01452nas a2200241   4500008004100000022001400041245008900055210006900144260004200213300000900255490000700264520076900271653002201040653001401062653001501076653001001091653000801101653001301109653001901122100002001141700001901161856003001180       2021                        eng d  a1927-032100aStrategies for a Small to Medium-sized Enterprise to Engage in an Existing Ecosystem0 aStrategies for a Small to Mediumsized Enterprise to Engage in an  aOttawabTalent First Networkc10/2021  a5-190 v113 aRecent advances in ecosystem theory prescribe that companies need to develop offers that are modular and form unique or supermodular complementarities with other offers. However, both academic and managerial knowledge of the strategies that especially small and medium sized enterprises (SMEs) can use to engage in existing ecosystems for value creation remains scattered and predominantly vague. This article thus aims to explore applicable ecosystem engagement strategies from the perspective of SMEs, as discussed in previous scholarly literature. In so doing, the article puts forward and elaborates three distinct strategies that SMEs can apply to become part of value-creating ecosystems. In this way, the findings contribute to the literature on ecosystems.10aComplementarities10aecosystem10aengagement10aEntry10aSME10astrategy10avalue creation1 aBashuri, Ermela1 aBailetti, Tony  utimreview.ca/article/145301919nas a2200205   4500008004100000022001400041245011300055210006900168260004200237300001000279490000700289520126900296653001401565653001301579653003301592653001801625653001901643100002101662856003001683       2020                        eng d  a1927-032100aEcosystem Value Creation and Capture: A Systematic Review of Literature and Potential Research Opportunities0 aEcosystem Value Creation and Capture A Systematic Review of Lite  aOttawabTalent First Networkc01/2020  a16-340 v103 aCollaboration, co-creation, and competition are essential strategies for success in today’s modern businesses. In comparison with former ways of doing business in isolation, ecosystems nowadays have created ample opportunities for generating significantly more values. However, there are also potential threats in the pathway towards success in ecosystems. Ecosystem value creation and capture (EVCC) has recently gained significant attention in the academic literature of business and management. Yet, due to the complex structures of ecosystems and ambiguity in understanding value creation and capture in ecosystems, the contributions heretofore are fragmented, where scholars analysed different aspects of EVCC. The present study offers a systematic review of the literature to shed light on the EVCC studies. The content analysis of a fine-grained sample of articles relevant to EVCC revealed that despite the initiation of discussions in 2007, the topic did not gain noticeable attention until 2016. A 150% increase in the number of papers has since been observed. The paper contributes to the intersection of strategy and studies on EVCC by synthesizing existing knowledge, illuminating current EVCC research, and highlighting potential research avenues. 10aecosystem10astrategy10aSystematic literature review10avalue capture10avalue creation1 aKhademi, Behrooz  utimreview.ca/article/131101301nas a2200469   4500008004100000022001400041245004000055210003700095260004200132300000800174490000700182653002700189653001500216653001900231653003000250653001800280653002100298653000900319653002100328653002100349653003400370653001300404653002000417653002400437653002300461653001400484653001300498653001500511653001000526653002100536653002100557653001900578653002000597653002400617653001300641653005100654653004100705653001400746100001800760700002300778856003000801       2020                        eng d  a1927-032100aEditorial: Insights (December 2020)0 aEditorial Insights December 2020  aOttawabTalent First Networkc12/2020  a3-30 v1010a5G technology; Bitcoin10ablockchain10abusiness model10abusiness model innovation10acrypto assets10acryptocurrencies10aDiem10aDiem Association10adigital currency10adistributed ledger technology10aFacebook10afiat currencies10afinancial inclusion10aFinancial industry10afront-end10aideation10ainnovation10aLibra10alocal currencies10aManagement Model10anot-for-profit10aresearch center10astrategic foresight10astrategy10atechnology firms; project portfolio management10atokenization; product innovativeness10avisioning1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/141001178nas a2200445   4500008004100000022001400041245003900055210003600094260004200130300000800172490000700180653000700187653002800194653001400222653001300236653003100249653002100280653002200301653001400323653001500337653001100352653001800363653002300381653001500404653001600419653003400435653002200469653002500491653001500516653001600531653001300547653003300560653001500593653001800608653001900626653001600645100001800661700002300679856003000702       2020                        eng d  a1927-032100aEditorial: Insights (January 2020)0 aEditorial Insights January 2020  aOttawabTalent First Networkc01/2020  a3-40 v1010aAI10aartificial intelligence10aB2B sales10abig data10abusiness-to-business sales10adata-based value10adigital solutions10aecosystem10aecosystems10aEthics10aGujarat State10aIndian IT industry10ainnovation10aIT clusters10aKnowledge Innovation clusters10aNetworks Analysis10aregional development10aRoboethics10aSmart robot10astrategy10aSystematic literature review10atechnology10avalue capture10avalue creation10avalue sales1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/129801750nas a2200289   4500008004100000022001400041245004200055210004200097260004200139300001000181490000600191520096600197653002001163653001701183653001901200653002201219653001101241653002501252653001801277653002401295653002401319653001301343653002201356100002401378700002001402856003801422       2019                        eng d  a1927-032100aBusiness Model Architecture by Design0 aBusiness Model Architecture by Design  aOttawabTalent First Networkc07/2019  a16-270 v93 aIn this article, we view business models as complex deal-making activity systems organized to create, deliver, and capture value. Unlike some other viewpoints, we emphasize both system components and their interconnection. Business activities are carried out by a network of actors drawing on a network of resources, and individual firms seek to configure these intersecting networks to enhance their competitive positioning. The business model literature refers to the significance of antecedent activities in providing context – opportunities the firm decides to pursue, the strategy adopted, and requisite capabilities. Drawing on this literature, we propose an approach to framing business model context. Drawing on the information systems literature, we identify a toolkit facilitating activity system architecture design. We suggest how this both draws out the underlying complexity of a business model and shows how a multiplicity of views makes sense.10aactivity theory10aarchitecture10abusiness model10abusiness networks10adesign10adynamic capabilities10aISO/IEC 4201010amultiple viewpoints10arelationship matrix10astrategy10aZachman framework1 aBeckett, Ronald, C.1 aDalrymple, John  uhttps://timreview.ca/article/125201412nas a2200229   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520073100263653001500994653002401009653002101033653001301054653001301067100002101080700002301101700002001124856003801144       2019                        eng d  a1927-032100aThe Strategies of Technology Startups Within and Between Business Ecosystems0 aStrategies of Technology Startups Within and Between Business Ec  aOttawabTalent First Networkc06/2019  a25-410 v93 aTechnology startups build strategies in order to survive within the framework of business ecosystems. However, the knowledge required to make such strategies effective is scarce. This article poses the question: “How do small technology startups strategize within and between business ecosystems?” Based on an explorative qualitative study, this article defines and presents a dynamic strategic framework of three strategies employed by technology startups. Some startups choose to act within one defined business ecosystem, most startups use a multi-ecosystem strategy to act between and draw benefits from many business ecosystems, and the rest act as ecosystem creators that challenge the logics of existing ecosystems.10aboundaries10abusiness ecosystems10aentrepreneurship10astartups10astrategy1 aTukiainen, Taina1 aBurström, Thommie1 aLindell, Martin  uhttps://timreview.ca/article/124700860nas a2200313   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653001800236653001800254653001500272653001800287653001400305653002500319653001500344653002600359653001900385653001100404653001000415653001300425653001300438653002600451653001300477100001800490856003800508       2018                        eng d  a1927-032100aEditorial: Innovation Strategy and Practice (November 2018)0 aEditorial Innovation Strategy and Practice November 2018  aOttawabTalent First Networkc11/2018  a3-30 v810abest practice10acollaboration10acreativity10acybersecurity10aframework10ainformation security10ainnovation10ainnovation ecosystems10amaturity model10amethod10amodel10apractice10aresearch10aresearch institutions10astrategy1 aMcPhee, Chris  uhttps://timreview.ca/article/119401932nas a2200277   4500008004100000022001400041245006200055210006200117260004200179300000900221490000600230520115800236653001401394653002701408653002101435653001401456653002401470653001501494653001401509653001301523100001701536700002001553700002701573700001701600856003701617       2017                        eng d  a1927-032100aAnticipating Alternative Futures for the Platform Economy0 aAnticipating Alternative Futures for the Platform Economy  aOttawabTalent First Networkc09/2017  a6-160 v73 aDespite the considerable hype around platforms, our understanding of what the platform economy means and what drivers will define future development trajectories is limited. Companies and policy makers have a great need to investigate what potential opportunities will arise from the platform economy. A shared perception of uncertainties and a strong vision are prerequisites for the development of the platform economy. In this article, we describe a systematic way to develop a resilient vision for a new platform ecosystem, both from the viewpoint of national policy makers and corporate strategy makers in the heavy engineering industry. The process uses morphological analysis for scenario development and robust portfolio modelling for creating resilient strategies. The results include a list of key uncertainties, three general scenarios (sustainable development by Europe; polarization driven by China and the United States; US-driven fast, unreliable growth) as well as steel-industry specific scenarios based on these uncertainties, elements of a resilient vision, and strategies for coping with the uncertainties described by the scenarios.10aforesight10amorphological analysis10aplatform economy10aplatforms10aportfolio modelling10aresilience10ascenarios10astrategy1 aDufva, Mikko1 aKoivisto, Raija1 aIlmola-Sheppard, Leena1 aJunno, Seija  uhttp://timreview.ca/article/110200796nas a2200289   4500008004100000022001400041245005700055210005400112260004200166300000800208490000600216653002700222653001500249653001500264653001800279653002100297653001400318653001700332653001300349653001300362653001500375653001900390100001800409700002100427700002100448856003700469       2017                        eng d  a1927-032100aEditorial: Platforms and Ecosystems (September 2017)0 aEditorial Platforms and Ecosystems September 2017  aOttawabTalent First Networkc09/2017  a3-50 v710adigital transformation10aecosystems10ainnovation10aorchestrators10aplatform economy10aplatforms10astakeholders10astartups10astrategy10atechnology10avalue creation1 aMcPhee, Chris1 aDedehayir, Ozgur1 aSeppänen, Marko  uhttp://timreview.ca/article/110102124nas a2200277   4500008004100000022001400041245010000055210006900155260004200224300001000266490000600276520132400282653001101606653001801617653001501635653001501650653001801665653001601683653001001699653001301709100002101722700002101743700002101764700002401785856003701809       2017                        eng d  a1927-032100aOrchestrating Innovation Ecosystems: A Qualitative Analysis of Ecosystem Positioning Strategies0 aOrchestrating Innovation Ecosystems A Qualitative Analysis of Ec  aOttawabTalent First Networkc03/2017  a12-240 v73 aThis article explores how firms can orchestrate innovation ecosystems to enhance collaboration for innovation among different actors. Most previous research on ecosystems has focused on firm-level strategies to operate in an ecosystem rather than the composition or orchestration of an ecosystem as a whole. However, finding the balance between the self-interests of involved actors is critical in order to create collaborative settings that induce different parties to jointly develop and put their best efforts into a joint endeavour. Thus, we undertook a qualitative study with 35 case companies from the metal and engineering industries, each of whom was interested in developing their position in ecosystems and improving their relational business practices. The findings suggest that there is an essential ecosystem competence that is needed by all actors in an ecosystem, regardless of their position, and that is the ability to manage dynamic strategic interactions related to innovation. This competence enables them to ensure the future vitality of the ecosystem and their own business. These results highlight the need for managers to profile their own company’s role in an ecosystem in relation to the type of ecosystems, while simultaneously evaluating the ecosystem’s ability and potential to survive.10aactors10acollaboration10aecosystems10ainnovation10aorchestration10apositioning10aroles10astrategy1 aValkokari, Katri1 aSeppänen, Marko1 aMäntylä, Maria1 aJylhä-Ollila, Simo  uhttp://timreview.ca/article/106100716nas a2200265   4500008004100000022001400041245003900055210003600094260004200130300000800172490000600180653002100186653001500207653003100222653002100253653002100274653001500295653002600310653001300336653001300349653002000362653001300382100001800395856003700413       2016                        eng d  a1927-032100aEditorial: Insights (October 2016)0 aEditorial Insights October 2016  aOttawabTalent First Networkc10/2016  a3-40 v610aboundary objects10aecosystems10aentrepreneurial university10aentrepreneurship10agrowth ambitions10ainnovation10aknowledge integration10astartups10astrategy10atacit knowledge10ateaching1 aMcPhee, Chris  uhttp://timreview.ca/article/102201998nas a2200217   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520135500263653002501618653001501643653001201658653001301670653001801683100002101701700002101722856003701743       2016                        eng d  a1927-032100aManaging Innovation Ecosystems to Create and Capture Value in ICT Industries0 aManaging Innovation Ecosystems to Create and Capture Value in IC  aOttawabTalent First Networkc10/2016  a17-240 v63 aIn a new knowledge-intensive economic landscape, firms need to access external knowledge sources due to their inability to generate all necessary knowledge on their own. The interaction with and learning from external knowledge sources implies that firms depend upon decisions and actions made by business partners and external support organizations. This network of linkages can be considered as an ecosystem in which commercial enterprises and non-firm organizations interact with one another and work together to create and capture value. Previous studies have shown that a firm’s ability to successfully commercialize a new product depends not only on its own technology strategy but also its capabilities to manage an innovation ecosystem strategy. Dynamic markets, intense competition, and shorter product lifecycles force companies across different industries to create and capture value more rapidly by launching new innovations. Well-defined and executed innovation ecosystem strategies can help companies to develop new markets and business opportunities for the different types of innovations and enable their businesses to grow. This study provides new insight into how an ecosystem strategy can be formed based on the traditional strategy literature and proposes a conceptual framework for senior leaders to form an ecosystem strategy.10ainnovation ecosystem10amanagement10anetwork10astrategy10avalue capture1 aPellikka, Jarkko1 aAli-Vehmas, Timo  uhttp://timreview.ca/article/102400697nas a2200229   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268653001800274653001200292653001500304653001800319653002500337653001300362653000900375653002500384100002200409856003600431       2015                        eng d  a1927-032100aTIM Lecture Series – Communicating Strategy: How Drawing Can Create Better Engagement0 aTIM Lecture Series Communicating Strategy How Drawing Can Create  aOttawabTalent First Networkc08/2015  a44-480 v510acommunicating10adrawing10aframeworks10aillustrations10astrategic management10astrategy10aSWOT10avisual communication1 aCummings, Stephen  uhttp://timreview.ca/article/92202169nas a2200205   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284520153800290653001801828653001701846653001601863653001501879653001301894100002001907856003601927       2014                        eng d  a1927-032100aAmbidextrous Strategies and Innovation Priorities: Adequately Priming the Pump for Continual Innovation0 aAmbidextrous Strategies and Innovation Priorities Adequately Pri  aOttawabTalent First Networkc07/2014  a44-510 v43 aThe dynamic and unpredictable nature of the market has caused many organizations within rapidly changing industries to fail. These failures are, in part, due to a lack of continual and balanced innovation that firms should aim to achieve. That is, although firms may succeed at either refining existing competencies for incremental innovations or exploring new opportunities for radical innovations, many firms have experienced great difficulty in simultaneously pursuing and realizing success in both areas. This innovation imbalance arises when firms stick to traditional strategic notions of competition in fast-moving industries; these firms have not realized that the ability to compete in current and new markets begins with the strategies and priorities that are responsible for the very nature of innovation capabilities. The purpose of this study is to offer a reconceptualization of notions related to organizational strategy that are responsible for driving innovation capabilities. Specifically, this study develops a continual innovation framework that illustrates the impact ambidextrous strategies and priorities have on the firm’s ambidextrous innovation capability. It offers a modified concept of ambidexterity (i.e., exploration, exploitation, coordination) to reconceptualize business, marketing, and information systems strategies as ambidextrous strategy constructs. The article also discusses the relationships between constructs and the implications of this reconceptualization for researchers and managers.10aambidexterity10aexploitation10aexploration10ainnovation10astrategy1 aScott, Nehemiah  uhttp://timreview.ca/article/81201896nas a2200253   4500008004100000022001400041245006900055210006800124260004200192300001000234490000600244520117800250653001801428653003401446653001801480653001201498653001501510653001501525653002001540653001301560100001701573700001601590856003601606       2014                        eng d  a1927-032100aCollaborative Idea Management: A Driver of Continuous Innovation0 aCollaborative Idea Management A Driver of Continuous Innovation  aOttawabTalent First Networkc02/2014  a11-160 v43 aDespite the critical importance of innovation to most companies' ongoing success, many organizations fail to develop sustainable innovation management processes. The article explores the application of collaborative idea management to drive continuous innovation in large organizations based on our experience at Waabii, an innovation software and consulting service provider. First, we identify the key roadblocks faced by organizations in managing their innovation processes. Next, we describe the innovation model created at Waabii to help implement a sustainable innovation process, and we present a case study of an innovation management software solution, Exago Idea Market, which was implemented to create a collaborative and sustainable innovation environment in a large global telecommunications company. Finally, we offer recommendations for implementing this model of collaborative idea management. This article is particularly relevant to managers in larger organizations and practitioners of organizational change seeking to identify inhibitors of growth and business innovation and how to combat the roadblocks and create a sustainable innovation environment.10acollaboration10acollaborative idea management10acrowdsourcing10aculture10ainnovation10aleadership10aOpen innovation10astrategy1 aBank, Jesper1 aRaza, Adnan  uhttp://timreview.ca/article/76400854nas a2200313   4500008004100000022001400041245003600055210003300091260004200124300000800166490000600174653001800180653002400198653002000222653002100242653001800263653001500281653002300296653004200319653001400361653001600375653002900391653001400420653001300434653002200447653001700469100001800486856003600504       2014                        eng d  a1927-032100aEditorial: Insights (July 2014)0 aEditorial Insights July 2014  aOttawabTalent First Networkc07/2014  a3-40 v410aambidexterity10abusiness ecosystems10abusiness models10aentrepreneurship10aimprovisation10ainnovation10aInternet of Things10aknowledge-intensive business services10aplatforms10apublic good10apublicly funded research10astandards10astrategy10avalue co-creation10avalue design1 aMcPhee, Chris  uhttp://timreview.ca/article/80600823nas 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/79800778nas a2200265   4500008004100000022001400041245010800055210006900163260004200232300001000274490000600284653001300290653001400303653001300317653001800330653001800348653001400366653001500380653002000395653001500415653001500430653001300445100001800458856003600476       2014                        eng d  a1927-032100aTIM Lecture Series – The Laboratory for Analytic Sciences: Developing the Art and Science of Analysis0 aTIM Lecture Series The Laboratory for Analytic Sciences Developi  aOttawabTalent First Networkc07/2014  a52-540 v410aanalysis10aanalytics10abig data10acollaboration10acybersecurity10aframework10ainnovation10ainstrumentation10amonitoring10aprediction10astrategy1 aHarris, David  uhttp://timreview.ca/article/81300777nas 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/67201294nas a2200193   4500008004100000022001400041245006000055210006000115260004200175300000900217490000600226520072700232653002200959653002800981653002001009653001301029100002201042856003601064       2013                        eng d  a1927-032100aRethinking Open Innovation Beyond the Innovation Funnel0 aRethinking Open Innovation Beyond the Innovation Funnel  aOttawabTalent First Networkc04/2013  a6-100 v33 aIn this article, I first argue that open innovation can be applied in situations where companies do not themselves develop new products or services. As a consequence, open innovation becomes relevant for a much larger group of organizations than previously considered. Second, I argue that open-innovation scholars have insufficiently differentiated open-innovation initiatives in terms of their impact on companies’ growth: some open-innovation initiatives lead to incremental innovations in an existing business while, in other cases, open-innovation initiatives are used to establish completely new businesses. Both arguments illustrate the need to integrate open-innovation initiatives into the strategy of the firm.10ainnovation funnel10anew product development10aOpen innovation10astrategy1 aVanhaverbeke, Wim  uhttp://timreview.ca/article/67301496nas a2200205   4500008004100000022001400041245008900055210006900144260004200213300000900255490000600264520085100270653003801121653001501159653002601174653001301200653001901213100002201232856003601254       2013                        eng d  a1927-032100aStrategic Innovation for Business Performance: The Art and Science of Transformation0 aStrategic Innovation for Business Performance The Art and Scienc  aOttawabTalent First Networkc09/2013  a6-120 v33 aDespite the well-documented association between innovation and business performance, many organizations struggle in their attempts to become successful innovators. This article discusses a recommended “art and science of transformation” approach to help companies improve their innovation performance through effective organizational change. The approach is focused on four key factors: culture, collaboration, strategy, and systems. Examples are drawn from a review of previous research to demonstrate successful innovation practice using similar approaches, and examples of less successful practice are included to highlight ways in which an "art and science" approach can help overcome the difficulties often faced. The article concludes with some practical, step-by-step guidance based on the art and science of transformation framework. 10aart and science of transformation10ainnovation10aorganizational change10astrategy10atransformation1 aSchroeder, Harold  uhttp://timreview.ca/article/72200617nas a2200217   4500008004100000022001400041245006600055210006200121260004200183300001000225490000600235653001800241653001400259653002000273653001300293653001300306653001300319653001600332100001500348856003600363       2013                        eng d  a1927-032100aTIM Lecture Series – Using Risk to Drive a Security Service0 aTIM Lecture Series Using Risk to Drive a Security Service  aOttawabTalent First Networkc06/2013  a42-450 v310acybersecurity10aplatforms10arisk management10asecurity10aservices10astrategy10auncertainty1 aCard, Paul  uhttp://timreview.ca/article/69600659nas a2200229   4500008004100000022001400041245006500055210006200120260004200182300001000224490000600234653001600240653001000256653001800266653002500284653001700309653002000326653001200346653001300358100002200371856003600393       2012                        eng d  a1927-032100aQ&A. What Does a Global Startup Need to Know to Enter China?0 aQA What Does a Global Startup Need to Know to Enter China  aOttawabTalent First Networkc11/2012  a41-450 v210aborn global10aChina10aglobalization10ainternationalization10amarket entry10amarket research10astartup10astrategy1 aRauchwerger, Sara  uhttp://timreview.ca/article/62800566nas a2200193   4500008004100000022001400041245006400055210006200119260004200181300001000223490000600233653002100239653002000260653001300280653001300293653001500306100001500321856003600336       2012                        eng d  a1927-032100aTIM Lecture Series - 29 Lessons Learned in Entrepreneurship0 aTIM Lecture Series 29 Lessons Learned in Entrepreneurship  aOttawabTalent First Networkc11/2012  a46-480 v210aentrepreneurship10alessons learned10astartups10astrategy10atechnology1 aBiggs, Wes  uhttp://timreview.ca/article/62900617nas a2200205   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255653002000261653002600281653000700307653001200314653001300326653001500339100002100354856003600375       2012                        eng d  a1927-032100aTIM Lecture Series – Intellectual Property Paradigms for Global Business0 aTIM Lecture Series Intellectual Property Paradigms for Global Bu  aOttawabTalent First Networkc12/2012  a43-450 v210aglobal business10aintellectual property10aIP10apatents10astrategy10atrademarks1 aFreedman, Gordon  uhttp://timreview.ca/article/63802212nas a2200205   4500008003900000022001400039245006500053210006400118260004200182300000900224490000600233520162200239653001901861653002601880653002001906653001201926653001301938100001901951856003601970       2011                          d  a1927-032100aPatent Value: A Business Perspective for Technology Startups0 aPatent Value A Business Perspective for Technology Startups  aOttawabTalent First Networkc12/2011  a5-110 v13 aIn the last year, news headlines have highlighted record patent infringement settlements, multibillion dollar auctions of large corporate patent portfolios, and ongoing patent battles between key technology industry players. Despite this acknowledgment of the significant value of patents for large corporations, many small technology companies are understandably more focused on the near-term costs of obtaining a patent rather than future value. Costs may seem prohibitive to an early stage technology startup. Some software startups question whether patents are relevant to their business. 

In practice, effective intellectual property (IP) strategy and management is dependent on many factors, such as technology or industry sector, size and maturity of the business, technology lifecycle, and the business and market environment. IP strategy must be aligned to business strategy from the outset. By considering IP in the broader context of the overall business plan and the competitive environment, opportunities for generating increased return on R&D investment and added business value through patents or other forms of IP can be recognized early on. This approach ensures that a decision about whether or not to patent is driven by business reasons rather than budget constraints.

This article examines the costs and benefits of patents from the perspective of early-stage technology startups and growing businesses, and it provides some general guidance on best practices for developing an IP and patent activity plan and for building a patent portfolio that appropriately supports business objectives.10abusiness value10aintellectual property10apatenting costs10apatents10astrategy1 aWilton, Angela  uhttp://timreview.ca/article/501