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/122102039nas a2200229   4500008004100000022001400041245008800055210006900143260004200212300001000254490000600264520135100270653002001621653001701641653001501658653001501673653001301688653001801701653003401719100001801753856003801771       2019                        eng d  a1927-032100aChoosing an Outlet for Action Research: Publication Patterns in Innovation Journals0 aChoosing an Outlet for Action Research Publication Patterns in I  aOttawabTalent First Networkc04/2019  a66-770 v93 aWith the aim to help innovation researchers choose outlets for articles based on participatory and action research methods, this article describes and discusses publication patterns of action research. A bibliographic study of 33 innovation journals ranked 4, 3, 2, and 1 in the 2018 Academic Journal Guide is complemented by a case study of this journal, the Technology Innovation Management Review, as an example of an established open access journal in the field with a wider scope and target group. From these two studies, we learn that the overall trend is towards more publications of action research articles in a diversity of outlets. Indirectly, the study supports the general view that articles striving towards adding practical relevance to research are becoming more frequent. There is no support for the notion that more renowned and higher-ranked journals would be more hesitant to accept articles with action research methods. The study also notes that there are interesting outlets beside those highly ranked and indexed in more conventional ways. The conclusion reached is that we lack a clear answer to the question of what are the best outlets for those of us who are interested in both innovation and action research. Instead, the study invites us to reflect upon what kind of impact we want to have and then act accordingly. 10aaction research10abibliography10acase study10ainnovation10ajournals10aparticipative10aparticipatory action research1 aHoppe, Magnus  uhttps://timreview.ca/article/123402197nas a2200229   4500008004100000022001400041245005400055210005300109260004200162300001000204490000600214520154800220653001501768653001501783653001301798653002601811653002601837100002201863700002701885700001701912856003801929       2019                        eng d  a1927-032100aLive and Let Die: On the Management of Creativity0 aLive and Let Die On the Management of Creativity  aOttawabTalent First Networkc10/2019  a16-260 v93 aLiterature has pointed to the importance of feedback on creative ideas in innovation management processes. However, little is known about the practices that constitute the feedback process and their effect on employees&rsquo; future willingness to consistently and recurrently contribute with creative ideas to organized innovation management efforts. In this research, we draw on data from a single case study at a German multinational manufacturing firm. We show the flip side of managerial attempts to provide feedback and foster employees&rsquo; creative output. In particular, we identify distinct practices organizational actors employ along the sequence of idea generation, elaboration, championing, and implementation, and find that the practices can turn organized innovation management efforts into a political process. Furthermore, we present a virtuous and a vicious circle of managerial attempts to manage creativity in innovation processes. In doing so, we highlight the value of taking a practice lens to better understand the challenges in organized innovation management efforts and propose future research in other contexts. We suggest that managers should flexibly design organized innovation management processes to account for radical ideas and to pay close attention to a coherent communication when providing feedback and encouraging employees to contrive creative ideas. Our work contributes to the body of research on innovation management by shedding light on the dark side of organized innovation management efforts.10acase study10acreativity10aFeedback10aInnovation management10aQualitative Research.1 aHartmann, Michael1 aLaubengaier, Désirée1 aFoerstl, Kai  uhttps://timreview.ca/article/127202420nas a2200289   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520153200271653001501803653002201818653002101840653001801861653002701879653003301906653001701939653001801956653002601974653002202000100002202022700002802044700002002072856003802092       2019                        eng d  a1927-032100aMastering the Digital Transformation Process: Business Practices and Lessons Learned0 aMastering the Digital Transformation Process Business Practices   aOttawabTalent First Networkc02/2019  a36-500 v93 aDue to its unique features and accessibility, the focus of implementing digital technology is no longer just to improve internal operations, but to expand internal dimensions, reach customers and external partners, affect services, integrate processes, disrupt markets, and fundamentally change industries. It is no surprise that the notion of digital transformation has garnered much research interest, especially from the practitioners’ point of view, but academic achievements are somehow lagging behind, possibly because frameworks for digital transformation are still evolving. In this article, we tried to address that gap by conducting holistic research of digital transformation in companies. We used a series of in-depth interviews to inform comprehensive case studies of three companies from different industries that are in different stages of digital transformation. We carefully investigated the companies’ experiences in the process of digital transformation, which are discussed here to provide valid theoretical framing. We conclude that, in addition to technology adoption, important factors for successful digital transformation are the ability of an organization to change and operational excellence in the integration of external digital services with internal IT support. In that light, we summarize our findings in a form of discovered (sub)dimensions that are the basis for the proposed digital transformation framing, while the narratives and case experiences provide with examples of best practice.10acase study10achange management10adigital business10adigital model10adigital transformation10adigital transformation model10adigitization10ahuman capital10aInnovation management10atalent management1 aIvančić, Lucija1 aVukšić, Vesna, Bosilj1 aSpremić, Mario  uhttps://timreview.ca/article/121702054nas a2200205   4500008004100000022001400041245011800055210006900173260004200242300001000284490000600294520138600300653001501686653002401701653002601725653002101751653002001772100001901792856003701811       2018                        eng d  a1927-032100aThe Role of Middle Managers in the Implementation of a Corporate Incubator: A Case Study in the Automotive Sector0 aRole of Middle Managers in the Implementation of a Corporate Inc  aOttawabTalent First Networkc07/2018  a31-390 v83 aLately, there has been a growing tendency of corporations to establish corporate incubators as a strategic tool of transformation. However, the managers of those incubators are often lacking the appropriate knowledge and experience when it comes to setting the right framework for implementing such novel innovation units. In this context, the role of middle managers needs to be re-evaluated in order to support them with the right toolset for such an endeavour to become successful. This article analyzes the role of middle managers in the implementation of a corporate incubator by conducting an in-depth single case study within a large German automotive company. In addition to insights from a comprehensive literature review, the study’s interviews with 13 experts reveal challenges as well as key success factors from the perspective of middle managers on the stated research problem. In particular, the ability of middle managers to influence employees and top management has been considered with the aim of avoiding resistance and failure. The findings from this study contribute to the research streams of corporate incubation and middle management. In addition, the findings are particularly relevant for managers of large corporations who are facing the challenge of transforming their organization due to digitalization and unpredictable developments in the market. 10acase study10acorporate incubator10aInnovation management10aintrapreneurship10amiddle managers1 aHirte, Rebecca  uhttp://timreview.ca/article/116901749nas a2200253   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520097600267653001501243653002501258653002501283653002301308653002901331653001001360100002301370700001801393700003001411700001701441856003701458       2017                        eng d  a1927-032100aOrchestration Roles to Facilitate Networked Innovation in a Healthcare Ecosystem0 aOrchestration Roles to Facilitate Networked Innovation in a Heal  aOttawabTalent First Networkc09/2017  a30-430 v73 aThis study examines orchestration roles in a networked innovation context characterized by significant transformation. In particular, an exploratory case study approach is taken to study the roles of innovation network orchestrators and their actions to facilitate networked activities in different phases of the innovation process. The context of the case study, a healthcare ecosystem that aims to co-create technological innovations to support the pediatric surgery journey, provides valuable insights about orchestration and adds knowledge on specific limitations set by the orchestrator-specific and context-related issues in a professional context. The findings of this study highlight the need for careful coordination that allows shared understanding of the goals of the orchestration process and achievable innovation implementations. It is shown that parallel, evolving, and even changing orchestrator roles are needed in complex networked innovation settings. 10acase study10aexploratory approach10ahealthcare ecosystem10ahigh-level experts10ainnovation orchestration10aroles1 aPikkarainen, Minna1 aErvasti, Mari1 aHurmelinna-Laukkanen, Pia1 aNätti, Satu  uhttp://timreview.ca/article/110401576nas a2200229   4500008004100000022001400041245006700055210006500122260004200187300000900229490000600238520091300244653002001157653001901177653001501196653002101211653001501232653001901247100002201266700002101288856003701309       2016                        eng d  a1927-032100aA Framework for Sustainable Circular Business Model Innovation0 aFramework for Sustainable Circular Business Model Innovation  aOttawabTalent First Networkc07/2016  a5-120 v63 aThe circular economy concept is a novel economic model aiming to foster sustainable economic growth, boost global competitiveness, and generate new jobs. In order to make the circular economy mainstream, radical and systemic innovation is needed. Currently, a majority of the business modelling tools and methods lack at least some of the identified and needed elements for innovating business models in a circular economy. In this article, we build a framework for sustainable circular business model innovation by adding important perspectives: recognizing trends and drivers at the ecosystem level; understanding value to partners and stakeholders within a business; and evaluating the impact of sustainability and circularity. We present the results of a case study with a startup company, which was designed to test the framework and provide a concrete example of its usage and future development needs.10abusiness canvas10abusiness model10acase study10acircular economy10ainnovation10asustainability1 aAntikainen, Maria1 aValkokari, Katri  uhttp://timreview.ca/article/100003232nas a2200217   4500008004100000022001400041245006500055210006400120260004200184300001000226490000600236520258500242653001502827653000902842653004202851653001902893653002302912653002202935100002102957856003602978       2014                        eng d  a1927-032100aDesigning and Managing Value Co-Creation in KIBS Engagements0 aDesigning and Managing Value CoCreation in KIBS Engagements  aOttawabTalent First Networkc07/2014  a36-430 v43 aKnowledge-intensive business services (KIBS) such as IT development, IT outsourcing, and research and development (R&D) services have become a key component of most industrialized economies; they have been identified as an important source of employment growth in many countries and help improve the performance of firms belonging to most other sectors. KIBS have been discussed in innovation-related literature for over 15 years, with the assumption that models of innovation developed for manufacturing firms were not appropriate for them. This body of literature has also helped to identify the key characteristics and types of KIBS. However, although some empirical studies have investigated KIBS at the level of management – for example, how to manage customers’ co-production processes – there has not been much research on how to successfully establish and manage engagements among KIBS providers, clients, and other collaborators. Moreover, informal conversations with KIBS professionals show that these activities are often approached in an ad hoc manner. Yet, given the importance of KIBS, taking a more systematic approach to their design and management could improve the contribution of knowledge-intensive business service activities to our economy.

This article proposes a framework for the design and management of KIBS engagements. The framework has been developed from a multiple-case study of academic R&D service engagements, as one type of KIBS engagement. It consists of a set of information to be gathered and questions to be asked by professionals responsible for establishing, monitoring, and managing KIBS engagements. The information and questions are articulated around two key processes of collaborative value creation (or value co-creation) in KIBS engagements: i) the alignment of actors’ interests, value propositions, and resources, and ii) the actors’ ability to integrate the engagement’s deliverables and outcomes as a basis for their perception of the engagement’s value. Using this framework could help to establish more successful collaborations among KIBS providers, clients, and partners; it should also help to monitor the performance of a given KIBS engagement in terms of its collaborative processes, deliverables, and outcomes from the varied perspectives of participating parties. Although the framework accounts for these different and sometimes conflicting perspectives, it is intended to be used by KIBS provider firms whose success depends at least in part from their ability to manage collaborative relationships.10acase study10aKIBS10aknowledge-intensive business services10aservice design10aservice management10avalue co-creation1 aLessard, Lysanne  uhttp://timreview.ca/article/81100699nas a2200253   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001500180653002600195653001600221653002500237653002600262653002000288653002200308653001300330653003200343653001600375100001800391856003600409       2013                        eng d  a1927-032100aEditorial: Insights (June 2013)0 aEditorial Insights June 2013  aOttawabTalent First Networkc06/2013  a3-40 v310acase study10aintellectual property10aIT function10aopen source business10aprocess ambidexterity10arisk management10asoftware licenses10astartups10atechnology entrepreneurship10auncertainty1 aMcPhee, Chris  uhttp://timreview.ca/article/689