02028nas a2200289   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520120800263653001401471653002501485653001501510653002101525653001601546653001501562653001501577653001701592653001201609100002201621700001801643700002201661700001901683856003601702       2016                        eng d  a1927-032100aEmployment Dynamics of Australian Entrepreneurship: A Management Perspective0 aEmployment Dynamics of Australian Entrepreneurship A Management   aOttawabTalent First Networkc06/2016  a33-400 v63 aThis article attempts to draw together the literature on high-growth firms and management capability using Australian Government data from the Expanded Analytical Business Longitudinal Database. We tracked cohorts of new micro-sized firms (startups) over five years from birth. Compared with startups that had a low employment growth trajectory, medium- and high-growth micro-startups exhibited higher financial performance, higher innovation activity, and a greater propensity to seek external (debt or equity) finance. From a management perspective, medium- and high-growth startups were also significantly more likely to monitor and assess their performance across a wider range of performance indicators. High-growth micro-startups exhibited significantly higher operational process and organizational/managerial innovation, a higher likelihood of foreign ownership, and a greater demand for equity finance than medium-growth micro-startups. This data is consistent with other evidence that suggests that sustained high growth comes from superior strategic management and may suggest an ongoing role for government policy in building firm management capability in order to foster employment growth. 10aAustralia10acreative destruction10aemployment10aentrepreneurship10ahigh growth10ainnovation10amanagement10aproductivity10astartup1 aHendrickson, Luke1 aBucifal, Stan1 aBalaguer, Antonio1 aHansell, David  uhttp://timreview.ca/article/99502072nas a2200325   4500008004100000022001400041245006700055210006000122260004200182300000900224490000600233520119000239653001601429653001801445653001801463653001801481653002401499653001301523653002701536653002301563653001101586653001701597653001201614653001101626653001301637100001901650700002101669700002001690856003601710       2014                        eng d  a1927-032100aThe Online World of the Future: Safe, Productive, and Creative0 aOnline World of the Future Safe Productive and Creative  aOttawabTalent First Networkc10/2014  a5-120 v43 aA safer online world is required to attain higher levels of productivity and creativity. We offer a view of a future state of the online world that places safety, productivity, and creativity above all else. The online world envisaged for 2030 is safe (i.e., users communicate with accuracy and enduring confidence), productive (i.e., users make timely decisions that have an ongoing global effect), and creative (i.e., users can connect seemingly unrelated information online). The proposed view differs from other views of the future online world that are anchored around technology solutions, confrontation, deception, and personal or commercial gain. The following seven conditions characterize the proposed view of the online world: i) global-scale autonomous learning systems; ii) humans co-working with machines; iii) human factors that are authentic and transferrable; iv) global scale whole-brain communities; v) foundational knowledge that is authentic and transferrable; vi) timely productive communication; and vii) continuous technological adaptation. These conditions are expected to enable new social-behavioural, socio-technical, and organizational interaction models. 10abisociation10acybersecurity10aexcludability10afuture vision10aIndustrial Internet10aInternet10aInternet of Everything10aInternet of Things10aonline10aproductivity10arivalry10asafety10asecurity1 aBailetti, Tony1 aLevesque, Renaud1 aWalsh, D’Arcy  uhttp://timreview.ca/article/834