01792nas a2200277   4500008004100000022001400041245006900055210006600124260004200190300001000232490000700242520099200249653001501241653001501256653001401271653002201285653002301307653002101330653002701351653001701378653002701395653002201422100002001444700002001464856003001484       2020                        eng d  a1927-032100aA Triadic Actor View of Value Co-creation in Business Incubation0 aTriadic Actor View of Value Cocreation in Business Incubation  aOttawabTalent First Networkc08/2020  a27-370 v103 aIn this paper we view an incubator as a service entity that may take different forms. We contribute to the literature by exploring the utility of the service-dominant logic (SDL) paradigm (Vargo &amp; Lusch, 2016) to better understand incubation operations. Value co-creation is a central axiom of SDL, as is engagement with a supporting service ecosystem. Whilst some studies have considered dyadic incubator-client value creation arrangements, we extend this to include interaction with other service ecosystem stakeholders that we characterise as investors. This way a triadic interaction model is presented. We consider four different cases of a service entity supporting start-up development from this actor-oriented perspective. Adopting a client company perspective, we draw a parallel between various kinds of incubation services and department stores, where clients may access what they need when they need it from a variety of offerings, and obtain the assistance they require.10aco-working10aincubators10ainvestors10aknowledge-sharing10aservice ecosystems10aservice entities10aservice-dominant logic10astakeholders10atriadic relationships.10avalue co-creation1 aBeckett, Ronald1 aDalrymple, John  utimreview.ca/article/137801750nas a2200289   4500008004100000022001400041245004200055210004200097260004200139300001000181490000600191520096600197653002001163653001701183653001901200653002201219653001101241653002501252653001801277653002401295653002401319653001301343653002201356100002401378700002001402856003801422       2019                        eng d  a1927-032100aBusiness Model Architecture by Design0 aBusiness Model Architecture by Design  aOttawabTalent First Networkc07/2019  a16-270 v93 aIn this article, we view business models as complex deal-making activity systems organized to create, deliver, and capture value. Unlike some other viewpoints, we emphasize both system components and their interconnection. Business activities are carried out by a network of actors drawing on a network of resources, and individual firms seek to configure these intersecting networks to enhance their competitive positioning. The business model literature refers to the significance of antecedent activities in providing context – opportunities the firm decides to pursue, the strategy adopted, and requisite capabilities. Drawing on this literature, we propose an approach to framing business model context. Drawing on the information systems literature, we identify a toolkit facilitating activity system architecture design. We suggest how this both draws out the underlying complexity of a business model and shows how a multiplicity of views makes sense.10aactivity theory10aarchitecture10abusiness model10abusiness networks10adesign10adynamic capabilities10aISO/IEC 4201010amultiple viewpoints10arelationship matrix10astrategy10aZachman framework1 aBeckett, Ronald, C.1 aDalrymple, John  uhttps://timreview.ca/article/1252