01242nas a2200433   4500008004100000022001400041245004300055210004000098260004200138300000600180490000700186653001900193653002200212653001500234653002400249653001500273653001500288653001500303653002600318653001400344653002200358653001900380653003200399653002900431653001000460653002300470653002100493653002700514653001700541653002400558653002900582653003300611653002600644653004500670653002200715100001800737700002300755856003000778       2020                        eng d  a1927-032100aEditorial: ISPIM Bangkok (August 2020)0 aEditorial ISPIM Bangkok August 2020  aOttawabTalent First Networkc08/2020  a30 v1010aBasic research10abiotech startups.10aco-working10aConceptual research10adisruption10aincubators10ainnovation10aIntegrative marketing10ainvestors10aknowledge-sharing10aOpen marketing10aorganizational capabilities10aPharmaceutical companies10aroles10aservice ecosystems10aservice entities10aservice-dominant logic10astakeholders10astrategic marketing10astrategy-innovation link10astructured literature review10atriadic relationships10aUniversity and Public research institute10avalue co-creation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/138001602nas a2200205   4500008004100000022001400041245008700055210006900142260004200211300001000253490000700263520097200270653002201242653002601264653001901290653001001309653002501319100002201344856003001366       2020                        eng d  a1927-032100aOpen Marketing: Conceptualizing external parties’ strategic marketing activities0 aOpen Marketing Conceptualizing external parties strategic market  aOttawabTalent First Networkc08/2020  a14-260 v103 aOpen marketing as conceptualized in this paper refers to how external parties take part in strategic, integrative marketing activities. To distinguish this more recent trend in marketing from traditional meanings of marketing, the paper provides a typology on roles and role keepers in marketing. Four types of roles and role keepers are outlined: marketing as 1) solely being performed by actors in the supplier company communicating offerings, 2) an activity shared among functions of the supplier company, 3) external parties communicating offerings, and 4) external parties contributing to strategic marketing. Using the concept of 'roles' in marketing helps to structure activities and actors - or roles and role keepers - and provides a basis for understanding that marketing results from what is done, not merely from who performs it. The paper underlines how new ways of conducting business also have implications for a company's marketing beyond its borders.10aConceptualization10aIntegrative marketing10aOpen marketing10aroles10aStrategic marketing.1 aÖberg, Christina  utimreview.ca/article/137700747nas a2200277   4500008004100000022001400041245003700055210003400092260004200126300000800168490000600176653001800182653001700200653001600217653002800233653002600261653001500287653003300302653001600335653003100351653000800382653001000390653001400400100001800414856003700432       2017                        eng d  a1927-032100aEditorial: Insights (March 2017)0 aEditorial Insights March 2017  aOttawabTalent First Networkc03/2017  a3-30 v710acollaboration10aexploitation10aexploration10ahybrid entrepreneurship10ainnovation ecosystems10ainsourcing10aorganizational ambidexterity10aoutsourcing10apart-time entrepreneurship10aR&D10aroles10asuppliers1 aMcPhee, Chris  uhttp://timreview.ca/article/105902124nas 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/106101749nas a2200253   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520097600267653001501243653002501258653002501283653002301308653002901331653001001360100002301370700001801393700003001411700001701441856003701458       2017                        eng d  a1927-032100aOrchestration Roles to Facilitate Networked Innovation in a Healthcare Ecosystem0 aOrchestration Roles to Facilitate Networked Innovation in a Heal  aOttawabTalent First Networkc09/2017  a30-430 v73 aThis study examines orchestration roles in a networked innovation context characterized by significant transformation. In particular, an exploratory case study approach is taken to study the roles of innovation network orchestrators and their actions to facilitate networked activities in different phases of the innovation process. The context of the case study, a healthcare ecosystem that aims to co-create technological innovations to support the pediatric surgery journey, provides valuable insights about orchestration and adds knowledge on specific limitations set by the orchestrator-specific and context-related issues in a professional context. The findings of this study highlight the need for careful coordination that allows shared understanding of the goals of the orchestration process and achievable innovation implementations. It is shown that parallel, evolving, and even changing orchestrator roles are needed in complex networked innovation settings. 10acase study10aexploratory approach10ahealthcare ecosystem10ahigh-level experts10ainnovation orchestration10aroles1 aPikkarainen, Minna1 aErvasti, Mari1 aHurmelinna-Laukkanen, Pia1 aNätti, Satu  uhttp://timreview.ca/article/1104