00503nas 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/143101628nas 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/141400568nas 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/134901917nas 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/1365