02404nas a2200265   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520159900292653001901891653002001910653002901930653000901959653001401968653002301982100002102005700002102026700001702047700001802064700001902082856003702101       2017                        eng d  a1927-032100aDesigning a Business Model for Environmental Monitoring Services Using Fast MCDS Innovation Support Tools0 aDesigning a Business Model for Environmental Monitoring Services  aOttawabTalent First Networkc11/2017  a36-460 v73 aThe free availability of open data provides opportunities to start new businesses and gain business intelligence. However, although data is often used to support decisions and actions, the possibilities offered by modern sensor technologies with connections to cloud-based data collection services are not being effectively capitalized. Data collection systems are also not generally open source solutions, even though open and flexibly adjustable systems would broaden the opportunities for solutions and larger revenue streams. In this article, we used action research methods to discover new business opportunities in a semi-open information system that utilizes environmental monitoring data. We applied a four-stage innovation process for industry, which included context definition, idea generation, and selection, and produced multi-criteria decision support (MCDS) data to help the design of business model. This was done to reveal business opportunities for an environmental monitoring service. Among these opportunities, one service-style business model canvas was identified as feasible and selected for further development. We identified items that are needed in the commercialization process of environmental monitoring services. Our process combines open environmental monitoring data, participative innovation process, and MCDS support, and it supports and accelerates a co-creative business model creation process that is cost-beneficial in terms of saving time. The results are applicable to the creation of an open data information system that supports data-driven innovation.10abusiness model10adata collection10aenvironmental monitoring10aMCDS10aopen data10aservice innovation1 aEskelinen, Tuomo1 aRäsänen, Teemu1 aSantti, Ulla1 aHapponen, Ari1 aKajanus, Miika  uhttp://timreview.ca/article/111900863nas a2200277   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653002400236653002700260653003100287653004200318653002800360653002300388653002200411653001500433653002200448100001800470700002300488700002000511700001800531856003600549       2015                        eng d  a1927-032100aEditorial: Technology in Service Innovation (February 2015)0 aEditorial Technology in Service Innovation February 2015  aOttawabTalent First Networkc02/2015  a3-50 v510acustomer experience10aelectronic procurement10aemployee-driven innovation10aknowledge-intensive business services10apersonal health systems10aservice innovation10asystem innovation10atechnology10avalue co-creation1 aMcPhee, Chris1 aVargo, Stephen, L.1 aToivonen, Marja1 aRajala, Risto  uhttp://timreview.ca/article/86801933nas a2200373   4500008004100000022001400041245009400055210006900149260004200218300001000260490000600270520083100276653001201107653002201119653002701141653001501168653002501183653001201208653002801220653002301248653002001271653001701291653001801308653002401326100002301350700001501373700001901388700002201407700002201429700002601451700002401477700002201501856003601523       2015                        eng d  a1927-032100aPersonal Health Systems Technologies: Critical Issues in Service Innovation and Diffusion0 aPersonal Health Systems Technologies Critical Issues in Service   aOttawabTalent First Networkc02/2015  a46-570 v53 aPersonal health system (PHS) technologies can enhance public and private health service delivery and provide new business opportunities in Europe and around the world. Although much PHS technology has already been developed and could potentially provide virtually everyone with access to personalized healthcare, research driven primarily by a technology push may fail, because it fails to situate PHS within the wider health and social care service systems. In this article, we explore the scattered PHS research and innovation landscape, as well its relevant markets, using several types of analyses: bibliometrics, patent analysis, social network analysis, stakeholder workshops, and interviews. Our analyses aim to identify critical issues in the development and implementation of service systems around PHS technologies. 10aehealth10aforesight studies10ahealth and social care10ahealthcare10ainnovation ecosystem10amhealth10apersonal health systems10aservice innovation10aservice systems10astakeholders10asystem design10atechnology adoption1 aSchartinger, Doris1 aMiles, Ian1 aSaritas, Ozcan1 aAmanatidou, Effie1 aGiesecke, Susanne1 aHeller-Schuh, Barbara1 aPombo-Juarez, Laura1 aSchreier, Günter  uhttp://timreview.ca/article/87301596nas a2200241   4500008004100000022001400041245008900055210006900144260004200213300000900255490000600264520085500270653002301125653003101148653001601179653001901195653001901214653002301233100002201256700001601278700002401294856003601318       2015                        eng d  a1927-032100aA Technology-Assisted Design Methodology for  Employee-Driven Innovation in Services0 aTechnologyAssisted Design Methodology for EmployeeDriven Innovat  aOttawabTalent First Networkc02/2015  a6-140 v53 aThe role of employees is becoming more important in managing complex service processes and in serving the variety of customer needs in the service industry. Within efforts to promote innovation in service fields, employee-driven innovation and service design are gaining attention. Though the relationship between employee-driven innovation and service design has been discussed, the effectiveness of service-design methodologies for employee-driven innovation has not been studied sufficiently. In this article, we propose a technology-assisted design methodology to promote employee-driven innovation in services. Through our case study at an elderly-care facility, we confirmed that the proposed design methodology assisted by the communication support system could trigger employee-driven innovation and expand its influence in the service field.10adesign methodology10aemployee-driven innovation10aobservation10arepresentation10aservice design10aservice innovation1 aWatanabe, Kentaro1 aFukuda, Ken1 aNishimura, Takuichi  uhttp://timreview.ca/article/86900816nas a2200289   4500008004100000022001400041245007000055210006700125260004200192300000800234490000600242653001400248653002100262653002300283653001000306653001500316653002200331653001100353653002300364653001700387653001300404653001600417653001500433100001800448700002400466856003600490       2014                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship in India (August 2014)0 aEditorial Innovation and Entrepreneurship in India August 2014  aOttawabTalent First Networkc08/2014  a3-40 v410aeducation10aentrepreneurship10agovernment support10aIndia10ainnovation10aknowledge systems10apolicy10aservice innovation10astakeholders10astartups10auncertainty10auniversity1 aMcPhee, Chris1 aGuin, Kalyan, Kumar  uhttp://timreview.ca/article/81600823nas a2200289   4500008004100000022001400041245005800055210005500113260004200168300000600210490000600216653001700222653002100239653001500260653002000275653001600295653002000311653001800331653003000349653002100379653001700400653002600417653002300443653001300466100001800479856003600497       2014                        eng d  a1927-032100aEditorial: Opportunities and Capabilities (June 2014)0 aEditorial Opportunities and Capabilities June 2014  aOttawabTalent First Networkc06/2014  a30 v410acapabilities10aentrepreneurship10ainnovation10aIT capabilities10aIT function10amobile services10aopportunities10aorganizational legitimacy10apatent citations10apatent value10aprofessional services10aservice innovation10astrategy1 aMcPhee, Chris  uhttp://timreview.ca/article/79800864nas a2200289   4500008004100000022001400041245005100055210004800106260004200154300000800196490000600204653002500210653004200235653003300277653002300310653002200333653002100355653001700376653001900393653001700412653003200429100001800461700002000479700001800499700002100517856003600538       2014                        eng d  a1927-032100aEditorial: Service and Innovation (April 2014)0 aEditorial Service and Innovation April 2014  aOttawabTalent First Networkc04/2014  a3-50 v410ainternationalization10aknowledge-intensive business services10aservice business development10aservice innovation10aservice providers10asocial platforms10avalue chains10avalue creation10avalue-in-use10aword-of-mouth communication1 aMcPhee, Chris1 aToivonen, Marja1 aRajala, Risto1 aWesterlund, Mika  uhttp://timreview.ca/article/77900981nas a2200337   4500008004100000022001400041245004900055210004600104260004200150300000800192490000600200653001800206653002600224653002500250653002600275653004200301653001600343653001800359653003300377653001900410653002300429653002700452653001500479653001700494653001900511100001800530700001800548700002000566700002100586856003600607       2014                        eng d  a1927-032100aEditorial: Service and Innovation (May 2014)0 aEditorial Service and Innovation May 2014  aOttawabTalent First Networkc05/2014  a3-50 v410acollaboration10ainnovation indicators10ainnovation practices10aintellectual property10aknowledge-intensive business services10aliving labs10aonline gaming10aservice business development10aservice design10aservice innovation10aservice-dominant logic10atrademarks10avalue chains10avalue creation1 aMcPhee, Chris1 aRajala, Risto1 aToivonen, Marja1 aWesterlund, Mika  uhttp://timreview.ca/article/78801597nas a2200217   4500008004100000022001400041245004800055210004700103260004200150300000900192490000600201520098100207653002601188653002501214653002501239653001501264653002301279653002301302100001801325856003601343       2014                        eng d  a1927-032100aInnovation in Services: A Literature Review0 aInnovation in Services A Literature Review  aOttawabTalent First Networkc04/2014  a6-140 v43 aThe article reviews the literature relevant to innovation in services, which has flourished since the 1990s. We discuss the definition of service and to what extent the characteristics of service output have influenced the conceptualization of innovation in services. Then, based on the literature review, we develop a conceptual framework for innovation in service sector, which classifies innovation in service sector into three main approaches: i) assimilation, where innovation in the service sector is assimilated from innovation in manufacturing sector; ii) demarcation, which differentiates innovation in service sector from the traditional conceptualization of innovation in manufacturing sector; and iii) synthesis, which aggregates both assimilation and demarcation approaches within a common conceptual framework. We discuss the relationship between innovation in services and economic performance using productivity and employment as two indicators of performance.10aassimilation approach10ademarcation approach10aeconomic performance10ainnovation10aservice innovation10asynthesis approach1 aMorrar, Rabeh  uhttp://timreview.ca/article/78002057nas a2200241   4500008004100000022001400041245007200055210006900127260004200196300000900238490000600247520138100253653001001634653001001644653000901654653001201663653001801675653002401693653002301717100001901740700002001759856003601779       2014                        eng d  a1927-032100aProduct and Service Interaction in the Chinese Online Game Industry0 aProduct and Service Interaction in the Chinese Online Game Indus  aOttawabTalent First Networkc05/2014  a6-170 v43 aThis article examines the rapidly-growing online game industry in China, which is a prime example of the changing regional landscape of new creative industries in East Asia. The industry’s evolution in China demonstrates the complexity of the growth of this industry through various knowledge and production networks. Despite the fact that Chinese companies were initially a second mover in this industry and had limited technological competence, they managed to move up the value chain within a few years, from operators of foreign-developed games to game developers. The catch-up process in this creative industry has differed from traditional manufacturing industries, which reflects the responsiveness and close proximity between product and service as key elements of the online game experience. This article conceptualizes this product–service offering in the industry and highlights its requirement for a widespread geographical network, as well as close proximity and responsiveness between elements of the network. In the empirical study of the growth of the Chinese online game industry described here, we argue that Chinese companies have managed to grow by utilizing the strategic control of service, player preferences, and responsiveness in this network, and translating this control into constant incremental improvement of their game development offering. 10aChina10aKorea10aMMOG10anetwork10aonline gaming10aproduct and service10aservice innovation1 aStröm, Patrik1 aErnkvist, Mirko  uhttp://timreview.ca/article/78902132nas a2200265   4500008004100000022001400041245008500055210006900140260004200209300001000251490000600261520130500267653001701572653005201589653002901641653002301670653001501693653002401708653002701732653001501759100001801774700001901792700001901811856003601830       2014                        eng d  a1927-032100aThe Promoting Force of Technology for Service Innovation in High-Tech Industries0 aPromoting Force of Technology for Service Innovation in HighTech  aOttawabTalent First Networkc05/2014  a40-490 v43 aThis article focuses on the interaction between the development of technology and service innovation. It goes “back to the basics” by analyzing the first theoretical contributions to the service innovation literature from the late 1980s. These contributions were heavily technologically oriented: they aimed at bringing the results of technological innovation to the realm of services. More specifically, we focus on the model of “reverse innovation cycle” on one hand, and on the first innovation-specific categorization of services on the other. The latter introduced the division into supplier-dominated, production-intensive/scale-intensive, and science-based services. Our purpose is to examine in which ways these theoretical approaches could promote our understanding about the new phenomena of technology-service interaction in innovation. In the second part of the article, we apply these approaches in five case studies that originate from different service industries and that differ in size and technologies. The findings of the analysis demonstrate that the applicability of the approaches to the case studies depends on several factors including the kind of technology involved in the innovation activities, the stage of development of this technology, and the type of service. 10acase studies10adynamic model of process and product innovation10areverse innovation cycle10aservice innovation10atechnology10atechnology adoption10atechnology development10atypologies1 aGliem, Silvia1 aKlabuhn, Janny1 aLitwin, Nadine  uhttp://timreview.ca/article/79201382nas a2200229   4500008004100000022001400041245009000055210006900145260004200214300001000256490000600266520069700272653001100969653002100980653002501001653001001026653002101036653001301057653002301070100002301093856003601116       2014                        eng d  a1927-032100aThe Role of Managers as Agents in Successful Service Innovations: Evidence from India0 aRole of Managers as Agents in Successful Service Innovations Evi  aOttawabTalent First Networkc08/2014  a18-260 v43 aThe article is based on a three-year study of 70 business executives belonging to 20 large organizations operating in India to identify the kind of interventions used by agents (managers) to make service innovations successful. For the purpose of analysis, the subject organizations were classified into highly successful, successful, and unsuccessful organizations on the basis of their growth rate, and their practices were analyzed to identify the role of agents in those processes or related decisions. The article also compares the practices followed by organizations based in India with global organizations operating in India to understand the contextual issues of service innovations.10aagents10aentrepreneurship10aglobal organizations10aIndia10aintrapreneurship10amanagers10aservice innovation1 aTripathi, Shiv, S.  uhttp://timreview.ca/article/81901956nas a2200217   4500008004100000022001400041245004700055210004700102260004200149300001000191490000600201520135300207653002101560653001501581653001901596653002801615653002301643100002001666700001601686856003601702       2013                        eng d  a1927-032100aHow Service Innovation Boosts Bottom Lines0 aHow Service Innovation Boosts Bottom Lines  aOttawabTalent First Networkc09/2013  a20-250 v33 aIn the national quest for ground-breaking R&D discoveries and inventions, service innovation is frequently ignored at considerable cost to an organization’s bottom line and a nation’s productivity. For the fact is that innovation applied systematically to all activities outside of R&D can make the difference between uninspiring results and substantial growth in every sector. 

Many countries, in particular in Europe, have recognized the importance of service innovation and are devoting considerable resources to research, the capture of best practices, and the measurement of progress and success. Given the physiognomy of the modern economy, it does not make sense for leaders in the Canadian public sector to devote all available innovation investment dollars to science and technology R&D.

This article explores why service innovation is not yet a priority on the innovation agenda in Canada and why we should correct the dangerous misconception that there is just one “innovation gap” that needs to be addressed. It provides practical recommendations that public and private sector leaders can use to take advantage of this under-valued, high-potential innovation opportunity and calls for the creation of a national service innovation resource to support enterprises of all sizes as a means to improve Canadian productivity. 10acomplex problems10ainnovation10ainnovation gap10ainnovative intelligence10aservice innovation1 aLegrand, Claude1 aLaJoie, Rob  uhttp://timreview.ca/article/724