01599nas 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/133801602nas 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/138701423nas 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/1267