02028nas a2200253   4500008004100000022001400041245006100055210005800116260004200174300001000216490000700226520131200233653001401545653001301559653003101572653002101603653002201624653001601646100001901662700001701681700002501698700002101723856003001744       2020                        eng d  a1927-032100aSelling Data-Based Value in Business-to-Business Markets0 aSelling DataBased Value in BusinesstoBusiness Markets  aOttawabTalent First Networkc01/2020  a45-530 v103 aThe purpose of this paper is to study what aspects a sales function needs to consider when selling new data-based value in business-to-business (B2B) markets. The paper combines literature on the business-to-business sales process with data-based value. The study includes altogether 29 qualitative interviews from eight companies, representing seller companies at different stages in big data utilization. In addition, the study includes customer perspectives with six interviews from four customer companies. As a result, selling new data-based value is studied from several perspectives. First, we evaluate the impacts of the generated new data-based value from the seller and the market perspective. Secondly, we study what sales representatives need to understand, both from the customer’s perspective, and in relation to data and digital solutions during the sales process. Thirdly, on the customer side, we explore the roles of “digitalist” and old-school buyers, and their effect on the sales process. Our research findings highlight the crucial understanding of customer business and knowledge about real-time data management, digital twins, and artificial intelligence (AI) when selling data-based solutions that create real-time data, recommendations, and value for a customer’s business.10aB2B sales10abig data10abusiness-to-business sales10adata-based value10adigital solutions10avalue sales1 aRantala, Tuija1 aApilo, Tiina1 aPalomäki, Katariina1 aValkokari, Katri  utimreview.ca/article/131301598nas 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/121602017nas 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/110302124nas a2200277   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520132400282653001101606653001801617653001501635653001501650653001801665653001601683653001001699653001301709100002101722700002101743700002101764700002401785856003701809       2017                        eng d  a1927-032100aOrchestrating Innovation Ecosystems: A Qualitative Analysis of Ecosystem Positioning Strategies0 aOrchestrating Innovation Ecosystems A Qualitative Analysis of Ec  aOttawabTalent First Networkc03/2017  a12-240 v73 aThis article explores how firms can orchestrate innovation ecosystems to enhance collaboration for innovation among different actors. Most previous research on ecosystems has focused on firm-level strategies to operate in an ecosystem rather than the composition or orchestration of an ecosystem as a whole. However, finding the balance between the self-interests of involved actors is critical in order to create collaborative settings that induce different parties to jointly develop and put their best efforts into a joint endeavour. Thus, we undertook a qualitative study with 35 case companies from the metal and engineering industries, each of whom was interested in developing their position in ecosystems and improving their relational business practices. The findings suggest that there is an essential ecosystem competence that is needed by all actors in an ecosystem, regardless of their position, and that is the ability to manage dynamic strategic interactions related to innovation. This competence enables them to ensure the future vitality of the ecosystem and their own business. These results highlight the need for managers to profile their own company’s role in an ecosystem in relation to the type of ecosystems, while simultaneously evaluating the ecosystem’s ability and potential to survive.10aactors10acollaboration10aecosystems10ainnovation10aorchestration10apositioning10aroles10astrategy1 aValkokari, Katri1 aSeppänen, Marko1 aMäntylä, Maria1 aJylhä-Ollila, Simo  uhttp://timreview.ca/article/106101576nas a2200229   4500008004100000022001400041245006700055210006500122260004200187300000900229490000600238520091300244653002001157653001901177653001501196653002101211653001501232653001901247100002201266700002101288856003701309       2016                        eng d  a1927-032100aA Framework for Sustainable Circular Business Model Innovation0 aFramework for Sustainable Circular Business Model Innovation  aOttawabTalent First Networkc07/2016  a5-120 v63 aThe circular economy concept is a novel economic model aiming to foster sustainable economic growth, boost global competitiveness, and generate new jobs. In order to make the circular economy mainstream, radical and systemic innovation is needed. Currently, a majority of the business modelling tools and methods lack at least some of the identified and needed elements for innovating business models in a circular economy. In this article, we build a framework for sustainable circular business model innovation by adding important perspectives: recognizing trends and drivers at the ecosystem level; understanding value to partners and stakeholders within a business; and evaluating the impact of sustainability and circularity. We present the results of a case study with a startup company, which was designed to test the framework and provide a concrete example of its usage and future development needs.10abusiness canvas10abusiness model10acase study10acircular economy10ainnovation10asustainability1 aAntikainen, Maria1 aValkokari, Katri  uhttp://timreview.ca/article/100001817nas a2200253   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520103400292653002301326653001601349653002101365653001401386653002501400653002401425653002001449653002301469653001401492100002101506856003601527       2015                        eng d  a1927-032100aBusiness, Innovation, and Knowledge Ecosystems: How They Differ and How to Survive and Thrive within Them0 aBusiness Innovation and Knowledge Ecosystems How They Differ and  aOttawabTalent First Networkc08/2015  a17-240 v53 aIn management studies, the ecosystem metaphor is often utilized without clear definition and, thereby, several partially overlapping concepts such as industrial, business, service, innovation, and knowledge ecosystems have been introduced. The purpose of this conceptual article is to go beyond the confusion to define what is meant by different concepts regarding an ecosystem and especially describe the relationships between the three different ecosystem types: business, innovation, and knowledge ecosystems. The article contributes to the literature by describing how the ecosystem types differ in terms of their outcomes, interactions, logic of action, and actor roles. The results show that the three ecosystem types are interconnected from the viewpoint of the ecosystem actor. For practitioners, the article sheds more light on how the rules of the game (i.e., the logic of action) differ in the different types of ecosystems and demonstrates that different models are needed in order to operate in different ecosystems.10abusiness ecosystem10acommunities10aconceptual paper10aecosystem10ainnovation ecosystem10aknowledge ecosystem10alogic of action10aman-made ecosystem10aplatforms1 aValkokari, Katri  uhttp://timreview.ca/article/91900656nas a2200217   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257653001600263653001800279653001800297653001500315653001500330653002000345653001600365100002100381856003600402       2015                        eng d  a1927-032100aQ&A. In the Innovation Game, Why Do So Many Companies Stay on the Sidelines?0 aQA In the Innovation Game Why Do So Many Companies Stay on the S  aOttawabTalent First Networkc11/2015  a35-390 v510aco-creation10aco-innovation10acollaboration10ainnovation10alead users10aOpen innovation10aopen source1 aValkokari, Katri  uhttp://timreview.ca/article/94401386nas 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/426