01891nas a2200229   4500008004100000022001400041245009100055210006900146260004200215300001000257490000600267520118500273653002001458653001601478653001501494653002701509653002201536100002001558700002501578700002001603856003801623       2019                        eng d  a1927-032100aBridging Participatory Policy Trends and Research Traditions through Social Innovation0 aBridging Participatory Policy Trends and Research Traditions thr  aOttawabTalent First Networkc04/2019  a27-360 v93 aThis study explores whether social innovation may serve as a bridge between participatory policy trends and research traditions when striving for improved societal relevance and impact of research and innovation (R&I). Despite their shared aim of relevance and impact through civic involvement, European R&I policies and participatory action research approaches seldom refer to each other or harness each other’s resources. The study advances the knowledge regarding how the participatory elements in the policies and research approaches relate through a participatory case study of a joint R&I process to develop a model for social innovation support in Sweden. The case study helps distinguish potential synergies between various degrees of involvement advocated in the policies and research approaches, as well as between the reliance on trending policy concepts vs. scientific notions of validity. Social innovation is perceived as a potential bridge between these elements, as it draws upon participatory academic traditions, while simultaneously tapping into current policy trends of co-creation, in the development of new approaches and solutions to societal challenges. 10aaction research10aco-creation10ainnovation10aparticipatory research10asocial innovation1 aLindberg, Malin1 aHallencreutz, Daniel1 aTengqvist, Anna  uhttps://timreview.ca/article/123100843nas a2200313   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002400188653002000212653001100232653001800243653002100261653003300282653001700315653002300332653000800355653001600363653001600379653001400395653002000409653002200429653002300451100001800474856003700492       2017                        eng d  a1927-032100aEditorial: Insights (November 2017)0 aEditorial Insights November 2017  aOttawabTalent First Networkc11/2017  a3-40 v710aacademic publishing10abusiness models10acities10acollaboration10aentrepreneurship10afourth industrial revolution10aIndustry 4.010aInternet of Things10aIOT10aliving labs10aopen access10aopen data10aOpen innovation10asocial innovation10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/111501727nas a2200217   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520105800267653003301325653001701358653002301375653002201398100001801420700001701438700001701455856003701472       2017                        eng d  a1927-032100aThe Fourth Industrial Revolution (Industry 4.0): A Social Innovation Perspective0 aFourth Industrial Revolution Industry 40 A Social Innovation Per  aOttawabTalent First Networkc11/2017  a12-200 v73 aThe rapid pace of technological developments played a key role in the previous industrial revolutions. However, the fourth industrial revolution (Industry 4.0) and its embedded technology diffusion progress is expected to grow exponentially in terms of technical change and socioeconomic impact. Therefore, coping with such transformation require a holistic approach that encompasses innovative and sustainable system solutions and not just technological ones. In this article, we propose a framework that can facilitate the interaction between technological and social innovation to continuously come up with proactive, and hence timely, sustainable strategies. These strategies can leverage economic rewards, enrich society at large, and protect the environment. The new forthcoming opportunities that will be generated through the next industrial wave are gigantic at all levels. However, the readiness for such revolutionary conversion require coupling the forces of technological innovation and social innovation under the sustainability umbrella. 10afourth industrial revolution10aIndustry 4.010aInternet of Things10asocial innovation1 aMorrar, Rabeh1 aArman, Husam1 aMousa, Saeed  uhttp://timreview.ca/article/111702007nas a2200229   4500008004100000022001400041245011900055210006900174260004200243300001000285490000600295520127700301653001601578653002501594653001801619653002201637653002201659100001801681700001701699700002501716856003601741       2015                        eng d  a1927-032100aContextuality and Co-Creation Matter: A Qualitative Case Study Comparison of Living Lab Concepts in Urban Research0 aContextuality and CoCreation Matter A Qualitative Case Study Com  aOttawabTalent First Networkc12/2015  a48-550 v53 aInnovation development is key to transforming a product-based economy into an innovative service economy by integrating users as co-creators in real-life environments. User co-creation and user involvement are key elements in living labs. Urban living labs add not only the urban component to the conceptual design, but also societal, political, and technological questions. Fields of analysis in urban research relate to socio-spatial environment, living together, and urban policies. The leading question of this article is: to what extent can urban living labs be used as an instrument to support these fields of investigation? Comparing three different approaches for urban living labs, ranging from socially-centred to more technology-centred, we offer a more nuanced understanding of urban living lab design in diverging research contexts. All three case studies manage to go beyond testing and improving new products, which is normally the aim of existing living labs, by embedding innovation in appropriate social, structural, and institutional frameworks, and targeting civil society involvement. The community benefits from this case study comparison because it contextualizes living labs as research methodology to be applied in future urban research projects. 10aco-creation10ainnovation ecosystem10aparticipation10asocial innovation10aurban living labs1 aFranz, Yvonne1 aTausz, Karin1 aThiel, Sarah-Kristin  uhttp://timreview.ca/article/95200929nas a2200337   4500008004100000022001400041245004300055210004000098260004200138300000800180490000600188653001600194653002200210653002900232653001600261653001800277653001500295653002000310653001500330653002500345653001800370653001500388653002000403653002200423653001800445653001500463653004400478653001500522100001800537856003600555       2015                        eng d  a1927-032100aEditorial: 100th Issue (November 2015)0 aEditorial 100th Issue November 2015  aOttawabTalent First Networkc11/2015  a3-40 v510a3D printing10aborn-global firms10acollaborative innovation10acybersafety10acybersecurity10acyberspace10afuture research10ainnovation10alean global startups10alean startups10amanagement10aOpen innovation10asocial innovation10asupply chains10atechnology10atechnology innovation management review10aTIM Review1 aMcPhee, Chris  uhttp://timreview.ca/article/93900725nas a2200253   4500008004100000022001400041245003500055210003200090260004200122300000800164490000600172653002400178653001800202653002600220653002300246653002800269653002500297653002500322653001800347653002200365653003000387100001800417856003600435       2015                        eng d  a1927-032100aEditorial: Insights (May 2015)0 aEditorial Insights May 2015  aOttawabTalent First Networkc05/2015  a3-40 v510abusiness ecosystems10acybersecurity10aInnovation management10aInternet of Things10anon-practicing entities10aopen source policies10aopen source software10apatent trolls10asocial innovation10atransformative innovation1 aMcPhee, Chris  uhttp://timreview.ca/article/89300745nas a2200253   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255653001400261653001800275653000900293653001800302653001700320653001000337653001800347653002800365653002200393653002000415100002000435856003600455       2015                        eng d  a1927-032100aTIM Lecture Series – Creating Life-Saving Media as a Social Entrepreneur0 aTIM Lecture Series Creating LifeSaving Media as a Social Entrepr  aOttawabTalent First Networkc11/2015  a40-420 v510aanimation10aculture shift10afilm10aglobal health10ahumanitarian10amedia10apublic health10asocial entrepreneurship10asocial innovation10asocietal issues1 aKharas, Firdaus  uhttp://timreview.ca/article/94501582nas a2200241   4500008004100000022001400041245006000055210005900115260004200174300001000216490000600226520088600232653002101118653002501139653001501164653001801179653002801197653002201225653001901247100002001266700001801286856003601304       2014                        eng d  a1927-032100aDoes Social Innovation Require Social Entrepreneurship?0 aDoes Social Innovation Require Social Entrepreneurship  aOttawabTalent First Networkc12/2014  a17-260 v43 aSocial innovation is now considered an important element in the search for solutions to pressing social problems. Inspired by Schumpeter’s conceptualization of innovation, "social" entrepreneurship is thought to contribute to "social" innovation in more or less the same way that "normal" entrepreneurship consists of the introduction of "normal" innovations. In the literature as well as in practice, the definition of concepts such as social innovation and social entrepreneurship has led to considerable confusion. We aim to bring clarity to the debate, arguing that every entrepreneurial action results in some measure of intended or unintended social innovation, regardless of whether the entrepreneurs in question are considered or consider themselves "social" or not. We test our insights in an investigation of 20 social enterprises that have a commercial business model.10aentrepreneurship10ainstitutional change10aSchumpeter10asocial change10asocial entrepreneurship10asocial innovation10asustainability1 aGroot, Asceline1 aDankbaar, Ben  uhttp://timreview.ca/article/85400879nas a2200301   4500008004100000022001400041245006300055210006000118260004200178300000800220490000600228653001600234653002000250653002200270653001500292653002100307653001500328653002400343653002300367653001200390653002800402653002200430653001300452653003500465653002300500100001800523856003600541       2014                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship (December 2014)0 aEditorial Innovation and Entrepreneurship December 2014  aOttawabTalent First Networkc12/2014  a3-50 v410a3D printing10abusiness models10acommercialization10adisruption10aentrepreneurship10ainnovation10ainnovation capacity10ainnovation culture10apatents10asocial entrepreneurship10asocial innovation10aspinoffs10auniversity technology transfer10avalue propositions1 aMcPhee, Chris  uhttp://timreview.ca/article/85201965nas a2200217   4500008003900000022001400039245007800053210006900131260004200200300001000242490000600252520131200258653002501570653002601595653002201621653002201643653000901665100002001674700001701694856003601711       2012                          d  a1927-032100aAccelerating a Network Model of Care: Taking a Social Innovation to Scale0 aAccelerating a Network Model of Care Taking a Social Innovation   aOttawabTalent First Networkc07/2012  a26-300 v23 aGovernment-funded systems of health and social care are facing enormous fiscal and human-resource challenges. The space for innovation in care is wide open and new disruptive patterns are emerging. These include self-management and personal budgets, participatory and integrated care, supported decision making and a renewed focus on prevention. Taking these disruptive patterns to scale can be accelerated by a technologically enabled shift to a network model of care to co-create the best outcomes for individuals, family caregivers, and health and social care organizations.

The connections, relationships, and activities within an individual’s personal network lay the foundation for care that health and social care systems/policy must simultaneously support and draw on for positive outcomes. Practical tools, adequate information, and tangible resources are required to coordinate and sustain care. 

Tyze Personal Networks is a social venture that uses technology to engage and inform the individual, their personal networks, and their care providers to co-create the best outcomes. In this article, we demonstrate how Tyze contributes to a shift to a network model of care by strengthening our networks and enhancing partnerships between care providers, individuals, and family and friends. 10anetwork centric care10anetwork model of care10apersonal networks10asocial innovation10aTyze1 aCammack, Vickie1 aByrne, Kerry  uhttp://timreview.ca/article/57801611nas a2200253   4500008003900000022001400039245009100053210006900144260004200213300001000255490000600265520085700271653001801128653001601146653001601162653001501178653002801193653002201221653002001243653001701263100001901280700002201299856003601321       2012                          d  a1927-032100aBeing Disruptive: How Open Growth is Delivering Effective Social Change at a Fast Pace0 aBeing Disruptive How Open Growth is Delivering Effective Social   aOttawabTalent First Networkc07/2012  a16-200 v23 aBoth innovators and funders need tools that map the entire constellation of solutions in a sector. Innovators, often labeled and isolated as system disruptors, need to be linked with their global peers offering and seeking each others proven strategies to accelerate positive change. The impact investing space needs a simple, open, and transparent way to find, convene, support, and track the progress of innovators.

This article describes how the Ashoka Changemakers.com online community creates a space for: investors to find and support multiple innovations; social innovators to find each other, work together, and source funds; and disruptive innovations to grow over time where disruptive change is needed, fast. Crowd-sourcing, transparency, and open growth are keys to accelerating large-scale change and creating a world of changemakers.
10acrowdsourcing10aopen growth10aopen source10ascaling-up10asocial entrepreneurship10asocial innovation10asocial networks10atransparency1 aMuskat, Elisha1 aSylvester, Delyse  uhttp://timreview.ca/article/57600576nas a2200205   4500008003900000022001400039245004500053210004200098260004200140300000800182490000600190653001400196653002100210653001400231653002800245653002200273100001800295700002100313856003600334       2012                          d  a1927-032100aEditorial: Social Innovation (July 2012)0 aEditorial Social Innovation July 2012  aOttawabTalent First Networkc07/2012  a3-40 v210acharities10acommunity sector10anonprofit10asocial entrepreneurship10asocial innovation1 aMcPhee, Chris1 aHuddart, Stephen  uhttp://timreview.ca/article/57301365nas a2200217   4500008003900000022001400039245007100053210006900124260004200193300001000235490000600245520073600251653002800987653001401015653001901029653000901048653001401057653002201071100001801093856003601111       2012                          d  a1927-032100aEvergreen Brick Works: An Innovation and Sustainability Case Study0 aEvergreen Brick Works An Innovation and Sustainability Case Stud  aOttawabTalent First Networkc07/2012  a21-250 v23 aTechnology is rapidly being deployed to advance social innovation that creates lasting change. This case study of Evergreen Brick Works explores how Evergreen is leveraging the power of its unique new campus as a showcase for advancing sustainability-related behavioural change along with new and emerging state-of-the-art technologies to advance its mission. The ultimate success of these technologies will be in their ability to engage larger numbers and greater diversity among participants, and in their ability to translate new insights into on-the-ground change in their communities. The article also identifies that the need for an organizational network mindset is as important as the technologies to achieve these changes.10aenvironmental education10aevergreen10agreen building10aLEED10anonprofit10asocial innovation1 aIrvine, Seana  uhttp://timreview.ca/article/57702393nas a2200241   4500008003900000022001400039245009300053210006900146260004200215300001000257490000600267520168300273653000901956653001401965653002101979653001602000653002102016653001402037653002202051100002202073700002002095856003602115       2012                          d  a1927-032100aFrom Stories to Evidence: How Mining Data Can Promote Innovation in the Nonprofit Sector0 aFrom Stories to Evidence How Mining Data Can Promote Innovation   aOttawabTalent First Networkc07/2012  a10-150 v23 aBeing a director at a nonprofit organization often means making guesses instead of properly informed decisions. One source of the “information fog” is fragmented funding. Nonprofit organizations have multiple types of funders, most of whom are not their direct beneficiaries. Predicting funder behaviour is therefore more of an art than a science. Planning for the future, setting goals, and making decisions all suffer in the nonprofit sector because of a lack of timely and accurate information.

This article examines the opportunities to use newly available digitized information to address this information deficit. It shows how the rich, variegated and fast-changing landscape of information available online can be collected, combined, and repurposed in order to deliver it in actionable forms to decision makers across the nonprofit sector. This information can significantly improve planning decisions and enhance the effectiveness of the sector. 

The article concludes that a cultural shift is required in order for the nonprofit sector to exploit the opportunities presented by digital information. Nonprofits and funders are enjoined to increase their numeracy and to find creative ways to use data as part of their evaluation, planning and decision making. Researchers need to be adventurous in their use of quantitative information and specifically should employ linked datasets in order to explore previously unanswerable research and policy questions. The producers of data need to collect and publish their information in ways that facilitate reuse. Finally, funders need to support a variety of projects that seek to exploit these new opportunities.
10aAjah10acharities10acommunity sector10adata mining10afunding database10anonprofit10asocial innovation1 aLenczner, Michael1 aPhillips, Susan  uhttp://timreview.ca/article/57501254nas a2200205   4500008003900000022001400039245005600053210005400109260004200163300001000205490000600215520066600221653001400887653001900901653001500920653002200935653003200957100002300989856003601012       2012                          d  a1927-032100aHacking Health: Bottom-up Innovation for Healthcare0 aHacking Health Bottomup Innovation for Healthcare  aOttawabTalent First Networkc07/2012  a31-350 v23 aHealthcare is not sustainable and still functions with outdated technology (e.g., pagers, paper records).  Top-down approaches by governments and corporations have failed to deliver digital technologies to modernize healthcare. Disruptive innovation must come from the ground up by bridging the gap between front-line health experts and innovators in the latest web and mobile technology. Hacking Health is a hackathon that is focused on social innovation more than technical innovation. Our approach to improve healthcare is to pair technological innovators with healthcare experts to build realistic, human-centric solutions to front-line healthcare problems.10ahackathon10ahacking health10ahealthcare10asocial innovation10atechnology entrepreneurship1 aChowdhury, Jeeshan  uhttp://timreview.ca/article/57901632nas a2200217   4500008003900000022001400039245007300053210006900126260004200195300001000237490000600247520100000253653001201253653002001265653001401285653001801299653002301317653002201340100001601362856003601378       2012                          d  a1927-032100aPlatformation: Cloud Computing Tools at the Service of Social Change0 aPlatformation Cloud Computing Tools at the Service of Social Cha  aOttawabTalent First Networkc07/2012  a36-410 v23 aThe following article establishes some context and definitions for what is termed the “sharing imperative” – a movement or tendency towards sharing information online and in real time that has rapidly transformed several industries. As internet-enabled devices proliferate to all corners of the globe, ways of working and accessing information have changed. Users now expect to be able to access the products, services, and information that they want from anywhere, at any time, on any device. 

This article addresses how the nonprofit sector might respond to those demands by embracing the sharing imperative. It suggests that how well an organization shares has become one of the most pressing governance questions a nonprofit organization must tackle. Finally, the article introduces Platformation, a project whereby tools that enable better inter and intra-organizational sharing are tested for scalability, affordability, interoperability, and security, all with a non-profit lens.10acharity10acloud computing10anonprofit10aPlatformation10asharing imperative10asocial innovation1 aPatel, Anil  uhttp://timreview.ca/article/58002258nas a2200181   4500008003900000022001400039245008000053210006900133260004200202300000800244490000600252520168800258653002101946653002201967653003001989100002102019856003602040       2012                          d  a1927-032100aRenewing the Future: Social Innovation Systems, Sector Shift, and Innoweave0 aRenewing the Future Social Innovation Systems Sector Shift and I  aOttawabTalent First Networkc07/2012  a5-90 v23 aAgainst a backdrop of various “occupy” movements signifying civic dissatisfaction with the social contract, and in an era of fiscal restraint affecting governments and communities in many parts of the world, we need new and more effective ways to address complex social challenges. While continuous innovation is commonly understood to be a source of growth, productivity improvement, and competitive advantage in the technology and manufacturing sectors, the author’s focus is on social innovation systems, designed to replace maladaptive institutions and obsolete policy frameworks with novel and disruptive means for improving outcomes on issues such as population health and climate change.
 
This article proposes a definition of such systems, and examines how system-level tools including impact investing, open data platforms, and “change labs” are fostering collaboration among the private, public, and community sectors. We argue that a key priority at this time is to make these and other tools and processes for social innovation available to community organizations and their government and business partners everywhere, in a manner that allows for continuous cycles of implementation and learning.
 
The author describes one such project currently being developed in Canada by Social Innovation Generation and other partners, called Innoweave. Innoweave is a technology-enabled social innovation system for sharing the tools and processes of social innovation with the community sector. The article concludes with a call for multi-sectoral participation in social innovation systems as an investment in society’s adaptive capacity and future wellbeing.
10acommunity sector10asocial innovation10asocial innovation systems1 aHuddart, Stephen  uhttp://timreview.ca/article/574