<?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%">Ermela Bashuri</style></author><author><style face="normal" font="default" size="100%">Tony Bailetti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Strategies for a Small to Medium-sized Enterprise to Engage in an Existing Ecosystem</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%">Complementarities</style></keyword><keyword><style  face="normal" font="default" size="100%">ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">engagement</style></keyword><keyword><style  face="normal" font="default" size="100%">Entry</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">value creation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">10/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1453</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%">11</style></volume><pages><style face="normal" font="default" size="100%">5-19</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Recent advances in ecosystem theory prescribe that companies need to develop offers that are modular and form unique or supermodular complementarities with other offers. However, both academic and managerial knowledge of the strategies that especially small and medium sized enterprises (SMEs) can use to engage in existing ecosystems for value creation remains scattered and predominantly vague. This article thus aims to explore applicable ecosystem engagement strategies from the perspective of SMEs, as discussed in previous scholarly literature. In so doing, the article puts forward and elaborates three distinct strategies that SMEs can apply to become part of value-creating ecosystems. In this way, the findings contribute to the literature on ecosystems.</style></abstract><issue><style face="normal" font="default" size="100%">7/8</style></issue><custom1><style face="normal" font="default" size="100%">TIM Program, Carleton University
Ermela Bashuri is a MEng graduate of Carleton University’s TIM program. She also holds a MSc degree in European Economic Studies from the University of Tirana in Albania. Ermela is an experienced finance officer who has worked in the government, telecommunications, IT, and banking sectors. During her studies at Carleton University, Ermela held the position of Research Assistant and is currently working as a Business Analyst for Lixar IT (Lixar- BDO) in Ottawa, Canada. Her research interests include innovation ecosystems, e-commerce, and cross border trade.</style></custom1><custom2><style face="normal" font="default" size="100%">TIM Program, Carleton University
Dr. Tony Bailetti holds a faculty appointment in Carleton University’s Sprott School of Business and the Faculty of Engineering and Design (carleton.ca). Dr. Bailetti is the past Director of Carleton’s Technology Management Innovation (TIM) program (timprogram.ca). He is the founder of the Scale Early, Rapidly and Securely community (globalgers.org) and the TIM Review (timreview.ca). He is the Chair of the Board of the Nigeria-Canada Trade and Investment Group (nctig.org). He is the lead for the AI for Local Value and Cross-border for Local Value, two global programs designed to scale the value of companies early and rapidly. His areas of expertise include: i) Technology entrepreneurship; ii) Scaling companies early, rapidly, and securely; and iii) Cross-border ecommerce.</style></custom2><section><style face="normal" font="default" size="100%">5</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%">Benjamin Dethine</style></author><author><style face="normal" font="default" size="100%">Manon Enjolras</style></author><author><style face="normal" font="default" size="100%">Davy Monticolo</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Digitalization and SMEs’ Export Management: Impacts on Resources and Capabilities</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%">digitalization</style></keyword><keyword><style  face="normal" font="default" size="100%">export practices</style></keyword><keyword><style  face="normal" font="default" size="100%">facilitators</style></keyword><keyword><style  face="normal" font="default" size="100%">impacts</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</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%">04/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1344</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%">18-34</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Digitalization is becoming an increasingly central issue for companies. However, most companies, and in particular SMEs, are struggling to engage in a coherent global digital transformation process. Indeed, digitalization affects much of a company's organizational strategy, including the development of market opportunities. Digitalization has been identified as an element that fosters the internationalization of SMEs. However, the integration of digital technology requires investments and changes in a company's internal practices through the mobilization of new resources, as well as by implementing specific capabilities to manage them. The objective of this research work is therefore to examine the impact of SMEs' digital transformation on their internationalization capability. Relying on an extensive exploratory literature review, digital facilitators were identified and classified into three categories: e-commerce, e-marketing, and e-business. Then, a cross-analysis between the identification of digital facilitators from the literature and a framework of SMEs' export practices (the Potential Export Index, Enjolras et al., 2016) was conducted in order to highlight differentiated impacts that can be theoretically identified. The most impacted export practices are related to the strategic vision of the firm, the customization of its offerings, its network dynamic, and its internal organization. E-commerce facilitators concern the supply chain organization, e-marketing facilitators are related to communications and customer relations, and e-business facilitators impact the company as a whole.</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">University of Lorraine
Benjamin Dethine is a PhD student at the University of Lorraine. After applied studies in electronics, industrial computing, and electrical engineering, he pursued his studies with a Master's degree in Innovation Management and Industrial Design. He joined the company Innovation Way in 2019 in order to complete a doctoral thesis: Towards a System of Recommendations to Define the Digital Strategy of Companies. His research project aims to develop a model to evaluate and improve the ability of companies to achieve their digital transformation. 
</style></custom1><custom2><style face="normal" font="default" size="100%">University of Lorraine
Manon Enjolras is a Researcher at the University of Lorraine. She holds a PhD in Industrial System Engineering, working on “SMEs’ innovation and internationalization capabilities” and an engineering degree from the ENSGSI (Ecole Nationale Supérieure en Génie des Systèmes et Innovation). Her main research interests are related to multicriteria decision-making and multivariate data analysis methodologies applied to SMEs’ development, specifically, evaluation metrics of protection, innovation, and internationalization capabilities.
</style></custom2><custom3><style face="normal" font="default" size="100%">University of Lorraine
Davy Monticolo is a Professor at the University of Lorraine. He got his HDR in December 2015 and received his Ph.D. (2008) from the University of Technology of Belfort-Montbélaird (France), and an M.S. (2005) degree from the University of Savoie, France. His research interests are Web Intelligence, Multi-Agents Systems, Knowledge Engineering and Modelling, Semantic Web and Ontologies used to design knowledge-based systems. He is currently on the board of the French Research Group on Artificial Intelligence.
</style></custom3><section><style face="normal" font="default" size="100%">18</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%">Mika Westerlund</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Digitalization, Internationalization and Scaling of Online SMEs</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%">digitalization</style></keyword><keyword><style  face="normal" font="default" size="100%">internationalization</style></keyword><keyword><style  face="normal" font="default" size="100%">scaling</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</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%">04/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1346</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%">48-57</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">While small- and medium-sized enterprises (SMEs) are increasingly required to look for growth beyond their national markets, the increasing digitalization of the global economy provides them with ample opportunities for internationalization. However, many SMEs are unable to internationalize digitally because they were not initially designed to scale that way, and managing business model scaling in the online environment is challenging. In response to this, the current study applies a quantitative descriptive analysis of survey data on business adoption of digital technologies by 535 Canadian online-based SMEs. The aim is to understand, 1) how internationally-oriented online SMEs differ in terms of their digitalization from those focused on domestic markets, and 2) how these differences are related to the companies&amp;rsquo; business model for scaling internationally. The results show that internationally-oriented online SMEs differ from their domestically-oriented peers, in terms of a higher degree in the 1) use of information systems, 2) extent of value networks, 3) emphasis on key internal resources, and, 4) dealing with cybersecurity issues. The study contributes to the literature by suggesting that online SMEs willing to scale internationally through digitalization need to develop a set of capabilities in regard to partnering, customer relationship, and business process management, as well as investing in information and communication (ICT) resources and cyber resilience.</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">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.</style></custom1><section><style face="normal" font="default" size="100%">48</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%">Stoyan Tanev</style></author><author><style face="normal" font="default" size="100%">Gregory Sandstrom</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Insights (June 2020)</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%">Bitcoin</style></keyword><keyword><style  face="normal" font="default" size="100%">blockchain</style></keyword><keyword><style  face="normal" font="default" size="100%">crowdfunding</style></keyword><keyword><style  face="normal" font="default" size="100%">crypto assets</style></keyword><keyword><style  face="normal" font="default" size="100%">cryptocurrencies</style></keyword><keyword><style  face="normal" font="default" size="100%">developing countries.</style></keyword><keyword><style  face="normal" font="default" size="100%">distributed ledger technology</style></keyword><keyword><style  face="normal" font="default" size="100%">Employeedriven innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurial finance</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">Ethereum</style></keyword><keyword><style  face="normal" font="default" size="100%">Financial industry</style></keyword><keyword><style  face="normal" font="default" size="100%">FinTech</style></keyword><keyword><style  face="normal" font="default" size="100%">ICOs</style></keyword><keyword><style  face="normal" font="default" size="100%">IEO</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">intellectual property rights</style></keyword><keyword><style  face="normal" font="default" size="100%">internationalization</style></keyword><keyword><style  face="normal" font="default" size="100%">IT industry</style></keyword><keyword><style  face="normal" font="default" size="100%">job autonomy</style></keyword><keyword><style  face="normal" font="default" size="100%">mining industry</style></keyword><keyword><style  face="normal" font="default" size="100%">moral hazard</style></keyword><keyword><style  face="normal" font="default" size="100%">need for autonomy</style></keyword><keyword><style  face="normal" font="default" size="100%">new company</style></keyword><keyword><style  face="normal" font="default" size="100%">Porter's Five Forces framework</style></keyword><keyword><style  face="normal" font="default" size="100%">regulation</style></keyword><keyword><style  face="normal" font="default" size="100%">scaling company value</style></keyword><keyword><style  face="normal" font="default" size="100%">scaling-up</style></keyword><keyword><style  face="normal" font="default" size="100%">self-leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">signaling</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword><keyword><style  face="normal" font="default" size="100%">STO</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainability</style></keyword><keyword><style  face="normal" font="default" size="100%">technological environment</style></keyword><keyword><style  face="normal" font="default" size="100%">technology</style></keyword><keyword><style  face="normal" font="default" size="100%">technology readiness</style></keyword><keyword><style  face="normal" font="default" size="100%">token offering</style></keyword><keyword><style  face="normal" font="default" size="100%">token sales</style></keyword><keyword><style  face="normal" font="default" size="100%">tokenization</style></keyword><keyword><style  face="normal" font="default" size="100%">value proposition</style></keyword><keyword><style  face="normal" font="default" size="100%">value proposition alignment</style></keyword><keyword><style  face="normal" font="default" size="100%">venture capital</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%">06/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1363</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%">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
Stoyan Tanev, PhD, MSc, MEng, MA, is Associate Professor of Technology Entrepreneurship and Innovation Management associated with the Technology Innovation Management (TIM) Program, Sprott School of Business, Carleton University, Ottawa, ON, Canada. Before re-joining Carleton University, Dr. Tanev was part of the Innovation and Design Engineering Section, Faculty of Engineering, University of Southern Denmark (SDU), Odense, Denmark.

Dr. Tanev has a multidisciplinary background including MSc in Physics (Sofia University, Bulgaria), PhD in Physics (1995, University Pierre and Marie Curie, Paris, France, co-awarded by Sofia University, Bulgaria), MEng in Technology Management (2005, Carleton University, Ottawa, Canada), MA in Orthodox Theology (2009, University of Sherbrooke, Montreal Campus, QC, Canada) and PhD in Theology (2012, Sofia University, Bulgaria).

Stoyan has published multiple articles in several research domains. His current research interests are in the fields of technology entrepreneurship and innovation management, design principles and growth modes of global technology start-ups, business analytics, topic modeling and text mining. He has also an interest in interdisciplinary issues on the interface of the natural and social sciences.</style></custom1><custom2><style face="normal" font="default" size="100%">Technology Innovation Management Review
Gregory Sandstrom is Managing Editor of the TIM Review. He is a former Associate Professor of Mass Media and Communications at the European Humanities University (2012-2017), and Affiliated Associate Professor at the Social Innovations Laboratory, Mykolas Romeris University (2016-2017) in Vilnius, Lithuania. He completed a PhD from the Faculty of Sociology at St. Petersburg State University and the Sociological Institute of the Russian Academy of Sciences, sector on Sociology of Science (2010). He was a Postdoctoral Research Fellow at the Lithuanian Science Council (2013-2015), for which he conducted research visits to the Copernican Centre for Interdisciplinary Studies (Krakow), the University of Edinburgh's Extended Knowledge Project, Cambridge University's History and Philosophy of Science Department, and Virginia State University's Science and Technology Studies program, as well as previously at the Autonomous National University of Mexico's Institute for Applied Mathematics and Systems (2010-2011). He was affiliated with the Bard College Institute for Writing and Thinking, leading student and faculty language and communications workshops, most recently (2013, 2014, 2017) in Yangon, Myanmar. He is a promoter and builder of blockchain distributed ledger technology systems and digital extension services.</style></custom2><section><style face="normal" font="default" size="100%">3</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%">Supriyo Das</style></author><author><style face="normal" font="default" size="100%">Amit Kundu</style></author><author><style face="normal" font="default" size="100%">Arabinda Bhattacharya</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Technology Adaptation and Survival of SMEs: A Longitudinal Study of Developing Countries</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%">developing countries</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainability</style></keyword><keyword><style  face="normal" font="default" size="100%">technological environment</style></keyword><keyword><style  face="normal" font="default" size="100%">technology readiness</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%">06/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1369</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%">64-72</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In the current era of internationalizing business activities and globalizating markets, technology has become an essential tool for enhancing market competitiveness. With globalization, a country's economic and business scenarios can change drastically. Many companies have seized on opportunities to pursue, and sometimes achieve economies of scale. Especially in some countries, however, the technological revolution creates significant challenges for small business entrepreneurs. Technological development plays a pivotal role in making small and medium enterprises (SMEs) competitive, as well as leading to sustainable growth. Under such circumstances, it is relevant to consider a country's technological environment for ways that can lead SMEs towards sustainable development. In the present study, we explore the impact of volatility in technological environments on the sustainability of SMEs in developing countries with emerging economies. We use the Global Competitive Index Report for the period 2012-2016, in which six parameters were applied to define the technological environment of developing nations. Two factors, namely, institutional capabilities and external capabilities emerged as significant factors according to factor analysis. We also studied the impact of emerging factors in new technological environments on the sustainability of SMEs in the specific time period using a regression analysis. The results indicate that both institutional capabilities and external capabilities become significant when time is taken as a selection variable. The highly significance of the time variable indicates the dynamism of today's technological environments. As well, institutional capabilities were found to have a strong impact on a business' sustainability, in comparison with external capabilities and the high level of technological volatility.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">University of Calcutta
Supriyo Das is Assistant Professor for Marketing at Asutosh College, India. He obtained his BTech from the University of Calcutta, Kolkata, then a Masters in Business Management from the University of Calcutta, and is now pursuing a PhD from the same university. He is UGC Net qualified, with eight years of banking experience, including special exposure in rural banking and marketing. His primary research interests are in entrepreneurship development, financial innovation and social inclusion, where he publishes in journals, such as Journal of Global Entrepreneurship and in the edited volumes of the EDII’s conference proceedings.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Calcutta
Amit Kundu is presently Professor and Dean in the School of Management, at Techno India Group. He obtained his BTech from Jadavpur University, Kolkata, MBA from the Indian Institute of Engineering, Science and Technology (IIEST), Shibpur, and PhD from the Department of Business Management, University of Calcutta. He was previously a Business Development Executive of Consulting Engineering Services Private Limited (India) in New Delhi. He has extensive industrial and consulting experience in the areas of marketing strategy, project planning, and implementation. He has presented research papers at multiple conferences and events, both in India and abroad, with publications in peer reviewed journals. He received an outstanding research award at the Global Conference on Business and Finance from the Institute for Business and Finance Research in Las Vegas, USA.</style></custom2><custom3><style face="normal" font="default" size="100%">University of Calcutta
Arabinda Bhattacharya is a former Associate Professor of the Department of Business Management, University of Calcutta, where he taught for 40 years. He completed his MStat from the Indian Statistical Institute in 1974. He obtained a MPhil in Economics from the Centre for Development Studies, Trivandrum affiliated to Jawaharlal Nehru University, New Delhi. He also did an FDP in Management from the Indian Institute of Management, Ahmedabad. His research interests are in the area of organisational behaviour and market research. He has published  research in national and international journals and has supervised numerous research scholars in their doctoral work. 
</style></custom3><section><style face="normal" font="default" size="100%">64</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%">Lotta Haukipuro</style></author><author><style face="normal" font="default" size="100%">Satu Väinämö</style></author><author><style face="normal" font="default" size="100%">Leena Arhippainen</style></author><author><style face="normal" font="default" size="100%">Timo Ojala</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Applying a Living Lab Approach Within an eHealth Accelerator</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%">accelerator</style></keyword><keyword><style  face="normal" font="default" size="100%">case study</style></keyword><keyword><style  face="normal" font="default" size="100%">ehealth</style></keyword><keyword><style  face="normal" font="default" size="100%">Living lab</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword><keyword><style  face="normal" font="default" size="100%">startup</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%">03/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1221</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%">6-19</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Through this study, we seek to understand the impact of the use of the living lab approach on product and business development in an eHealth accelerator. In the case accelerator, 20 startups developed innovative products atop the European FIWARE Future Internet technology platform. The novel design element of the case accelerator was the use of the living lab approach that was included for the purpose of engaging end users in the development and testing of new product prototypes. Our main result is that the living lab approach provided added value to participating companies and resulted in changes in their product development and marketing strategies. Overall, the case accelerator and the use of the living lab approach had a significant impact on the development, growth, and market success of the companies. Based on the results of the case accelerator, we propose the generic accelerator model presented by Pauwels and co-authors in 2016 to be extended with a new design element, the living lab approach. </style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">University of Oulu
Lotta Haukipuro is a Coordinator of the project “Generation Z and Beyond: Co-Evolution of Human Capabilities and Intelligent Technologies in the 21st Century (GenZ)” in the Faculty of Humanities at the University of Oulu, Finland. She received her doctorate degree in 2019 from Oulu Business School. Her research has focused on user involvement through the living lab approach in different contexts. Since 2011, she has worked in several national and international RDI projects related to living labs and user involvement.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Oulu
Satu Väinämö is a User Research Expert and Program Manager at the University of Oulu in Finland. She has comprehensive experience of leading international projects, managing and creating user interface designs, and defining innovation processes. Her career includes over 15 years in the ICT industry in several leadership and user-experience design positions. She has led more than 100 development activities within Oulu Urban Living Labs. She is currently in charge of establishing a Digital Health Knowledge Hub in Oulu.</style></custom2><custom3><style face="normal" font="default" size="100%">University of Oulu
Leena Arhippainen is a Postdoctoral Researcher and Teacher in the Faculty of Information Technology and Electrical Engineering, INTERACT Research Unit at the University of Oulu, Finland. Leena received her Master’s degree in the Department of Information Processing Science at University of Oulu in 2002 and her PhD degree in 2009. Her research interests include user experience, UX methods, human-computer interaction, 3D user interfaces and virtual environments, user involvement, and living labs.</style></custom3><custom4><style face="normal" font="default" size="100%">University of Oulu
Timo Ojala is a Professor of Computer Science and Engineering and Director of the Center for Ubiquitous Computing at the University of Oulu, Finland. He obtained his doctorate degree in Electrical Engineering from the University of Oulu in 1997. His research activities have included living lab studies of ubiquitous computing and virtual reality systems in real-world urban settings. He is a member of the Association for Computing Machinery (ACM).</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%">Erich Prem</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Artificial Intelligence for Innovation in Austria</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%">AI</style></keyword><keyword><style  face="normal" font="default" size="100%">AI innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">artificial intelligence</style></keyword><keyword><style  face="normal" font="default" size="100%">Austria</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</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%">12/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1287</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%">5-15</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">It has been claimed that Artificial Intelligence (AI) carries enormous potential for service and product innovation. Policy makers world-wide nowadays aim to foster environments conducive for AI-based innovation. This paper addresses the current lack of empirical data for evidence-based innovation policies and the management of AI-based innovation. It focuses on &amp;ldquo;AI and innovation management&amp;rdquo; in addressing the question whether innovation that is based on new AI technology requires a management approach different from other forms of IT innovation. We present results from a study of Austrian companies on the degree of use and implementation of AI, and on challenges related to AI-based innovation management. This study used a keyword-list approach to define &amp;ldquo;Artificial Intelligence&amp;rdquo; and to find AI-based innovation projects in research databases. These projects facilitated the identification of experts from organisations developing AI-based innovation. In total, eleven experts were interviewed about their AI-based innovation activities. The results show that AI is a very fast emerging technology that is being applied in many sectors. A broad range of innovative solutions are being developed and some have already reached the market. Specific AI business models are, however, less clear and still developing. Companies are facing multiple challenges from regulation to human resources and data collection. Managing AI-based innovation will be particularly difficult for smaller enterprises, where problems are often more pronounced than in larger industries. Explicit challenges for managing AI-based innovations include the necessary attention to managing expectations and ensuring historic metadata expertise essential for many AI-based solutions. Policies to support AI-based innovation therefore should focus on human aspects. This includes increasing the availability of AI experts, but also concerns the development of new job profiles, such as experts in AI training. AI innovators also require clear AI regulation and research investments in key challenges, such as explainable AI.</style></abstract><issue><style face="normal" font="default" size="100%">12</style></issue><custom1><style face="normal" font="default" size="100%">eutema gmbH
Dr. Erich Prem is chief RTI strategy advisor and CEO of eutema GmbH. He is an expert in international research and innovation management with a focus on information technology. Erich Prem is a certified managerial economist and works scientifically in artificial intelligence, research politics, innovation research, and epistemology. He has published more than 70 scientific articles and was a guest researcher at the Massachusetts Institute of Technology. He received his Dr. phil. (epistemology) from the University of Vienna, and his Dr. tech. (computer science) from TU Vienna, where he also completed his master’s in computer science (Dipl. Ing). He received his MBA in General Management from Donau University. He is a lecturer at TU Vienna’s Informatics Innovation Center. </style></custom1><section><style face="normal" font="default" size="100%">5</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%">Lotta Haukipuro</style></author><author><style face="normal" font="default" size="100%">Satu Väinämö</style></author><author><style face="normal" font="default" size="100%">Pauliina Hyrkäs</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Innovation Instruments to Co-Create Needs-Based Solutions in a Living Lab</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%">co-creation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation instrument</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation process</style></keyword><keyword><style  face="normal" font="default" size="100%">Living lab</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword><keyword><style  face="normal" font="default" size="100%">startup</style></keyword><keyword><style  face="normal" font="default" size="100%">user involvement</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%">05/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1156</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%">22-35</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This multiple case study focuses on co-creation facilitated with innovation instruments in three different environments – a school, a hospital, and an airport – in which 12 SMEs and startups developed solutions based on predefined needs of customer organizations, and where stakeholders actively participated through user involvement methods facilitated by a living lab. The article provides new knowledge regarding the benefits of the co-creation, user involvement, and use of the living lab approach within different contexts. Our findings show concrete benefits of co-creation for stakeholders such as companies, customer organizations, and end users. Based on our results, we propose a new, generic model for using innovation instruments to facilitate co-creation for the development of needs-based products and services in different service domains.</style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">University of Oulu
Lotta Haukipuro, MSc (Econ), is a doctoral candidate at the Oulu Business School at the University of Oulu in Finland. Her PhD research focuses on user involvement through living lab approach in different contexts. She has participated in several international and national innovation, research and development projects as a specialist of living lab and user involvement methods, and has administered a user community and user involvement tool since 2011.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Oulu
Satu Väinämö, MSc (Tech), is a User Research Expert and Project Manager at the University of Oulu in Finland. She has comprehensive experience of leading international projects, managing and creating user interface designs, and defining innovation processes. Her career includes over 15 years in the ICT industry in several leadership and user-experience design positions. She has led more than 100 development activities within Oulu Urban Living Labs, where she is currently in charge of projects related to innovation and living labs.</style></custom2><custom3><style face="normal" font="default" size="100%">Northern Ostrobothnia Hospital District
Pauliina Hyrkäs, BHSc (Health Management), Northern Ostrobothnia Hospital District (NOHD), Finland, has worked in local, national, and international healthcare sector projects as a project manager, a coordinator, and a designer. With her project team, she developed nationally applicable innovation process for Finnish University Hospitals as well as the Development and Innovation Process for the NOHD. Currently, she is starting up the innovation activities at the Oulu University Hospital (OYS), designing the innovation process for the Future Hospital OYS 2030 and for the innovation ecosystem around the OYS as well as the healthcare co-creation process to be utilized at the European Union level.</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%">Ulla Santti</style></author><author><style face="normal" font="default" size="100%">Tuomo Eskelinen</style></author><author><style face="normal" font="default" size="100%">Mervi Rajahonka</style></author><author><style face="normal" font="default" size="100%">Kaija Villman</style></author><author><style face="normal" font="default" size="100%">Ari Happonen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs</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%">business model canvas</style></keyword><keyword><style  face="normal" font="default" size="100%">competing values framework</style></keyword><keyword><style  face="normal" font="default" size="100%">development project</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational culture</style></keyword><keyword><style  face="normal" font="default" size="100%">service design</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">08/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1096</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%">7</style></volume><pages><style face="normal" font="default" size="100%">15-26</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Previous research has shown that links between organizational culture and innovativeness/performance may act as a “social glue” that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF) tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome) to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Savonia University of Applied Sciences
Ulla Santti, MSc (Econ), has experience as a teacher of Business Administration and Marketing, and she is an expert on research, development, and innovation projects at the Savonia University of Applied Sciences in Finland. She has also undertaken SME business development through practical field work in healthcare, industrial factories, advertising, and the tourism industries. Currently, she is preparing her doctoral thesis at the Lappeenranta University of Technology, Finland. Her research interest includes business models and organizational culture development of SMEs with an interest in what kind of common ground, effects, and connections these concepts have on each other.</style></custom1><custom2><style face="normal" font="default" size="100%">Savonia University of Applied Sciences
Tuomo Eskelinen, PhD, works as an RDI Advisor at the Savonia University of Applied Sciences in Finland. His background is in Environmental Sciences, and his expertise and research interests include sustainable value networks, development of business partnerships, and sustainable business models. He organizes research, development, and innovation processes with enterprises and other organizations, with scientists, end users, and customers, from idea generation to business model development and commercialization. He has participated in more than 20 EU-funded projects in the fields of forestry, energy, food, water safety, and processing. He is experienced in performing and coordinating interdisciplinary, international, large-scale research projects, workshops and training. </style></custom2><custom3><style face="normal" font="default" size="100%">South-Eastern Finland University of Applied Sciences XAMK
Mervi Rajahonka, DSc (Econ), works as an RDI Advisor at the Small Business Center (SBC), currently a part of the South-Eastern Finland University of Applied Sciences XAMK, Finland. She has been working at the SBC for about 10 years, participating in numerous EU-funded projects. She earned her doctoral degree in Logistics from the Department of Information and Service Economy at Aalto University School of Business in Helsinki, Finland. She also holds a Master’s degree in Technology from the Helsinki University of Technology and a Master’s degree in Law from the University of Helsinki. Her research interests include sustainable logistics and supply chain management, business models, service modularity, and service innovations. Her research has been published in a number of journals in the areas of logistics, services, and operations management.</style></custom3><custom4><style face="normal" font="default" size="100%">South-Eastern Finland University of Applied Sciences XAMK
Kaija Villman, MMus in Arts Management, works as a Project Manager at the South-Eastern Finland University of Applied Sciences XAMK, Small Business Center (SBC), Finland. She has been working at the SBC for about 7 years, participating in numerous EU-funded projects in the fields of creative industries, service development, and digitalization. She is experienced in coordinating interdisciplinary projects, workshops, and training and she acted as the Project Manager for the PaKe Savo Project.</style></custom4><custom5><style face="normal" font="default" size="100%">Lappeenranta University of Technology
Ari Happonen, DSc (Tech) is Head of Computer Science Bachelor programme in Innovation and Software at Lappeenranta University of Technology (LUT), Finland. Ari has been working for the LUT for more than 15 years, participating in numerous RDI projects with Finnish and international companies in the contexts of international logistics services, consumer products industries, service development, consultation, business development, mobile services, construction industries, digitalization, and so on. Ari has a long history working as an intermediate and collaboration facilitator in interdisciplinary projects, workshops, innovation facilitation, development mentoring, teaching, and training and has also acted as the LUT Project Manager for the Akseli project.</style></custom5></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%">Dimitri Schuurman</style></author><author><style face="normal" font="default" size="100%">Lieven De Marez</style></author><author><style face="normal" font="default" size="100%">Pieter Ballon</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Impact of Living Lab Methodology on Open Innovation Contributions and Outcomes</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%">collaboration</style></keyword><keyword><style  face="normal" font="default" size="100%">distributed innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneur</style></keyword><keyword><style  face="normal" font="default" size="100%">Innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">living labs</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword><keyword><style  face="normal" font="default" size="100%">startup</style></keyword><keyword><style  face="normal" font="default" size="100%">user innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">user involvement</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%">01/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/956</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%">7-16</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Open innovation scholars as well as practitioners are still struggling with the practical implementation of open innovation principles in different contexts. In this article, we explore the value of a living lab approach for open innovation in small and medium-sized enterprises (SMEs). Using a case study approach, we compared 27 SME projects conducted by iMinds Living Labs from 2011 to 2015. The results suggest that a real-life intervention and a multi-method approach – both of which are methodological characteristics of living lab projects – increase the chance of generating actionable user contributions for the innovation under development. Moreover, the results also suggest that a living lab project yields maximal value when evolving from concept towards prototype. Besides these exploratory findings, this article also demonstrates that living lab projects are a perfect &quot;playground&quot; to test and validate assumptions from the open innovation literature.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><custom1><style face="normal" font="default" size="100%">iMinds and Ghent University
Dimitri Schuurman holds a PhD (2015) and Master's degree in Communication Sciences (2003) from Ghent University in Belgium. He joined the research group iMinds – MICT – Ghent University in Belgium in 2005 and started working at iMinds Living Labs in 2009. Together with his iMinds colleagues, Dimitri developed a specific living lab offering targeted at startups and SMEs, in which he has managed over 50 innovation projects. As a senior researcher, Dimitri is currently responsible for the methodology and academic valorization of living lab projects. He also coordinates a dynamic team of living lab researchers from iMinds – MICT – Ghent University. His main interests and research topics are situated in the domains of open innovation, user innovation, and innovation management. In early 2015, he finished his PhD entitled &lt;em&gt;Bridging the Gap between Open and User Innovation? Exploring the Value of Living Labs as a Means to Structure User Contribution and Manage Distributed Innovation&lt;/em&gt;. </style></custom1><custom2><style face="normal" font="default" size="100%">iMinds and Ghent University
Lieven De Marez is Head of the research group for Media &amp; ICT (MICT) and Manager of iMinds Living Labs media activities at Ghent University in Belgium. He has obtained a Master in Communication Sciences (1999) and Marketing (2000) and wrote a PhD titled &lt;em&gt;Diffusion of ICT Innovations: More Accurate User Insight for Better Introduction Strategies&lt;/em&gt;. His main expertise is in the development of &quot;segmentation forecast&quot; tools for prior-to-launch adoption potential forecasts for new media and ICT innovations. He continuously seeks to explore new methodologies and understand emerging media use patterns and the impact of new media and ICT and making media innovation more user-centric. At the department of Communication Studies, he founded and coordinates the Master's program on New Media &amp; Society.</style></custom2><custom3><style face="normal" font="default" size="100%">European Network of Living Labs
Pieter Ballon is the International Secretary of the European Network of Living Labs (ENoLL). He specializes in business modelling, open innovation, and the mobile telecommunications industry. Formerly, he was Senior Consultant and Team Leader at TNO. From 2006 to 2007, he was the coordinator of the cross issue on business models of the Wireless World Initiative (WWI) that united five integrated projects in the EU 6th Framework Programme. He holds a PhD in Communication Sciences and an MA in Modern History.</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%">Giacomo Liotta</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Simulation of Supply-Chain Networks: A Source of Innovation and Competitive Advantage for Small and Medium-Sized Enterprises</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%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">simulation</style></keyword><keyword><style  face="normal" font="default" size="100%">small and medium-sized enterprises</style></keyword><keyword><style  face="normal" font="default" size="100%">SME</style></keyword><keyword><style  face="normal" font="default" size="100%">supply-chain network</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/625</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%">2</style></volume><pages><style face="normal" font="default" size="100%">13-20</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">On a daily basis, enterprises of all sizes cope with the turbulence and volatility of market demands, cost variability, and severe pressure from globally distributed competitors. Managing uncertainty about future demand requirements and volumes in supply-chain networks has become a priority. One of the ways to deal with uncertainty is the utilization of simulation techniques and tools, which provide greater predictability of decision-making outcomes. For example, simulation has been widely applied in decision-making processes related to global logistics and production networks at the strategic, tactical, and operational levels, where it is used to predict the impact of decisions before their implementation in complex and uncertain environments. Large enterprises are inclined to use simulation tools whereas small and medium-sized enterprises seem to underestimate its advantages. The objective of this article is to emphasize the relevance of simulation for the design and management of supply-chain networks from the perspective of small and medium-sized firms. </style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">University of Southern Denmark
Giacomo Liotta is Assistant Professor in the Institute of Technology and Innovation at the University of Southern Denmark. His research interests concern sustainability and innovation in supply-chain networks, including the simulation of networked logistics-production systems as well as product-lifecycle management. He received a PhD in Economics and Management Engineering at the University of Rome Tor Vergata, Italy; he also holds MBA, MSc,  and BSc degrees in Management and Industrial Engineering from this university. His current teaching activities focus on the design of global supply-chain networks and environmental issues related to their design and implementation. Dr. Liotta is author of more than 20 papers published in international journals, books, and conference proceedings. He has been involved in national and European co-funded research and development projects.</style></custom1></record></records></xml>