01610nas a2200217   4500008004100000022001400041245006800055210006700123260004200190300001000232490000700242520095000249653003001199653003101229653002201260653001801282100002101300700002001321700002101341856003001362       2020                        eng d  a1927-032100aOrganizing the Development of Digital Product-Service Platforms0 aOrganizing the Development of Digital ProductService Platforms  aOttawabTalent First Networkc03/2020  a37-480 v103 aServitization is today a common theme among manufacturing companies, with the goal of better addressing the needs of their customers. Digitalization is one key enabler of servitization. One aspect of this concept can be provided through digital product-service platforms, which may facilitate the enrichment of a market offer, as well as keeping costs under control. Platforms are in general a well-established concept for manufacturing companies, as enablers of rich product offerings based on a few components. Less is known, however, about how the ambition to create digital product-service platforms interplays with the business model innovation needed as a result of the servitization efforts, along with processes and organization. This paper identifies a number of challenges that manufacturing companies may face when undertaking platform development for services, based on an empirical study made in the Swedish company Husqvarna Group.10abusiness model innovation10acorporate entrepreneurship10adigital platforms10aservitization1 aSimonsson, Johan1 aMagnusson, Mats1 aJohanson, Anders  utimreview.ca/article/133501449nas a2200205   4500008004100000022001400041245009500055210006900150260004200219300000900261490000600270520078100276653003101057653002801088653003201116653001501148653002401163100001901187856003701206       2018                        eng d  a1927-032100aIn Competition with Oneself: A Qualitative Inquiry into Amazon’s Entrepreneurial Culture0 aIn Competition with Oneself A Qualitative Inquiry into Amazon s   aOttawabTalent First Networkc06/2018  a5-140 v83 aUtilizing a historiographic approach based on Amazon’s Letters to Shareholders (LTS) over a twenty-year timeframe (1997–2016), this article identifies the discerning features of the company’s entrepreneurial culture that enabled it to become one of today’s most innovative organizations. A content analysis of the LTS while coding for underlying theoretical themes reveals Amazon’s entrepreneurial culture has been increasingly celebrating a spirit of “Self-Competition”, and by embracing ideas such as “Day 1 Mentality”, “Customer Centricity”, and “Human Capital Focus”. The study findings have useful insights for entrepreneurs, founding teams, and corporate managers engaged in developing an entrepreneurial culture within their own organizations.10acorporate entrepreneurship10aentrepreneurial culture10aentrepreneurial orientation10ainnovation10aqualitative methods1 aDutta, Dev, K.  uhttp://timreview.ca/article/116101300nas a2200205   4500008004100000022001400041245006800055210006700123260004200190300000900232490000600241520068600247653003100933653002200964653001500986653002201001653001401023100002001037856003701057       2016                        eng d  a1927-032100aCorporate Entrepreneurship: A Review and Future Research Agenda0 aCorporate Entrepreneurship A Review and Future Research Agenda  aOttawabTalent First Networkc08/2016  a5-180 v63 aThe overarching theme of corporate entrepreneurship literature is to understand why some firms are able to generate higher levels of corporate entrepreneurship than others. While the extant literature has greatly advanced our understanding of entrepreneurial activities by established firms, less effort has been made to systematically review the literature to help us identify missing links and knowledge in prior studies. To address this gap, this article critically reviews previous important studies on corporate entrepreneurship and then develops a framework integrating previous research. Finally, the article suggests five potentially worthwhile avenues for future research.10acorporate entrepreneurship10aestablished firms10ainnovation10astrategic renewal10aventuring1 aSakhdari, Kamal  uhttp://timreview.ca/article/100700685nas a2200241   4500008004100000022001400041245003800055210003500093260004200128300000800170490000600178653002900184653002000213653001600233653003100249653002700280653001700307653002800324653001900352653001700371100001800388856003700406       2016                        eng d  a1927-032100aEditorial: Insights (August 2016)0 aEditorial Insights August 2016  aOttawabTalent First Networkc08/2016  a3-40 v610aaudience commodification10abusiness models10aco-creation10acorporate entrepreneurship10adigital maturity model10adigitization10afront end of innovation10aidea selection10auser stories1 aMcPhee, Chris  uhttp://timreview.ca/article/100601670nas a2200229   4500008004100000022001400041245009600055210006900151260004200220300000900262490000600271520094500277653001601222653003101238653001701269653001501286653003201301653002001333100002001353700003101373856003601404       2016                        eng d  a1927-032100aUnderground Innovation: How to Encourage Bootlegging Employees to Disclose Their Good Ideas0 aUnderground Innovation How to Encourage Bootlegging Employees to  aOttawabTalent First Networkc03/2016  a5-120 v63 aEmployees are increasingly considered as the origin of many corporate entrepreneurial ideas. Research on “bootlegging” posits that individuals often resort to hidden activities to elaborate their initial ideas and bring them to fruition. The origins and causes of bootlegging behaviour are well argued in the literature. Yet, less is known about what drives bootleggers to uncover their hidden ideas. This research uses field data from in-depth interviews with innovators in R&D departments in different industries of Iran to identify factors stimulating bootleggers to reveal their underground ideas. We identified five groups of factors at individual, managerial, firm, industrial, and idea levels, explaining the revealing stage of bootlegging behaviour. The findings provide a better understanding of the later phases of bootlegging behaviour and the possible role of context-specific factors such as cultural and religious beliefs.10abootlegging10acorporate entrepreneurship10ahidden ideas10ainnovation10aqualitative research method10aR&D departments1 aSakhdari, Kamal1 aBidakhavidi, Erfan, Jalali  uhttp://timreview.ca/article/970