<?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%">Taina Tukiainen</style></author><author><style face="normal" font="default" size="100%">Thommie Burström</style></author><author><style face="normal" font="default" size="100%">Martin Lindell</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Strategies of Technology Startups Within and Between Business Ecosystems</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%">boundaries</style></keyword><keyword><style  face="normal" font="default" size="100%">business ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1247</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%">9</style></volume><pages><style face="normal" font="default" size="100%">25-41</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology startups build strategies in order to survive within the framework of business ecosystems. However, the knowledge required to make such strategies effective is scarce. This article poses the question: “How do small technology startups strategize within and between business ecosystems?” Based on an explorative qualitative study, this article defines and presents a dynamic strategic framework of three strategies employed by technology startups. Some startups choose to act within one defined business ecosystem, most startups use a multi-ecosystem strategy to act between and draw benefits from many business ecosystems, and the rest act as ecosystem creators that challenge the logics of existing ecosystems.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Aalto University
Taina Tukiainen is Professor of Corporate Entrepreneurship and Innovation at Aalto University in Finland. She is also a Cabinet Member of the First Vice President of the EU Committee of the Regions. She has worked for over 10 years at Nokia Corporation and over 15 years globally in universities. Her research interests are entrepreneurship, innovation, strategy, and technology management. Her doctoral dissertation is titled &lt;em&gt;The Unexpected Benefits of Internal Corporate Ventures: An Empirical Examination of the Consequences of Investment in Corporate Ventures &lt;/em&gt;(2004), and her latest related books are &lt;em&gt;The Finnish Startups in Globally Evolving Ecosystems: Value for Finland&lt;/em&gt; (2014) and &lt;em&gt;The Regional Innovation Ecosystems &lt;/em&gt;(2016). She has published in &lt;em&gt;Organization Science&lt;/em&gt; and &lt;em&gt;MIT Sloan Management Review&lt;/em&gt; and has a wide international network.</style></custom1><custom2><style face="normal" font="default" size="100%">Hanken School of Economics
Thommie Burström is Rettig Capital Assistant Professor of Management and Organisation at Hanken School of Economics in Helsinki, Finland. His academic interests are in projects, entrepreneurship, business ecosystems, and platform management. Thommie has published papers in, for example, the &lt;em&gt;International Journal of Managing Projects in Business.&lt;/em&gt;</style></custom2><custom3><style face="normal" font="default" size="100%">Hanken School of Economics
Martin Lindell is Professor Emeritus in Entrepreneurship and Management at Hanken School of Economics in Helsinki, Finland. His research interests are in entrepreneurship, creativity, innovation, strategy, and leadership. He has published in many international journals including, among others, &lt;em&gt;Leadership Quarterly, Scandinavian Journal of Management, International Strategic Management and Organization, Journal of Small Business Management,&lt;/em&gt; and &lt;em&gt;European Management Journal.&lt;/em&gt; He has a wide international network and has been an active member in several international research projects.</style></custom3></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%">Armando Machevo Ussivane</style></author><author><style face="normal" font="default" size="100%">Paul Ellwood</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Using Action Research to Organize Technology Transfer in Complex Innovation Contexts</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%">agricultural innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">boundaries</style></keyword><keyword><style  face="normal" font="default" size="100%">international collaboration</style></keyword><keyword><style  face="normal" font="default" size="100%">technology transfer</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">04/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1230</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%">9</style></volume><pages><style face="normal" font="default" size="100%">17-26</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology transfer projects increasingly consist of multiple, diverse organizations, with each pursuing their own agenda as well as that of the overarching programme. In this article, we adopt a participatory action research methodology in order to explain and improve the coordination of the autonomous innovation activities within an organizationally complex project. The context of the research involved the transfer of rice production technology from China to Mozambique. The action research identified four categories of boundary within the project that were hindering performance: Intellectual/Land property rights; Public/Private sector logics; Inside/Outside programme; and Collaboration/Competition between programme actors. The process of co-inquiry with stakeholders enabled by the action research allowed programme actors to reach an understanding of others, and it created a new thinking space for mutual problem solving. By these means, the action research process makes a resource of the differences between stakeholders rather than it being seen as a barrier to be compromised through negotiation.</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">RBL
Armando Machevo Ussivane is the Chairman of RBL, E.P – a Mozambique Government agency in charge of the management of the Baixo Limpopo Irrigation Scheme. The objectives of this scheme are food security and poverty alleviation through improved agricultural productivity. His career includes 18 years of experience in the management of agriculture development projects. His research interests lie within the areas of inter-organizational collaboration including partnerships and technology transfer in cross-cultural agriculture contexts. Armando holds a Doctorate in Business Administration from the University of Liverpool, United Kingdom.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Liverpool
Paul Ellwood is a Senior Lecturer in Management at the University of Liverpool. His research interests are broadly in the area of science-led innovation and include technology transfer, responsible innovation, and the organization of university scientific research groups. His early career included leadership positions in a private science-based industry. Since moving to a university management school, he has become increasingly interested in issues relating to the engagement between academic research and management practice.</style></custom2></record></records></xml>