01747nas a2200265   4500008004100000022001400041245006500055210006500120260004200185300000900227490000600236520102200242653001601264653001501280653001201295653001501307653002001322653000801342653001201350100002101362700002101383700002301404700001601427856003801443       2019                        eng d  a1927-032100aApplying a Living Lab Approach Within an eHealth Accelerator0 aApplying a Living Lab Approach Within an eHealth Accelerator  aOttawabTalent First Networkc03/2019  a6-190 v93 aThrough this study, we seek to understand the impact of the use of the living lab approach on product and business development in an eHealth accelerator. In the case accelerator, 20 startups developed innovative products atop the European FIWARE Future Internet technology platform. The novel design element of the case accelerator was the use of the living lab approach that was included for the purpose of engaging end users in the development and testing of new product prototypes. Our main result is that the living lab approach provided added value to participating companies and resulted in changes in their product development and marketing strategies. Overall, the case accelerator and the use of the living lab approach had a significant impact on the development, growth, and market success of the companies. Based on the results of the case accelerator, we propose the generic accelerator model presented by Pauwels and co-authors in 2016 to be extended with a new design element, the living lab approach. 10aaccelerator10acase study10aehealth10aLiving lab10aOpen innovation10aSME10astartup1 aHaukipuro, Lotta1 aVäinämö, Satu1 aArhippainen, Leena1 aOjala, Timo  uhttps://timreview.ca/article/122101562nas a2200265   4500008004100000022001400041245007200055210006800127260004200195300000900237490000600246520083100252653001601083653001101099653001201110653001801122653001401140653001401154653001601168653001301184100002401197700001901221700001801240856003801258       2019                        eng d  a1927-032100aIs Joining a Business Incubator or Accelerator Always a Good Thing?0 aJoining a Business Incubator or Accelerator Always a Good Thing  aOttawabTalent First Networkc07/2019  a5-150 v93 aBusiness incubators and accelerators are often hailed as essential tools for fostering growth in startups. However, not only do entrepreneurs often face the question of which incubator or accelerator to join, we suggest that they should also question whether or not to join one at all. Is joining a business incubator or accelerator always a good thing? In this article, we investigate some of the negative outcomes entrepreneurs can experience when engaging with an incubator or accelerator. We apply a cross-case analysis of empirical observations from qualitative interviews with Danish and Canadian entrepreneurs to arrive at a set of recommendations that entrepreneurs should keep in mind when considering such an engagement. These points are further qualified based on informal interviews with four serial entrepreneurs.10aaccelerator10aCanada10aDenmark10adisadvantages10aincubator10aLithuania10anew venture10astart-up1 aLukosiute, Kristina1 aJensen, Søren1 aTanev, Stoyan  uhttps://timreview.ca/article/125102240nas a2200253   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520150200261653001601763653002501779653001701804653001401821653001701835653001601852653001301868653003201881100001901913700001801932856003601950       2013                        eng d  a1927-032100aAn Ecosystem-Based Job-Creation Engine Fuelled by Technology Entrepreneurs0 aEcosystemBased JobCreation Engine Fuelled by Technology Entrepre  aOttawabTalent First Networkc02/2013  a31-400 v33 aJob creation is at the centre of the rationale provided by governments and publicly funded organizations for investing in services purported to support entrepreneurs to launch and grow technology startups. However, little is known about how to design and build the engines that convert these publicly funded services into jobs in a region. In this article, we argue that the architecture of a job-creation engine fuelled by technology entrepreneurs is important and that it should be made visible to the stakeholders of a regional venture system. The manner in which the components of a job-creation engine are organized and integrated determines the effectiveness and efficiency of the conversion of public funds into jobs. Making visible the architecture of a job-creation engine enables individuals and organizations to: i) better understand the link between the investment made to service technology entrepreneurs and systematic job creation; ii) utilize the regional venture system more effectively; and iii) set the performance benchmark for capability improvement and rapid adjustment to environmental changes. The experience gained from operating Lead To Win since 2009 is used to describe the architecture of a job-creation engine fuelled by technology entrepreneurs that operate in Canada’s Capital Region. Lead To Win is an ecosystem designed to help a technology venture generate sufficient revenue to create six or more knowledge jobs in the region within three years of inception. 10aaccelerator10aeconomic development10aentrepreneur10aincubator10ajob creation10aLead To Win10astartups10atechnology entrepreneurship1 aBailetti, Tony1 aBot, Sonia, D  uhttp://timreview.ca/article/65801802nas a2200205   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520117400271653001601445653001701461653001401478653003201492653001201524100002401536856003601560       2013                        eng d  a1927-032100aKey Factors Affecting a Technology Entrepreneur's Choice of Incubator or Accelerator0 aKey Factors Affecting a Technology Entrepreneurs Choice of Incub  aOttawabTalent First Networkc02/2013  a16-220 v33 aTechnology entrepreneurship rarely succeeds in isolation; increasingly, it occurs in interconnected networks of business partners and other organizations. For entrepreneurs lacking access to an established business ecosystem, incubators and accelerators provide a possible support mechanism for access to partners and resources. Yet, these relatively recent approaches to supporting entrepreneurship are still evolving. Therefore, it can be challenging for entrepreneurs to assess these mechanisms and to make insightful decisions on whether or not to join an incubator or accelerator, and which incubator or accelerator best meets their needs.

In this article, five key factors that entrepreneurs should take into consideration about incubators and accelerators are offered. Insights are drawn from two surveys of managers and users of incubators and accelerators. An understanding of these five key success factors (stage of venture, fit with incubator’s mission, selection and graduation policies, services provided, and network of partners) and potential pitfalls will help entrepreneurs confidently enter into a relationship with an incubator or accelerator. 10aaccelerator10aentrepreneur10aincubator10atechnology entrepreneurship10aventure1 aIsabelle, Diane, A.  uhttp://timreview.ca/article/656