<?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%">Johan Simonsson</style></author><author><style face="normal" font="default" size="100%">Mats Magnusson</style></author><author><style face="normal" font="default" size="100%">Anders Johanson</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Organizing the Development of Digital Product-Service Platforms</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 innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">digital platforms</style></keyword><keyword><style  face="normal" font="default" size="100%">servitization</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1335</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%">10</style></volume><pages><style face="normal" font="default" size="100%">37-48</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Servitization is today a common theme among manufacturing companies, with the goal of better addressing the needs of their customers. Digitalization is one key enabler of servitization. One aspect of this concept can be provided through digital product-service platforms, which may facilitate the enrichment of a market offer, as well as keeping costs under control. Platforms are in general a well-established concept for manufacturing companies, as enablers of rich product offerings based on a few components. Less is known, however, about how the ambition to create digital product-service platforms interplays with the business model innovation needed as a result of the servitization efforts, along with processes and organization. This paper identifies a number of challenges that manufacturing companies may face when undertaking platform development for services, based on an empirical study made in the Swedish company Husqvarna Group.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">KTH Royal Institute of Technology
Johan Simonsson is a Ph.D. Student at the Department of Machine Design, in the School of Industrial Engineering and Management, KTH Royal Institute of Technology. He is also Director of Ideation and Research, AI-labs, within Husqvarna Group. He has previously held various management positions related to global product management, service development, and digital transformation in several global industrial firms. </style></custom1><custom2><style face="normal" font="default" size="100%">KTH Royal Institute of Technology
Mats Magnusson is Professor of Product Innovation Engineering at KTH Royal Institute of Technology in Stockholm, and Permanent Visiting Professor at LUISS School of Business and Management in Rome. He holds a PhD in Innovation Engineering and Management, and an MSc in Industrial Engineering and Management from Chalmers University of Technology, as well as a BA in Japanese from the University of Gothenburg. He has previously been Director of the Institute for Management of Innovation and Technology in Sweden, and Visiting Professor at LUISS Guido Carli University, the University of Bologna, and Aalborg University. He is the elected chairman of the Continuous Innovation Network and the vice chairman of the Swedish Association for Innovation Management Professionals. His research, teaching, and consultancy activities cover a wide range of topics in the fields of innovation management, product development, R&amp;D management, and strategic management, and he has published articles on these topics in, for example, Research Policy, Journal of Product Innovation Management, R&amp;D Management, Organization Studies, and Long Range Planning.</style></custom2><custom3><style face="normal" font="default" size="100%">Husqvarna Group
Anders Johanson is Senior Vice President, Innovation and Technology and CTO of Husqvarna Group, where he leads digital transformation, technology, and IP intelligence, as well as strategy in exploratory robotics, accelerated innovation, and venturing. He is a member of the advisory board of Combient, and is on the Board of Directors at Etac Group. He also holds a position as Adjunct Professor at the Royal Institute of Technology, KTH. Anders currently supervises two Industrial PhD students and lectures in Innovation, transformation and product development. He has a background as Partner and Global Practice leader in Technology and Innovation Management at Arthur D. Little. Prior to that, he held various leadership roles in global assembled goods companies. </style></custom3><section><style face="normal" font="default" size="100%">37</style></section></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%">Dev K. Dutta</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">In Competition with Oneself: A Qualitative Inquiry into Amazon’s Entrepreneurial Culture</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%">corporate entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurial culture</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurial orientation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">qualitative methods</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%">06/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1161</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%">5-14</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Utilizing a historiographic approach based on Amazon’s Letters to Shareholders (LTS) over a twenty-year timeframe (1997–2016), this article identifies the discerning features of the company’s entrepreneurial culture that enabled it to become one of today’s most innovative organizations. A content analysis of the LTS while coding for underlying theoretical themes reveals Amazon’s entrepreneurial culture has been increasingly celebrating a spirit of “Self-Competition”, and by embracing ideas such as “Day 1 Mentality”, “Customer Centricity”, and “Human Capital Focus”. The study findings have useful insights for entrepreneurs, founding teams, and corporate managers engaged in developing an entrepreneurial culture within their own organizations.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">University of New Hampshire
Dev K Dutta is an Associate Professor of Strategic Management and Entrepreneurship in the Management Department at the University of New Hampshire in the United States. His research and teaching focus on the intersection of entrepreneurship and innovation, especially the way these concepts apply at the firm and ecosystem levels. Dev has over 25 research publications in his field in peer-reviewed journals as well as books, book chapters, and research monographs. He also holds national certifications as an academic coach and facilitator in technology entrepreneurship, innovator mindset, lean launch pad, and design thinking (MIT and Stanford D-School). Before joining academia, Dev worked for 15 years as a corporate strategy consultant in some of the largest Indian IT multinationals. </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%">Kamal Sakhdari</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Corporate Entrepreneurship: A Review and Future Research Agenda</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%">corporate entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">established firms</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic renewal</style></keyword><keyword><style  face="normal" font="default" size="100%">venturing</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%">08/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1007</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%">5-18</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The overarching theme of corporate entrepreneurship literature is to understand why some firms are able to generate higher levels of corporate entrepreneurship than others. While the extant literature has greatly advanced our understanding of entrepreneurial activities by established firms, less effort has been made to systematically review the literature to help us identify missing links and knowledge in prior studies. To address this gap, this article critically reviews previous important studies on corporate entrepreneurship and then develops a framework integrating previous research. Finally, the article suggests five potentially worthwhile avenues for future research.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">University of Tehran
Kamal Sakhdari is an Assistant Professor in the Faculty of Entrepreneurship at the University of Tehran, Iran. He received his PhD in Business and Entrepreneurship from the Queensland University of Technology (QUT) in Brisbane, Australia. His main research interests are corporate entrepreneurship, innovation management, institutional theory, and international business. He is also a member of the Australian Centre for Entrepreneurship Research (ACE) at the QUT Business School.</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%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Insights (August 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%">audience commodification</style></keyword><keyword><style  face="normal" font="default" size="100%">business models</style></keyword><keyword><style  face="normal" font="default" size="100%">co-creation</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">digital maturity model</style></keyword><keyword><style  face="normal" font="default" size="100%">digitization</style></keyword><keyword><style  face="normal" font="default" size="100%">front end of innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">idea selection</style></keyword><keyword><style  face="normal" font="default" size="100%">user stories</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%">08/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1006</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%">8</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%">Kamal Sakhdari</style></author><author><style face="normal" font="default" size="100%">Erfan Jalali Bidakhavidi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Underground Innovation: How to Encourage Bootlegging Employees to Disclose Their Good Ideas</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%">bootlegging</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">hidden ideas</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">qualitative research method</style></keyword><keyword><style  face="normal" font="default" size="100%">R&amp;D departments</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%">03/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/970</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%">5-12</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Employees are increasingly considered as the origin of many corporate entrepreneurial ideas. Research on “bootlegging” posits that individuals often resort to hidden activities to elaborate their initial ideas and bring them to fruition. The origins and causes of bootlegging behaviour are well argued in the literature. Yet, less is known about what drives bootleggers to uncover their hidden ideas. This research uses field data from in-depth interviews with innovators in R&amp;D departments in different industries of Iran to identify factors stimulating bootleggers to reveal their underground ideas. We identified five groups of factors at individual, managerial, firm, industrial, and idea levels, explaining the revealing stage of bootlegging behaviour. The findings provide a better understanding of the later phases of bootlegging behaviour and the possible role of context-specific factors such as cultural and religious beliefs.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">University of Tehran
Kamal Sakhdari is an Assistant Professor in the Faculty of Entrepreneurship at the University of Tehran, Iran. He received his PhD in Business and Entrepreneurship from the Queensland University of Technology (QUT) in Brisbane, Australia. His main research interests are corporate entrepreneurship, innovation management, institutional theory, and international business. He is also a member of the Australian Centre for Entrepreneurship Research (ACE) at the QUT Business School. </style></custom1><custom2><style face="normal" font="default" size="100%">University of Tehran
Erfan Jalali Bidakhavidi holds a Master's degree in Entrepreneurship from the Faculty of Entrepreneurship at the University of Tehran, Iran. His main research interests are corporate entrepreneurship, innovation management, and organizational behaviour. He has been working in the telecommunication industry for several years, and is now conducting a research project on bootlegging behaviour focusing on cultural and institutional factors.</style></custom2></record></records></xml>