<?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%">Mika Westerlund</style></author><author><style face="normal" font="default" size="100%">Seppo Leminen</style></author><author><style face="normal" font="default" size="100%">Christ Habib</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Key Constructs and a Definition of Living Labs as Innovation 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%">constructs</style></keyword><keyword><style  face="normal" font="default" size="100%">definition</style></keyword><keyword><style  face="normal" font="default" size="100%">ENoLL</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">living labs</style></keyword><keyword><style  face="normal" font="default" size="100%">platform</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%">12/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1205</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%">51-62</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Despite the growing popularity of using living labs as innovation platforms and the increasing scholarly attention toward the topic, still relatively little is known about many of their central characteristics. We use a qualitative research approach to identify key constructs of living labs and to understand how these constructs show up in the operation of living labs. So doing, we used theoretical constructs from the literature on user innovation, co-creation, and living labs to analyze a sample of membership applications to the European Network of Living Labs (ENoLL). The results from the content analysis of 40 applications revealed nine key constructs that are characteristic to living labs: 1) objective, 2) governance, 3) openness, 4) stakeholders, 5) funding, 6) value, 7) communications, 8) infrastructure, and 9) methods. These key constructs provide new insight that helps us to provide a definition of living labs as innovation platforms.</style></abstract><issue><style face="normal" font="default" size="100%">12</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><custom2><style face="normal" font="default" size="100%">Pellervo Economic Research, Aalto University, and Carleton University
Seppo Leminen is a Research Director at Pellervo Economic Research in Finland, and he serves as an Adjunct Professor of Business Development at Aalto University in Helsinki, Finland, and as an Adjunct Research Professor at Carleton University in Ottawa, Canada. He holds a doctoral degree in Marketing from the Hanken School of Economics in Finland and a doctoral degree in Industrial Engineering and Management from the School of Science at Aalto University. His research and consulting interests include living labs, open innovation, innovation ecosystems, robotics, the Internet of Things (IoT), as well as management models in high-tech and service-intensive industries. He is serving as an associate editor in the &lt;em&gt;BRQ Business Research Quarterly,&lt;/em&gt; on the editorial board of the &lt;em&gt;Journal of Small Business Management,&lt;/em&gt; as a member of the Review Board for the &lt;em&gt;Technology Innovation Management Review,&lt;/em&gt; and on the Scientific Panel of the International Society for Professional Innovation Management (ISPIM). Prior to his appointment at Aalto University, he worked in the ICT and pulp and paper industries.</style></custom2><custom3><style face="normal" font="default" size="100%">Carleton University
Christ Habib is an MASc graduate from the Technology Innovation Management program at Carleton University in Ottawa, Canada. He also holds a BEng in Biomedical and Electrical Engineering. Christ has experience working in the public and private sectors, working closely with clients and managing large-scale projects; he has been offering management-consulting services for SMEs; and he is currently a systems engineer at General Dynamics. He is passionate about business development; systems, processes, operations, marketing, and analytics; and understanding user/client needs for innovation development. He was awarded the engagement leadership award by popular vote through the Mindtrust program for his facilitation skills in managing collaborative work.</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%">Erik Stavnsager Rasmussen</style></author><author><style face="normal" font="default" size="100%">Nicolaj Hannesbo Petersen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Platforms for Innovation and Internationalization</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%">globalization</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">internationalization</style></keyword><keyword><style  face="normal" font="default" size="100%">lean and global startups</style></keyword><keyword><style  face="normal" font="default" size="100%">lean startup</style></keyword><keyword><style  face="normal" font="default" size="100%">platform</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%">05/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1074</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%">23-31</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The high-tech global startup has many challenges related to both innovation and internationalization. From a Danish cluster of Welfare Tech firms, eight innovative and international firms were selected and interviewed. Such firms typically have to be agile and operate in virtual networks in almost all parts of their value chains. This article contributes to the understanding of how innovation and internationalization to a great extent are interlinked. The firms have developed a core product or service offering, which the firms often describe as “a platform”. Around the platform, they develop their products and services for new customers and users in new countries. The firms have to sustain a strong focus on the platform while at the same time developing their platform solution for new products, new customers, and new markets. This pivoting makes it possible to use the platform in a new context but is highly demanding for the firms. They need to be extremely agile and fast-moving but at the same time still to have a focus on the core of the firm: the platform. </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">University of Southern Denmark
Erik S. Rasmussen is an Associate Professor in the Department of Marketing and Management at the University of Southern Denmark in Odense. He received his PhD in 2001 from the University of Southern Denmark, focusing on fast-internationalizing small and medium-sized firms. His research focuses especially on international entrepreneurship and born-global firms. In recent years, he has particularly focused on studying international entrepreneurs that can avoid domestic path dependence by establishing ventures that, from the beginning, develop routines for a multi-cultural workforce, coordinate resources across nations, and target customers in several geographic places simultaneously. Furthermore, he has published a number of articles about lean and global startups combining the lean startup and born-global theories. </style></custom1><custom2><style face="normal" font="default" size="100%">University of Southern Denmark
Nicolaj Hannesbo Petersen is a PhD student in the Department of Marketing and Management at the University of Southern Denmark in Odense. A particular focus of the project is on innovation and internationalization processes anchored in the structure of relationships among SMEs. The network perspective is concentrated on a Danish publicly funded welfare/health technology cluster. Central aspects of the work include how and why embedded opportunities and constraints evolve and are made sense of through the network for economic action. Nicolaj’s work experience was gained from practice through innovation consultancy in the venture capitalist industry.</style></custom2></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%">Steven Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Platforms, Communities, and Business Ecosystems: Lessons Learned about Technology Entrepreneurship in an Interconnected World</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%">architecture of participation</style></keyword><keyword><style  face="normal" font="default" size="100%">business ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">community</style></keyword><keyword><style  face="normal" font="default" size="100%">platform</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">02/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/655</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%">3</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%">Technology entrepreneurs are increasingly building businesses that are deliberately anchored in platforms, communities, and business ecosystems. Nonetheless, actionable, evidence-based advice for technology entrepreneurs is scarce. Platforms, communities, and ecosystems are active areas of management research, but until recently, each has been studied in separate research programs, with results published in different venues, and often examined from the perspectives of incumbent managers or policy makers rather than entrepreneurs and new entrants.

This article re-examines these phenomena from the perspective of technology entrepreneurs facing strategic choices about interconnected systems of platforms, communities, and business ecosystems, and decisions about the nature and extent of participation. It brings together insights from a wide range of published sources. For entrepreneurs, it provides an accessible introduction to what can be a complex topic, identifies a set of practical considerations to be accounted for in decision-making, and offers a guide for further reading. For researchers and graduate students seeking practical and high-impact research problems, it provides an entry point to the research literature and identifies gaps in the current body of knowledge, especially regarding the system-level interactions between subsystems. </style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Steven Muegge is an Assistant Professor at the Sprott School of Business at Carleton University in Ottawa, Canada, where he teaches within the Technology Innovation Management (&lt;a href=&quot;http://carleton.ca/tim&quot;&gt;TIM&lt;/a&gt;) program. His research interests include open and distributed innovation, technology entrepreneurship, product development, and commercialization of technological innovation.</style></custom1></record></records></xml>