02223nas a2200229   4500008004100000022001400041245010800055210006900163260004200232300001000274490000700284520150400291653001501795653001901810653003401829653001701863653002201880100001601902700002701918700001801945856003001963       2021                        eng d  a1927-032100aLearning from Early Adopters of Blockchain Technology: A Systematic Review of Supply Chain Case Studies0 aLearning from Early Adopters of Blockchain Technology A Systemat  aOttawabTalent First Networkc06/2021  a19-310 v113 aBlockchain technology is widely seen as a promising technology for global supply chains, though early adoption of the technology is both costly and risky. Along with many other discouraging factors, large investments required to enter or develop a blockchain raise barriers to entry. Concerns about potential benefits, on the other hand, have led to companies questioning whether it is worth it. Consequently, many players in the global arena are still preferring to wait by observing current practices before making investments, while trying to figure out what the technology might bring them. Hence, the main purpose of this paper is to research various implementations of blockchain technology in supply chains, in order to learn from its early adopters. For this purpose, we chose case studies as the research method, which we used in a systematic way. We focused on multiple relevant case studies from previous research concerning the use of blockchain technology in supply chain practices. Through a systematic analysis of case studies, the study paper aims at bringing forward different views, approaches and results about blockchain adoption, as a way to show the pros and cons of adopting the technology under certain circumstances. The previous research was obtained from the Web of Science Core Collection. This paper contributes to the literature by showcasing the use of blockchain in supply chains via multiple cases to learn from early blockchain adopters in supply chain practices.
10ablockchain10adigitalization10adistributed ledger technology10asupply chain10asystematic review1 aDede, Sevda1 aKöseoğlu, Mesut, Can1 aYercan, Funda  utimreview.ca/article/144702135nas a2200277   4500008004100000022001400041245008200055210006900137260004200206300001000248490000700258520129600265653002301561653001601584653001601600653002001616653002901636100002401665700001901689700002501708700002001733700001601753700002701769700003101796856003001827       2021                        eng d  a1927-032100aLiving Labs for Public Sector Innovation: insights from a European case study0 aLiving Labs for Public Sector Innovation insights from a Europea  aOttawabTalent First Networkc12/2021  a47-580 v113 aLiving labs have gained increased attention in research and practice as both a practical and theoretical innovation phenomenon that emphasizes co-creation, real-life settings, and user/customer involvement. More recently, living labs have also emerged as a specific approach to open innovation processes in the context of publics across the EU. Nevertheless, it is still not clear how the understanding of living labs can be translated and organized into new sectorial settings, what type of public sector innovation challenges it addresses, and what role citizens and users have. The aim of this article is therefore to explore and analyze how living labs are applied as processes for public sector innovation. Based on a mixed method approach of 21 European living lab cases, the analysis reveals a pattern of three different processes for living lab organizational and actor roles: living labs organized as cross-sectorial collaboration, living labs emerging within the public sector as main initiator and beneficiary, and living labs developed by civil society actors. The findings are presented as three scenarios for implementing living labs, which also acts as a background for the article's final discussion about the potentials and pitfalls of living labs in public sector contexts.10aCitizen engagement10aco-creation10aliving labs10aOpen innovation10aPublic sector innovation1 aHansen, Anne, Vorre1 aFuglsang, Lars1 aLiefooghe, Christine1 aRubalcaba, Luis1 aGago, David1 aHaug, Ines, Mergel & N1 aMureddu, Maria, Taivalsaar  utimreview.ca/article/146402399nas a2200181   4500008004100000022001400041245006600055210006500121260004200186300001000228490000600238520164500244653022101889100002102110700003402131700002202165856003002187       2019                        eng d  a1927-032100aLeveraging AI-based Decision Support for Opportunity Analysis0 aLeveraging AIbased Decision Support for Opportunity Analysis  aOttawabTalent First Networkc12/2019  a29-350 v93 aThe dynamics and speed of change in corporate environments have increased. At the front-end of innovation, firms are challenged to evaluate growing amounts of information within shorter time frames in order to stay competitive. Either they spend significant time on structured data analysis, at the risk of delayed market launch, or they follow their intuition, at the risk of not meeting market trends. Both scenarios constitute a significant risk for a firm&rsquo;s continued existence. Motivated by this, a conceptual model is presented in this paper that aims at remediating these risks. Grounded on design science methodology, it concentrates on previous assessments of innovation search fields. These innovation search fields assist in environmental scanning and lay the foundation for deciding which opportunities to pursue. The model applies a novel AI-based approach, which draws on natural language processing and information retrieval. To provide decision support, the approach includes market-, technology-, and firm-related criteria. This allows us to replace intuitive decision-making by fact-based considerations. In addition, an often-iterative approach for environmental scanning is replaced by a more straightforward process. Early testing of the conceptual model has shown results of increased quality and speed of decision-making. Further testing and feedback is still required to enhance and calibrate the AI-functionality. Applied in business environments, the approach can contribute to remediate fuzziness in early front-end activities, thus helping direct innovation managers to &ldquo;do the right things&rdquo;.
10afront-end of innovation; environmental scanning; information processing; opportunity; innovation search field; information retrieval; artificial intelligence; decision-making; latent semantic indexing; design-science1 aGroher, Wolfgang1 aRademacher, Friedrich-Wilhelm1 aCsillaghy, André  utimreview.ca/article/128902197nas a2200229   4500008004100000022001400041245005400055210005300109260004200162300001000204490000600214520154800220653001501768653001501783653001301798653002601811653002601837100002201863700002701885700001701912856003801929       2019                        eng d  a1927-032100aLive and Let Die: On the Management of Creativity0 aLive and Let Die On the Management of Creativity  aOttawabTalent First Networkc10/2019  a16-260 v93 aLiterature has pointed to the importance of feedback on creative ideas in innovation management processes. However, little is known about the practices that constitute the feedback process and their effect on employees&rsquo; future willingness to consistently and recurrently contribute with creative ideas to organized innovation management efforts. In this research, we draw on data from a single case study at a German multinational manufacturing firm. We show the flip side of managerial attempts to provide feedback and foster employees&rsquo; creative output. In particular, we identify distinct practices organizational actors employ along the sequence of idea generation, elaboration, championing, and implementation, and find that the practices can turn organized innovation management efforts into a political process. Furthermore, we present a virtuous and a vicious circle of managerial attempts to manage creativity in innovation processes. In doing so, we highlight the value of taking a practice lens to better understand the challenges in organized innovation management efforts and propose future research in other contexts. We suggest that managers should flexibly design organized innovation management processes to account for radical ideas and to pay close attention to a coherent communication when providing feedback and encouraging employees to contrive creative ideas. Our work contributes to the body of research on innovation management by shedding light on the dark side of organized innovation management efforts.10acase study10acreativity10aFeedback10aInnovation management10aQualitative Research.1 aHartmann, Michael1 aLaubengaier, Désirée1 aFoerstl, Kai  uhttps://timreview.ca/article/127201603nas a2200205   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520095800264653001201222653002201234653002701256653001701283653003101300100002801331856003801359       2018                        eng d  a1927-032100aLean Commercialization: A New Framework for Commercializing High Technologies0 aLean Commercialization A New Framework for Commercializing High   aOttawabTalent First Networkc09/2018  a50-630 v83 aCommercializing high technologies is expensive, tedious, and resource intensive. Meanwhile, there is a need for quick diffusion of innovations due to economic pressures for companies and research institutes. Therefore, this article proposes a new framework: lean commercialization. The framework represents a transformation of new technology and knowledge to products and services through the application of the lean/agile methodology. This methodology focuses on how resources can be minimized during the development, manufacturing, and marketing of new products and services, while still being accepted by customers. The lean commercialization framework was developed from a case study of high-technology companies and by interviewing commercialization experts. This article contributes to the theory and practice of commercialization of high technologies and provides a procedure for the practical application of the lean commercialization framework.10aFinland10ahigh technologies10alean commercialization10alean startup10atechnology-based companies1 aGbadegeshin, Saheed, A.  uhttps://timreview.ca/article/118602192nas a2200253   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520145100264653002001715653001501735653001201750653001501762653001801777653001801795653001501813100002401828700002601852700002201878856003801900       2018                        eng d  a1927-032100aThe Library Living Lab: A Collaborative Innovation Model for Public Libraries0 aLibrary Living Lab A Collaborative Innovation Model for Public L  aOttawabTalent First Networkc12/2018  a17-250 v83 aNew models of governance advance towards participatory schemes in which citizens not only play an active role in decision-making processes but also the processes by which new products and services are defined and introduced. In parallel, technological innovations, and the new horizons of creativity that they allow, open a huge range of options to innovation in all areas of society, particularly in the cultural field. Under these two premises – participation and innovation – the Library Living Lab initiative was born at the Public Library of Miquel Batllori Volpelleres in Sant Cugat del Vallès, Barcelona. The Library Living Lab is a space that gathers all stakeholders around the public library with the aim of exploring new methods and tools that allow us to enjoy culture both individually and collectively. This article describes how technology can be an enabling factor in a citizen-initiated grassroots project. The project implements a complete model of inter-institutional collaboration with all relevant actors around the living lab working group. The specific challenges of developing an open, flexible, and inter-connected space are identified, and the interaction dynamics based on a challenge–action–return methodology definition are described through practical examples. Our conclusions tackle the challenges of a horizon for the implementation of innovation initiatives – such as living labs – in public spaces. 10acultural spaces10ainnovation10alibrary10aLiving lab10aparticipatory10apublic spaces10atechnology1 aVilariño, Fernando1 aKaratzas, Dimosthenis1 aValcarce, Alberto  uhttps://timreview.ca/article/120201903nas a2200253   4500008004100000022001400041245006500055210006400120260004200184300000900226490000600235520118600241653001801427653001101445653002601456653001701482653001501499653002001514653001201534653002001546100002301566700002201589856003801611       2018                        eng d  a1927-032100aLiving Labs versus Lean Startups: An Empirical Investigation0 aLiving Labs versus Lean Startups An Empirical Investigation  aOttawabTalent First Networkc12/2018  a7-160 v83 aAlthough we seem to be living in an era where founding a startup has never been easier, studies point to the high mortality rates of these organizations. This “startup hype” has also induced many practitioner-based innovation management approaches that lack empirical studies and validation. Moreover, a lot of these approaches have rather similar angles, but use different wordings. Therefore, in this article, we look into two of these “hyped” concepts: the lean startup and living labs. We review the academic studies on these topics and explore a sample of 86 entrepreneurial projects based on project characteristics and outcomes. Our main finding is that the two approaches appear to be complementary. Living labs are powerful instruments to implement the principles of the lean startup, as the real-life testing and multi-disciplinary approach of living labs seem to generate more actionable outcomes. However, living labs also require the flexibility of a startup – ideally a lean one – to actually deliver this promise. Thus, rather than picking a winner in this comparison, we argue that combining the concepts’ different strengths can bring clear benefits.10aentrepreneurs10aimpact10aInnovation management10alean startup10aLiving lab10aOpen innovation10atesting10auser innovation1 aSchuurman, Dimitri1 aProtic, Sonja, M.  uhttps://timreview.ca/article/120101605nas a2200241   4500008004100000022001400041245008200055210006900137260004200206300001000248490000600258520080400264653002101068653004001089653002101129653002201150653003501172653003001207653002701237653004101264100002101305856003701326       2017                        eng d  a1927-032100aLean Internationalization: How to Globalize Early and Fast in a Small Economy0 aLean Internationalization How to Globalize Early and Fast in a S  aOttawabTalent First Networkc05/2017  a16-220 v73 aThis study examines the early market internationalization of 32 high-tech startups that operate internationally from small and open economies. It uses a comparative cross-national multiple case study research design to explore how such startups may differ in their speed of internationalization. Based on interviews with the founders, the speed of early market internationalization in these startups increases significantly due to the application of lean market development processes. The findings provide a basis for developing propositions for further comparative studies focusing on the early and fast internationalization of high-tech startups based in emerging and developed markets. The study contributes to the literature on networks, internationalization, and international entrepreneurship.10aborn-global firm10aearly and fast internationalization10aglobal marketing10ahigh-tech startup10ainternational entrepreneurship10alean internationalization10asmall and open economy10aUppsala internationalization process1 aNeubert, Michael  uhttp://timreview.ca/article/107302511nas a2200253   4500008004100000022001400041245006100055210006100116260004200177300001000219490000600229520182100235653001802056653001402074653001802088653000802106653001202114653001602126653002102142100001602163700001902179700002302198856003602221       2016                        eng d  a1927-032100aLicense Compliance in Open Source Cybersecurity Projects0 aLicense Compliance in Open Source Cybersecurity Projects  aOttawabTalent First Networkc02/2016  a28-350 v63 aDevelopers of cybersecurity software often include and rely upon open source software packages in their commercial software products. Before open source code is absorbed into a proprietary product, developers must check the package license to see if the project is permissively licensed, thereby allowing for commercial-friendly inheritance and redistribution. However, there is a risk that the open source package license could be inaccurate due to being silently contaminated with restrictively licensed open source code that may prohibit the sale or confidentiality of commercial derivative work. Contamination of commercial products could lead to expensive remediation costs, damage to the company's reputation, and costly legal fees. In this article, we report on our preliminary analysis of more than 200 open source cybersecurity projects to identify the most frequently used license types and languages and to look for evidence of permissively licensed open source projects that are likely contaminated by restrictive licensed material (i.e., containing commercial-unfriendly code). Our analysis identified restrictive license contamination cases occurring in permissively licensed open source projects. Furthermore, we found a high proportion of code that lacked copyright attribution. We expect that the results of this study will: i) provide managers and developers with an understanding of how contamination can occur, ii) provide open source communities with an understanding on how they can better protect their intellectual property by including licenses and copyright information in their code, and ii) provide entrepreneurs with an understanding of the open source cybersecurity domain in terms of licensing and contamination and how they affect decisions about cybersecurity software architectures.10acontamination10acopyright10acybersecurity10aGPL10alicense10aopen source10athird-party code1 aShah, Ahmed1 aSelman, Selman1 aAbualhaol, Ibrahim  uhttp://timreview.ca/article/96601370nas a2200229   4500008004100000022001400041245006700055210006700122260004200189300001000231490000600241520074500247653001200992653001501004653001101019653001601030653001501046653001401061653001101075100001801086856003601104       2015                        eng d  a1927-032100aLessons in Creativity from the Innovative Design of the Swatch0 aLessons in Creativity from the Innovative Design of the Swatch  aOttawabTalent First Networkc07/2015  a34-400 v53 aNo space is off-limits to innovation, even those occupied for many years by leading players and proven solutions. The case of the innovative Swatch watch, re-examined in this article with new information and insights, demonstrates that, without knowledge, design is not possible; but, with only knowledge, all we can do is reproduce. Innovation also requires creativity, the introduction of new concepts. Knowledge needs to be associated with unbridled, surprising, and hitherto unknown creativity, as described by the concept-knowledge theory of design. In this article, a new analysis of the well-known but misunderstood case of the Swatch yield lessons about the importance of creativity and knowledge in developing innovative products. 10aconcept10acreativity10adesign10aengineering10ainnovation10aknowledge10aSwatch1 aGarel, Gilles  uhttp://timreview.ca/article/91202630nas a2200265   4500008004100000022001400041245009900055210006900154260004200223300000900265490000600274520182700280653001502107653002102122653001302143653002802156653001902184653001702203653003102220653001402251653002802265653002002293100001502313856003602328       2015                        eng d  a1927-032100aLevel Up Your Strategy: Towards a Descriptive Framework for Meaningful Enterprise Gamification0 aLevel Up Your Strategy Towards a Descriptive Framework for Meani  aOttawabTalent First Networkc08/2015  a5-160 v53 aGamification initiatives are currently top-of-mind for many organizations seeking to engage their employees in creative ways, improve their productivity, and drive positive behavioural outcomes in their workforce – ultimately leading to positive business outcomes on the whole. Despite its touted benefits, little empirical research has been done to date to investigate technological and individual personal factors that determine the success or failure of enterprise gamification initiatives. In this article, we provide a summary of our preliminary research findings from three case studies of gamification initiatives across different business contexts and present an empirically validated descriptive framework that details the key success factors for enterprise gamification. Our adaptation of the mechanics, dynamics, and aesthetics (MDA) framework for enterprise gamification aims to explicate the connections between end-user motivations, interactive gameplay elements, and technology features and functions that constitute effective gamification interventions in the enterprise. Following a discussion of the core elements in the framework and their interrelationships, the implications of our research are presented in the form of guidelines for the management and design of gamification initiatives and applications. The research findings presented in this article can potentially aid in the development of game mechanics that translate into positive user experiences and foster higher levels of employee engagement. Additionally, our research findings provide insights on key success factors for the effective adoption and institutionalization of enterprise gamification initiatives in organizations, and subsequently help them enhance the performance of their employees and drive positive business outcomes.10aaesthetics10abehaviour change10adynamics10aenterprise gamification10agameful design10agamification10ahuman-computer interaction10amechanics10apersuasive technologies10auser experience1 aRuhi, Umar  uhttp://timreview.ca/article/91801490nas a2200229   4500008004100000022001400041245006900055210006900124260004200193300001000235490000600245520084000251653001201091653001801103653000801121653002301129653001501152653000901167100002301176700002501199856003601224       2015                        eng d  a1927-032100aLeveraging Living Lab Innovation Processes through Crowdsourcing0 aLeveraging Living Lab Innovation Processes through Crowdsourcing  aOttawabTalent First Networkc12/2015  a28-360 v53 aAround the globe, crowdsourcing initiatives are emerging and contributing in a diversity of areas, such as in crisis management and product development and to carry out micro-tasks such as translations and transcriptions. The essence of crowdsourcing is to acknowledge that not all the talented people work for you; hence, crowdsourcing brings more perspectives, insights, and visions to, for instance, an innovation process. In this article, we analyze how crowdsourcing can contribute to the different stages of innovation processes carried out in living labs and thus contribute to living labs by strengthening their core role as innovation process facilitators. We have also identified benefits and challenges that need to be grappled with for managers of living labs to make it possible for the crowd to fully support their cause.10acitizen10acrowdsourcing10aICT10ainnovation process10aLiving lab10auser1 aStåhlbröst, Anna1 aLassinantti, Josefin  uhttp://timreview.ca/article/95001511nas a2200217   4500008004100000022001400041245007100055210006700126260004200193300001000235490000600245520089400251653001801145653001501163653001501178653001401193653001101207100002001218700001901238856003601257       2015                        eng d  a1927-032100aLuxury and Creativity: Exploration, Exploitation, or Preservation?0 aLuxury and Creativity Exploration Exploitation or Preservation  aOttawabTalent First Networkc07/2015  a41-490 v53 aThis article considers the role of creativity in the production and delivery of luxury. The concept of creativity is closely aligned to the idea of luxury goods as rare and highly crafted, often unique, objects produced through artistic endeavour. Moreover, some luxuries, such as expensive cars and private jets, require leading-edge design and technologically advanced inputs. Although creativity is essential for the development of new luxury goods and services, this article highlights that some luxuries are timeless and eschew the changes associated with radical creative transformations. Following a brief discussion of the nature of luxury and creativity, a number of examples are employed to illustrate the different roles of creativity in the development and delivery of different types of luxury. The relationship between luxury and creativity is shown to be varied and complex.10acraftsmanship10acreativity10ainnovation10aknowledge10aluxury1 aRoberts, Joanne1 aArmitage, John  uhttp://timreview.ca/article/91302340nas a2200277   4500008004100000022001400041245008300055210006900138260004200207300001000249490000600259520152800265653002401793653002001817653001401837653001701851653001801868653001801886653001201904653002601916653001901942653003401961653001401995100001702009856003602026       2013                        eng d  a1927-032100aLeveraging Old Intellectual Property to Accelerate Technology Entrepreneurship0 aLeveraging Old Intellectual Property to Accelerate Technology En  aOttawabTalent First Networkc06/2013  a21-270 v33 aAcquiring or licensing assets to older technologies, including surviving intellectual property rights, is an often-overlooked viable strategy for accelerating technology entrepreneurship. This strategy can help entrepreneurs short-cut the growth of a customer base, reduce development effort, and shorten the time to market with a minimum viable product. However, this strategy is not without risk; entrepreneurs need to be careful that the acquired intellectual property rights are not fraught with issues that could severely outweigh any perceived value. Proper investigation is required to ensure success because the current literature fails to provide tools that an entrepreneur can apply when considering the acquisition of intellectual property. 

This article includes a case study of a technology company – Piranha Games – that indirectly acquired sole and exclusive access to a substantial historical customer base by acquiring and licensing older technology and surviving intellectual property assets. The founders then leveraged the existing product brand and its historical customers to acquire significant funding and went global with a minimum viable product in three years. The copyright and trademark assets provided value on day one to Piranha Games by making it difficult and risky for others to exploit the technology. Based on this case study, this article offers recommendations to entrepreneurs who may benefit from acquiring old intellectual property to accelerate the growth of their startups.10aaccelerated startup10abusiness models10acopyright10acrowdfunding10adue diligence10aentrepreneurs10afunding10aintellectual property10aold technology10aproduct development clearance10atrademark1 aSmith, Derek  uhttp://timreview.ca/article/69301859nas a2200241   4500008004100000022001400041245009000055210006900145260004200214300000900256490000600265520112900271653001601400653002501416653001501441653002001456653002101476100002101497700002301518700001901541700002101560856003601581       2013                        eng d  a1927-032100aLinking Living Lab Characteristics and Their Outcomes: Towards a Conceptual Framework0 aLinking Living Lab Characteristics and Their Outcomes Towards a   aOttawabTalent First Networkc12/2013  a6-150 v33 aDespite almost a decade of living lab activity all over Europe, there still is a lack of empirical research into the practical implementation and the related outcomes of living labs. Therefore, this article proposes a framework to create a better understanding of the characteristics and outcomes of living labs. We investigate three living labs in Belgium and one in Finland to learn how the different building blocks of living lab environments contribute to the outputs of innovation projects launched within the lab. The findings imply that managers and researchers contemplating innovation in living labs need to consider the intended inputs and outcomes, and reframe their innovation activities accordingly. We formulate practical guidelines on how living labs should be managed on the levels of community interaction, stakeholder engagement, and methodological setup to succeed in implementing living lab projects and to create user-centred innovations. That way, living lab practitioners can work towards a more sustainable way of setting up living labs that can run innovation projects over a longer period of time. 10aco-creation10ainnovation ecosystem10aLiving lab10aOpen innovation10auser involvement1 aVeeckman, Carina1 aSchuurman, Dimitri1 aLeminen, Seppo1 aWesterlund, Mika  uhttp://timreview.ca/article/74801885nas a2200205   4500008004100000022001400041245010500055210006900160260004200229300001000271490000600281520123100287653002801518653002801546653001501574653002101589653001001610100002301620856003601643       2013                        eng d  a1927-032100aA Living Lab as a Service: Creating Value for Micro-enterprises through Collaboration and Innovation0 aLiving Lab as a Service Creating Value for Microenterprises thro  aOttawabTalent First Networkc11/2013  a37-420 v33 aThe need to innovate is increasingly important for all types and sizes of organizations, but the opportunities for innovation differ substantially between them. For micro-, small,- and medium-sized enterprises, innovation activities are both crucial and demanding because of limited resources, competencies, or vision to innovate their offerings. To support these organizations, the concept of living labs as a service has started to emerge. This concept refers to living labs offering services such as designing the idea-generation processes, planning or carrying out real-world tests of innovations, and pre-market launch assessments. In this article, we will present the findings from a study of micro-enterprises operating in the information technology development sector, including the experienced value of services provided to the companies by a research-based living lab. We share experiences from Botnia, our own living lab in northern Sweden. In this living lab, our aim of creating value for customers is of key importance. Our study shows that using a living lab as a service can generate three different types of value: improved innovations, the role the living lab can play, and the support the living lab offers.10aexperience-based values10ainnovation intermediary10aLiving lab10amicro-enterprise10avalue1 aStåhlbröst, Anna  uhttp://timreview.ca/article/74401855nas a2200205   4500008004100000022001400041245006100055210006000116260004200176300001000218490000600228520122300234653002601457653002601483653002601509653002401535653003401559100002001593856003601613       2013                        eng d  a1927-032100aLocal Open Innovation: How to Go from Ideas to Solutions0 aLocal Open Innovation How to Go from Ideas to Solutions  aOttawabTalent First Networkc03/2013  a21-260 v33 aLocal open innovation can be used to create a powerful dynamic within a local multi-stakeholder environment. This article shares the experiences of setting up a collaborative innovation process in a regional initiative in the Netherlands. In the first phase of the process, a couple of interactive idea generating sessions have been organized. These so called Quest for Solutions sessions have not only generated a rich set of useful solutions, but they also created a positive vibe within the local community. Factors that have contributed to the success of the idea generation sessions are working around real-life problems involving people who are directly affected by the problem. The structure of the sessions with alternating phases of divergence, exploration, and convergence allowed for broad understanding of the problems, exploration of potential solutions, and working towards result-oriented value statements. Key challenges in translating the ideas into solutions have been determining the value case and dealing with intellectual property. Special attention is given to the notion of innovative contract design as a means of dealing with intellectual property in an environment of local open innovation. 10aintellectual property10alocal open innovation10aMaintenance Valuepark10aQuest for Solutions10aregional innovation ecosystem1 aSmulders, Oscar  uhttp://timreview.ca/article/66601602nas a2200205   4500008003900000022001400039245008500053210006900138260004200207300001000249490000600259520096400265653001601229653002401245653002201269653002501291653002501316100001901341856003601360       2012                          d  a1927-032100aLiving Labbing the Rotterdam Way: Co-Creation as an Enabler for Urban Innovation0 aLiving Labbing the Rotterdam Way CoCreation as an Enabler for Ur  aOttawabTalent First Networkc09/2012  a39-430 v23 aThe living lab concept seems appropriate to study the design and evaluation of innovative services that enrich everyday life. This article elaborates on “living methodologies”, methods and tools necessary in "living labbing". Living methodologies address the social dynamics of everyday life that are essential for understanding living labs, not only conceptually, but also as mature methodologies for fostering innovation in real-life contexts. We report on three cases from Rotterdam in the Netherlands, where "living labbing" was used to enable citizens to co-develop their city. These cases utilized visual ethnography as a research method and prototyping and co-creating as design tools. The cases not only inspire citizen participation, but also inform social innovation and city’s policymaking. The user-driven approach, do-it-yourself mindset, and the participatory character perfectly fit with the down-to-earth attitude of Rotterdam residents.10aco-creation10acontextual research10adesign techniques10aliving methodologies10aparticipatory design1 aMulder, Ingrid  uhttp://timreview.ca/article/60701498nas a2200229   4500008003900000022001400039245004400053210004300097260004200140300000900182490000600191520089000197653001601087653001501103653001601118653001301134653002001147100001901167700002101186700002501207856003601232       2012                          d  a1927-032100aLiving Labs as Open-Innovation Networks0 aLiving Labs as OpenInnovation Networks  aOttawabTalent First Networkc09/2012  a6-110 v23 aLiving labs bring experimentation out of companies’ R&D departments to real-life environments with the participation and co-creation of users, partners, and other parties. This study discusses living labs as four different types of networks characterized by open innovation: utilizer-driven, enabler-driven, provider-driven, and user-driven. The typology is based on interviews with the participants of 26 living labs in Finland, Sweden, Spain, and South Africa. Companies can benefit from knowing the characteristics of each type of living lab; this knowledge will help them to identify which actor drives the innovation, to anticipate likely outcomes, and to decide what kind of role they should play while "living labbing". Living labs are networks that can help them create innovations that have a superior match with user needs and can be upscaled promptly to the global market.10aco-creation10ainnovation10aliving labs10anetworks10aOpen innovation1 aLeminen, Seppo1 aWesterlund, Mika1 aNyström, Anna-Greta  uhttp://timreview.ca/article/60201691nas a2200217   4500008003900000022001400039245005300053210005200106260004200158300001000200490000600210520110700216653001801323653001501341653001601356653001301372653001301385100002001398700001901418856003601437       2012                          d  a1927-032100aLiving Labs for Cross-Border Systemic Innovation0 aLiving Labs for CrossBorder Systemic Innovation  aOttawabTalent First Networkc09/2012  a25-300 v23 aInnovation is increasingly taking place in cross-border collaborative networks, which are shaped by the characteristics of systemic innovation, the strategies and objectives of main actors, and the dynamics of the innovation process. Participation in such networks is of high importance for small firms, but requires long-term investments and a diverse range of collaboration and innovation capabilities. This article explores how living labs, understood as innovation projects based on open and user-centric innovation methodologies, can form collaboration networks to support small firms and other actors to engage in cross-border collaboration and to accelerate the development and acceptance of innovations. Based on the lessons learned from a major living lab project, APOLLON, we conclude that adopting the living labs networking approach requires thorough understanding of each party’s objectives and drivers, the alignment of operational processes, establishment of open and collaborative culture, as well as competences, methods, and tools for supporting cooperation and community building. 10acollaboration10ainnovation10aliving labs10anetworks10asystemic1 aSchaffers, Hans1 aTurkama, Petra  uhttp://timreview.ca/article/60501024nas a2200121   4500008004100000022001400041245006000055210005900115260004200174520063100216100001900847856003600866       2011                        eng d  a1913-610200aLearning from Failure: A Case Study in Entrepreneurship0 aLearning from Failure A Case Study in Entrepreneurship  aOttawabTalent First Networkc06/20113 aBusiness ventures often fail even when market demand is demonstrated and evaluated by peers, and when the project team is capable of producing the work. In this informal case study based on the author's own experiences, the topics of market size and fit, team size, human dynamics, business validation, and interaction design are explored to form a picture of how a business with seemingly promising prospects could still fail. Specifically, the challenges faced by small or single-person implementation teams are discussed, with suggestions for overcoming these challenges to produce more realistic and viable businesses. 
 1 aCrenna, Daniel  uhttp://timreview.ca/article/44701006nas a2200121   4500008004100000022001400041245004100055210004100096260004200137520065300179100001600832856003600848       2011                        eng d  a1913-610200aLessons from an Open Source Business0 aLessons from an Open Source Business  aOttawabTalent First Networkc05/20113 aCreating a successful company is difficult; but creating a successful company, a successful open source project, and a successful ecosystem all at the same time is much more difficult. This article takes a retrospective look at some of the lessons we have learned in building BigBlueButton, an open source web conferencing system for distance education, and in building Blindside Networks, a company following the traditional business model of providing support and services to paying customers. Our main message is that the focus must be on creating a successful open source project first, for without it, no company in the ecosystem can flourish.1 aDixon, Fred  uhttp://timreview.ca/article/44100423nas a2200157   4500008003900000022001400039245002600053210002600079260004200105300000800147490000600155100002800161700001900189700002100208856003600229       2011                          d  a1927-032100aLetters to the Editor0 aLetters to the Editor  aOttawabTalent First Networkc10/2011  a5-60 v11 aRunte, Roseann O'Reilly1 aGoubran, Rafik1 aTomberlin, Jerry  uhttp://timreview.ca/article/48701569nas a2200121   4500008004100000022001400041245006500055210006400120260004200184520116400226100002101390856003601411       2011                        eng d  a1913-610200aLeveraging Collectives as a Technology Startup: A Case Study0 aLeveraging Collectives as a Technology Startup A Case Study  aOttawabTalent First Networkc05/20113 aEntrepreneurs face a daunting challenge in turning a solution to a compelling problem into a viable business. Recent research into multi-sided platforms and collective action has highlighted an approach that may enable entrepreneurs to lower the risk of a new venture and increase revenue by delivering value to all stakeholders in a collective, not just to the company itself. However, the shift in thinking required to apply this new approach is a challenge of its own. 

In this article, we provide an overview of both the new and traditional approaches to development and commercialization. Next, we describe a problem for which we are currently developing a business opportunity to solve: helping parents provide adequate and appropriate support to children with attention deficit hyperactivity disorder (ADHD) or autism. We then use this problem as a case study to illustrate how the implementation of a facial emotion recognition software application might be substantially different depending on the development and commercialization approach used. Finally, we describe the key lessons learned and next steps in developing this business opportunity.1 aD'Souza, Natasha  uhttp://timreview.ca/article/44001397nas a2200121   4500008004100000022001400041245004400055210004400099260004200143520103500185100001901220856003601239       2010                        eng d  a1913-610200aLow Cost Cellular Networks with OpenBTS0 aLow Cost Cellular Networks with OpenBTS  aOttawabTalent First Networkc03/20103 aIn mid-2007, Kestrel Signal Processing, Inc., a small software radio consulting shop in northern California, started writing an implementation of a GSM basestation. The initial developers were myself and Kestrel co-founder Harvind Samra. Our goal was to create a new kind of light-weight cellular network that could be built out inexpensively in remote and sparsely populated areas. Our software-radio GSM system, now called OpenBTS, was released publicly under the GPLv3 license in September 2008 and will be used in pilot deployments with small operators by the time this article goes to publication. This will probably be the first use of a free software basestation in a public cellular network, where both network operators and subscribers can download and read the full source code of the GSM protocol stack that connects their handsets to the rest of the world and where the operators will be free to modify the system to meet their specific needs. This article introduces the goals and evolution of the OpenBTS project. 
1 aBurgess, David  uhttp://timreview.ca/article/33201566nas a2200121   4500008004100000022001400041245006300055210006300118260004200181520116700223100001801390856003601408       2009                        eng d  a1913-610200aLessons on Community Management from the Open Source World0 aLessons on Community Management from the Open Source World  aOttawabTalent First Networkc06/20093 aFrom the outside (and often times from within, too), the success of healthy open source projects defies all logic. Scores of individuals from all over the world, all of whom have different skill levels, use cases, and experience, not to mention native languages and time zones, collaborate together in order to help make a project succeed.

How is it that all of this chaos comes together and creates something wonderful and useful? And moreover, what lessons can be taken from how open source projects work "on the ground" and applied to our practical, daily lives and organizations?

This article will attempt to extrapolate some of the experience gleaned from being immersed for over four years in the Drupal project. Drupal is an open source website building tool which has transformed from a small hobby project in 1999 to a robust framework powering hundreds of thousands of websites today. But behind buzzwords like "social publishing" and "content management framework" there lies a diverse, passionate, and vibrant global community. We present some of the key ingredients to the community's success, many of which can be applied to any organization.1 aByron, Angela  uhttp://timreview.ca/article/25801398nas a2200121   4500008004100000022001400041245002700055210002700082260004200109520106800151100002101219856003601240       2009                        eng d  a1913-610200aLicensing of Open APIs0 aLicensing of Open APIs  aOttawabTalent First Networkc04/20093 aTwo major trends in software development today are the open source paradigm and the notion of software as a service. The combination of these has lead to the concept of open APIs and mashups. Since late 2005, there has been a rapid proliferation of applications, referred to as mashups, that combine data and services provided by third parties through open APIs with data sources owned by users. Open APIs give users access to the data or services of an information technology platform. A well-known example is the Google Maps API, which generates maps for a given location, whose output can be combined with other data and services into mashups.

Combining services and data from multiple sources raises several issues related to intellectual rights in mashups. However, the concept of mashups is currently in a nascent stage, and service and data providers often underestimate the relevance of these issues. In this paper we give an overview of open API licensing and provide examples from current open APIs. We then briefly discuss licensing of open APIs. 
1 aGangadharan, G R  uhttp://timreview.ca/article/24301290nas a2200121   4500008004100000022001400041245006500055210006400120260004200184520088600226100002001112856003601132       2008                        eng d  a1913-610200aLadder of Participation: Business Models for Peer Production0 aLadder of Participation Business Models for Peer Production  aOttawabTalent First Networkc01/20083 aOpen source software is just one part of a much wider social and economic ecosystem that is evolving around increased participation of what-used-to-be consumers. New roles are emerging, including "produsers", with an intentional 's', to refer to the amalgamation of being both a user and a producer, and "end-makers", another intentional concept to be contrasted with end-users.

In this new ecosystem, produsers and end-makers either partially, but sometimes fully, produce value, aided or unaided by institutions and companies. This creates new dynamics that need to be understood. One way of increasing our understanding is to look at the inter-locking dynamics of both businesses and the participant-communities, for which the following article constructs a model of Interaction. Each distinct type of relationship generates different dynamics and associated business models.1 aBauwens, Michel  uhttp://timreview.ca/article/11302096nas a2200133   4500008004100000022001400041245002400055210002400079260004200103520173500145100002201880700002401902856003601926       2008                        eng d  a1913-610200aLanguage Insecurity0 aLanguage Insecurity  aOttawabTalent First Networkc06/20083 aDeveloping reliable and secure software has become a challenging task, mainly because of the unmanageable complexity of the software systems we build today. Software flaws have many causes, but our observations show that they mostly come from two broad sources: i) design, such as a malicious or unintentional backdoor; and ii) implementation, such as a buffer overflow.

To address these problems, our research group at Defence Research and Development Canada (DRDC) Valcartier first worked on design issues. A prototype of a UML design verifier was built. Our approach was successful, but we faced two difficulties: i) specifying interesting security properties at the design level; and ii) scalability of the verification process. Building on this experience, we studied design patterns for the implementation of security mechanisms. The output was a security design pattern catalog, available from the authors, that can help software architects choose mature and proven designs instead of constantly trying to reinvent the wheel.

This paper addresses the implementation issues from our evaluation of currently available automatic source code verifiers that search for program sanity and security bugs. From this evaluation, it becomes clear that the choice of programming language to use when starting an open source project can have many important consequences on security, maintainability, reliability, speed of development, and collaboration. As a corollary, software quality is largely dependent on the adequacy of the programming language with respect to the desired properties of the system developed. Therefore, the adoption of open source software (OSS) should consider the programming language that was used. 
 1 aMichaud, Frederic1 aPainchaud, Frederic  uhttp://timreview.ca/article/15800415nas a2200133   4500008004100000022001400041245001800055210001800073260004200091520007400133100002100207700001800228856003500246       2007                        eng d  a1913-610200aLead Projects0 aLead Projects  aOttawabTalent First Networkc07/20073 aCorporate Directory Platform and the Ottawa Tech Community described.1 aHoddinott, Peter1 aAlam, Richard  uhttp://timreview.ca/article/98