01475nas a2200241   4500008004100000022001400041245003300055210003300088260004200121300001000163490000600173520085200179653001501031653002201046653001401068653001701082653002101099653001801120653002501138653001701163100001701180856003601197       2014                        eng d  a1927-032100aImprovising Entrepreneurship0 aImprovising Entrepreneurship  aOttawabTalent First Networkc07/2014  a22-260 v43 aImprovisation is reviewed in the context of mainstream routines that modern startups use to adapt to changing environments. The increasing interest in flexible methodologies such as lean startup is one indication that organizations need to consider alternatives when the rate of change exceeds the ability to plan for it. Empirical studies indicate that improvisation is an important, yet understudied part of organizational life in new ventures. It is argued that entrepreneurs improvise not just out of necessity, but because they have chosen an occupation that is congruent with the practice and likely have a disposition towards the behaviour. Lessons from contexts in jazz and theatre are provided for entrepreneurs, and it is recommended that evidence of past success with improvisation be used to select candidates for improvisational work.10aadaptation10aagile development10abricolage10aeffectuation10aentrepreneurship10aimprovisation10aimprovised behaviour10alean startup1 aDuxbury, Tom  uhttp://timreview.ca/article/80901264nas a2200193   4500008003900000022001400039245006200053210006100115260004200176300001000218490000600228520071000234653002200944653001500966653002100981653001501002100001701017856003601034       2012                          d  a1927-032100aCreativity: Linking Theory and Practice for Entrepreneurs0 aCreativity Linking Theory and Practice for Entrepreneurs  aOttawabTalent First Networkc08/2012  a10-150 v23 aIn this article, creativity research is brought into focus for those involved in the practice of entrepreneurship. The author provides a background on creativity research, how it is defined, and systems models that attempt to explain it. The author distinguishes between creative and innovative activities, and provides advice to entrepreneurs to help realize the creative potential of their organizations. The author reinforces the view that entrepreneurs create new value by investing in ideas, and specific recommendations are made for creating supportive structures, building teams of creative individuals, and successfully championing ideas to acquire the resources they need to produce innovations. 10acommercialization10acreativity10aentrepreneurship10ainnovation1 aDuxbury, Tom  uhttp://timreview.ca/article/59401575nas a2200313   4500008003900000022001400039245008000053210006900133260004200202300001000244490000600254520065100260653002500911653002800936653002100964653002800985653003201013653001101045100001901056700001801075700001701093700001801110700001801128700001901146700001901165700002001184700002101204856003601225       2012                          d  a1927-032100aAn Overview of Four Issues on Technology Entrepreneurship in the TIM Review0 aOverview of Four Issues on Technology Entrepreneurship in the TI  aOttawabTalent First Networkc05/2012  a28-340 v23 aThe field of technology entrepreneurship is in its infancy when compared to other fields such as economics and management. Articles on technology entrepreneurship have been published in at least 62 journals, of which only 18 contribute to technology innovation management or entrepreneurship. Less than a handful of these 62 journals are considered to be "good" journals and none can claim a leadership position in technology entrepreneurship. The purpose of this article is to provide an overview of the 20 journal articles published in the February, March, April, and May 2012 issues of the Technology Innovation Management Review (TIM Review).10acreative destruction10aglobal entrepreneurship10ajournal articles10asocial entrepreneurship10atechnology entrepreneurship10atheory1 aBailetti, Tony1 aBot, Sonia, D1 aDuxbury, Tom1 aHudson, David1 aMcPhee, Chris1 aMuegge, Steven1 aWeiss, Michael1 aWells, Jonathan1 aWesterlund, Mika  uhttp://timreview.ca/article/55701558nas a2200205   4500008003900000022001400039245005700053210005700110260004200167300000900209490000600218520097700224653002401201653000801225653002101233653002401254653002101278100001701299856003601316       2012                          d  a1927-032100aTowards More Case Study Research in Entrepreneurship0 aTowards More Case Study Research in Entrepreneurship  aOttawabTalent First Networkc03/2012  a9-170 v23 aEntrepreneurship as an emerging discipline has made good strides, but according to some, has fallen short of bringing its theory and literature up to the standards of others in the management sciences. Rich with the descriptive detail needed for insightful theory building in entrepreneurship, scholars have called for more case study research, particularly those incorporating non-retrospective and longitudinal observations. At the same time however, it has become rare to find such research published in A-level journals dedicated to entrepreneurship. A survey presented here of major entrepreneurship journals over the past six years revealed a publication rate of only 3% using the case study method. This presents a major impediment for developing fresh research in this field based upon the study of real cases. The author explores how the case study method has been applied to entrepreneurship research and provides recommendations for improved publication rates. 10acase study research10aCSR10aentrepreneurship10aqualitative methods10aresearch methods1 aDuxbury, Tom  uhttp://timreview.ca/article/533