01222nas a2200445   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002800188653002600216653001800242653001800260653001300278653001700291653001900308653003100327653003100358653002100389653003100410653001400441653001500455653003500470653001500505653002600520653001400546653001500560653002200575653002000597653001400617653000900631653001300640653001700653653003500670100001800705700002300723856003000746       2019                        eng d  a1927-032100aEditorial: Insights (November 2019)0 aEditorial Insights November 2019  aOttawabTalent First Networkc11/2019  a3-40 v910aartificial intelligence10acompetitive advantage10acybersecurity10adeep learning10aDeepfake10adesign rules10adigitalization10aentrepreneurial ecosystems10aentrepreneurial university10aentrepreneurship10aentrepreneurship education10afake news10ainnovation10ainternational entrepreneurship10aleadership10aLearning Capabilities10amarketing10amotivation10anew venture teams10aquadruple helix10asanctions10aSMEs10ateamwork10atriple helix10auniversity business incubation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/127801272nas a2200181   4500008004100000022001400041245009200055210006900147260004200216300000900258490000600267520070900273653002100982653002201003653001301025100002201038856003001060       2019                        eng d  a1927-032100aWorking with Startups? These are the Three Things You Ought to Know about Startup Teams0 aWorking with Startups These are the Three Things You Ought to Kn  aOttawabTalent First Networkc11/2019  a5-140 v93 aWhile much has been written about how startups work to develop their product, this paper focuses instead on how to manage the startup team. Based on a systematic review of current research, I present actionable insights about startup team characteristics; who they are, how they work, and how they stay together. I explain how these characteristics imply both opportunities and threats for the viability of the team and discuss how startup teams can be managed to increase the likelihood of their survival and growth. Given that the majority of startup failures are attributed to the team, not to the product, these insights are valuable both to aspiring entrepreneurs and to their external stakeholders.10aentrepreneurship10anew venture teams10ateamwork1 aBrattström, Anna  utimreview.ca/article/127901672nas a2200217   4500008004100000022001400041245005600055210005400111260004200165300001000207490000600217520108200223653001601305653001501321653001501336653001301351653002001364653001301384100001901397856003801416       2018                        eng d  a1927-032100aA Practice Method for Studying Creative Communities0 aPractice Method for Studying Creative Communities  aOttawabTalent First Networkc11/2018  a22-310 v83 aExplaining innovation – even merely spotting it actually happening – is difficult. In this article, I introduce an industry-friendly approach that will enable practitioners and researchers alike to observe, interpret, and understand the different types of creativities – the raw materials necessary for innovation – that happen in creative communities. The Practice Method for Studying Creative Communities (PMSCC) is based on theories developed by Nonaka and Takeuchi. However, unlike mainstream practice-oriented methods, the PMSCC does not necessitate the use of theory-heavy conceptualizations; instead, it focuses on the everyday, creative micro-interactions in communities. As I describe in this article, the PMSCC offers practitioners and researchers an effective way to gain new insights into an otherwise relatively opaque process. Besides outlining the method, I also present results from a research project utilizing the PMSCC, showing how the method can produce worthwhile findings, foster new insights, and help practitioners hone their creative processes.10acommunities10acreativity10ainnovation10apractice10aresearch method10ateamwork1 aButtler, Pekka  uhttps://timreview.ca/article/119701892nas a2200229   4500008004100000022001400041245007800055210006900133260004200202300000900244490000600253520119000259653002301449653003101472653002401503653002101527653001301548653002401561100002301585700001701608856003701625       2017                        eng d  a1927-032100aPromoting Entrepreneurial Commitment: The Benefits of Interdisciplinarity0 aPromoting Entrepreneurial Commitment The Benefits of Interdiscip  aOttawabTalent First Networkc12/2017  a6-130 v73 aThis article is the first to examine the relationship between interdisciplinarity and entrepreneurial commitment in academic spin-offs. Building on literature on interdisciplinarity, academic entrepreneurship, and entrepreneurial intention, we analyzed the development of nine interdisciplinary spin-off teams comprising expertise from science, industry, and design. Our findings suggest that interdisciplinary teams engage with their ideas, maintain productive interaction, and successfully implement these ideas. Subjects in this study thoroughly developed their project proposals and implementation strategies by examining them from multiple angles. They believed not only in the value of these projects, but in their own ability to see them through. They found one another’s contributions highly inspirational and experienced a strong sense of responsibility and motivation. Communication within the teams was well managed, and tasks were clearly defined and distributed. Based on our findings, we put forward a number of propositions about the positive effects of interdisciplinarity on entrepreneurial commitment and conclude with implications for future research and practice.10aacademic spin-offs10aentrepreneurial commitment10ainterdisciplinarity10ateam composition10ateamwork10atechnology transfer1 aBrodack, Franziska1 aSinell, Anna  uhttp://timreview.ca/article/1123