02562nas a2200205   4500008004100000022001400041245010700055210006900162260004200231300001000273490000700283520188600290653002802176653003202204653003002236100002002266700001902286700002102305856003002326       2020                        eng d  a1927-032100aCorrelation between Entrepreneurial Orientation and Implementation of AI in Human Resources Management0 aCorrelation between Entrepreneurial Orientation and Implementati  aOttawabTalent First Networkc04/2020  a72-790 v103 aThis paper develops the concept of adopting artificial intelligence (AI) in human resources management (HRM) through a research questionnaire and reports the results of a study designed to investigate the perception of adopting and introducing AI in HRM processes. In addition, it investigates the correlation between entrepreneurship orientation (EO) and AI in HRM processes. A survey was conducted with a sample of 310 firm members in the HR Section Romande, as well as a literature review on the adoption of new technologies. The results indicate a perceived positive value of introducing AI in HRM and a correlation between the level of a company's EO and the introduction of AI in HRM. This means that the more a company is entrepreneurially oriented, the more it tends to implement or include already implemented AI projects and tools in HRM processes. The perceived value of AI in HRM was evaluated by comparing answers to research questions involving the introduction of AI in HRM tools, and expectations of widely implementing AI in the next five years. The main barrier of adopting AI in HRM appeared to be a lack of skills and training. In addition, potential features of implementing AI in HRM were identified as potential steps toward introducing AI as a new technology. Questions regarding the evaluation of EO were based on a research Colvin Slevin (1989). It is important for SMEs to invest in information technology to set the basis for further development. Owing to intensified competitive pressures and the necessity of entering global markets, SMEs are incrementally employing Information Technology (IT) to create substantial benefits. Most prior research has focused more on IT adoption in large organizations, yet when regarding the limited resources of SMEs, the IT adoption process is considerably different. (Ghobakhloo, Sabouri, Hong and Zulkifli, 2011).10aartificial intelligence10aentrepreneurial orientation10aHuman Resource Management1 aBaldegger, Rico1 aCaon, Maurizio1 aSadiku, Kreshnik  utimreview.ca/article/134801117nas a2200385   4500008004100000022001400041245006800055210006500123260004200188300000800230490000700238653002600245653001800271653001300289653002900302653001900331653002100350653003200371653002100403653001700424653001200441653003500453653002500488653002900513653001000542653001700552653001200569653002900581653000900610653002500619653001300644100002400657700002000681856003000701       2020                        eng d  a1927-032100aEditorial: Digitalization and Internationalization (April 2020)0 aEditorial Digitalization and Internationalization April 2020  aOttawabTalent First Networkc04/2020  a3-40 v1010abusiness network hubs10abusinessmodel10acoaching10adigital entrepreneurship10adigitalization10adigitalmarketing10aentrepreneurial orientation10aexport practices10afacilitators10aimpacts10ainternational entrepreneurship10ainternationalization10aliability of foreignness10aMSMEs10anetwork view10ascaling10aSME internationalization10aSMEs10asupport institutions10atraining1 aSchmitt, Christophe1 aBaldegger, Rico  utimreview.ca/article/134201449nas a2200205   4500008004100000022001400041245009500055210006900150260004200219300000900261490000600270520078100276653003101057653002801088653003201116653001501148653002401163100001901187856003701206       2018                        eng d  a1927-032100aIn Competition with Oneself: A Qualitative Inquiry into Amazon’s Entrepreneurial Culture0 aIn Competition with Oneself A Qualitative Inquiry into Amazon s   aOttawabTalent First Networkc06/2018  a5-140 v83 aUtilizing a historiographic approach based on Amazon’s Letters to Shareholders (LTS) over a twenty-year timeframe (1997–2016), this article identifies the discerning features of the company’s entrepreneurial culture that enabled it to become one of today’s most innovative organizations. A content analysis of the LTS while coding for underlying theoretical themes reveals Amazon’s entrepreneurial culture has been increasingly celebrating a spirit of “Self-Competition”, and by embracing ideas such as “Day 1 Mentality”, “Customer Centricity”, and “Human Capital Focus”. The study findings have useful insights for entrepreneurs, founding teams, and corporate managers engaged in developing an entrepreneurial culture within their own organizations.10acorporate entrepreneurship10aentrepreneurial culture10aentrepreneurial orientation10ainnovation10aqualitative methods1 aDutta, Dev, K.  uhttp://timreview.ca/article/116100775nas a2200265   4500008004100000022001400041245004900055210004600104260004200150300000800192490000600200653001800206653003000224653003200254653002100286653001500307653002600322653002000348653002200368653002400390653001900414653002200433100001800455856003600473       2014                        eng d  a1927-032100aEditorial: Seeking Solutions (February 2014)0 aEditorial Seeking Solutions February 2014  aOttawabTalent First Networkc02/2014  a3-40 v410acollaboration10aemployee entrepreneurship10aentrepreneurial orientation10aentrepreneurship10ainnovation10alocal open innovation10aOpen innovation10aSeeking Solutions10atechnology adoption10avalue creation10avirtual proximity1 aMcPhee, Chris  uhttp://timreview.ca/article/76202721nas a2200301   4500008004100000022001400041245006500055210006500120260004200185300001000227490000600237520183900243653001302082653003102095653002402126653002502150653001702175653003002192653003202222653001902254653002102273653001802294653001602312653001902328100001802347700001802365856003602383       2014                        eng d  a1927-032100aEnabling Employee Entrepreneurship in Large Technology Firms0 aEnabling Employee Entrepreneurship in Large Technology Firms  aOttawabTalent First Networkc02/2014  a23-320 v43 aManagers of development projects in large technology firms face a dilemma. They operate under pressure to achieve predictable quality, cost, and schedule objectives but are also expected to encourage their employees to act entrepreneurially. Given the uncertain nature of the entrepreneurial process, these managers often cling to existing practices and values and consequently inhibit their employees’ ability to act entrepreneurially.

In this article, we examine the product development and entrepreneurship literature streams to identify the barriers that managers of development projects of large technology firms face in allowing employees to act entrepreneurially. We organize these barriers using the five components of entrepreneurial orientation: risk taking, proactiveness, innovativeness, competitive aggressiveness, and autonomy. Then, building on the literature and our combined 40 years of experience managing development projects in large technology firms, we provide recommendations to managers on how to overcome these barriers. 

A better understanding of how to enable employees to act entrepreneurially will increase the entrepreneurial orientation of development projects in large technology firms. The relationship between entrepreneurial orientation and development project performance is expected to be curvilinear. Therefore, an increase in entrepreneurial orientation is expected to improve the performance of development projects up to a point after which it is expected to decrease it. 

This article will be particularly relevant to researchers interested in the relationship between entrepreneurial orientation and project performance as well as managers in technology firms who want to achieve their operational milestones while maximizing the entrepreneurial value creation of their employees.10aautonomy10acompetitive aggressiveness10acorporate venturing10adevelopment projects10aemancipation10aemployee entrepreneurship10aentrepreneurial orientation10ainnovativeness10aintrapraneurship10aproactiveness10arisk taking10avalue creation1 aMiron, Walter1 aHudson, David  uhttp://timreview.ca/article/76600777nas a2200265   4500008004100000022001400041245006500055210006200120260004200182300000800224490000600232653002400238653003200262653002100294653001500315653001500330653002000345653001600365653000800381653003100389653001300420100001800433700002400451856003600475       2013                        eng d  a1927-032100aEditorial: Open Innovation and Entrepreneurship (April 2013)0 aEditorial Open Innovation and Entrepreneurship April 2013  aOttawabTalent First Networkc04/2013  a3-50 v310abusiness ecosystems10aentrepreneurial orientation10aentrepreneurship10aincubation10ainnovation10aOpen innovation10apartnership10aR&D10aregional innovation system10astrategy1 aMcPhee, Chris1 aSegers, Jean-Pierre  uhttp://timreview.ca/article/67201788nas a2200193   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520116100282653003201443653003101475653002001506653000901526100002301535856003601558       2013                        eng d  a1927-032100aOpen Innovation at the Root of Entrepreneurial Strategy: A Case from the Norwegian Oil Industry0 aOpen Innovation at the Root of Entrepreneurial Strategy A Case f  aOttawabTalent First Networkc04/2013  a17-220 v33 aThis article aims to extend the discussion about entrepreneurial strategies of small and medium-sized enterprises (SMEs) by including the concept of open innovation. How can SMEs overcome the challenges of resource scarcity and harsh competition? How they can gain competitive advantage in today’s ever-changing business environment? The answer to both of these questions might be through open innovation: collaborating with researchers, customers, suppliers – even competitors – as well as research institutions and universities. 

A common barrier to open innovation in an SME is the perception that it will be too time consuming to gain access to a knowledge base of external knowledge providers and link to “gatekeepers” of knowledge. However, an entrepreneurial mindset might help SMEs to move toward an open-innovation approach, where more codified and transferrable knowledge are important. This article discusses the implications of an entrepreneurial focus for open-innovation activities. The usefulness of the open-innovation principles are highlighted through a case study of an Norwegian SME operating in the maritime-oil industry. 10aentrepreneurial orientation10aentrepreneurial strategies10aOpen innovation10aSMEs1 aIakovleva, Tatiana  uhttp://timreview.ca/article/67501335nas a2200169   4500008003900000022001400039245010100053210006900154260004200223300001000265490000600275520077200281653003201053653002101085100002301106856003601129       2011                          d  a1927-032100aEntrepreneurial Orientation and Company Performance: Can the Academic Literature Guide Managers?0 aEntrepreneurial Orientation and Company Performance Can the Acad  aOttawabTalent First Networkc11/2011  a20-250 v13 aThis article comments on the management implications of the various approaches to measuring entrepreneurial orientation (EO), and it discusses the implications of a range of empirical findings for management decisions. On the whole, the argument is that academic research needs to increase its understanding of the differences in empirical results between different studies. To date, the research mostly spells a small number of useful warnings, for example that the positive impact of EO may level off or turn negative beyond a certain point and that it may not have the anticipated positive effect in all circumstances. However, the academic research has yet to identify these circumstances to a level of specificity that could provide useful guidance to managers. 10aentrepreneurial orientation10aentrepreneurship1 aSchillo, R. Sandra  uhttp://timreview.ca/article/497