02667nas a2200313   4500008004100000022001400041245012800055210006900183260004200252300001300294490000700307520169700314653002602011653001502037653001502052653002302067653001902090653001102109653002202120653001402142100002602156700002602182700001802208700001902226700002602245700001902271700003302290856003002323       2022                        eng d  a1927-032100aBlockchain Implementation Challenges in Developing Countries: An evidence-based systematic review and bibliometric analysis0 aBlockchain Implementation Challenges in Developing Countries An   aOttawabTalent First Networkc05/2022  a220102020 v123 aContemporary research on technology and innovation management has gauged blockchain as a catalyst for the electronic-information era. As developing countries around the globe are facing challenges to adopt and implement blockchain, this evidence-based systematic review aims to identify the implementation challenges of blockchain technology for developing countries. A total of 1,298 published documents during the period 2016-2021 from the Scopus, Web of Science, IEEE Xplore, and ScienceDirect databases were explored to recognize 19 appropriate publications for research analysis using a PRISMA flow diagram. Based on the identified challenges from the thorough reviews of these 19 publications, using the association technique, the authors developed four comprehensive themes as broad challenges: technological, governance, organizational and environmental, and knowledge. Later, they performed bibliometric analyses using VOSviewer 1.6.17, and based on the bibliometric evidence constructed term co-occurrence network plots. The results show that developing countries face challenges vis-à-vis technological, governance, organizational and environmental, and knowledge issues when implementing blockchain technology. Hence, to make blockchain adoption and implementation processes successful in developing countries, these broad categories of challenges must be properly addressed. In addition, practitioners of disruptive technology, policymakers, consultants, IT experts, business people, top company managers, and above all, respective governments need to pay attention to these challenges for accelerating the blockchain adoption and implementation process in developing countries.10abibliometric analysis10ablockchain10achallenges10adeveloping country10aimplementation10aPRISMA10asystematic review10aVOSviewer1 aSaif, Abu, Naser Moha1 aIslam, K., M. Anwarul1 aHaque, Afruza1 aAkhter, Hamida1 aRahman, S.M., Masudur1 aJafrin, Nusrat1 aMostafa, Rasheda, Akter Rupa  utimreview.ca/article/147902033nas a2200229   4500008004100000022001400041245007800055210006900133260004200202300001000244490000700254520135800261653001501619653001901634653001801653653002401671653002401695100001601719700001901735700001901754856003001773       2021                        eng d  a1927-032100aBarriers to Value Specification when Carrying out Digitalization Projects0 aBarriers to Value Specification when Carrying out Digitalization  aOttawabTalent First Networkc05/2021  a54-640 v113 aIf digitalization projects aim to effectively create value for a company, one precondition is having a shared view among company staff and project members of what the "desirable" value is. However, it has been shown that few companies fully understand the value that digitalization projects can create for them, while many companies still launch digitalization projects without having gained much understanding. This contributes to the current "alarmingly" low success rate for digitalization projects. Developing effective methods to specify the desired values of digitalization projects has hence become important. One step in developing improved specification methods is to ask what the possible barriers are to improving current value specification practices. The purpose of the current study is to address this. We analyzed several digitalization projects regarding how specifications of desired project value were carried out, finding that very limited resources are spent on specifying desired values in digitalization projects, this limits project success. Likewise, there are several barriers to increasing resources for specifying desired values. Our findings contribute to understanding the development of value specification methods that aim to overcome these barriers and thus could help improve the success rate of digitalization projects.10aautomation10adigitalization10aeffectiveness10aresource-efficiency10aValue specification1 aGrahn, Sten1 aGranlund, Anna1 aLindhult, Erik  utimreview.ca/article/144201758nas a2200229   4500008004100000022001400041245005700055210005600112260004200168300001000210490000700220520108100227653001501308653001501323653001901338653004001357653002801397653002901425100001901454700002501473856003001498       2020                        eng d  a1927-032100aBlockchain-enabled Clinical Study Consent Management0 aBlockchainenabled Clinical Study Consent Management  aOttawabTalent First Networkc02/2020  a14-240 v103 aWritten informed consent (WIC) is required in the context of voluntary participation in a clinical trial. The trial participant gives WIC in accordance with various regulatory requirements. We present a framework concept for a blockchain-based distributed ledger solution, which aims at implementing simple and secure management of WIC documentation, along the entire data value chain from acquiring consent to academic publication, and (commercially) exploiting the results of a clinical study. This may include (but is not limited to) clinical deployment, security monitoring, and conformity with data privacy and ethical standards. Thus, we present a potential “Health AI” application that goes beyond WIC documentation, to enabling the creation of a holistic data provenance trail graph. Such a framework concept aims to create sustainable value for study participants, clinicians, data scientists, and ultimately consumers. The framework’s usefulness is relevant for ensuring the ethical development of artificial intelligence applications in the healthcare domain.10aAI Ethics.10ablockchain10aClinical Study10aHealth Artificial Intelligence (AI)10aPlatform Business Model10aWritten Informed Consent1 aJung, Hans, H.1 aPfister, Franz, M.J.  utimreview.ca/article/132501622nas a2200169   4500008004100000022001400041245008700055210006900142260004200211300000700253490000600260520108200266100001901348700002001367700002701387856003801414       2019                        eng d  a1927-032100aBeyond the Hype: A Bibliometric Analysis Deconstructing Research on Digitalization0 aBeyond the Hype A Bibliometric Analysis Deconstructing Research   aOttawabTalent First Networkc10/2019  a480 v93 aThe accelerating emergent field of research addressing digitalization and related topics is complex, unstructured and hyped. Consequently, both research and practice lack a rigorous foundation of prior published research to underpin and direct future exploration into the opportunities and challenges provided by these exciting new digital technologies. This study employed a bibliometric analysis to explore extant published research within the digitalization field. We identified key articles that have enabled us to distinguish between interrelated digitalization concepts. Subsequently, we propose a taxonomy with characteristics for different levels of digitalization. The taxonomy contributes dimensions that create different commercial and organizational opportunities and challenges at various levels. The taxonomy offers a vantage point for subsequent empirical and conceptual research to extend insights on related digitalization themes, and especially those related to innovation and strategy decisions on scalability, automation, channel selection and connectivity.1 aHoland, Andrea1 aSvadberg, Silje1 aBreunig, Karl, Joachim  uhttps://timreview.ca/article/127401891nas a2200229   4500008004100000022001400041245009100055210006900146260004200215300001000257490000600267520118500273653002001458653001601478653001501494653002701509653002201536100002001558700002501578700002001603856003801623       2019                        eng d  a1927-032100aBridging Participatory Policy Trends and Research Traditions through Social Innovation0 aBridging Participatory Policy Trends and Research Traditions thr  aOttawabTalent First Networkc04/2019  a27-360 v93 aThis study explores whether social innovation may serve as a bridge between participatory policy trends and research traditions when striving for improved societal relevance and impact of research and innovation (R&I). Despite their shared aim of relevance and impact through civic involvement, European R&I policies and participatory action research approaches seldom refer to each other or harness each other’s resources. The study advances the knowledge regarding how the participatory elements in the policies and research approaches relate through a participatory case study of a joint R&I process to develop a model for social innovation support in Sweden. The case study helps distinguish potential synergies between various degrees of involvement advocated in the policies and research approaches, as well as between the reliance on trending policy concepts vs. scientific notions of validity. Social innovation is perceived as a potential bridge between these elements, as it draws upon participatory academic traditions, while simultaneously tapping into current policy trends of co-creation, in the development of new approaches and solutions to societal challenges. 10aaction research10aco-creation10ainnovation10aparticipatory research10asocial innovation1 aLindberg, Malin1 aHallencreutz, Daniel1 aTengqvist, Anna  uhttps://timreview.ca/article/123101750nas 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/125201819nas a2200229   4500008004100000022001400041245007300055210006900128260004200197300001000239490000600249520116600255653001301421653001801434653001801452653002301470653000801493653001201501653001801513100002101531856003701552       2017                        eng d  a1927-032100aBig Data and Individual Privacy in the Age of the Internet of Things0 aBig Data and Individual Privacy in the Age of the Internet of Th  aOttawabTalent First Networkc04/2017  a12-240 v73 aThe availability of “big data” and “smart” products are credited with advancing solutions to complex problems in medicine, transportation, and education, among others. However, with big data comes big responsibility. The collection, storage, sharing, and analysis of data are far outpacing individual privacy protections, whether technological or legislative. The Internet of Things (IoT), with its promise to create networks of networks, will magnify individual data privacy threats. Recent data breaches, exposing the personal information of millions of users, provide insight into the vulnerability of personal data. Although seemingly expansive, there are core individual privacy issues that are central to current big data breaches and anticipated IoT threats. This article examines both big data and the IoT using examples of data privacy breaches to illustrate the impact of individual data loss. Furthermore, the article examines the complexity of tackling technological and legislative challenges in protecting individual privacy. It concludes by summarizing these issues in terms of the future implications of the IoT and the loss of privacy. 10abig data10acybersecurity10adata breaches10aInternet of Things10aIOT10aprivacy10asmart devices1 aAdams, Mackenzie  uhttp://timreview.ca/article/106702039nas a2200265   4500008004100000022001400041245011700055210006900172260004200241300001000283490000600293520121800299653001501517653002101532653001801553653001901571653002301590653002101613653001901634653002601653653001901679653002001698100001801718856003701736       2017                        eng d  a1927-032100aA Blockchain Ecosystem for Digital Identity: Improving Service Delivery in Canada’s Public and Private Sectors0 aBlockchain Ecosystem for Digital Identity Improving Service Deli  aOttawabTalent First Networkc10/2017  a35-400 v73 aBlockchain-based solutions have the potential to make government operations more efficient and improve the delivery of services in the public and private sectors. Identity verification and authentication technologies, as one of the applications of blockchain-based solutions – and the focus of our own efforts at SecureKey Technologies – have been critical components in service delivery in both sectors due to their power to increase trust between citizens and the services they access. To convert trust into solid value added, identities must be validated through highly-reliable technologies, such as blockchain, that have the capacity to reduce cost and fraud and to simplify the experience for customers while also keeping out the bad actors. With identities migrating to digital platforms, organizations and citizens need to be able to transact with reduced friction even as more counter-bound services move to online delivery. In this article, drawing on our own experiences with an ecosystem approach to digital identity, we describe the potential value of using blockchain technology to address the present and future challenges of identity verification and authentication within a Canadian context. 10ablockchain10aconsumer privacy10acybersecurity10adigital assets10adigital attributes10adigital identity10aidentity fraud10aidentity verification10aonline privacy10aonline security1 aWolfond, Greg  uhttp://timreview.ca/article/111201919nas a2200229   4500008004100000022001400041245007900055210006900134260004200203300001000245490000600255520121100261653002001472653002401492653001901516653002601535653002501561100002101586700002601607700001901633856003701652       2016                        eng d  a1927-032100aBoundary Objects as Part of Knowledge Integration for Networked Innovation0 aBoundary Objects as Part of Knowledge Integration for Networked   aOttawabTalent First Networkc10/2016  a25-360 v63 aNetworked innovation in co-creation networks is not possible without collaborative practices. Especially in complex projects, contextual knowledge is often spread among different stakeholders. To harness this dispersed knowledge for networked innovation, working knowledge management and collaborative practices are needed. This article addresses this need for better understanding and approaches to facilitate knowledge integration for networked innovation. We consider knowledge integration as the ability to put knowledge into action, and networked innovation as the co-created goal-driven output of selected partners. Our study focuses on describing and reporting a cross-learning type of expert knowledge-integration process with boundary objects, concrete or abstract “bridges” for overcoming possible knowledge boundaries, in a co-creation network. This article adds knowledge on networked innovation through knowledge integration with boundary objects. The reported process will help managers to systematically approach problems requiring expert knowledge that does not exist within their own organization and to better integrate knowledge required for innovation within their project networks.10aboundary object10aco-creation network10across-learning10aknowledge integration10anetworked innovation1 aMäenpää, Sari1 aSuominen, Anu, Helena1 aBreite, Rainer  uhttp://timreview.ca/article/102501988nas a2200205   4500008004100000022001400041245011700055210006900172260004200241300000900283490000600292520133800298653002201636653001701658653002601675653001301701653001001714100002101724856003701745       2016                        eng d  a1927-032100aBuilding Scientist Capacity in Knowledge Translation: Development of the Knowledge Translation Planning Template0 aBuilding Scientist Capacity in Knowledge Translation Development  aOttawabTalent First Networkc09/2016  a9-150 v63 aThe last fifteen years have seen a fundamental shift in the importance of knowledge translation in health research and clinical care. Health research funders have incorporated knowledge translation into their missions, strategic directions, and funding opportunities, encouraging knowledge translation and implementation science and requiring knowledge translation practice from researchers working across the health research pillars – basic, clinical, health services, and population health. Healthcare and research organizations have changed their landscape as well, hiring knowledge translation practitioners to bridge research and practice for a range of knowledge users. Universities are shifting criteria for academic promotion to incorporate knowledge translation. Growing attention to knowledge translation in research, practice, and scholarship has created a need for researchers and practitioners to develop knowledge translation skills and competencies related to their research, scholarship, and organizational activities. The Knowledge Translation Planning Template was developed to support knowledge translation planning for scientists in health and other sectors. This article provides an overview of the rationale for its development, introduces the tool components, and describes preliminary indicators of impact. 10acapacity building10acompetencies10aknowledge translation10atemplate10atools1 aBarwick, Melanie  uhttp://timreview.ca/article/101501720nas a2200193   4500008004100000022001400041245006600055210006500121260004200186300001000228490000600238520112400244653002101368653001801389653003701407653002801444100001801472856003601490       2015                        eng d  a1927-032100aBotnet Takedown Initiatives: A Taxonomy and Performance Model0 aBotnet Takedown Initiatives A Taxonomy and Performance Model  aOttawabTalent First Networkc01/2015  a15-200 v53 aBotnets have become one of the fastest-growing threats to the computer systems, assets, data, and capabilities relied upon by individuals and organizations worldwide. Botnet takedown initiatives are complex and as varied as the botnets themselves. However, there is no comprehensive database of botnet takedowns available to researchers and practitioners, nor is there a theoretical model to help predict the success or failure of future takedown initiatives. This article reports on the author's ongoing research that is contributing to both of these challenges and introduces a set of hypotheses relating to the performance of botnet takedown initiatives. In addition to researchers, the article will be of particular interest to personnel in technical, legal, and management functions of organizations interested in improving the quality of their communications and accelerating decision making for the purpose of launching and operating botnet takedown initiatives. It will also be of interest to entrepreneurs who wish to launch and grow cybersecurity ventures that provide solutions to botnet and malware threats.10abotnet takedowns10acyber-attacks10adismantle cybercriminal networks10adisrupt online networks1 aShirazi, Reza  uhttp://timreview.ca/article/86201596nas a2200265   4500008004100000022001400041245004900055210004800104260004200152300001000194490000600204520086400210653002101074653001801095653002101113653002301134653003301157653001601190653001701206653001501223653001701238653002101255100001801276856003601294       2015                        eng d  a1927-032100aBuilding Cyber-Resilience into Supply Chains0 aBuilding CyberResilience into Supply Chains  aOttawabTalent First Networkc04/2015  a19-270 v53 aThe article discusses how an organization can adopt an information-centric approach to protect its information shared in one or more supply chains; clearly communicate the expectations it has for a direct (Tier 1) supplier to protect information; and use contracts and measurement to maintain the protection desired. Building on this foundation, the concept of resilience – and that of cyber-resilience – is discussed, and how an information-centric approach can assist in creating a more cyber-resilient supply chain. Finally, the article concludes with five steps an organization can take to improve the protection of its information:  i) map the supply chain; ii) build capability; iii) share information and expertise; iv) state requirements across the supply chain using standards, common frameworks, and languages; and v) measure, assess, and audit.10acyber-resilience10acybersecurity10adirect suppliers10aindirect suppliers10ainformation-centric approach10aprocurement10arequirements10aresilience10asupply chain10aTier 1 suppliers1 aDavis, Adrian  uhttp://timreview.ca/article/88701817nas a2200253   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520103400292653002301326653001601349653002101365653001401386653002501400653002401425653002001449653002301469653001401492100002101506856003601527       2015                        eng d  a1927-032100aBusiness, Innovation, and Knowledge Ecosystems: How They Differ and How to Survive and Thrive within Them0 aBusiness Innovation and Knowledge Ecosystems How They Differ and  aOttawabTalent First Networkc08/2015  a17-240 v53 aIn management studies, the ecosystem metaphor is often utilized without clear definition and, thereby, several partially overlapping concepts such as industrial, business, service, innovation, and knowledge ecosystems have been introduced. The purpose of this conceptual article is to go beyond the confusion to define what is meant by different concepts regarding an ecosystem and especially describe the relationships between the three different ecosystem types: business, innovation, and knowledge ecosystems. The article contributes to the literature by describing how the ecosystem types differ in terms of their outcomes, interactions, logic of action, and actor roles. The results show that the three ecosystem types are interconnected from the viewpoint of the ecosystem actor. For practitioners, the article sheds more light on how the rules of the game (i.e., the logic of action) differ in the different types of ecosystems and demonstrates that different models are needed in order to operate in different ecosystems.10abusiness ecosystem10acommunities10aconceptual paper10aecosystem10ainnovation ecosystem10aknowledge ecosystem10alogic of action10aman-made ecosystem10aplatforms1 aValkokari, Katri  uhttp://timreview.ca/article/91901466nas a2200253   4500008004100000022001400041245005100055210004600106260004200152300000900194490000600203520075100209653002000960653001900980653002100999653000901020653001401029653003201043653002501075653003701100100002201137700001701159856003601176       2014                        eng d  a1927-032100aThe Business of Open Source Software: A Primer0 aBusiness of Open Source Software A Primer  aOttawabTalent First Networkc01/2014  a4-110 v43 aThis article is meant as a primer for those interested in gaining a basic understanding of the business of open source software. Thus, we cover four main areas: i) what motivates businesses to get involved in open source; ii) common open source licenses and how they relate to community and corporate interests; iii) issues regarding the monetization of an open source program; and iv) open source business models currently employed. This article is particularly suitable for people who want a general understanding of the business of open source software; people who want to understand the significant issues regarding an open source program's potential to generate income; and entrepreneurs who want to create a company around open source code.10abusiness source10adual licensing10aentrepreneurship10aopen10aopen core10aopen source business models10aopen source licenses10aopen source software development1 aWidenius, Michael1 aNyman, Linus  uhttp://timreview.ca/article/75600631nas a2200205   4500008004100000022001400041245008700055210006900142260004200211300001000253490000600263653002000269653002100289653001400310653001400324653001600338100001800354700001700372856003600389       2014                        eng d  a1927-032100aThe Businesses of Open Data and Open Source: Some Key Similarities and Differences0 aBusinesses of Open Data and Open Source Some Key Similarities an  aOttawabTalent First Networkc01/2014  a12-170 v410abusiness models10aentrepreneurship10alicensing10aopen data10aopen source1 aLindman, Juho1 aNyman, Linus  uhttp://timreview.ca/article/75701611nas a2200253   4500008003900000022001400039245009100053210006900144260004200213300001000255490000600265520085700271653001801128653001601146653001601162653001501178653002801193653002201221653002001243653001701263100001901280700002201299856003601321       2012                          d  a1927-032100aBeing Disruptive: How Open Growth is Delivering Effective Social Change at a Fast Pace0 aBeing Disruptive How Open Growth is Delivering Effective Social   aOttawabTalent First Networkc07/2012  a16-200 v23 aBoth innovators and funders need tools that map the entire constellation of solutions in a sector. Innovators, often labeled and isolated as system disruptors, need to be linked with their global peers offering and seeking each others proven strategies to accelerate positive change. The impact investing space needs a simple, open, and transparent way to find, convene, support, and track the progress of innovators.

This article describes how the Ashoka Changemakers.com online community creates a space for: investors to find and support multiple innovations; social innovators to find each other, work together, and source funds; and disruptive innovations to grow over time where disruptive change is needed, fast. Crowd-sourcing, transparency, and open growth are keys to accelerating large-scale change and creating a world of changemakers.
10acrowdsourcing10aopen growth10aopen source10ascaling-up10asocial entrepreneurship10asocial innovation10asocial networks10atransparency1 aMuskat, Elisha1 aSylvester, Delyse  uhttp://timreview.ca/article/57602027nas a2200241   4500008003900000022001400039245004400053210004300097260004200140300001000182490000600192520138900198653002701587653002601614653001901640653000901659653001801668653001001686653001401696100001801710700002101728856003601749       2012                          d  a1927-032100aBuilding Trust in High-Performing Teams0 aBuilding Trust in HighPerforming Teams  aOttawabTalent First Networkc06/2012  a38-410 v23 aFacilitation of growth is more about good, trustworthy contacts than capital. Trust is a driving force for business creation, and to create a global business you need to build a team that is capable of meeting the challenge. Trust is a key factor in team building and a needed enabler for cooperation. In general, trust building is a slow process, but it can be accelerated with open interaction and good communication skills. The fast-growing and ever-changing nature of global business sets demands for cooperation and team building, especially for startup companies. Trust building needs personal knowledge and regular face-to-face interaction, but it also requires empathy, respect, and genuine listening. Trust increases communication, and rich and open communication is essential for the building of high-performing teams. Other building materials are a shared vision, clear roles and responsibilities, willingness for cooperation, and supporting and encouraging leadership. 

This study focuses on trust in high-performing teams. It asks whether it is possible to manage trust and which tools and operation models should be used to speed up the building of trust. In this article, preliminary results from the authors’ research are presented to highlight the importance of sharing critical information and having a high level of communication through constant interaction. 10ahigh-performance teams10ahigh-performing teams10asocial capital10ateam10ateam building10atrust10awellbeing1 aHakanen, Mila1 aSoudunsaari, Aki  uhttp://timreview.ca/article/56701620nas a2200217   4500008003900000022001400039245011400053210006900167260004200236300001000278490000600288520094300294653001301237653001301250653002701263653002001290653001801310100001601328700002201344856003601366       2012                          d  a1927-032100aA Business Application of the System Dynamics Approach: Word-of-Mouth and Its Effect in an Online Environment0 aBusiness Application of the System Dynamics Approach WordofMouth  aOttawabTalent First Networkc06/2012  a42-480 v23 aIn this article, we illustrate the use of system dynamics modeling approach to study a complex system: word-of-mouth. Word-of-mouth plays an important role in reducing risk and uncertainty in purchase and consumption. Most of the prior research on word-of-mouth focused on studying either the factors that trigger consumers’ participation (sending or receiving) in word-of-mouth activities or the impact word-of-mouth information has on consumers’ buying decisions. The relationship between the two decision processes, however, is recursive and dynamic. Most prior studies have not focused on a recursive relationship. Our objective is to present a system dynamics model for the study of the relationship between the buying decision and the decision to participate in word-of-mouth communication. We also discuss how system dynamics modeling can be used in other complex problems in business such as the creation of a global business.10aadoption10amodeling10arecursive relationship10asystem dynamics10aword-of-mouth1 aWong, Roman1 aSheng, Shirley Ye  uhttp://timreview.ca/article/56801727nas a2200217   4500008004100000022001400041245005700055210005700112260001200169300000900181490000600190520113200196653002001328653002201348653001501370653003201385653001801417653001901435100001901454856003601473       2012                        eng d  a1927-032100aBusiness Model Discovery by Technology Entrepreneurs0 aBusiness Model Discovery by Technology Entrepreneurs  c04/2012  a5-160 v23 aValue creation and value capture are central to technology entrepreneurship. The ways in which a particular firm creates and captures value are the foundation of that firm's business model, which is an explanation of how the business delivers value to a set of customers at attractive profits. Despite the deep conceptual link between business models and technology entrepreneurship, little is known about the processes by which technology entrepreneurs produce successful business models. This article makes three contributions to partially address this knowledge gap. First, it argues that business model discovery by technology entrepreneurs can be, and often should be, disciplined by both intention and structure. Second, it provides a tool for disciplined business model discovery that includes an actionable process and a worksheet for describing a business model in a form that is both concise and explicit. Third, it shares preliminary results and lessons learned from six technology entrepreneurs applying a disciplined process to strengthen or reinvent the business models of their own nascent technology businesses.10abusiness models10acommercialization10ainnovation10atechnology entrepreneurship10avalue capture10avalue creation1 aMuegge, Steven  uhttp://timreview.ca/article/54501060nas a2200121   4500008004100000022001400041245006600055210006600121260004200187520065300229100002000882856003600902       2011                        eng d  a1913-610200aBenefits of the Community for Partners of Open Source Vendors0 aBenefits of the Community for Partners of Open Source Vendors  aOttawabTalent First Networkc08/20113 aOpen source vendors can benefit from business ecosystems that form around their products. Partners of such vendors can utilize this ecosystem for their own business benefit by understanding the structure of the ecosystem, the key actors and their relationships, and the main levers of profitability. This article provides information on all of these aspects and identifies common business scenarios for partners of open source vendors. Armed with this information, partners can select a strategy that allows them to participate in the ecosystem while also maximizing their gains and driving adoption of their product or solution in the marketplace.1 aGroganz, Sandro  uhttp://timreview.ca/article/46300992nas a2200121   4500008004100000022001400041245005900055210005800114260004200172520060200214100001800816856003600834       2011                        eng d  a1913-610200aBest Practices in Multi-Vendor Open Source Communities0 aBest Practices in MultiVendor Open Source Communities  aOttawabTalent First Networkc01/20113 aMulti-vendor open source communities enable companies to lower development costs and gain access to wider addressable markets. This article describes best practices for companies considering this approach. First, the different types of open source business strategies are examined along the types of participants that contribute to the communities that support them. Next, five best practices are detailed to show how companies can maximize their engagement with open source communities. Finally, the importance of foundations in implementing multi-vendor open source communities is discussed. 
 1 aSkerrett, Ian  uhttp://timreview.ca/article/40901637nas a2200121   4500008004100000022001400041245007600055210006900131260004200200520121700242100002001459856003601479       2011                        eng d  a1913-610200aBeyond Technology: Enabling Communities Through Social Interoperability0 aBeyond Technology Enabling Communities Through Social Interopera  aOttawabTalent First Networkc08/20113 aTechnical interoperability between open source software projects is increasingly common. Applications that were designed to communicate effectively with other applications are more robust and give users the freedom to combine them with other applications that were built to interoperable specifications. Projects such as Apache, Linux, and other development platforms, have helped fuel this move to interoperability in unique ways, including the capability of building further applications upon their foundations. They also encouraged the development of new communities and ecosystems of users and developers.

The OSGeo Foundation has taken advantage of these powerful open source platforms with several open source projects focusing on technological interoperability. However, there is also significant social interoperability taking place within the organization. What seem to start as ad hoc communities, in turn, create further opportunities for both social and technological advances. This article uses OSGeo as a case study to show that, when individuals contribute to the community and join together with other likeminded members, new technology and relationships pave the way to further innovation.
 1 aMitchell, Tyler  uhttp://timreview.ca/article/46201415nas a2200133   4500008004100000022001400041245008000055210006900135260004200204520096000246100001901206700002001225856003601245       2011                        eng d  a1913-610200aBuilding an Infrastructure to Support Women Founders: Lead to Win for Women0 aBuilding an Infrastructure to Support Women Founders Lead to Win  aOttawabTalent First Networkc07/20113 aThis article describes a new program, Lead to Win for Women (LTW-W), created in Canada's Capital Region to dramatically increase the number of women-founded businesses and to help existing businesses grow substantially. This new program is based on the existing Lead to Win program (http://leadtowin.ca). LTW-W has four program elements. First, there is a session to help women foster ideas to launch and grow businesses. Second, there is an expert speaker series that encourages the development of practical knowledge for businesses. Third, there is a forum for owners of established firms. Fourth, there is an outreach program for college women to encourage them to start businesses.

In this article, we briefly describe some existing programs to support women founders in Canada and abroad. Next, we outline the founding principles of LTW-W and describe the program in detail. Finally, we conclude with a description of the program's next steps. 
 1 aSinger, Janice1 aDexter, Deborah  uhttp://timreview.ca/article/45501678nas a2200205   4500008003900000022001400039245011300053210006900166260004200235300000900277490000600286520095400292653003401246653002301280653003301303653004401336653003701380100001901417856003601436       2011                          d  a1927-032100aBusiness Ecosystems as Institutions of Participation: A Systems Perspective on Community-Developed Platforms0 aBusiness Ecosystems as Institutions of Participation A Systems P  aOttawabTalent First Networkc11/2011  a4-130 v13 aThis article introduces a systems perspective on community-developed platforms and the institutions that structure participation by individuals and companies. It brings together the past research about technology platforms, company participation in business ecosystems, and individual participation in developer communities, and links these codependent subsystems through resource flows, interconnected institutional arrangements, and shared governance. To achieve this synthesis, it draws on conceptual arguments from a broad range of sources, including Elinor Ostrom's research program on the economics of sustainable commons governance, Tim O'Reilly's practitioner essays about the architecture of participation, and prior management research on modularity and design, resource dependence, and systems thinking. The resulting “systems of systems” perspective is parsimonious and insightful for entrepreneurs, managers, and community leaders. 10aarchitecture of participation10abusiness ecosystem10acommunity-developed platform10ainstitutional analysis and design (IAD)10ameritocratic developer community1 aMuegge, Steven  uhttp://timreview.ca/article/49501097nas a2200121   4500008004100000022001400041245006600055210006500121260004200186520069100228100002000919856003600939       2010                        eng d  a1913-610200aBloom: A Relationship Visualization Tool for Complex Networks0 aBloom A Relationship Visualization Tool for Complex Networks  aOttawabTalent First Networkc08/20103 aFaced with an ever-increasing capacity to collect and store data, organizations must find a way to make sense of it to their advantage. Methods are required to simplify the data so that it can inform strategic decisions and help solve problems. Visualization tools are becoming increasingly popular since they can display complex relationships in a simple, visual format.

This article describes Bloom, a project at Carleton University to develop an open source visualization tool for complex networks and business ecosystems. It provides an overview of the visualization technology used in the project and demonstrates its potential impact through a case study using real-world data.1 aHorsfall, Frank  uhttp://timreview.ca/article/37301792nas a2200121   4500008004100000022001400041245007300055210006900128260004200197520137600239100001901615856003601634       2010                        eng d  a1913-610200aBlueprint and Approach to Grow Revenue in Small Technology Companies0 aBlueprint and Approach to Grow Revenue in Small Technology Compa  aOttawabTalent First Networkc06/20103 aThis article examines a new approach to grow the revenue of small technology companies and technology startups. We name this new approach the business ecosystem approach.

The article is organized into five sections. The first section provides a blueprint to grow revenue and an inventory of growth formulas that top management teams of small technology companies and founders of startups find useful. The second section briefly defines business ecosystems, keystones and platforms. The third section describes the business ecosystem approach to grow the revenue of small technology companies and technology startups. It compares the traditional and business ecosystem approaches to growing revenue; identifies when the business ecosystem approach works better than the traditional approach; explains what small companies and startups need to do to grow revenue using the business ecosystem approach; and describes the benefits and risks of implementing the business ecosystem approach. The fourth section compares three approaches to growing revenue and highlights the differences between i) business ecosystems and development communities and ii) the business ecosystem approach and outsourcing. The fifth section identifies the key decisions a small technology company or technology startup needs to make to become the keystone that anchors a business ecosystem. 
 1 aBailetti, Tony  uhttp://timreview.ca/article/35501082nas a2200121   4500008004100000022001400041245005000055210004800105260004200153520070900195100002000904856003600924       2010                        eng d  a1913-610200aBuilding a Business-to-Business Sales Process0 aBuilding a BusinesstoBusiness Sales Process  aOttawabTalent First Networkc10/20103 aA sales strategy is not just about closing deals, it is about defining a sales process that accurately reflects an organization, its customers, and the products or solutions that it sells. By truly understanding its customers and by actually solving its customers' problems, a company can define and execute a sales process that will increase the likelihood of reaching its ultimate objective: a closed deal and money in the bank.

This article describes the steps to create a business-to-business (B2B) sales process and shows how these steps are used to build a sales funnel. It also provides tips for effective and consistent execution of that process to get initial sales and improve upon them. 
 1 aDavies, Stephen  uhttp://timreview.ca/article/38600701nas a2200133   4500008004100000022001400041245008000055210006900135260004200204520025100246100001800497700001600515856003600531       2010                        eng d  a1913-610200aBuilding Canada's Culture of Entrepreneurship: Sure-bet to Startup Survival0 aBuilding Canadas Culture of Entrepreneurship Surebet to Startup   aOttawabTalent First Networkc02/20103 aThis article aims to debunk common perceptions around why Canada seems to be failing in its ability to create successful startups. A robust startup sector will only be made possible if Canada invests in and nurtures a culture of entrepreneurship.1 aTorjman, Lisa1 aWorren, Jon  uhttp://timreview.ca/article/32301791nas a2200121   4500008004100000022001400041245006700055210006200122260004200184520138700226100002001613856003601633       2010                        eng d  a1913-610200aThe Business of Open: Common Pitfalls for Open Source Startups0 aBusiness of Open Common Pitfalls for Open Source Startups  aOttawabTalent First Networkc02/20103 aMany entrepreneurs look at open source as a panacea of sorts, a golden ticket to success. They assume that the value of the open source approach is apparent to all, undeniable, and the only way. The mistake they often make is carrying this passion into the way they form their startup. They assume that open source startups are somehow different, and that as a result they will carry themselves. I was once such an entrepreneur, with such a vision.

The reality is that an open source startup isn't really that different from other startups. It still needs to have figured out all of the essential components of a successful business. An open source strategy can certainly yield a competitive advantage, bringing faster time to market, lower development cost, collaboration opportunities, ecosystem positioning, and faster adoption. But, these advantages don't come along on their own. The open source strategy is just one piece of the larger business model. The other pieces have to be strong, too, or the whole might crumble. This article reviews the essentials for all startups and highlights special considerations and pitfalls for open source startups in particular. It also discusses how startups can use an open source strategy to gain competitive advantage by focusing the passion and energy surrounding participation in open source towards value creation and acquisition.1 aMacAulay, Mekki  uhttp://timreview.ca/article/32401734nas a2200121   4500008004100000022001400041245009200055210006900147260004200216520129700258100002101555856003601576       2009                        eng d  a1913-610200aThe Benefits to ISVs of Working with Large Enterprise Consumers on Open-Source Projects0 aBenefits to ISVs of Working with Large Enterprise Consumers on O  aOttawabTalent First Networkc01/20093 aSelling software to consumers is tough as they want perfection and expect to pay nothing. Consumers are fickle and the competition can be fierce. By comparison, large enterprises have big problems and buckets of money to spend on solutions, allowing you to focus your marketing on a small target. While large enterprises sound like ideal customers, the small independent software vendor selling to a large enterprise faces long sales cycles, extreme quality expectations, challenges integrating into a complex jungle of pre-existing systems, and the need to partner with others to create a complete solution.

At Fanfare, we believe that there are a variety of successful software business models that employ open source strategies. One such strategy is to sell closed source solutions constructed on top of an open source platform. In fact, the Eclipse Foundation considers enabling this kind of business model as one of its mandates. We sell a complete system test automation solution that is built on top of Eclipse and sold to customers as a "turnkey" solution using Eclipse's Rich Client Platform technology.

In this article, we examine six benefits of this approach. Some of these benefits apply to any ISV, but many are specific advantages for ISVs selling into large enterprises.1 aDuffie, Kingston  uhttp://timreview.ca/article/22000787nas a2200133   4500008004100000022001400041245005600055210005500111260004200166520037100208100001600579700002200595856003600617       2009                        eng d  a1913-610200aBIRT: Building Next Generation BI Using Open Source0 aBIRT Building Next Generation BI Using Open Source  aOttawabTalent First Networkc09/20093 aThe Business Intelligence and Reporting Tools Project is a highly successful open source business intelligence (BI) project developed and released as part of the Eclipse ecosystem. In this article, we look at the genesis of the BIRT project, why Actuate chose the open source development model, and the benefits that this project brings to the BI user community. 
 1 aBondur, Tom1 aWeathersby, Jason  uhttp://timreview.ca/article/29001129nas a2200121   4500008004100000022001400041245005400055210005400109260004200163520073700205100002900942856003600971       2009                        eng d  a1913-610200aBSD Advocacy and Breaking Through Market Barriers0 aBSD Advocacy and Breaking Through Market Barriers  aOttawabTalent First Networkc06/20093 aCurrently, proprietary businesses dominate the operating systems market. In 2008, Microsoft Windows controlled 87.9% of the market with Mac OS X following up with 9.73%, leaving only 2.37% of the market to open source alternatives. However, in the past year alone, Linux market share has grown from .80% to 1.02% (a 27.5% increase) and other open source operating systems have grown from .22% to .58% (a 163% increase). These figures translate into millions of open source operating system users. The question is how to continue these upward trends and break the stranglehold that proprietary operating systems have on the markets. This article discusses the role that open source advocacy plays in increasing open source usage. 
 1 aVonFange, Melanie Groves  uhttp://timreview.ca/article/26200694nas a2200133   4500008004100000022001400041245003600055210003500091260004200126520032100168100001500489700002000504856003600524       2009                        eng d  a1913-610200aBusiness Intelligence: A Primer0 aBusiness Intelligence A Primer  aOttawabTalent First Networkc09/20093 aThis article provides a primer on business intelligence (BI) and serves as an introduction to the concepts used throughout the rest of the articles in this issue of the OSBR. We define BI, discuss the components of a BI solution, explain the types of BI tools and provide a brief overview of the evolution of BI. 
 1 aKemp, John1 aDietz, Benjamin  uhttp://timreview.ca/article/28401325nas a2200133   4500008004100000022001400041245007300055210006900128260004200197520087800239100001901117700001901136856003601155       2008                        eng d  a1913-610200aBlood on the Tracks: 6 Years of Technical Entrepreneurship in Ottawa0 aBlood on the Tracks 6 Years of Technical Entrepreneurship in Ott  aOttawabTalent First Networkc05/20083 aIn 2002, twenty nine engineers and computer scientists completed a Lead-to-Win (LTW) program in Technical Entrepreneurship. The LTW program was a pilot program designed for former Nortel employees to gain the skills needed to become entrepreneurs. Of the participants, fifteen started technology businesses, ten tried to attract venture capital funding, eleven tried to grow their companies with no venture capital funding, and seven established five technology businesses headquartered in Ottawa. These businesses attracted over $91 million from venture capital firms during one of the worst economic times to hit this region and created over 280 jobs globally.

On May 15th at the Partnership Conference Series, John Callahan and Tony Bailetti, directors of the LTW program, and three of the LTW graduates spoke about the lessons learned during and since the program.
1 aCallahan, John1 aBailetti, Tony  uhttp://timreview.ca/article/15001420nas a2200121   4500008004100000022001400041245005800055210005800113260004200171520103400213100001601247856003501263       2007                        eng d  a1913-610200aBuilding an Open Source Company One Penguin at a Time0 aBuilding an Open Source Company One Penguin at a Time  aOttawabTalent First Networkc08/20073 aRoaring Penguin Software Inc. started as a one-person consulting company in 1999. A year later, David F. Skoll, the company's President and CTO, was asked to develop an e-mail filtering tool. David developed MIMEDefang, an e-mail filter that used Sendmail's Milter facilities. David donated the code to the open source community, and kept developing MIMEDefang as a free tool for system administrators. Today, the MIMEDefang code is available at at the  website.

By 2002, it was obvious that there was a need for a packaged mail-filtering solution suitable for end-users. David decided to go ahead and write what became CanIt-PRO. Whereas MIMEDefang is suited to system administrators who are familiar with Perl and comfortable with writing their filtering policies in Perl, the CanIt product line allows end-users to control their filtering through a simple web-based interface.

The company transformed itself from a consulting company to a product development company. This transformation required significant changes. 
1 aWhite, Bill  uhttp://timreview.ca/article/84