01822nas a2200229   4500008004100000022001400041245006800055210006700123260004200190300001000232490000600242520119000248653001801438653001001456653001001466653001801476653002001494653000901514653001001523100002301533856003601556       2016                        eng d  a1927-032100aOpen Innovation in Indian Organizations: Types of Collaboration0 aOpen Innovation in Indian Organizations Types of Collaboration  aOttawabTalent First Networkc05/2016  a15-230 v63 aIn order to succeed, it is important for any organization to leverage the power of the known and unknown networks around it. The organization must collaborate with others, and to do so requires it to open up its boundaries  inside-out, outside-in, or both. However, the type of collaboration required to work with other parties and the respective output is different across different organizations on account of need, R&D intensity, capability, and risk-taking ability, as well as the nature of the business and industry. The major problem that comes in the way of open innovation in Indian organizations is their risk taking ability; the more an organization collaborates, the more risk it is taking by sharing internal information with the other parties. Through a sample of 31 manufacturing-based firms in India belonging to 12 different industries, the article explores the types of collaborations that they have with various related or unrelated organizations as they engage in open innovation. The article compares the collaborations each industry has entered into to identify the industries that are more open to take risks by collaborating with other parties in multiple ways. 10acollaboration10aforms10aIndia10amanufacturing10aOpen innovation10arisk10atypes1 aTripathi, Shiv, S.  uhttp://timreview.ca/article/98700850nas a2200313   4500008004100000022001400041245006000055210005700115260004200172300000800214490000600222653001500228653000900243653001600252653001500268653001400283653002300297653000900320653001500329653001700344653002400361653001500385653003200400653001000432100001800442700002300460700001700483856003600500       2015                        eng d  a1927-032100aEditorial: Innovation Tools and Techniques (March 2015)0 aEditorial Innovation Tools and Techniques March 2015  aOttawabTalent First Networkc03/2015  a3-50 v510ainnovation10alean10aliving labs10amanagement10aprocesses10aproject management10arisk10asignalling10asmart cities10asystems engineering10atechniques10atechnology entrepreneurship10atools1 aMcPhee, Chris1 aGalbraith, Brendan1 aNoori, Nadia  uhttp://timreview.ca/article/87600619nas a2200217   4500008004100000022001400041245006600055210006100121260004200182300001000224490000600234653000900240653001100249653002800260653001300288653002100301653001400322653001200336100001700348856003600365       2015                        eng d  a1927-032100aTIM Lecture Series – When Are Software Systems Safe Enough?0 aTIM Lecture Series When Are Software Systems Safe Enough  aOttawabTalent First Networkc12/2015  a56-580 v510arisk10asafety10asafety-critical systems10asecurity10asoftware systems10astandards10atesting1 aHobbs, Chris  uhttp://timreview.ca/article/95301999nas a2200229   4500008004100000022001400041245008000055210006900135260004200204300001000246490000600256520131000262653001801572653001701590653002601607653002101633653002501654653000901679653002601688100001901714856003601733       2013                        eng d  a1927-032100aAn Enterprise Security Program and Architecture to Support Business Drivers0 aEnterprise Security Program and Architecture to Support Business  aOttawabTalent First Networkc08/2013  a25-330 v33 aThis article presents a business-focused approach to developing and delivering enterprise security architecture that is focused on enabling business objectives while providing a sensible and balanced approach to risk management. A balanced approach to enterprise security architecture can create the important linkages between the goals and objectives of a business, and it provides appropriate measures to protect the most critical assets within an organization while accepting risk where appropriate. Through a discussion of information assurance, this article makes a case for leveraging enterprise security architectures to meet an organizations' need for information assurance. The approach is derived from the Sherwood Applied Business Security Architecture (SABSA) methodology, as put into practice by Seccuris Inc., an information assurance integrator. An understanding of Seccuris’ approach will illustrate the importance of aligning security activities with high-level business objectives while creating increased awareness of the duality of risk. This business-driven approach to enterprise security architecture can help organizations change the perception of IT security, positioning it as a tool to enable and assure business success, rather than be perceived as an obstacle to be avoided.10acybersecurity10acyberthreats10ainformation assurance10ainformation risk10ainformation security10arisk10asecurity architecture1 aRitchot, Brian  uhttp://timreview.ca/article/71301862nas a2200253   4500008004100000022001400041245007600055210006900131260004200200300001000242490000600252520113300258653002301391653001801414653001801432653002201450653001501472653000901487653002401496653001301520653002201533100001701555856003601572       2013                        eng d  a1927-032100aNavigating Risk When Entering and Participating in a Business Ecosystem0 aNavigating Risk When Entering and Participating in a Business Ec  aOttawabTalent First Networkc05/2013  a25-330 v33 aEntrepreneurs typically have limited resources during the start-up phase of a business. Business ecosystems are a strategy for entrepreneurs to access and exchange many different aspects of value, resources, and benefits. However, there may be business risks for entering a particular type of ecosystem, and further risks may be encountered after entering and participating in a business ecosystem. These risks are significant and can inhibit a startup's growth. In this article, the literature on business ecosystems is reviewed as it relates to risk to discover insights of relevance to entrepreneurs, top management teams, and business-ecosystem operators. First, the published research is organized into two streams: i) risks relating to categories of business ecosystems, and ii) risks relating to participating in business ecosystems. Then, the problem is abstracted to develop a potential strategy for managing these risks, which features a pre-entry inspection followed by real-time resource management. Finally, five recommendations are offered for entrepreneurs seeking to enter and participate in business ecosystems.10abusiness ecosystem10adue diligence10aentrepreneurs10aliterature review10amitigation10arisk10arisk identification10astartups10athreat management1 aSmith, Derek  uhttp://timreview.ca/article/685