01412nas a2200229   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520073100263653001500994653002401009653002101033653001301054653001301067100002101080700002301101700002001124856003801144       2019                        eng d  a1927-032100aThe Strategies of Technology Startups Within and Between Business Ecosystems0 aStrategies of Technology Startups Within and Between Business Ec  aOttawabTalent First Networkc06/2019  a25-410 v93 aTechnology startups build strategies in order to survive within the framework of business ecosystems. However, the knowledge required to make such strategies effective is scarce. This article poses the question: “How do small technology startups strategize within and between business ecosystems?” Based on an explorative qualitative study, this article defines and presents a dynamic strategic framework of three strategies employed by technology startups. Some startups choose to act within one defined business ecosystem, most startups use a multi-ecosystem strategy to act between and draw benefits from many business ecosystems, and the rest act as ecosystem creators that challenge the logics of existing ecosystems.10aboundaries10abusiness ecosystems10aentrepreneurship10astartups10astrategy1 aTukiainen, Taina1 aBurström, Thommie1 aLindell, Martin  uhttps://timreview.ca/article/124701814nas a2200217   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520111900271653002001390653002801410653001501438653003201453653002401485100003101509700001801540856003801558       2019                        eng d  a1927-032100aUsing Action Research to Organize Technology Transfer in Complex Innovation Contexts0 aUsing Action Research to Organize Technology Transfer in Complex  aOttawabTalent First Networkc04/2019  a17-260 v93 aTechnology transfer projects increasingly consist of multiple, diverse organizations, with each pursuing their own agenda as well as that of the overarching programme. In this article, we adopt a participatory action research methodology in order to explain and improve the coordination of the autonomous innovation activities within an organizationally complex project. The context of the research involved the transfer of rice production technology from China to Mozambique. The action research identified four categories of boundary within the project that were hindering performance: Intellectual/Land property rights; Public/Private sector logics; Inside/Outside programme; and Collaboration/Competition between programme actors. The process of co-inquiry with stakeholders enabled by the action research allowed programme actors to reach an understanding of others, and it created a new thinking space for mutual problem solving. By these means, the action research process makes a resource of the differences between stakeholders rather than it being seen as a barrier to be compromised through negotiation.10aaction research10aagricultural innovation10aboundaries10ainternational collaboration10atechnology transfer1 aUssivane, Armando, Machevo1 aEllwood, Paul  uhttps://timreview.ca/article/1230