<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Ferhat Demir</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Strategic Management Maturity Model for Innovation</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">maturity model</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1196</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">13-21</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Even though strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in the business literature for the area of strategic management activities. This article updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. The Strategic Management Maturity Model for Innovation (S3M-i) is composed of six maturity levels with seven dimensions. The main contribution of the S3M-i is to put innovation into the agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This article suggests that innovation (new breakthrough products/services and business models) is the only way of creating sustainable growth, and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond to the dynamic business environment and rapidly changing customer behaviours.</style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">
Ferhat Demir is a management lecturer, trainer, and consultant. He studied Industrial Engineering at the Sakarya University in Adapazarı, Turkey. He received his Master of Business Administration (MBA) degree from Kennesaw State University and his Master of Public Policy (MPP) degree from Georgia State University in the United States. His fields of expertise and research interests include strategic management, innovation strategies, competitiveness, business models, and organizational design. He has diverse experience with large corporations, SMEs, non-profit organizations, and governmental institutions. </style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Anton Kriz</style></author><author><style face="normal" font="default" size="100%">Courtney Molloy</style></author><author><style face="normal" font="default" size="100%">Alexandra Kriz</style></author><author><style face="normal" font="default" size="100%">Sabrina Sonntag</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">All Australian Regions Are Not Born Equal: Understanding the Regional Innovation Management Sandpit</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">action research</style></keyword><keyword><style  face="normal" font="default" size="100%">constructed advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">phronesis</style></keyword><keyword><style  face="normal" font="default" size="100%">pivot</style></keyword><keyword><style  face="normal" font="default" size="100%">quadruple helix</style></keyword><keyword><style  face="normal" font="default" size="100%">regional innovation management sandpit</style></keyword><keyword><style  face="normal" font="default" size="100%">RIS3</style></keyword><keyword><style  face="normal" font="default" size="100%">smart specialization</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic management</style></keyword><keyword><style  face="normal" font="default" size="100%">triple helix</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/993</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">11-23</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In this article, we highlight and challenge an overly simplistic assessment of regions and regional innovation systems in Australia. Treating each region and place as equal and prescribing blanket policy is anathema to the reality. Having argued that places are not equivalent, we then move on to highlight that commonalities at a deeper institutional level are possible. We draw on fieldwork and ongoing action research from the Australian regions of Hunter and Central Coast (New South Wales) and Northern Tasmania. Results of the theory and case work have been instrumental in the development of 11 structural attributes of a regional innovation management (RIM) sandpit framework. The framework provides attributes but also important process insights related to regional programs, enterprise development, and project innovations. Although developing from the Australian context, we expect that the RIM Sandpit and its place-based insights can be generalized to other regions around the world.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">University of Newcastle
Anton Kriz is Senior Lecturer at the University of Newcastle, Australia, where he is a specialist in innovation management and strategy. He has an extensive background in business, industry, government, and academia. He has been a CEO, a management consultant, and while working in Government, has secured international joint ventures as well as conducted major research and development projects in Australia and overseas. Anton has had over 20 years research experience in Asia working with key markets such as Japan, Malaysia, Singapore, South Korea, Hong Kong, Taiwan, and Korea. Because of his understanding of doing business in China, Anton has also worked on projects such as Tourism Australia’s 2020 China Strategy. He is known for his ability to boundary span between government, university, and industry. Anton's other expertise is in enterprise-specific innovation management in areas such as mining services, manufacturing, agribusiness, and sport. </style></custom1><custom2><style face="normal" font="default" size="100%">University of Newcastle
Courtney McGregor is a PhD Candidate at the University of Newcastle, Australia, where she is investigating individual innovative champion behaviour in the public and not-for-profit sectors. Courtney worked for IBM’s Global Business Services where she recruited new talent for Application Innovation Services and Application Management Services. This role provided a sound basis for her move into Workforce Management, which involved managing the allocation of resources across several business units to support consulting projects.</style></custom2><custom3><style face="normal" font="default" size="100%">University of Sydney
Alexandra Kriz completed a Bachelor of Economics (Honours) at the University of Sydney, Australia, where she also recently completed her PhD in the early growth of firms related to innovation in spin-outs. She has been a visiting researcher at the Turku School of Economics (University of Turku, Finland) and the Adam Smith Business School (University of Glasgow, Scotland). Alexandra's Honours thesis explored ambidexterity and the ability to undertake both radical and incremental innovation.</style></custom3><custom4><style face="normal" font="default" size="100%">University of Newcastle
Sabrina Sonntag is a PhD Candidate at the University of Newcastle, Australia, where she is investigating the potential for building Mittelstand and hidden champion capabilities in the Australian manufacturing sector. Sabrina has studied in England where she completed her Honours degree. She has been involved in Federal Government projects including looking at improving the performance of regional SMEs and networks through improved government engagement. </style></custom4></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Innovation and Entrepreneurship in Australia (June 2016)</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Australia</style></keyword><keyword><style  face="normal" font="default" size="100%">design-led innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">hidden innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">high-growth startups</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation catalyst</style></keyword><keyword><style  face="normal" font="default" size="100%">ISPIM</style></keyword><keyword><style  face="normal" font="default" size="100%">job creation</style></keyword><keyword><style  face="normal" font="default" size="100%">National Innovation and Science Agenda</style></keyword><keyword><style  face="normal" font="default" size="100%">policy</style></keyword><keyword><style  face="normal" font="default" size="100%">regional innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">regions</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/991</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa, Canada, and BScH and MSc degrees in Biology from Queen's University in Kingston, Canada. He has over 15 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Stephen Cummings</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TIM Lecture Series – Communicating Strategy: How Drawing Can Create Better Engagement</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">communicating</style></keyword><keyword><style  face="normal" font="default" size="100%">drawing</style></keyword><keyword><style  face="normal" font="default" size="100%">frameworks</style></keyword><keyword><style  face="normal" font="default" size="100%">illustrations</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic management</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">SWOT</style></keyword><keyword><style  face="normal" font="default" size="100%">visual communication</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">08/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/922</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">5</style></volume><pages><style face="normal" font="default" size="100%">44-48</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Victoria University of Wellington
Stephen Cummings is Professor of Strategy and ICMCI Academic Fellow at Victoria Business School, Victoria University of Wellington, New Zealand. He has published on strategy, creativity, and management history in a range of journals including the &lt;em&gt;Academy of Management Learning and Education Journal, Academy of Management Perspectives, Human Relations, Long Range Planning,&lt;/em&gt; and &lt;em&gt;Organization Studies&lt;/em&gt;. He has also written, co-written and edited a number of books promoting creative approaches to strategy development. These include &lt;em&gt;Recreating Strategy&lt;/em&gt; (2002), &lt;em&gt;Images of Strategy&lt;/em&gt; (2003), &lt;em&gt;Creative Strategy&lt;/em&gt; (2010), &lt;em&gt;The Handbook of Management and Creativity&lt;/em&gt; (2014), and &lt;em&gt;Strategy Builder: How to Create and Communicate More Effective Strategies&lt;/em&gt; (2015).</style></custom1></record></records></xml>