TY - JOUR T1 - Kondratieff’s Economic Waves and Future Scenarios Planning: an approach for organizations JF - Technology Innovation Management Review Y1 - 2020 A1 - Marcos Ferasso A1 - Eloisio Andrey Bergamaschi KW - Economic waves KW - foresight KW - Future studies KW - Kondratieff. KW - Strategic Planning AB - This manuscript aims to present connections between scenario building techniques and Kondratieff's long economic waves, as a way of identifying patterns in medium and long-term planning for companies' future scenarios. This essay considers two different conceptual contributions to improve forecasting on organizations taking as a departure point Kondratieff's economic waves and Schwartz's future scenario planning. Analyzing these two theoretical contributions, we concluded that the information obtained through the path of Kondratieff's waves can delineate future scenarios as a way to anticipate challenges, opportunities, and threats for organizations' contingency planning. As a contribution for practitioners, considering these two approaches together enables greater performance for strategic planning of future scenarios that can be applied by organizations across a range of industries. PB - Talent First Network CY - Ottawa VL - 10 UR - timreview.ca/article/1327 IS - 2 U1 - Unochapeco University M. Ferasso earned his Bachelor Diploma in Management from University of the West of Santa Catarina (Brazil) in 2002, his Specialization Diploma in Business Management from UNOESC (Brazil) in 2005, his Specialization Diploma in Local Development from International Labour Organization/United Nations (Italy) in 2006, earned his M.Sc. in Management from UFRGS (Brazil) in 2009, with an exchange period as visiting researcher at Euromed-Marseille Ecole de Management (France), and earned his Ph.D. in Management from Federal University of Parana (Brazil) in 2018, with an exchange period as visiting researcher at Forsyth Technical Community College (USA). He concluded his first Postdoctorate at Meridional Faculty – IMED (Brazil) and the second at KEDGE Business School – Marseilles (France). He is currently Assistant Professor at Unochapeco University (Brazil). U2 - SESI Innovation Institute E. A. Bergamaschi earned his Bachelor Diploma in Business Management and Information Systems from Pontifical Catholic University of Rio Grande do Sul (Brazil) in 2002, his M.Sc. in Management from Federal University of Rio Grande do Sul (Brazil) in 2008, and his Specialization Diploma in Computer Science from Federal University of Rio Grande do Sul (Brazil) in 2010. Currently, he is Manager at SESI Innovation Institute (Brazil). ER - TY - JOUR T1 - Kick-Start for Connectivity: How to Implement Digital Platforms Successfully in Industry 4.0 JF - Technology Innovation Management Review Y1 - 2019 A1 - Marie-Christin Schmidt A1 - Johannes W. Veile A1 - Julian M. Müller A1 - Kai-Ingo Voigt KW - Buyer-Supplier Relationships KW - collaboration KW - digital platforms KW - Digital Technologies. KW - IIoT KW - Industry 4.0 KW - Supplier Integration AB - Based on digitalization and interconnectedness, Industry 4.0 causes a structural change in the value creation processes, and thus reinforces the transformation of business processes and business models. One way for companies to cope with this development and its associated challenges is to apply digital platforms in the value creation process. As the potential of digital platforms for industrial value creation can only be leveraged to its full extent with adequate implementation, this paper addresses the research question: How are digital platforms best implemented in Industry 4.0 contexts; Using a qualitative case study design, based on 32 semi-structured expert interviews, the study identifies different triggers and initiators, challenges, and respective countermeasures, as thematic core elements of implementation, and requirements for platforms. The research insights contribute to existing literature on Industry 4.0 and digital platforms. In addition, the paper discusses practical implications for industrial companies. PB - Talent First Network CY - Ottawa VL - 9 UR - https://timreview.ca/article/1271 IS - 10 U1 -

Friedrich-Alexander University Erlangen-Nürnberg 

Marie-Christin Schmidt is a PhD Student and Research & Teaching Associate at the Chair of Industrial Management, School of Business, Economics and Society at Friedrich-Alexander University Erlangen-Nürnberg (Germany). She holds a Master degree in International Business Studies from Friedrich-Alexander University and a Master degree in Change Management from University of Alcalá (Spain). Her research interests include Industry 4.0, Digital Transformation Strategies and Digital Value Creation in the context of Multinational Enterprises and Global Value Chains.

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Friedrich-Alexander University Erlangen-Nürnberg 

Johannes W. Veile is a PhD Student and Research & Teaching Associate at the Chair of Industrial Management, School of Business, Economics and Society at Friedrich-Alexander University Erlangen-Nürnberg (Germany). Having studied in Nürnberg (Germany) and São Paulo (Brazil), he obtained a Master degree in Management from Friedrich-Alexander University. Before that, he worked for Voith Group in Heidenheim studying at the Baden-Wuerttemberg Cooperative State University (Germany). His research interests include Strategic Cross-Company Cooperation and Supply Chain Management in the context of Industry 4.0, Digital Transformation and Digital Value Creation.

 

 

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Salzburg University of Applied Sciences
 
Professor Dr. Julian M. Müller is Professor for Logistics and Operations Management at Salzburg University of Applied Sciences (Austria), and is Visiting Professor at Jagiellonian University Krakow (Poland). He holds a PhD from Friedrich-Alexander University Erlangen-Nürnberg (Germany). Julian M. Müller studied at Friedrich-Alexander University and the Swiss Federal Institute for Technology, ETH Zürich (Switzerland). He obtained Master degrees in Mechanical Engineering as well as in Industrial Engineering and Management. His research interests include Industry 4.0, Supply Chain Management, Technology Management, Business Model Innovation, Sustainability, and Small and Medium-Sized Enterprises.
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Friedrich-Alexander University Erlangen-Nürnberg 

Professor Dr. Kai-Ingo Voigt holds the Chair of Industrial Management at the School of Business, Economics and Society at Friedrich-Alexander University Erlangen-Nürnberg (Germany), and is an associate member of the Faculty of Engineering. As a Visiting Professor, Kai-Ingo Voigt teaches at Tongji University Shanghai (China), Universidad de Alcalá (Spain), Babson College (USA), Sofia University (Bulgaria), and University of International Business and Economics, Beijing (China). His research interests include Industrial Value Creation, especially in the context of Industry 4.0, Business Model Innovation, Technology and Innovation Management, and Organizational Creativity.

ER - TY - JOUR T1 - Key Constructs and a Definition of Living Labs as Innovation Platforms JF - Technology Innovation Management Review Y1 - 2018 A1 - Mika Westerlund A1 - Seppo Leminen A1 - Christ Habib KW - constructs KW - definition KW - ENoLL KW - innovation KW - living labs KW - platform AB - Despite the growing popularity of using living labs as innovation platforms and the increasing scholarly attention toward the topic, still relatively little is known about many of their central characteristics. We use a qualitative research approach to identify key constructs of living labs and to understand how these constructs show up in the operation of living labs. So doing, we used theoretical constructs from the literature on user innovation, co-creation, and living labs to analyze a sample of membership applications to the European Network of Living Labs (ENoLL). The results from the content analysis of 40 applications revealed nine key constructs that are characteristic to living labs: 1) objective, 2) governance, 3) openness, 4) stakeholders, 5) funding, 6) value, 7) communications, 8) infrastructure, and 9) methods. These key constructs provide new insight that helps us to provide a definition of living labs as innovation platforms. PB - Talent First Network CY - Ottawa VL - 8 UR - https://timreview.ca/article/1205 IS - 12 U1 - Carleton University Mika Westerlund, DSc (Econ), is an Associate Professor at Carleton University in Ottawa, Canada. He previously held positions as a Postdoctoral Scholar in the Haas School of Business at the University of California Berkeley and in the School of Economics at Aalto University in Helsinki, Finland. Mika earned his doctoral degree in Marketing from the Helsinki School of Economics in Finland. His research interests include open and user innovation, the Internet of Things, business strategy, and management models in high-tech and service-intensive industries. U2 - Pellervo Economic Research, Aalto University, and Carleton University Seppo Leminen is a Research Director at Pellervo Economic Research in Finland, and he serves as an Adjunct Professor of Business Development at Aalto University in Helsinki, Finland, and as an Adjunct Research Professor at Carleton University in Ottawa, Canada. He holds a doctoral degree in Marketing from the Hanken School of Economics in Finland and a doctoral degree in Industrial Engineering and Management from the School of Science at Aalto University. His research and consulting interests include living labs, open innovation, innovation ecosystems, robotics, the Internet of Things (IoT), as well as management models in high-tech and service-intensive industries. He is serving as an associate editor in the BRQ Business Research Quarterly, on the editorial board of the Journal of Small Business Management, as a member of the Review Board for the Technology Innovation Management Review, and on the Scientific Panel of the International Society for Professional Innovation Management (ISPIM). Prior to his appointment at Aalto University, he worked in the ICT and pulp and paper industries. U3 - Carleton University Christ Habib is an MASc graduate from the Technology Innovation Management program at Carleton University in Ottawa, Canada. He also holds a BEng in Biomedical and Electrical Engineering. Christ has experience working in the public and private sectors, working closely with clients and managing large-scale projects; he has been offering management-consulting services for SMEs; and he is currently a systems engineer at General Dynamics. He is passionate about business development; systems, processes, operations, marketing, and analytics; and understanding user/client needs for innovation development. He was awarded the engagement leadership award by popular vote through the Mindtrust program for his facilitation skills in managing collaborative work. ER - TY - JOUR T1 - Key Factors Affecting a Technology Entrepreneur's Choice of Incubator or Accelerator JF - Technology Innovation Management Review Y1 - 2013 A1 - Diane A. Isabelle KW - accelerator KW - entrepreneur KW - incubator KW - technology entrepreneurship KW - venture AB - Technology entrepreneurship rarely succeeds in isolation; increasingly, it occurs in interconnected networks of business partners and other organizations. For entrepreneurs lacking access to an established business ecosystem, incubators and accelerators provide a possible support mechanism for access to partners and resources. Yet, these relatively recent approaches to supporting entrepreneurship are still evolving. Therefore, it can be challenging for entrepreneurs to assess these mechanisms and to make insightful decisions on whether or not to join an incubator or accelerator, and which incubator or accelerator best meets their needs. In this article, five key factors that entrepreneurs should take into consideration about incubators and accelerators are offered. Insights are drawn from two surveys of managers and users of incubators and accelerators. An understanding of these five key success factors (stage of venture, fit with incubator’s mission, selection and graduation policies, services provided, and network of partners) and potential pitfalls will help entrepreneurs confidently enter into a relationship with an incubator or accelerator. PB - Talent First Network CY - Ottawa VL - 3 UR - http://timreview.ca/article/656 IS - 2 U1 - Carleton University Diane Isabelle is a faculty member at Carleton University's Sprott School of Business, where she teaches marketing, entrepreneurship, and international business. She is also the principal of Diane Isabelle & Associates Consultants. She was formerly the Executive Director to the Vice-President Physical Sciences at the National Research Council of Canada, and was for many years an Industrial Technology Advisor for NRC-Industrial Research Assistance Program (IRAP), supporting Canadian SMEs with the strategic use of innovation and business advice to compete on the global scene. She holds a PhD in management, an MBA, and an undergraduate engineering degree. Her areas of expertise include: technology entrepreneurship; strategic planning and foresight; and national and international initiatives in science and technology. Her research interests include: international collaborations, national innovation systems, science and technology commercialization, and other topics related to technology entrepreneurship and innovation management. She is the author of publications and communications in the field of innovation. ER - TY - JOUR T1 - Keystone Business Models for Network Security Processors JF - Technology Innovation Management Review Y1 - 2013 A1 - Arthur Low A1 - Steven Muegge KW - business ecosystems KW - business model innovation KW - commercialization KW - cybersecurity KW - platforms KW - semiconductors KW - technology entrepreneurship AB - Network security processors are critical components of high-performance systems built for cybersecurity. Development of a network security processor requires multi-domain experience in semiconductors and complex software security applications, and multiple iterations of both software and hardware implementations. Limited by the business models in use today, such an arduous task can be undertaken only by large incumbent companies and government organizations. Neither the “fabless semiconductor” models nor the silicon intellectual-property licensing (“IP-licensing”) models allow small technology companies to successfully compete. This article describes an alternative approach that produces an ongoing stream of novel network security processors for niche markets through continuous innovation by both large and small companies. This approach, referred to here as the "business ecosystem model for network security processors", includes a flexible and reconfigurable technology platform, a “keystone” business model for the company that maintains the platform architecture, and an extended ecosystem of companies that both contribute and share in the value created by innovation. New opportunities for business model innovation by participating companies are made possible by the ecosystem model. This ecosystem model builds on: i) the lessons learned from the experience of the first author as a senior integrated circuit architect for providers of public-key cryptography solutions and as the owner of a semiconductor startup, and ii) the latest scholarly research on technology entrepreneurship, business models, platforms, and business ecosystems. This article will be of interest to all technology entrepreneurs, but it will be of particular interest to owners of small companies that provide security solutions and to specialized security professionals seeking to launch their own companies. PB - Talent First Network CY - Ottawa VL - 3 UR - http://timreview.ca/article/703 IS - 7 U1 - Crack Semiconductor Arthur Low is the founder and Chief Executive Officer of Crack Semiconductor, a supplier of high-performance cryptographic silicon IP used in some of the most demanding security applications. Arthur has a number of patents in the field of hardware cryptography. He has worked for a number of IC startups as a Senior IC designer and Architect and gained much of his fundamental IC design experience with Bell-Northern Research in the early 1990s and with IBM Microelectronics in the late 1990s. Arthur has a BSc degree in Electrical Engineering from the University of Alberta in Edmonton, Canada, and is completing his MSc degree in Technology Innovation Management in the Department of Systems and Computer Engineering at Carleton University in Ottawa, Canada. U2 - Carleton University Steven Muegge is an Assistant Professor at the Sprott School of Business at Carleton University in Ottawa, Canada, where he teaches within the Technology Innovation Management (TIM) program. His research interests include open and distributed innovation, technology entrepreneurship, product development, and commercialization of technological innovation. ER - TY - JOUR T1 - Key Player Identification in the Mashup Ecosystem JF - Open Source Business Resource Y1 - 2011 A1 - Monique Bardawil AB - By combining multiples sources of data to create a new application, mashups represent a powerful source of innovation. Together, the various data providers, developers, mashup platforms, and users constitute an ecosystem that depends on innovation from these various players for its growth and success. This article summarizes recent research into the network structure of the mashup ecosystem, along with the positions and roles of entities within it. This research illustrates analytical methods for identifying key players in an ecosystem, while delivering new insights into the structure of the mashup ecosystem. Finally, the implications of these findings for entrepreneurs and incumbents are discussed. PB - Talent First Network CY - Ottawa UR - http://timreview.ca/article/417 IS - February 2011 U1 - Carleton University Monique Bardawil recently completed her Master's degree at Carleton University with a thesis entitled "Identifying key players in the mashup ecosystem." Her research interests are social network analysis, product architecture and design, and Web 2.0. She holds a Bachelor of Engineering degree in Systems and Computer Engineering from Carleton University and a Bachelor of Science degree in Biochemistry from McGill University. ER - TY - JOUR T1 - Keystone: Adjective or Noun? JF - Open Source Business Resource Y1 - 2010 A1 - Michael Weiss AB - The gopher tortoise is an unassuming land animal that inhabits sandy regions of the southeastern United States. Like many other desert inhabitants it needs to seek shelter from the heat of the sun. Gopher tortoises are very adept at digging burrows in which they can hide during the peak hours of the day. These burrows offer shelter to many other species that are not able to dig underground. Without the burrows dug by tortoises many types of rodents and snakes would not be able to survive. The existence of the gopher tortoise in its ecosystem affects the health of many other species. The gopher tortoise is an example of a keystone species or keystone. As in biological ecosystems, some companies or institutions in business ecosystems are instrumental for the better well-being of others. They play the role of a keystone. In this article, we examine the question of what makes a keystone a keystone. We introduce two perspectives on that question: one provided by ecology, the other by network analysis. We then review how the term keystone is used by the literature on business ecosystems. Two lessons that readers should take from this article are that the keystone concept, as used by the majority of the business ecosystem literature, is not clearly articulated, and that there are many unresolved issues in applying the concept to business ecosystems. PB - Talent First Network CY - Ottawa UR - http://timreview.ca/article/376 IS - September 2010 U1 - Carleton University Michael Weiss holds a faculty appointment in the Department of Systems and Computer Engineering at Carleton University, and is a member of the Technology Innovation Management program. His research interests include open source ecosystems, mashups/Web 2.0, business process modeling, social network analysis, and product architecture and design. Michael has published on the evolution of open source communities, licensing of open services, and the innovation in the mashup ecosystem. ER - TY - JOUR T1 - Keystone Off-The-Shelf JF - Open Source Business Resource Y1 - 2010 A1 - Tony Bailetti AB - In this article, we describe the Keystone Off-The-Shelf (KOTS), a project to create a toolkit for platform owners. The toolkit will include everything that is required to operate a platform that supports a new approach to grow the revenue of small technology companies. The purpose of this article is to provide an overview of the KOTS project and the new approach to development and commercialization that it supports. We first describe the project's goal, objective, deliverables, and leadership. Next, we compare the new approach to development and commercialization that KOTS supports with two traditional approaches. We then identify the culture that best supports the new approach and provide an overview of the three key conceptual building blocks of this approach: integration of stakeholders' interests into development and commercialization decisions, value co-creation, and trust building. Finally, we provide the conclusions. PB - Talent First Network CY - Ottawa UR - http://timreview.ca/article/377 IS - September 2010 U1 - Carleton University Tony Bailetti is an Associate Professor in the Department of Systems and Computer Engineering and the Eric Sprott School of Business at Carleton University, Ottawa, Canada. His research, teaching and community contributions support Carleton's Technology Innovation Management program. Professor Bailetti is the Director of Ontario's Talent First Network and the Executive Director of Coral CEA. ER - TY - JOUR T1 - Key Elements of Social Innovation JF - Open Source Business Resource Y1 - 2008 A1 - Allyson Hewitt AB - This article describes four key elements of social innovation: i) social technology; ii) innovation intermediaries; iii) people who drive innovation; and iv) openness. By taking experiences from social technology and examining the impact of "open everything", this article posits the value of innovation intermediaries as critical enablers of success in the emergent field of social innovation. PB - Talent First Network CY - Ottawa UR - http://timreview.ca/article/185 IS - September 2008 U1 - MaRS Allyson Hewitt is Director, Social Entrepreneurship at MaRS. She established the social innovation program that includes Social Innovation Generation (SiG@MaRS). This program provides social innovators and entrepreneurs access to resources to turn their ideas into positive outcomes for society. Allyson was the Executive Director of Safe Kids Canada and an advocate in preventing injuries to children. Prior to that, Allyson was the Executive Director of Community Information Toronto, an agency that matches people with services. In this capacity, she helped lead the development of 211, providing three-digit and online access to social service, community and government information. For this work she was awarded the HRDC-sponsored Head of the Public Service Award and several other awards for meritorious public service. She has a BA in Criminology and Law, a diploma in Public Affairs and certification in Voluntary Sector Management and Leading Change. ER - TY - JOUR T1 - Key Changes to the GNU General Public License JF - Open Source Business Resource Y1 - 2007 A1 - Eric Smith AB - On June 29, 2007, the Free Software Foundation (FSF) issued the GNU General Public License Version 3. The issuance of GPLv3 marked the end of a remarkable public consultation process aimed at revamping the license to address issues that the FSF considers to be a threat to the Free Software movement, and to clarify issues that have been misunderstood or debated since the publications of GPL Version 2 (GPLv2). This article introduces the rationale for changing the GPL and introduces the changes that affect patents, Digital Rights Management (DRM), license compatibility, and the linking issue. PB - Talent First Network CY - Ottawa UR - http://timreview.ca/article/106 IS - December 2007 U1 - Fraser Milner Casgrain LLP Eric Smith is a lawyer in the Ottawa office of Fraser Milner Casgrain LLP where he also serves as Co-Chair of the firm's National Technology Transactions Practice Group. He is a frequent speaker and author regarding legal matters pertaining to technology-based companies. ER - TY - JOUR T1 - Keystone Organization for Ontario's Open Source Ecosystem JF - Open Source Business Resource Y1 - 2007 A1 - Rowland Few AB - Many companies, individuals and organizations in Ontario produce and use open source assets and processes to provide unique value to their customers, clients, and themselves. To better enable these companies, individuals and organizations to (i) co-evolve capabilities and roles, (ii) align themselves with companies holding leadership roles, and (iii) invest in shared visions, the Talent First Network (TFN) has become the keystone organization of Ontario's open source ecosystem. This article introduces the TFN and identifies the steps it is taking to better support the Ontario Open Source Ecosystem. PB - Talent First Network CY - Ottawa UR - http://timreview.ca/article/85 IS - August 2007 U1 - Talent First Network Rowland Few is a member of the Talent First Network where he is responsible for the Company Affiliates program and aims to assemble an ecosystem comprised of 50 companies across Ontario with business models that benefit from Open Source to generate cash and reduce development costs. Rowland has 18 years Telecom experience across North America, Europe and China with 10 years management (covering Engineering, Program Management and Business Development) at Ottawa based start-ups. He graduated from the Queens' Executive MBA program in May 2004. ER -