSS to people within their communities and internationally.1 aLavigne, Dru1 aKite, Rikki  uhttp://timreview.ca/article/25501694nas a2200121   4500008004100000022001400041245009600055210006900151260004200220520125300262100002101515856003601536       2009                        eng d  a1913-610200aThe Micro- and Macro-levels of Co-creation: How Transformations Change People's Preferences0 aMicro and Macrolevels of Cocreation How Transformations Change P  aOttawabTalent First Networkc11/20093 aRadical technologies can lead to extreme transformations of their users and even societies. Innovation researchers, archeologists, economic- and technological historians, and other scholars have studied past radical innovations to rationalize how these innovations emerged. This knowledge is indispensible for business and governmental decision makers. However, most research studies lack the human dimensions, such as "what did these innovative people think?" and "what were their personal motivations?". In many instances, we don't even know who the inventors were. In this article, we argue that a better understanding of personal transformations may lead to an increase of co-creation effectiveness and efficiency.

First, this article will explore the nature of the personal transformations taking place among ordinary people as consumers and users of cultural institutions. Such institutions have been created to enable people to learn and grow individually and to create a sense of community and cohesion. Second, we discuss the co-creation aspects of personal transformation processes. This will be seen in two contexts: that of the individual who is transformed, and in terms of the different value contributions to a community of users.1 aKristensen, Tore  uhttp://timreview.ca/article/30300706nas a2200121   4500008004100000022001400041245006900055210006800124260004200192520029900234100001500533856003600548       2009                        eng d  a1913-610200aOpen Source: Shifting Buying and Evaluation Patterns of BI Users0 aOpen Source Shifting Buying and Evaluation Patterns of BI Users  aOttawabTalent First Networkc09/20093 aThe emergence of open source software (OSS) has changed the buying patterns and approaches for the evaluation and selection of business intelligence (BI) tools.  This article discusses how the buying patterns have changed and what it means for businesses looking at open source BI software. 
 1 aKemp, John  uhttp://timreview.ca/article/28600508nas a2200121   4500008004100000022001400041245008800055210006900143260004200212520008000254100001600334856003600350       2009                        eng d  a1913-610200aQ&A. How can an individual or small business give back to an open source community?0 aQA How can an individual or small business give back to an open   aOttawabTalent First Networkc02/20093 aHow can individual or small business give back to an open source community?1 aKavis, Mike  uhttp://timreview.ca/article/23102155nas a2200133   4500008004100000022001400041245005600055210005400111260004200165520174100207100002001948700001701968856003601985       2009                        eng d  a1913-610200aA RESTful Implementation of Geospatial Web Services0 aRESTful Implementation of Geospatial Web Services  aOttawabTalent First Networkc02/20093 aIn "What is Web 2.0?" Tim O'Reilly identifies the characteristics that distinguish Web 2.0 from the first generation of Web applications. One key aspect is participation. Instead of users simply consuming information, Web 2.0 technology enables all of us to participate in building content. The power of Web 2.0, in Tim O?Reilly?s words, is that it provides a platform for "harnessing collective intelligence". Perhaps the best known example of this is Wikipedia, which is distinguished from other online encyclopedias by the fact that its content is provided by users rather than a small group of experts. This model has been so successful, even the Encyclopedia Britannica has adopted a Web 2.0 approach.

A critical challenge to participation is interoperability--integrating the islands of technology that characterize most information technology organizations. There have been earlier attempts to create a standard framework for distributed computing such as CORBA and DCOM, but the complexity of these environments has limited their adoption. A more recent and simpler approach is Representational State Transfer (REST). In this article we begin with an examination of the critical challenges facing organizations responsible for maintaining our utility, telecommunications and transportation infrastructure, outline how open standards are helping to address these challenges, and then discuss how geospatial data and services can be exposed over the web. We introduce REST, outline a RESTful implementation of geospatial web services that provides simple and open access to geospatial data over the web using standard web protocols, and describe a prototype web site developed using RESTful web services by the City of Nanaimo.1 aKurtagic, Haris1 aZeiss, Geoff  uhttp://timreview.ca/article/23801583nas a2200145   4500008004100000022001400041245008000055210006900135260004200204520109100246100001801337700001901355700002701374856003601401       2009                        eng d  a1913-610200aValue Co-creation as Part of an Integrative Vision of Innovation Management0 aValue Cocreation as Part of an Integrative Vision of Innovation   aOttawabTalent First Networkc12/20093 aValue co-creation is an emerging concept in business, marketing and innovation management. Its growing interest points to the emergence of a new semantic wave in innovation research that requires the adoption of new terminology, frameworks and fields of research exploration. There is a number of existing research streams that provide a solid starting point in the discussion of different perspectives on co-creation. One key research aspect that needs to be further addressed is the potential benefits from the adoption of value co-creation practices and strategies.

This article shares insights from an attempt to position the value co-creation paradigm within an integrative vision for innovation management research and practices. This positioning is a challenging task as the meaning of the terms "value co-creation" and "integrative" innovation management need to be more fully clarified. We attempt to identify an appropriate plane of conceptual integrity that could be used to describe the innovation management field within the context of its relation to value co-creation.1 aTanev, Stoyan1 aKnudsen, Mette1 aGerstlberger, Wolfgang  uhttp://timreview.ca/article/30902215nas a2200121   4500008004100000022001400041245006500055210006400120260004200184520181700226100001402043856003602057       2009                        eng d  a1913-610200aViable Business Models for Corporate Co-creation Communities0 aViable Business Models for Corporate Cocreation Communities  aOttawabTalent First Networkc11/20093 aThe participation of people in online communities is rapidly increasing and the shared data, information and knowledge in these communities is becoming greater and more diverse. The social community Facebook.com has over 300 million active members and over 40 billion photos uploaded to the site each month. Wikipedia.org has more than 75,000 active contributors, who are working on 10 million articles in more than 260 languages.

The opportunities of these large sources of information gathered in communities are being discovered by companies. Harley Davidson has established a large community where motorbikes and accessories are presented and discussed by members. Moreover, members interact about user- and maintenance tips. Participation in this community has been found to increase the commitment and affection for the Harley Davidson brand. The toy manufacturer LEGO has over 2.5 million participants in their community, 40% are adults, and 3,000 new designs are uploaded to this community weekly. The best designs are produced and sold in stores.

The use of co-creation communities seems promising. However, the main business model elements that strengthen successful co-creation communities have not been defined yet. The elements of these communities that create value, that require resources, and that incur costs have not been explored in detail. The objective of this article is to provide insights into three main business model elements of co-creation communities: the value proposition, the value network, and the revenue model. These elements will be specified for distinctive new product development phases. The insights are obtained from our in-depth study of seven co-creation communities. We will conclude with some recommendations for creating successful co-creation communities. 
 1 aKamp, Kim  uhttp://timreview.ca/article/30000892nas a2200121   4500008004100000022001400041245004700055210004700102260004200149520052700191100001600718856003600734       2008                        eng d  a1913-610200aOpen Source Vulnerability Database Project0 aOpen Source Vulnerability Database Project  aOttawabTalent First Networkc06/20083 aThis article introduces the Open Source Vulnerability Database (OSVDB) project which manages a global collection of computer security vulnerabilities, available for free use by the information security community. This collection contains information on known security weaknesses in operating systems, software products, protocols, hardware devices, and other infrastructure elements of information technology. The OSVDB project is intended to be the centralized global open source vulnerability collection on the Internet.1 aKouns, Jake  uhttp://timreview.ca/article/15500940nas a2200121   4500008004100000022001400041245006600055210006500121260004200186520053600228100001800764856003600782       2008                        eng d  a1913-610200aTIM Lecture Series: Privacy and Security in a Connected World0 aTIM Lecture Series Privacy and Security in a Connected World  aOttawabTalent First Networkc05/20083 aOn May 7, 2008, Douglas G. King, Assistant Professor of Systems and Computer Engineering at Carleton University, delivered a presentation entitled "Privacy and Security in a Connected World".

The TIM Lecture Series provides a forum to promote the transfer of knowledge from university research to technology company executives and entrepreneurs as well as research and development personnel. This conference report presents the key messages and insights from the three sections discussed during Professor Kunz's presentation.
 1 aKing, Douglas  uhttp://timreview.ca/article/14900933nas a2200121   4500008004100000022001400041245006400055210006100119260004200180520053600222100001700758856003600775       2008                        eng d  a1913-610200aTIM Lecture Series: Wireless Sensor Networks: What and Why?0 aTIM Lecture Series Wireless Sensor Networks What and Why  aOttawabTalent First Networkc05/20083 aOn April 30, 2008, Thomas Kunz, Director of the Talent Innovation Management (TIM) program at Carleton University delivered a presentation entitled "Wireless Sensor Networks: What and Why?". 

The TIM Lecture Series provides a forum to promote the transfer of knowledge from university research to technology company executives and entrepreneurs as well as research and development personnel. This conference report presents the key messages and insights from the three sections discussed during Professor Kunz's presentation.
 1 aKunz, Thomas  uhttp://timreview.ca/article/14800807nas a2200121   4500008004100000022001400041245006300055210006100118260004200179520040600221100002200627856003600649       2008                        eng d  a1913-610200aTIM Series: Practicing Safe Software: Good Software Record0 aTIM Series Practicing Safe Software Good Software Record  aOttawabTalent First Networkc07/20083 aOn June 18, 2008, Mahshad Koohgoli, CEO of Protecode, delivered a presentation entitled "Practicing Safe Software: Good Software Record". This section provides the key messages from the lecture. Mashad's lecture discussed the drivers behind establishing software IP (intellectual property) pedigree as well as the preventive and corrective methods of detecting and managing external IP in a project.
1 aKoohgoli, Mahshad  uhttp://timreview.ca/article/16900655nas a2200121   4500008004100000022001400041245003800055210003800093260004200131520030600173100001800479856003600497       2008                        eng d  a1913-610200aUses of Creative Commons Licenses0 aUses of Creative Commons Licenses  aOttawabTalent First Networkc04/20083 aA recent study examined the uses of Creative Commons (CC) licenses and their potential to resolve the conflict surrounding copyright law in the digital communications era. This article summarizes the major findings of that study, originally published in the Journal of Computer-Mediated Communication.1 aKim, Minjeong  uhttp://timreview.ca/article/13700786nas a2200133   4500008004100000022001400041245003700055210003700092260004200129520040400171100001900575700002200594856003600616       2007                        eng d  a1913-610200aEnsuring Software IP Cleanliness0 aEnsuring Software IP Cleanliness  aOttawabTalent First Networkc12/20073 aAt many points in the life of a software enterprise, determination of intellectual property (IP) cleanliness becomes critical. The value of an enterprise that develops and sells software may depend on how clean the software is from the IP perspective. This article examines various methods of ensuring software IP cleanliness and discusses some of the benefits and shortcomings of current solutions.1 aMayer, Richard1 aKoohgoli, Mahshad  uhttp://timreview.ca/article/10301501nas a2200121   4500008004100000022001400041245002900055210002900084260004200113520117400155100001501329856003501344       2007                        eng d  a1913-610200aOpen Source as Community0 aOpen Source as Community  aOttawabTalent First Networkc09/20073 aWhat does it really mean to participate in an open source software community? If a company's open source strategy is limited to acting as end user of open source software, is there a business need to understand the nature of open source communities? Should it be the goal of all businesses to become an active participant in open source communities, or become recognized as a significant contributor?

Business users of open source software can broadly be divided into those who use open source software as end-users, and those who incorporate underlying open source technology into their products and services. This article will first address both these groups with the important facets of understanding and evaluating community in the selection of open source software, and then elaborate on the role of active participation in open source communities to enhance the value that can be obtained from the use of open source. It is based upon lessons I've learned from becoming progressively involved in a particular open source software community, Tikiwiki, and comparisons with other open source communities which I've made to identify commonalities and differences.1 aKo, Nelson  uhttp://timreview.ca/article/7801706nas a2200121   4500008004100000022001400041245005600055210005400111260004200165520131800207100002301525856003601548       2007                        eng d  a1913-610200aA Rallying Moment for Canadian Open Source Software0 aRallying Moment for Canadian Open Source Software  aOttawabTalent First Networkc12/20073 aIn the Canadian copyright reform arena, the events of early December, 2007 changed everything.

In late November, it was widely anticipated that new copyright legislation would be introduced in the model of the controversial American Digital Millennium Copyright Act (DMCA). The bill was rumored to include harsh anti-circumvention laws, which grant software distributors the right to seek legal remedies for circumvention of technological locks on content. In response, veteran Canadian copyright advocates issued an appeal to Canadians to take an interest in the bill and to call for fair and balanced copyright. 

Canadian citizens answered that call in unexpected numbers, both online and offline. A Facebook group, called Fair Copyright for Canadians, grew to over 25,000 members within two weeks, and provided grassroots advocacy tools to citizens. A new website, called CopyrightforCanadians.ca, established itself as a centre for news on the bill and consumer advocacy. Using these tools, Canadians wrote letters, met with politicians, and demanded balance.  With their words and their actions, not only did Canadians delay the introduction of the bill until next year, but they put copyright in the spotlight and showed legislators that fair and balanced copyright can capture the public imagination.1 aKaplan-Myrth, Andy  uhttp://timreview.ca/article/104