02017nas 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/110301689nas 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/791