01323nas a2200205   4500008004100000022001400041245007600055210006900131260004200200300001000242490000700252520067100259653002400930653002100954653002700975653002801002653002301030100003401053856003001087       2021                        eng d  a1927-032100aHow Can Firms Effectively Use Technology in Customer Journey Management0 aHow Can Firms Effectively Use Technology in Customer Journey Man  aOttawabTalent First Networkc10/2021  a32-470 v113 aCustomer Journey (CJ) mapping offers a view of the Customer Experience (CX) from a customer's standpoint, which acts as the first step towards a myriad of actions that can be performed to improve CX. While CJ mapping has proven to be helpful in a wide range of use cases, companies still struggle to apply technology to make it effective. This research performs a literature review to identify how IT and digital assets can be used in the CJ context, providing practical examples for organizations willing to implement a consumer-centered IT strategy. As a result, it was found that IT can be used in three primary contexts for CJ: mapping, enabling, and monitoring.10acustomer experience10acustomer journey10adigital transformation10aManagerial Requirements10aTechnology Drivers1 aHelouani, William, Boscardini  utimreview.ca/article/145501483nas a2200253   4500008004100000022001400041245004100055210004100096260004200137300001000179490000700189520081900196653001801015653001501033653001601048653001101064653001401075100002501089700001801114700002201132700002601154700001901180856003001199       2021                        eng d  a1927-032100aHuman Factors in Living Lab Research0 aHuman Factors in Living Lab Research  aOttawabTalent First Networkc12/2021  a21-290 v113 aHuman factors research is still in its infancy in healthcare and other fields. Yet it has the potential to allow organisations and living labs to assess and improve innovation quality, while closely involving potential end users. "Human factors" involve a scientific focus on the interaction between individuals and systems with the goal of improving safety, performance, and user acceptability. Studies simulating challenging real-life circumstances in selected samples and using a multi-method approach can provide important insights for organisations and governments and allow for better and safer services for the end user. By combining existing theory and case examples, the current paper aims to situate human factors research and to help researchers determine when and how this methodology could be applied.10ahuman factors10aLiving lab10amethodology10asafety10ausability1 aDe Witte, Nele, A.J.1 aBroeckx, Leen1 aVermeylen, Sascha1 aVan Der Auwera, Vicky1 aVan Daele, Tom  utimreview.ca/article/146201525nas a2200253   4500008004100000022001400041245013500055210006900190260004200259300001000301490000700311520073300318653001301051653002201064653002501086653000901111653002501120653001301145100002501158700001601183700002001199700002201219856003001241       2020                        eng d  a1927-032100aHow Institutions Promote Digital Marketing in Small and Medium International Companies: a Comparison Between Costa Rica and France0 aHow Institutions Promote Digital Marketing in Small and Medium I  aOttawabTalent First Networkc04/2020  a58-710 v103 aThe objective of this paper is to analyze institutional promotions to small and medium international enterprises on the subject of digital marketing. The authors conduct qualitative research with a descriptive scope, including 12 institutions in Costa Rica and France. The study is dedicated to working with SMEs involved in an internationalization process and offering them some type of training. for the collection of information, an in-depth interview with each participant was applied. It concludes that SMEs promote digital marketing through institutions, and that the way in which they carry it out varies between the two countries, Costa Rica being a more general and structured service, and France a more customized one.10acoaching10adigital marketing10ainternationalization10aSMEs10asupport institutions10atraining1 aCarpio, Karen, V. H.1 aArce, Susan1 aEnjolras, Manon1 aCamargo, Mauricio  utimreview.ca/article/134701541nas a2200229   4500008004100000022001400041245012200055210006900177260004200246300001000288490000700298520080000305653003201105653001301137653002401150653001901174653002901193100001701222700001901239700002301258856003001281       2020                        eng d  a1927-032100aHow to Digitally Enhance Bioeconomy Collaboration: Multidisciplinary Research Team Ideation for Technology Innovation0 aHow to Digitally Enhance Bioeconomy Collaboration Multidisciplin  aOttawabTalent First Networkc11/2020  a31-390 v103 aIn this paper we examine the potential of digital platforms for managing multidisciplinary collaboration and particularly the ideation processes of multidisciplinary research and development in the case of technology-supported vertical farming. The article draws on research data from semi-structured interviews and a collaborative workshop that was conducted with researchers representing biological, digital, and technological domains. The results of this research indicate that digital platforms may offer impactful, process-accelerating support during the kick-off phase of multidisciplinary technological innovations. A digital platform can support ideation and the prioritisation of ideas and can be especially fruitful when paired with face to face discussion and non-digital interaction.10adigitally enhanced teamwork10aideation10aMultidisciplinarity10asustainability10atechnological innovation1 aRyymin, Essi1 aLamberg, Laura1 aPakarinen, Annukka  utimreview.ca/article/140101589nas a2200241   4500008004100000022001400041245008400055210006900139260004200208490000700250520081700257653001601074653002001090653002601110653001501136653001001151653002801161653002701189653003801216100003201254700003101286856003001317       2020                        eng d  a1927-032100aHuman-Centered Design for Collaborative Innovation in Knowledge-based Economies0 aHumanCentered Design for Collaborative Innovation in Knowledgeba  aOttawabTalent First Networkc09/20200 v103 aThis research explores a university-industry collaboration based on the case study of an innovation project based on Stanford University's ME310 Design Innovation program. The Porto Design Factory and IKEA Industry joined forces to tackle a problem using what has come to be called a human-centered design approach. The case study provides an understanding of outcomes that reveal the potential of using a human-centered design approach to solve technical problems while enhancing customer experience. It also identifies the benefits that each institution gained by collaborating. The outcomes show that companies benefit from building interfaces with external partners, and that universities are relevant players in the innovation ecosystem, satisfying their third mission of being entrepreneurial institutions.10aco-creation10adesign thinking10aHuman-Centered Design10ainnovation10aME31010anew product development10aProject-based Learning10aUniversity-Industry Collaboration1 ada Silva, Tiago, Filipe Per1 aMarques, João, Paulo Coel  utimreview.ca/article/138502013nas a2200241   4500008004100000022001400041245010000055210006900155260004200224300000900266490000600275520127200281653001901553653001601572653002001588653001901608653001901627653002301646100002301669700002301692700001801715856003801733       2019                        eng d  a1927-032100aHow to Create Value(s) in the Sharing Economy: Business Models, Scalability, and Sustainability0 aHow to Create Values in the Sharing Economy Business Models Scal  aOttawabTalent First Networkc02/2019  a5-240 v93 aBy organizing peer-to-peer exchanges and promoting access over ownership, the sharing economy is transforming a great variety of sectors. Enjoying fast growth, the sharing economy is an umbrella term encompassing heterogeneous initiatives that create different types of economic, environmental, or social value. This heterogeneity triggers tensions and intense disputes about the perimeter of the field. Do Airbnb and Uber belong to the sharing economy? How do we consider practices such as gifting, renting, and swapping that existed before the sharing economy boom? To sort out this complexity, we have adopted a pragmatic and grounded approach examining 27 initiatives that claim to be part of, or are perceived as emblematic of the sharing economy. We develop a typology of sharing economy business models revealing four configurations: shared infrastructure providers, commoners, mission-driven platforms, and matchmakers. Each configuration exhibits specific value-creation logics, scalability issues, sustainability impacts, and potential controversies. Our results provide guidance for sharing entrepreneurs, for established businesses that want to embrace the principles of the sharing economy, and for public actors wishing to regulate or support the field.10abusiness model10ascalability10asharing economy10asustainability10avalue creation10avalue distribution1 aAcquier, Aurélien1 aCarbone, Valentina1 aMassé, David  uhttps://timreview.ca/article/121501559nas a2200157   4500008004100000022001400041245006200055210006100117260004200178300001000220490000600230520108400236653001801320100002501338856003801363       2019                        eng d  a1927-032100aHow to Develop a Digital Ecosystem: a Practical Framework0 aHow to Develop a Digital Ecosystem a Practical Framework  aOttawabTalent First Networkc08/2019  a43-540 v93 aThroughout the modern industrial era, industries have generally been organised as linear value chains. This gave birth to the vertically integrated organisation, which was organised in such a way in order to control the entire value chain and achieve economies of scale, which in turn would create a significant competitive advantage. As digital technologies continue gaining adoption, they start enabling new ways of organising how value is created. This transition means moving from value chains to digital ecosystems. This is giving way to new industry giants, which rely on the strength of their digital ecosystems to attain market dominance. However, there is still limited knowledge of digital ecosystems: how they are created, how they work and, importantly, how organisations beyond digital giants can approach digital ecosystems. Based on literature review and expert surveys and interviews, this piece puts forward a practical framework for both established organisations and entrepreneurs to better understand, plan and navigate the new paradigm of digital ecosystems.10aDigitization,1 aValdez-de-Leon, Omar  uhttps://timreview.ca/article/126001735nas a2200217   4500008004100000022001400041245009600055210006900151260004200220300001000262490000600272520104100278653002001319653002301339653002601362653002601388653002001414100002101434700002401455856003801479       2019                        eng d  a1927-032100aHow to Develop an Impactful Action Research Program: Insights and Lessons from a Case Study0 aHow to Develop an Impactful Action Research Program Insights and  aOttawabTalent First Networkc05/2019  a34-430 v93 aAction research holds great potential for helping bridge the gap between research and practice. By working closely together, researchers and practitioners can develop tangible customized solutions based on research findings. It becomes possible to go beyond generic best practices that might need adaptation for successful implementation and use, or that may not apply at all in some contexts. In this article, the mechanisms through which action research can create the desired change and impact in both industry and academia are illustrated by describing the relevance and contribution of the main steps of a longitudinal action research program in a Canadian manufacturing company. The authors share four guiding principles and six success factors that were revealed intuitively in the course of this multi-year research program. Their hope is to contribute to a better understanding of how it is possible to develop an adaptive action research methodology to increase the potential for research relevance and organizational change. 10aaction research10aguiding principles10aInnovation management10aresearch practice gap10asuccess factors1 aLakiza, Victoria1 aDeschamps, Isabelle  uhttps://timreview.ca/article/123901396nas a2200169   4500008004100000022001400041245013300055210006900188260004200257300000900299490000600308520083200314653000901146100001601155700001701171856003801188       2019                        eng d  a1927-032100aHuman Capital, Its Constituents, and Entrepreneurial Innovation: A Multi-Level Modelling of Global Entrepreneurship Monitor Data0 aHuman Capital Its Constituents and Entrepreneurial Innovation A   aOttawabTalent First Networkc08/2019  a5-170 v93 aIn this study, we use multi-level modelling to analyze data of over 200,000 businesses in 96 countries to explain the failure of previous research to extend human capital theory to innovation. We trace this failure to, previously overlooked, conflicting influences of education and experience, the two key constituents of human capital that are often used in research as innovation antecedents and present a conceptual and empirical case against the use of work experience as a constituent of human capital. Our hierarchical exploration of innovation antecedents shows that, at the individual level, being young and recently educated are significant predictors of innovation whereas, at the societal level, national wealth dampens the negative effect of age on innovation and accentuates the positive effect of education on it.10aage,1 aVyas, Vijay1 aVyas, Renuka  uhttps://timreview.ca/article/125701692nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520095300285653002401238653002301262653002601285653002301311653004001334100001801374700001601392700001701408856003701425       2018                        eng d  a1927-032100aHow Doctoral Students and Graduates Can Facilitate Boundary Spanning between Academia and Industry0 aHow Doctoral Students and Graduates Can Facilitate Boundary Span  aOttawabTalent First Networkc06/2018  a48-540 v83 aThe mobility of scientific competences from universities to industrial firms enables firms to absorb and utilize the knowledge developed in academia. However, too few young doctors are currently employed in industry, despite the fact that they could transfer and integrate valuable academic knowledge for industrial purposes and facilitate its utilization towards commercial ends. In this article, we investigate the role of doctoral students and graduates as academic boundary spanners by presenting three joint programs between universities and industrial players that facilitate and promote the industrial involvement of doctoral students and graduates. The cases highlight the meaning of university–industry collaboration in doctoral education and present practical examples of how industrial firms may facilitate the transfer of academic knowledge to industry through jointly organized doctoral education and postdoctoral mobility programs. 10aacademic engagement10adoctoral education10aindustrial engagement10aknowledge transfer10auniversity–industry collaboration1 aKunttu, Leena1 aHuttu, Essi1 aNeuvo, Yrjö  uhttp://timreview.ca/article/116401944nas a2200265   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520114000279653001901419653001801438653001801456653002801474653002001502653001601522653002401538653001901562653002101581653001801602100002001620856003801640       2018                        eng d  a1927-032100aHow to Build Competencies for a Data-Driven Business: Keys for Success and Seeds for Failure0 aHow to Build Competencies for a DataDriven Business Keys for Suc  aOttawabTalent First Networkc10/2018  a18-280 v83 aData analysis to create deep understanding and insights holds vast potential for innovation, but there is a severe shortage of data scientists. How then can a company create the competencies needed to obtain a competitive edge in the era of data-driven business? This article describes “Data Driven Business”, a program developed to coach company teams in Finland in the use of an innovation platform combining data analysis and service design using real-life case projects. The results suggest that this approach is an efficient way to build data-analysis competencies in a company: after taking the 14-week coaching course, 58% of the participating companies had launched a new product or service in the market within six months from the end of the course. After the program, a network called DOBit was established to share experiences among the members and to leverage data analysis and service thinking in society. This article describes the development and implementation of the course, its results and outcomes, and the keys for success and seeds for failure when attempting to build competencies for a data-driven business. 10abest practices10acase projects10adata analysis10adata-intensive services10adesign thinking10aexperiences10ainnovation platform10aservice design10aservice thinking10ateam building1 aKoskinen, Jyrki  uhttps://timreview.ca/article/119001516nas a2200205   4500008004100000022001400041245006700055210006600122260004200188300000900230490000600239520092400245653001301169653002001182653002101202653001001223653001701233100002201250856003801272       2018                        eng d  a1927-032100aHow to Deal With and Repair Broken Trust in an R&D Partnership0 aHow to Deal With and Repair Broken Trust in an RD Partnership  aOttawabTalent First Networkc09/2018  a4-150 v83 aThis article offers an actionable framework for dealing with trust violations in R&D partnerships: it explains how to turn around a conflicted R&D partnership, repair trust, and learn from the experience. As innovation becomes more open, firms increasingly find themselves involved in R&D collaborations with suppliers, customers or even competitors. Trust plays a fundamental role in such partnerships to work. Yet, trust cannot be taken for granted. In fact, trust in R&D partnerships is often violated – and without executive intervention, trust violations can soon turn even the most promising partnership into a value-destroying predicament. Although much has been written about trust formation in R&D partnerships, this article focuses instead on what to do when trust has been broken. The analysis is based on a review of academic research and is illustrated with real-life examples of trust repair processes. 10aconflict10aOpen innovation10aR&D partnerships10atrust10atrust repair1 aBrattström, Anna  uhttps://timreview.ca/article/118201477nas a2200157   4500008004100000022001400041245006800055210006700123260004200190300001000232490000600242520098900248100002101237700002401258856003701282       2018                        eng d  a1927-032100aHow to Develop Innovation KPIs in an Execution-Oriented Company0 aHow to Develop Innovation KPIs in an ExecutionOriented Company  aOttawabTalent First Networkc07/2018  a14-300 v83 aNumerous established companies look for ways to rejuvenate their innovation capabilities, as it is essential for their long-term survival. One way is through the development of key performance indicators (KPIs) to measure innovation success. However, the wrong performance measurement approach can hinder innovation efforts. This case study explores the steps and challenges associated with the development of innovation KPIs in an established execution-oriented manufacturing company. Three prerequisites are proposed for such a project in a similar context: 1) a minimal maturity level of innovation processes, 2) strategic alignment, and 3) commitment to innovation. It is also proposed that, in such an execution-oriented company, it might be more effective to start with KPIs that would encourage behaviours more favourable to innovation. Then, with stronger innovation capabilities, it will be easier to develop appropriate KPIs to measure the success of innovation endeavours. 1 aLakiza, Victoria1 aDeschamps, Isabelle  uhttp://timreview.ca/article/116801273nas a2200229   4500008004100000022001400041245006600055210006500121260004200186300001000228490000600238520063300244653001000877653002800887653001200915653001600927653001600943653001000959100001900969700001800988856003701006       2017                        eng d  a1927-032100aHeading for a FALL: A Framework for Agile Living Lab Projects0 aHeading for a FALL A Framework for Agile Living Lab Projects  aOttawabTalent First Networkc01/2017  a37-430 v73 aLiving lab methodologies need to enhance reactivity to changing requirements as these appear in a project. Agile methods allow for quick reactivity, but have been critiqued for not sufficiently taking into account the end-user perspective. In this article, we describe how to blend living lab methodologies with agile methods and, to this end, we present a Framework for Agile Living Lab projects (FALL). To make the framework actionable, we propose a number of actor roles. With concrete examples from living lab practice and a discussion of the theoretical basis, this article is relevant to both academics and practitioners. 10aagile10adesign science research10alean UX10aliving labs10amethodology10aSCRUM1 aCoenen, Tanguy1 aRobijt, Sarie  uhttp://timreview.ca/article/104801779nas a2200205   4500008004100000022001400041245010400055210006900159260004200228300001000270490000600280520114100286653001501427653002301442653001101465653002501476653001001501100002501511856003701536       2017                        eng d  a1927-032100aHitching Healthcare to the Chain: An Introduction to Blockchain Technology in the Healthcare Sector0 aHitching Healthcare to the Chain An Introduction to Blockchain T  aOttawabTalent First Networkc10/2017  a22-340 v73 aHealth services must balance patient care with information privacy, access, and completeness. The massive scale of the healthcare industry also amplifies the importance of cost control. The promise of blockchain technology in health services, combined with application layers built atop it, is to be a mechanism that provides utmost privacy while ensuring that appropriate users can easily add to and access a permanent record of information. Blockchains, also called distributed ledgers, enable a combination of cost reduction and increased accessibility to information by connecting stakeholders directly without requirements for third-party brokers, potentially giving better results at lower costs. New ventures are looking to apply blockchain technology to solve real-world problems, including efforts to track public health, centralize research data, monitor and fulfill prescriptions, lower administrative overheads, and organize patient data from an increasing number of inputs. Here, concrete examples of the application of blockchain technology in the health sector are described, touching on near-term promise and challenges.10ablockchain10adistributed ledger10ahealth10apatient-centred care10atrust1 aEngelhardt, Mark, A.  uhttp://timreview.ca/article/111101742nas a2200253   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265520102500271653001901296653001301315653001401328653001501342653001401357653001301371653001501384653001701399100001901416700001601435856003701451       2017                        eng d  a1927-032100aHow Researchers Use Social Media to Promote their Research and Network with Industry0 aHow Researchers Use Social Media to Promote their Research and N  aOttawabTalent First Networkc08/2017  a32-390 v73 aSocial media is now an essential information and interaction channel. Companies advertise and sell their products and services through social media, but this channel has not been so commonly applied to the task of selling knowledge and research work. This article studies the use of social media by researchers to promote their research and network with product developers in industry, and it presents a model of the use of social media by researchers. The data for this research was obtained by interviewing individual researchers of a research organization and surveying product developers from industry. The findings show that social media is seen as a good source of new information and contacts, and it is suitable for promoting awareness of research services and results. The results show that the speed and intensity of social media present challenges for researchers, but by being active in posting content and participating in discussions, researchers can derive benefits and enhance their personal reputations.10abrand building10aindustry10amarketing10anetworking10apromotion10aresearch10aresearcher10asocial media1 aJaring, Päivi1 aBäck, Asta  uhttp://timreview.ca/article/109801842nas a2200205   4500008004100000022001400041245009500055210006900150260004200219300001000261490000600271520119200277653001601469653002501485653002801510653001601538653002001554100002501574856003701599       2017                        eng d  a1927-032100aHybrid Entrepreneurship: How and Why Entrepreneurs Combine Employment with Self-Employment0 aHybrid Entrepreneurship How and Why Entrepreneurs Combine Employ  aOttawabTalent First Networkc03/2017  a33-410 v73 aChanges in the labour market and growth in the diversity of non-standard working arrangements have heightened the interest of policy makers and entrepreneurship researchers in “hybrid entrepreneurship”, which is a combination of employment and entrepreneurship. This form of entrepreneurship is particularly popular among highly educated professionals in the high-technology and R&D sectors. With the goal of improving our understanding and defining a research agenda for this phenomenon, I examined the relevant literature to clarify definitions and I undertook a research study to examine first-hand, through a longitudinal case study, the experiences of two hybrid entrepreneurs, one who intended to become a full-time entrepreneur and one who wish to be hybrid entrepreneur. The key result of the study emphasizes that hybrid entrepreneurs should not be considered as a homogeneous group: some hybrid entrepreneurs may always stay at their waged jobs and others may tend to become full-time entrepreneurs. The results have implications for policy makers wishing to encourage hybrid entrepreneurship and for researchers wishing to undertake further research into this phenomenon. 10adefinitions10ahybrid entrepreneurs10ahybrid entrepreneurship10arisk taking10aself-employment1 aSolesvik, Marina, Z.  uhttp://timreview.ca/article/106301744nas a2200217   4500008004100000022001400041245007300055210006900128260004200197300000900239490000600248520108700254653001801341653002001359653001401379653003001393653001801423653003001441100001901471856003601490       2014                        eng d  a1927-032100aHarassMap: Using Crowdsourced Data to Map Sexual Harassment in Egypt0 aHarassMap Using Crowdsourced Data to Map Sexual Harassment in Eg  aOttawabTalent First Networkc03/2014  a7-130 v43 aThrough a case study of HarassMap, an advocacy, prevention, and response tool that uses crowdsourced data to map incidents of sexual harassment in Egypt, this article examines the application of crowdsourcing technology to drive innovation in the field of social policy. This article applies a framework that explores the potential, limitations, and future applications of crowdsourcing technology in this sector to reveal how crowdsourcing technology can be applied to overcome cultural and environmental constraints that have traditionally impeded the collection of data. Many of the lessons emerging from this case study hold relevance beyond the field of social policy. Applied to specific problems, this technology can be used to improve the efficiency and effectiveness of mitigation strategies, while facilitating rapid and informed decision making based on "good enough" data. However, this case also illustrates a number of challenges arising from the integrity of crowdsourced data and the potential for ethical conflict when using this data to inform policy formulation. 10acrowdsourcing10adata collection10aHarassMap10ainternational development10asocial policy10auser contribution systems1 aYoung, Chelsea  uhttp://timreview.ca/article/77002495nas a2200241   4500008004100000022001400041245009200055210006900147260004200216300001000258490000600268520177700274653002002051653001902071653002402090653001502114653001602129653001302145653001602158100002102174700002202195856003602217       2013                        eng d  a1927-032100aThe Habitation Lab: Using a Design Approach to Foster Innovation for Sustainable Living0 aHabitation Lab Using a Design Approach to Foster Innovation for   aOttawabTalent First Networkc11/2013  a15-210 v33 aThis article describes a first step towards a strategy for using living labs as a means to foster innovation and develop new concepts of sustainable living from an architectural point of view. The overall aim is to enable truly sustainable living through radically reduced energy and resource use thus addressing both environmental and social aspects of sustainability. Earlier research has shown that contemporary housing developments, including those with a sustainable profile, do not profoundly question modern lifestyles and consumption, which is a necessity to overcome limitations of a technological focus on environmental efficiency in construction. Thus, we see an opportunity for the discipline of architecture to engage in current investments in living lab facilities in order to push innovation in the field of sustainable housing.
We introduce the concept of a "Habitation Lab", which will provide an arena for radical and high-risk design experimentation between users, building-sector actors, and academia, and we describe a case study of a planned Habitation Lab within a living lab facility where traditional solutions for daily living and habitation are questioned and new architectural innovations are explored and evaluated. The idea of using experimental activities in the field of housing is not new, and we argue that new investments should build on earlier experiences to avoid perpetuating misconceptions and repeating past failures. Furthermore, to ensure the dissemination and uptake of results, the design of the Habitation Lab should consider the innovation and learning trajectories of the building sector. We propose a transdisciplinary setting to provide a neutral arena for value creation and to increase the distribution of experiences. 10aexperimentation10aHabitation Lab10ahousing development10ainnovation10aliving labs10aresiding10asustainable1 aFemenías, Paula1 aHagbert, Pernilla  uhttp://timreview.ca/article/74101662nas a2200217   4500008004100000022001400041245011500055210006900170260004200239300001000281490000600291520093500297653002401232653003001256653002101286653002201307653002301329100003601352700002001388856003601408       2013                        eng d  a1927-032100aA Heritage Economy: Business Model Innovation for Economic Wealth, Social Well-Being, and Environmental Health0 aHeritage Economy Business Model Innovation for Economic Wealth S  aOttawabTalent First Networkc09/2013  a32-370 v33 aFaced with the inherent unsustainability of infinite growth in a world of finite resources, the neoclassical economy is running towards a cliff. In order to avoid a hard landing, enterprises need to broaden their definitions of value and wealth to include parameters that are not currently in the economic lexicon, but are still of paramount importance in our lives. Taken from that angle, heritage can be seen as a perfect replacement for capital, because its multidimensional and complex nature opens up numerous possibilities for the creation of shared economic, social, and environmental value; the designing of value chains; and the direction of technological innovation. This article explores the various ramifications of a paradigm shift from managing capital to managing heritage, and it underlines the need to create a series of pioneering business models for enterprises to adapt and profit from a new, heritage economy.10abenefit corporation10abusiness model innovation10aheritage economy10aimpact investment10anatural capitalism1 aBrousseau-Gauthier, Frédérick1 aBrousseau, Yvon  uhttp://timreview.ca/article/72601640nas a2200217   4500008004100000022001400041245006300055210006200118260004200180300001000222490000600232520099900238653001801237653001701255653001201272653003201284100001701316700003301333700002001366856003601386       2013                        eng d  a1927-032100aHow Can Entrepreneurs Motivate Crowdsourcing Participants?0 aHow Can Entrepreneurs Motivate Crowdsourcing Participants  aOttawabTalent First Networkc02/2013  a23-300 v33 aCrowdsourcing is a way to access a global crowd of talented people and to channel their talent and creative effort towards some useful endeavour. Technology entrepreneurs who may have limited resources, especially during the start-up phase of the business, will be attracted to crowdsourcing as a means to access funding, knowledge, subject matter experts, and resources on a global scale. In this article, we review the published research on crowdsourcing as it relates to motivation, and distil the insights from that research that will be useful to technology entrepreneurs. First, we organize the published research into three streams according to crowd type: i) task-based public crowd, ii) information-exchange public crowd, and iii) employee-based crowd. Next, we identify the motivational drivers common to all streams as well as the motivational drivers that are unique to each stream. Finally, we offer five recommendations for technology entrepreneurs seeking to apply crowdsourcing.10acrowdsourcing10aentrepreneur10astartup10atechnology entrepreneurship1 aSmith, Derek1 aManesh, Mohammad, Mehdi Ghar1 aAlshaikh, Asrar  uhttp://timreview.ca/article/65701733nas a2200229   4500008004100000022001400041245009900055210006900154260004200223300001000265490000600275520104600281653001801327653001401345653002001359653001601379653001301395653001601408100002301424700002001447856003601467       2013                        eng d  a1927-032100aHow Do We Keep the Living Laboratory Alive? Learning and Conflicts in Living Lab Collaboration0 aHow Do We Keep the Living Laboratory Alive Learning and Conflict  aOttawabTalent First Networkc12/2013  a16-220 v33 aLiving lab environments are often promoted as a way to engage private companies, citizens, researchers, and public organizations in mutually beneficial learning. Based on an in-depth case study of a four-year living lab collaboration in gerontechnology, we agree that successful living lab development hinges on learning between the parties, yet its emergence cannot be presumed or taken for granted. Diverse competences and interests of participating actors often make technology development projects complicated and volatile. The study describes two specific challenges faced in a living lab project: i) power issues between the actors and ii) end-user reluctance to participate in the development of new technology. Despite the hardships, we suggest that the living lab environment worked as a catalyst for learning between users and developers. Nevertheless, realizing the benefits of this learning may be more challenging than is usually expected. Learning for interaction is needed before effective learning in interaction is possible.10acollaboration10aconflicts10agerontechnology10ahealth care10alearning10aliving labs1 aHakkarainen, Louna1 aHyysalo, Sampsa  uhttp://timreview.ca/article/74901956nas 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/72401254nas a2200205   4500008003900000022001400039245005600053210005400109260004200163300001000205490000600215520066600221653001400887653001900901653001500920653002200935653003200957100002300989856003601012       2012                          d  a1927-032100aHacking Health: Bottom-up Innovation for Healthcare0 aHacking Health Bottomup Innovation for Healthcare  aOttawabTalent First Networkc07/2012  a31-350 v23 aHealthcare is not sustainable and still functions with outdated technology (e.g., pagers, paper records).  Top-down approaches by governments and corporations have failed to deliver digital technologies to modernize healthcare. Disruptive innovation must come from the ground up by bridging the gap between front-line health experts and innovators in the latest web and mobile technology. Hacking Health is a hackathon that is focused on social innovation more than technical innovation. Our approach to improve healthcare is to pair technological innovators with healthcare experts to build realistic, human-centric solutions to front-line healthcare problems.10ahackathon10ahacking health10ahealthcare10asocial innovation10atechnology entrepreneurship1 aChowdhury, Jeeshan  uhttp://timreview.ca/article/57901893nas a2200193   4500008004100000022001400041245007900055210006900134260001200203300001000215490000600225520132300231653002301554653001501577653002001592653003201612100001901644856003601663       2012                        eng d  a1927-032100aHow Do Large Companies Manage Their Investments Across the Three Horizons?0 aHow Do Large Companies Manage Their Investments Across the Three  c04/2012  a28-340 v23 aTechnical entrepreneurship continues to be important to a technology company’s health and growth, even after it has successfully delivered its first product. It is essential to help the company deal with competitive forces and to renew its revenue stream. However, as the company grows, its entrepreneurial capability often becomes handicapped both by company culture as well as external pressures. The company must achieve the right mix of investment and level of attention across three time horizons of growth: immediate, imminent, and future. This balancing act requires a commitment to a strategic growth goal, appropriate tools, and leaders that can manage significant degrees of uniqueness in the resources that address each of these time horizons.

This article discusses some of the horizon-management challenges faced by top management teams of large companies and overviews some mechanisms and processes that have worked effectively. Large companies must overcome internal teams’ divergent values and culture as well as significant external, short-term pressures being applied by their existing base of customers and markets. Discipline at the entry point to Horizon 3 (exploratory phase) and then a rapid transition to Horizon 1 (current operations) is the priority of any successful growth company.
10ahorizon management10ainvestment10alarge companies10atechnology entrepreneurship1 aCarbone, Peter  uhttp://timreview.ca/article/54801578nas a2200217   4500008003900000022001400039245009900053210006900152260004200221300000900263490000600272520089100278653002101169653002601190653002001216653002501236653002701261100001801288700001801306856003601324       2012                          d  a1927-032100aHow Open Source Has Changed the Software Industry: Perspectives from Open Source Entrepreneurs0 aHow Open Source Has Changed the Software Industry Perspectives f  aOttawabTalent First Networkc01/2012  a5-110 v23 aThe emergence of F/LOSS (free/libre open source software) has triggered several changes in the software industry. F/LOSS has been cited as an archetypal form of open innovation; it consists of the convergence and collaboration of like-minded parties. An increasing number of software firms have taken upon this approach to link outsiders into their service development and product design. Also, software firms have been increasingly grounded their business models on user-centric and service-oriented operations.

This article describes a study that investigates these changes from the perspective of F/LOSS entrepreneurs. The findings are summarized into four issues that are critical in managing an F/LOSS business: i) dealing with organizational changes in the innovation process; ii) mastering user involvement; iii) successfully using resources; and iv) designing revenue models.10aentrepreneurship10anarrative methodology10aOpen innovation10aopen source software10aservice-dominant logic1 aLindman, Juho1 aRajala, Risto  uhttp://timreview.ca/article/51001677nas a2200145   4500008004100000022001400041245004800055210004800103260004200151520122800193100002101421700002601442700002701468856003601495       2011                        eng d  a1913-610200aHow Firms Relate to Open Source Communities0 aHow Firms Relate to Open Source Communities  aOttawabTalent First Networkc01/20113 aThis article explores the relationship between firms and open source communities. Open source communities create, adopt, adapt, or disseminate innovation in a manner very different from a proprietary approach. To put this in context, we first define what is meant by open source community and then examine the roles members may play in these communities. Next, we illustrate that a firm can participate in an open source development community in different ways, depending on its level of sponsorship of that community. We assert that the degree of influence desired by the firm should connect to its business strategy and the firm needs to determine how its participation and support can be used to enhance its competitive position and provide new value to its customers. We next explore three main strategies to leverage and engage communities. We also examine how community interactions are affected by the degree of openness when engaging the community and how this relates to the firm's ability to protect the competitive advantage of its proprietary assets. This discussion will help firms with strategic planning when considering how to tap into this source of technical innovation that lies outside their boundaries.1 aAyukawa, Michael1 aAl-Sanabani, Mohammed1 aDebo-Omidokun, Adefemi  uhttp://timreview.ca/article/41002012nas a2200121   4500008004100000022001400041245007000055210006900125260004200194520159300236100002501829856003601854       2010                        eng d  a1913-610200aHow the FreeBSD Project's Processes Help Companies Build Products0 aHow the FreeBSD Projects Processes Help Companies Build Products  aOttawabTalent First Networkc01/20103 aThe processes that open source projects use to produce new work and maintain the quality of their code base is a subject that comes up infrequently in discussions of open source. One reason for this is that engineers and programmers are usually loathe to deal with issues that are not directly related to the piece of code or technology that they are working on.

Successful businesses know that good processes lead to continued success. The attributes that attract a business to an open source project are stability, reliability, and longevity. Stability gives a business the confidence to invest time into developing products on the project's platform, safe in the knowledge that the next incremental step in development won't be torpedoed by some unforeseen change. Reliability is often not associated with open source and many projects are perceived as being too cutting edge for a business to build upon. Longevity is of value as many businesses are inherently conservative in their approaches, attempting to reduce the risks of adopting any technique or technology. One way to reduce risk is to work with an open source project that has a proven track record of delivering quality products, on schedule.

This article attempts to dispel the myth of the perceived tension between a formally run business and the apparently less formally run open source projects with which a business interacts. We describe how one particular open source project has developed processes which provide its users, customers, and partners with a product that is stable, reliable, and long lived. 
 1 aNeville-Neil, George  uhttp://timreview.ca/article/31501659nas a2200121   4500008004100000022001400041245006900055210006800124260004200192520124600234100002101480856003601501       2010                        eng d  a1913-610200aHow to Add Value to your Business with CEA: A Practical Approach0 aHow to Add Value to your Business with CEA A Practical Approach  aOttawabTalent First Networkc05/20103 aCompanies are always trying to differentiate themselves from the rest of the pack by applying different strategies such as improving customer service, increasing the efficiency of their operations, or reducing their costs. Most of the time, however, these goals are competing against each other for scarce resources, and managers often need to decide to concentrate on one. A small company can effectively and simultaneously accomplish these goals for a fraction of the cost by implementing communications-enabled business processes or solutions, which are a set of technology components that add real-time networking functionality to applications. One particular implementation of this framework is the one provided by Coral CEA. Coral CEA is a business ecosystem anchored around CEA functionalities that are offered as building blocks, out-of-the-box components that link the capabilities and intelligence of networks platforms with the power of current applications to provide a new set of features and functionalities.

In this article, we show how a small company called Rezact, located in the ski resort town of Mont-Tremblant, Quebec, successfully implemented CEA capabilities within its own operations using Coral CEA services. 
 1 aCardenas, Daniel  uhttp://timreview.ca/article/34801204nas a2200145   4500008004100000022001400041245003400055210003000089260004200119520079800161100001900959700001800978700002600996856003601022       2010                        eng d  a1913-610200aThe Humanitarian FOSS Project0 aHumanitarian FOSS Project  aOttawabTalent First Networkc12/20103 aThe Humanitarian Free and Open Source Software (Humanitarian FOSS) Project is primarily an educational project whose goal is to engage more undergraduates in building free and open source software (FOSS) that benefits their community. Over the past four years, increasing numbers of undergraduates and computer science programs have been inspired by the Humanitarian FOSS project to make significant contributions to several active open source software development projects that have benefited organizations such as the Portland, Maine Ronald McDonald House, and the New York City Salvation Army. This article provides examples of several Humanitarian FOSS projects and describes other initiatives aimed at promoting undergraduate education about FOSS and its application within the community.1 aMorelli, Ralph1 aTucker, Allen1 aLanerolle, Trishan, R  uhttp://timreview.ca/article/40401109nas a2200121   4500008004100000022001400041245004700055210004700102260004200149520073900191100002100930856003600951       2010                        eng d  a1913-610200aHumanitarian Free and Open Source Software0 aHumanitarian Free and Open Source Software  aOttawabTalent First Networkc12/20103 aHumanitarian free and open source software (HFOSS) represents the application of free and open source software (FOSS) to the coordination problems faced in the humanitarian and disaster-response domains. FOSS has found a natural home serving the humanitarian domain because of certain problem patterns that promote the use of an open source approach. HFOSS also integrates two volunteer-rich communities that have much in common: the humanitarian community and the open source community. HFOSS is not distinct from the free and open source approach, but is rather a specialization of its principles. This article explores and elaborates on that natural alignment by presenting the concepts of HFOSS and the ecosystem that sustains it.1 aSilva, Chamindra  uhttp://timreview.ca/article/39901150nas a2200133   4500008004100000022001400041245008200055210006900137260004200206520069600248100001800944700001800962856003600980       2009                        eng d  a1913-610200aHow Companies Make Money Through Involvement in Open Source Hardware Projects0 aHow Companies Make Money Through Involvement in Open Source Hard  aOttawabTalent First Networkc02/20093 aThe study of open source software (OSS) development and business strategies has become the subject of significant research interest. However, there is little research on business models associated with the development of open source assets other than software such as hardware or content. This article provides an overview of current business models for creating revenue for both open source software and hardware. It then summarizes our research of market offers to identify the ways companies use open source hardware (OSH) projects to make money. The research results provide insights about the dimensions of open source business models in an area other than typical software development.1 aFerreira, Edy1 aTanev, Stoyan  uhttp://timreview.ca/article/22801653nas a2200121   4500008004100000022001400041245004800055210004800103260004200151520128300193100001901476856003601495       2009                        eng d  a1913-610200aHow Open Source Strengthens Business Models0 aHow Open Source Strengthens Business Models  aOttawabTalent First Networkc02/20093 aFor a company's commercialization efforts to succeed, it needs to come up with great market offers which have great business models. Open source (OS) is neither a business model nor a market offer. A market offer with a weak business model will derive little benefit from OS regardless of how good the OS may be.

Little is known about how OS strengthens the business model of a company's market offer. This article provide a conceptual tool that can be used to capture, share and communicate the strength of a company's business model and help articulate tacit knowledge into explicit knowledge. The second half of the article provides many examples that show how OS strengthens a company's business model.

This paper is relevant to: i) top management teams who must formulate their companies' business models clearly and communicate what is expected from OS; ii) top management teams who are considering investing in OS projects, participating in OS development, or influencing schedules and priorities of OS projects; iii) staff of OS foundations who must attract company investment and participation in their OS projects; and iv) academics who undertake research in the alignment of product development and OS evolution for the purpose of improving business performance1 aBailetti, Tony  uhttp://timreview.ca/article/22601237nas a2200121   4500008004100000022001400041245003600055210003200091260004200123520089800165100001601063856003601079       2009                        eng d  a1913-610200aThe Human Factor in Open Source0 aHuman Factor in Open Source  aOttawabTalent First Networkc06/20093 aIt is easy to focus on the purely technical side of engineering: design, coding, documentation, licensing issues, and the release process. The interpersonal aspects of engineering also have a vital part to play. An important and frequently overlooked part of the successful free/libre and open source enterprise are the soft skills of communication, administration, and relationship building.

Google uses, creates and supports open source software both as the raw material of code, and as a development model. My work in the Open Source Programs Office at Google as one member of a three person Outreach team is almost entirely about the mechanics of building good relations between the F/LOSS community at large and Google. This article describes our day-to-day tasks which are variously focused on student programs, external communications, event management, and financial administration.1 aAllman, Cat  uhttp://timreview.ca/article/25701140nas a2200121   4500008004100000022001400041245006200055210006100117260004200178520074300220100001900963856003600982       2008                        eng d  a1913-610200aHow is Copyright Relevant to Source Data and Source Code?0 aHow is Copyright Relevant to Source Data and Source Code  aOttawabTalent First Networkc02/20083 aOne of the essentials of a healthy and democratic economy is that the rules of engagement should be understandable to people whose interests are affected by them.

There are two aspects of copyright law to which all software and database professionals ought to be familiar, but usually are not. First, they should know that factual data listed in an obvious structure is not covered by copyright law, no matter how much work went into collecting it. Second, they should know that under the Canadian Copyright Act, programming code is considered to be a "literary work".

This article outlines how copyright is related to source data and source code, and why this is important to both technical and business professionals in the field.1 aPotvin, Joseph  uhttp://timreview.ca/article/12101015nas a2200121   4500008004100000022001400041245005000055210005000105260004200155520064200197100001800839856003600857       2008                        eng d  a1913-610200aHow Universities Can Enable Social Innovation0 aHow Universities Can Enable Social Innovation  aOttawabTalent First Networkc09/20083 aThis article describes key conditions that enable a successful university agenda for social innovation. Integral to this success is an overarching institutional commitment to the value of social innovation so that it pervades the university's activities, ranging from the active encouragement of collaboration across the disciplines to policies regarding intellectual property. It is suggested that it is important that social innovation activities transcend disciplinary boundaries and social sectors. Finally, facilitating open access to information and resources may be foundational to achieving relevant and sustainable solutions.
 1 aMatheson, Kim  uhttp://timreview.ca/article/18800912nas a2200121   4500008004100000022001400041245006700055210006700122260004200189520050700231100001600738856003600754       2008                        eng d  a1913-610200aHybrid Software Boosts High Performance Computing Productivity0 aHybrid Software Boosts High Performance Computing Productivity  aOttawabTalent First Networkc08/20083 aUsers of high performance computing have long enjoyed the availability of both commercial and open source software (OSS). But they typically resided in separate worlds. Open source was favored by the academic and government research communities while commercial independent software vendors served the HPC needs of specific industries, such as aerospace or energy. This article examines how the wall between these two software worlds is crumbling as industry increasingly adopts more open source tools.1 aRich, David  uhttp://timreview.ca/article/176