<?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%">Jasmine A. Shaw</style></author><author><style face="normal" font="default" size="100%">Steven M. Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Ecosystems, Design, and Glocalization: A multi-level study of Technovation</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 ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">Canada</style></keyword><keyword><style  face="normal" font="default" size="100%">design rules</style></keyword><keyword><style  face="normal" font="default" size="100%">glocalization</style></keyword><keyword><style  face="normal" font="default" size="100%">Mexico</style></keyword><keyword><style  face="normal" font="default" size="100%">multisided platform</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">Technovation</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%">05/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1440</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%">32-43</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Business ecosystems are an increasingly prominent organizational form in both management research and practice. A growing body of research exists about ecosystem design, but designing local ecosystem instances within a global ecosystem is not yet well understood or defined. This article contributes a multilevel, embedded case study of the global and local ecosystems anchored around the Technovation Girls competition - the world's largest technology entrepreneurship challenge for girls. We first define the process platform driving this ecosystem and anchoring the local instances. Second, we identify key architectural properties of a global-local ecosystem. Lastly, we specify a process for defining design rules in an organizational setting. In addition to theoretical relevance for ecosystem scholarship, our results are also of practical relevance to leaders of existing or nascent global ecosystems, who may benefit from techniques described in this paper that involve designing a flexible global ecosystem architecture that accommodates local variation.</style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">General Dynamics Mission Systems
Jasmine Shaw is a Systems Engineer at General Dynamics Mission Systems - Canada where she designs cutting-edge aerospace technology. She completed a Master of Applied Science in Technology Innovation Management, and her thesis was at the intersection of design, globalization, and business ecosystems, specifically applied to global organizations that empower girls through technology entrepreneurship. As a new entrepreneur, she leverages her expertise in engineering, design, and business ecosystems to help women in STEM achieve their full career potential. She is an active member of the engineering community, serving on the Board of Directors at the Society of Women Engineers - Ottawa, and volunteering for organizations such as Technovation.</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University 
Dr. Steven Muegge is an Associate Professor of Entrepreneurship at the Sprott School of Business at Carleton University. He teaches, conducts research, and supervises graduate students within Carleton’s Technology Innovation Management (TIM) program, and actively promotes entrepreneurship and innovation within the broader community. Dr. Muegge leads an active research program in technology entrepreneurship and commercialization. One stream of current research examines non-traditional settings for innovation, including interconnected systems of business ecosystems, communities of users and developers, and industry platforms outside the control of any single company. A second stream examines the business models of technology entrepreneurs who create new companies and develop new products and services within these settings. Both streams are directly relevant to promoting economic prosperity for Canada and the National Capital Region, and to building differentiation and advantage for entrepreneurs and their companies.</style></custom2><section><style face="normal" font="default" size="100%">32</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%">Andrew G. Earle</style></author><author><style face="normal" font="default" size="100%">Michael J. Merenda</style></author><author><style face="normal" font="default" size="100%">J. Matthew Davis</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Strategy-as-Process in a Technology Venture: A Case Study of Pivots, Pauses, Partners, and Progress</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%">innovation systems</style></keyword><keyword><style  face="normal" font="default" size="100%">managing critical junctures and transitions</style></keyword><keyword><style  face="normal" font="default" size="100%">process research</style></keyword><keyword><style  face="normal" font="default" size="100%">technology commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">01/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1208</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%">9-19</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology commercialization is an often nonlinear process that tends to pass through various “stages” or “phases” as a venture attempts to shepherd a technology from the laboratory to marketplace. Between these phases are “junctures” or “transitions” that present particular challenges for entrepreneurs as they often comprise fundamental changes to the venture instead of simply scaled versions of previous challenges. In this study, we use a participant-observer methodology to deeply explore how a technology venture in the renewable energy sector negotiated these transitions. Our findings highlight the development of a “repertoire” of tools entrepreneurs can use to help successfully negotiate these transitions. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><custom1><style face="normal" font="default" size="100%">University of New Hampshire
Andrew Earle is an Assistant Professor of Strategic Management and Entrepreneurship in the Paul College of Business and Economics at the University of New Hampshire in the United States. His research interests grow out of a long-held fascination with the transformational power of new technologies. The core of his research program is developing new ways of understanding how technologies move from initial invention to marketable products and how this process affects and informs the strategies of participating organizations.</style></custom1><custom2><style face="normal" font="default" size="100%">University of New Hampshire
Michael J. Merenda is a Professor of Strategic Management and Entrepreneurship in the Paul College of Business and Economics at the University of New Hampshire in the United States. His focus is on problem-solving, critical inquiry, and strategic thinking as it applies to strategic management and entrepreneurial education. </style></custom2><custom3><style face="normal" font="default" size="100%">University of New Hampshire
J. Matthew Davis is an Associate Professor of Earth Sciences at the University of New Hampshire in the United States. His research focuses on hydrology and water resources.</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%">Ferran Giones</style></author><author><style face="normal" font="default" size="100%">Alexander Brem</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Digital Technology Entrepreneurship: A Definition and 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%">definitions</style></keyword><keyword><style  face="normal" font="default" size="100%">digital entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">digital technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology Innovation</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/1076</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%">44-51</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology entrepreneurship is an established concept in academia. However, recent developments in the context of digital entrepreneurship call for revision and advancement. The multiple possible combinations of technology and entrepreneurship have resulted in a diversity of phenomena with significantly different characteristics and socio-economic impact. This article is focused on the identification and description of technology entrepreneurship in times of digitization. Based on current examples, we identify and describe characterizations of technology entrepreneurship, digital technology entrepreneurship, and digital entrepreneurship. With this new delineation of terms, we would like to foster discussion between researchers, entrepreneurs, and policy makers on the impact of digitization on entrepreneurship, and set a future research agenda.</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
Ferran Giones is an Assistant Professor at the University of Southern Denmark in Sønderborg. He received his PhD from La Salle – Ramon Llull University in Barcelona, Spain. His research field is technology entrepreneurship, where he explores how and when technological progress transforms into entrepreneurial activity, and how this entrepreneurial activity results in sustainable organizations and innovative ecosystems.</style></custom1><custom2><style face="normal" font="default" size="100%">Friedrich-Alexander-Universität Erlangen-Nürnberg
Alexander Brem holds the Chair of Technology Management at Friedrich-Alexander-Universität Erlangen-Nürnberg (FAU) which is located at the Nuremberg Campus of Technology in Germany. Before joining FAU, Alexander was Professor of Technology and Innovation Management and Head of SDU Innovation and Design Engineering at the Mads Clausen Institute at the University of Southern Denmark in Sønderborg. His primary research interest is technology and innovation management with a special focus on interdisciplinary links to psychology, marketing, and entrepreneurship.</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%">Datis Khajeheian</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Audience Commodification: A Source of Innovation in Business Models</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 model</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">value marketing</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/1010</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%">40-47</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This article reports on a research project aimed at developing a business model by changing the value-creation mechanism. The essence of this change is to persuade customers to perform actions in favour of the service provider. Such actions include responding to advertising clips to unlock value. The business model was generated from the concept of audience commodification and is based on the idea of looking at users as a source of a tradeable asset in business-to-business markets. Here, attention and actions are the assets that users pay to access the proposed value. The research includes two phases of surveys and experimentation. In the first phase, the tendency and acceptance level of users towards watching advertisements to unlock value are measured. In the next phase, a platform prototype is developed to test and understand user actions towards receiving value. The sample includes 52 users of different nationalities who were seeking relationships on an online dating platform. Results revealed that users accept advertising and will perform requested actions if they can perceive the delivered value. Practical implications of this research include insights to help move away from the current “view-based” advertising model toward new models of partnership with users in the value-creation process. This research may also stimulate further research into developing sustainable business models based on advertising revenue. </style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Aalborg University
Datis Khajeheian is a lecturer in the Center for Communication, Media and Information Technologies in Aalborg University of Denmark. He earned his PhD in Media Management and his MA in Entrepreneurship with a specialty in New Venture Creation. Datis is Head of the special interest group of “Emerging Media Markets” in the European Media Management Association. His mission is to lead academic and practical research to understand the emergence of new markets and opportunities in niche areas for international media companies.</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%">Ferran Giones</style></author><author><style face="normal" font="default" size="100%">Francesc Miralles</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Do Actions Matter More than Resources? A Signalling Theory Perspective on the Technology Entrepreneurship Process</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%">market signals</style></keyword><keyword><style  face="normal" font="default" size="100%">opportunity exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">opportunity exploration</style></keyword><keyword><style  face="normal" font="default" size="100%">signalling theory</style></keyword><keyword><style  face="normal" font="default" size="100%">social capital signals</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology signals</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/880</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">5</style></volume><pages><style face="normal" font="default" size="100%">39-45</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This article studies how technology-based entrepreneurs manage to transform their ideas into viable businesses, regardless of their resource limitations and the complexity and dynamics of technology-intense contexts. To describe how entrepreneurs unlock the value proposition that makes a technology useful, we adopt a set of lenses that allow us to view what happens on both sides of the market. In this context, we need to look beyond the resources to explain the weight that entrepreneur’s actions carry on the technology entrepreneurship process. In this article, we use a multiple case study on three new technology-based firms to explore how their actions can be interpreted as valuable market signals. The results suggest that entrepreneurs strategically use market, technology, and social capital signalling to mitigate uncertainty and advance in the technology entrepreneurship process. This research holds implications for academic research on the integration of resource and demand-side views, as well as for entrepreneurs and practitioners interested in understanding the impact of visible actions in the early stages of a new technology-based venture.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Ramon Llull University 
Ferran Giones is a Research Assistant at La Salle Innova Institute – Ramon Llull University in Barcelona, Spain. He has Bachelors and Masters degree in Business Administration from ESADE Business School in Barcelona. Ferran’s professional background is in management consulting and international business-operations development. His academic research is in the areas of entrepreneurship and innovation, studying how entrepreneurs' ventures emerge in dynamic environments.</style></custom1><custom2><style face="normal" font="default" size="100%">Ramon Llull University 
Francesc Miralles is the Dean of La Salle Campus Barcelona – Ramon Llull University (La Salle – URL) in Barcelona, Spain, where he is also Professor of Information Systems, Innovation Management, and Research Methods. He has a PhD from the Polytechnic University of Catalonia (UPC) in Barcelona and an MBA from ESADE, also in Barcelona. Before joining La Salle – URL, he was Executive Director of the Information Society Observatory of Catalonia (FOBSIC), and Professor and Dean at the University Pompeu Fabra Barcelona. He has also held management positions in several organizations. His current research interests are in the area of information technologies management, innovation management, and entrepreneurship</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%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Brendan Galbraith</style></author><author><style face="normal" font="default" size="100%">Nadia Noori</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Innovation Tools and Techniques (March 2015)</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%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">lean</style></keyword><keyword><style  face="normal" font="default" size="100%">living labs</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">processes</style></keyword><keyword><style  face="normal" font="default" size="100%">project management</style></keyword><keyword><style  face="normal" font="default" size="100%">risk</style></keyword><keyword><style  face="normal" font="default" size="100%">signalling</style></keyword><keyword><style  face="normal" font="default" size="100%">smart cities</style></keyword><keyword><style  face="normal" font="default" size="100%">systems engineering</style></keyword><keyword><style  face="normal" font="default" size="100%">techniques</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">tools</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/876</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">5</style></volume><pages><style face="normal" font="default" size="100%">3-5</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">3</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 and BScH and MSc degrees in Biology from Queen's University in Kingston. 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><custom2><style face="normal" font="default" size="100%">Ulster University Business School
Brendan Galbraith is a Senior Lecturer at the Ulster University Business School in Northern Ireland. Brendan has led national and prestigious European research and innovation projects with a combined value of more than £4 million and his work has been presented in the European Commission, European Parliament, Northern Ireland Assembly and a wide range of national media outlets including the BBC. Brendan’s research has appeared in &lt;em&gt;R&amp;D Management, Technovation, Technology Analysis and Strategic Management,&lt;/em&gt; and the &lt;em&gt;International Journal of Operations and Productions Management&lt;/em&gt;. Brendan is the Book Reviews Editor for &lt;em&gt;Technology Analysis and Strategic Management&lt;/em&gt; and has served on the European Network of Living Labs Leadership Portfolio Group.</style></custom2><custom3><style face="normal" font="default" size="100%">La Salle Universitat Ramon Llull
Nadia Noori is a Researcher and PhD Candidate at the Fundación Privada Universidad Y Tecnología – FUNITEC La Salle Universitat Ramon Llull in Barcelona, Spain. She started her PhD in Crisis Management Networks in 2013 as part of the Marie Curie – ITN project. Her research work in crisis management is in the area of organizational collaboration and coordination complex networks. She holds BSc and MSc degrees in Computer and Control Engineering from Baghdad University, Iraq, and an MASc degree in Technology Innovation Management from Carleton University in Ottawa, Canada. Before commencing her PhD studies, Nadia was a Platforms and Product Manager at Coral CEA, a Canadian not-for-profit organization and open innovation network focused on building platform-based ecosystems. </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%">Dap Hartmann</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Turning Technology into Business Using University Patents</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%">commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship education</style></keyword><keyword><style  face="normal" font="default" size="100%">multi-disciplinary team work</style></keyword><keyword><style  face="normal" font="default" size="100%">patents</style></keyword><keyword><style  face="normal" font="default" size="100%">student entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">university research</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">12/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/856</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%">4</style></volume><pages><style face="normal" font="default" size="100%">37-43</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">We present an education paradigm that stimulates innovation and entrepreneurship through a master's-level university course: &quot;Turning Technology into Business&quot;. The course was specifically designed to connect technological research with education using patented technologies developed at the research faculties of a technical university in the Netherlands. We outline the structure and the main content of the course and explain the selection process of both the patents used in the course and the students admitted to the course. This program was initiated at Delft University of Technology in 2003 and has resulted in 10 startups that have commercialized new technologies and at least two additional dozen startups that are indirect spinoffs. To illustrate the potential of this approach, we describe the case of Holland Container Innovations, a company founded by students who developed a foldable sea container during the course.</style></abstract><issue><style face="normal" font="default" size="100%">12</style></issue><custom1><style face="normal" font="default" size="100%">Delft University of Technology
Dap Hartmann is an Associate Professor of Innovation Management and Entrepreneurship at Delft University of Technology in the Netherlands. He holds has a PhD in Astronomy (Leiden, 1994) and worked as a Visiting Scientist at the Harvard-Smithsonian Center for Astrophysics in Cambridge, MA. He is a five-time recipient of the New Venture Prize for the best entrepreneurship education in the Netherlands. In 2010, he received the Delft Entrepreneurial Motivator award. Together with composer and conductor Reinbert de Leeuw, he is currently writing a book on 20th century classical music. </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%">Tony Bailetti</style></author><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">An Ecosystem-Based Job-Creation Engine Fuelled by Technology Entrepreneurs</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%">economic development</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneur</style></keyword><keyword><style  face="normal" font="default" size="100%">incubator</style></keyword><keyword><style  face="normal" font="default" size="100%">job creation</style></keyword><keyword><style  face="normal" font="default" size="100%">Lead To Win</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</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/658</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%">31-40</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Job creation is at the centre of the rationale provided by governments and publicly funded organizations for investing in services purported to support entrepreneurs to launch and grow technology startups. However, little is known about how to design and build the engines that convert these publicly funded services into jobs in a region. In this article, we argue that the architecture of a job-creation engine fuelled by technology entrepreneurs is important and that it should be made visible to the stakeholders of a regional venture system. The manner in which the components of a job-creation engine are organized and integrated determines the effectiveness and efficiency of the conversion of public funds into jobs. Making visible the architecture of a job-creation engine enables individuals and organizations to: i) better understand the link between the investment made to service technology entrepreneurs and systematic job creation; ii) utilize the regional venture system more effectively; and iii) set the performance benchmark for capability improvement and rapid adjustment to environmental changes. The experience gained from operating Lead To Win since 2009 is used to describe the architecture of a job-creation engine fuelled by technology entrepreneurs that operate in Canada’s Capital Region. Lead To Win is an ecosystem designed to help a technology venture generate sufficient revenue to create six or more knowledge jobs in the region within three years of inception. </style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management (&lt;a href=&quot;http://carleton.ca/tim&quot;&gt;TIM&lt;/a&gt;) program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.</style></custom1><custom2><style face="normal" font="default" size="100%">Lead To Win Council
Sonia Bot is an entrepreneurial-minded leader/executive and strategic thinker with extensive experience in technology innovation and global business management. She specializes in new venture creation, product management and delivery, business transformation and strategy, and leading organizational change. She is an accomplished industry presenter, author of numerous peer-reviewed published articles, and industry executive member of the Technology Entrepreneurship &amp; Commercialization Council at Carleton University. Ms. Bot currently partners with executives and entrepreneurs of small-medium enterprises and large entrepreneurial companies to assist in building, growing, and transforming new ventures and to solve wicked business problems. Her prior work experience includes Research In Motion / BlackBerry, Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt. In November 2012, Ms. Bot received the honour of &quot;Innovators &amp; Entrepreneurs&quot; by the Institute of Biomaterials and Biomedical Engineering at the University of Toronto. </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%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Insights (June 2013)</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%">case study</style></keyword><keyword><style  face="normal" font="default" size="100%">intellectual property</style></keyword><keyword><style  face="normal" font="default" size="100%">IT function</style></keyword><keyword><style  face="normal" font="default" size="100%">open source business</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">software licenses</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">uncertainty</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%">06/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/689</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%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa and BScH and MSc degrees in Biology from Queen's University in Kingston. 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%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Steven Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Platforms, Communities, and Business Ecosystems (February 2013)</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 ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">communities</style></keyword><keyword><style  face="normal" font="default" size="100%">platforms</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/654</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%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">2</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 and BScH and MSc degrees in Biology from Queen's University in Kingston. 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><custom2><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></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%">Ferran Giones</style></author><author><style face="normal" font="default" size="100%">Zhao Zhou</style></author><author><style face="normal" font="default" size="100%">Francesc Miralles</style></author><author><style face="normal" font="default" size="100%">Bernhard Katzy</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">From Ideas to Opportunities: Exploring the Construction of Technology-Based Entrepreneurial Opportunities</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%">constructivist view</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship policy</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%">06/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/692</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%">13-20</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The transformation of business ideas into market opportunities is at the core of entrepreneurship. Nevertheless, the complexity of such a transformative process is seen to change depending on the variables influencing the opportunity-entrepreneur nexus. Although technology-entrepreneurship is regarded as a force of change and dynamism in socio-economic growth, it also depends upon an intricate process of opportunity development. The interest in understanding better how technology-based entrepreneurs simultaneously cope with technological uncertainty while trying to gain stakeholder support and access to resources, highlights a relevant research gap. The research described in this article uses the constructivist view to deepen our understanding of the technology-based entrepreneur’s conceptualization of the opportunity as a process of social construction. Our results show how initial consensus-building efforts and iteration with knowledgeable peers are an essential part of the emergence of the opportunity, changing both entrepreneur's and stakeholders' perceptions of the early business idea. Consequently, our results provide evidence in support of policy programs and measures that favour social-construction support mechanisms to foster technology-based entrepreneurship.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Ramon Llull University
Ferran Giones is a research assistant at La Salle Innova Institute – Ramon Llull University in Barcelona, Spain. He has Bachelors and Masters degrees in Business Administration from ESADE Business School in Barcelona. Ferran’s professional background is in management consulting and international business-operations development. In recent years, he has been working in the areas of entrepreneurship and innovation, closely studying how entrepreneurs' ventures emerge in dynamic environments under high uncertainty conditions.</style></custom1><custom2><style face="normal" font="default" size="100%">Leiden University
Zhao Zhou is a PhD candidate at the Center for Technology and Innovation Management (CeTIM) at Leiden University, The Netherlands. His research interests are focused on the regional innovation system, technology-based entrepreneurship, and technology transfer. He has published in several international journals.</style></custom2><custom3><style face="normal" font="default" size="100%">Ramon Llull University
Francesc Miralles leads the La Salle Innova Institute in Barcelona, Spain, and is Professor of IS strategy, Innovation Management, and Research Methods in La Salle BES, at La Salle Campus Barcelona - Ramon Llull University. He has a PhD from the Polytechnic University of Catalonia and an MBA from ESADE. Before joining La Salle BES - URL, he was Executive Director in the Information Society Observatory of Catalonia (FOBSIC). Francesc was Professor and Dean at the University Pompeu Fabra Barcelona. His current research interests are in the area of information technology management, innovation management, and entrepreneurship. He has participated in several international research projects funded by the European Commission, the CYCIT (Spanish government), and the CENIT programme (Ministry of Science &amp; Innovation). For three years, Francesc was a member of the executive committee of the International Conference on Information Systems (sponsored by AIS). He was co-chairman of the ICIS’02 held in Barcelona in December 2002.</style></custom3><custom4><style face="normal" font="default" size="100%">University BW Munich / Leiden University
Bernhard R. Katzy is Professor of Technology and Innovation Management at the University BW Munich in Germany and Leiden University in The Netherlands. He is founder and director of the Center for Technology and Innovation Management (CeTIM). Bernhard was invited to be the keynote speaker at the launch event of the European Living Lab movement in December 2006, is leading the knowledge-worker living lab (one of the first wave of living labs), and is founding member of ENoLL, the association of living labs. He started his professional career with an apprenticeship as car mechanic and later earned Master of Science degrees in electrical engineering and business management. He holds a PhD in industrial management from University of Technology (RWTH) Aachen in Germany and a second Ph.D. (Habilitation) in general management and technology management from University of St. Gallen, Switzerland. His research interest is about entrepreneurial management of fast-growing high-tech firms and the management of strategic change in the transition to the information age.</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%">Derek Smith</style></author><author><style face="normal" font="default" size="100%">Mohammad Mehdi Gharaei Manesh</style></author><author><style face="normal" font="default" size="100%">Asrar Alshaikh</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">How Can Entrepreneurs Motivate Crowdsourcing Participants?</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%">crowdsourcing</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneur</style></keyword><keyword><style  face="normal" font="default" size="100%">startup</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/657</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%">23-30</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Crowdsourcing is a way to access a global crowd of talented people and to channel their talent and creative effort towards some useful endeavour. Technology entrepreneurs who may have limited resources, especially during the start-up phase of the business, will be attracted to crowdsourcing as a means to access funding, knowledge, subject matter experts, and resources on a global scale. In this article, we review the published research on crowdsourcing as it relates to motivation, and distil the insights from that research that will be useful to technology entrepreneurs. First, we organize the published research into three streams according to crowd type: i) task-based public crowd, ii) information-exchange public crowd, and iii) employee-based crowd. Next, we identify the motivational drivers common to all streams as well as the motivational drivers that are unique to each stream. Finally, we offer five recommendations for technology entrepreneurs seeking to apply crowdsourcing.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Derek Smith is the founder and principal of Magneto Innovention Management, an intellectual property consulting firm that assists entrepreneurs and small businesses to navigate and grow their international patent portfolios. He has over 20 years of experience working as an intellectual property management consultant and patent agent for IBM Canada, Bell Canada and, most recently, Husky Injection Molding Systems where he was Director, Global Intellectual Property. Prior to entering the field of intellectual property, he was an advisory engineer at IBM Canada where he was involved in a variety of leading-edge software development projects. Derek is currently a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. He also holds a BEng degree in Systems and Computer Engineering from Carleton University and is a registered patent agent in both Canada and the United States.</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Mohammad Mehdi Gharaei Manesh is a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. He holds an MBA degree from Carleton University’s Sprott School of Business and has a degree in Biomedical Engineering from Tehran Polytechnic University. He has 5 years of working experience in a medical equipment company and his main area of interest relates to crowdsourcing and international business. </style></custom2><custom3><style face="normal" font="default" size="100%">Carleton University
Asrar Abdulqader Alshaikh is a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. She holds a Bachelor of Accounting degree from King Abdulaziz University in Jeddah, Saudi Arabia. Her working experience includes customer service in a sale for distribution and communication company as well as working for the Alahli Bank (NCB) in Jeddah, Saudi Arabia.</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%">Sven H. De Cleyn</style></author><author><style face="normal" font="default" size="100%">Frank Gielen</style></author><author><style face="normal" font="default" size="100%">Jan Coppens</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Incubation Programs from Public Research Organizations as Catalysts for Open 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%">clusters of innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">incubation programs</style></keyword><keyword><style  face="normal" font="default" size="100%">startup ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">university-industry interaction</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%">04/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/677</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%">29-34</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In many economies, new knowledge and technology creation and transfer towards local entities and new startups have been recognized as catalysts for industry renewal and tools for safeguarding (or even enhancing) a region’s employment and prosperity. This article presents a case study of iMinds, a network organization in Flanders, Belgium. The organization fosters interdisciplinary research in information and communication technologies (ICT) and strongly engages in transferring these new technologies towards local actors and in creating and supporting new startups. iMinds’ incubation and entrepreneurship programs act as catalysts for open innovation and company startup activities in the Flemish region.</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">iMinds
Sven H. De Cleyn is Incubation Programs Manager at iMinds, a strategic ICT research centre founded by the Flemish government, where he supports new startup and spin-off projects from their pre-seed phase onwards. He received a PhD in Applied Economics at Antwerp University, Belgium, for his research on the early development of academic spin-offs in Europe. He currently also lectures on entrepreneurship at Karel de Grote University College in Antwerp, he coaches students at the Antwerp Management School, and he conducts research on high-tech entrepreneurship and academic spin-offs as a post-doc researcher at the University of Antwerp.</style></custom1><custom2><style face="normal" font="default" size="100%">iMinds
Frank Gielen is Director of Incubation &amp; Entrepreneurship at iMinds. He holds a PhD in Computer Science from the Free University of Brussels, Belgium. He is also Professor at Ghent University, Belgium, where he teaches courses on software and technology entrepreneurship and drives student entrepreneurship through the &quot;Durf Ondernemen&quot; program. He has entrepreneurial experience through different roles in several ventures.</style></custom2><custom3><style face="normal" font="default" size="100%">iMinds
Ondernemen&quot; program. He has entrepreneurial experience through different roles in several ventures.
Jan Coppens obtained his PhD in computer science engineering from the Information Technology Department of Ghent University, Belgium, in 2006. He continued his research in network technology at Alcatel-Lucent Bell Labs, where he managed several research projects. As part of an internal corporate venture effort, Jan founded and led a small team of entrepreneurs to bring innovative home-networking technology under CxO attention and push it along the product roadmap. At the end of 2007, he left Bell Labs to join the Business Technology Office of McKinsey &amp; Company. Currently, Jan is responsible for marketing and business development at the iMinds Incubation &amp; Entrepreneurship program.
</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%">Diane A. Isabelle</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Key Factors Affecting a Technology Entrepreneur's Choice of Incubator or 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%">entrepreneur</style></keyword><keyword><style  face="normal" font="default" size="100%">incubator</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">venture</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/656</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%">16-22</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology entrepreneurship rarely succeeds in isolation; increasingly, it occurs in interconnected networks of business partners and other organizations. For entrepreneurs lacking access to an established business ecosystem, incubators and accelerators provide a possible support mechanism for access to partners and resources. Yet, these relatively recent approaches to supporting entrepreneurship are still evolving. Therefore, it can be challenging for entrepreneurs to assess these mechanisms and to make insightful decisions on whether or not to join an incubator or accelerator, and which incubator or accelerator best meets their needs.

In this article, five key factors that entrepreneurs should take into consideration about incubators and accelerators are offered. Insights are drawn from two surveys of managers and users of incubators and accelerators. An understanding of these five key success factors (stage of venture, fit with incubator’s mission, selection and graduation policies, services provided, and network of partners) and potential pitfalls will help entrepreneurs confidently enter into a relationship with an incubator or accelerator. </style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University 
Diane Isabelle is a faculty member at Carleton University's Sprott School of Business, where she teaches marketing, entrepreneurship, and international business. She is also the principal of Diane Isabelle &amp; Associates Consultants. She was formerly the Executive Director to the Vice-President Physical Sciences at the National Research Council of Canada, and was for many years an Industrial Technology Advisor for NRC-Industrial Research Assistance Program (IRAP), supporting Canadian SMEs with the strategic use of innovation and business advice to compete on the global scene. She holds a PhD in management, an MBA, and an undergraduate engineering degree. Her areas of expertise include: technology entrepreneurship; strategic planning and foresight; and national and international initiatives in science and technology. Her research interests include: international collaborations, national innovation systems, science and technology commercialization, and other topics related to technology entrepreneurship and innovation management. She is the author of publications and communications in the field of innovation.</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%">Arthur Low</style></author><author><style face="normal" font="default" size="100%">Steven Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Keystone Business Models for Network Security Processors</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 ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">business model innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">platforms</style></keyword><keyword><style  face="normal" font="default" size="100%">semiconductors</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%">07/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/703</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%">25-33</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Network security processors are critical components of high-performance systems built for cybersecurity. Development of a network security processor requires multi-domain experience in semiconductors and complex software security applications, and multiple iterations of both software and hardware implementations. Limited by the business models in use today, such an arduous task can be undertaken only by large incumbent companies and government organizations. Neither the “fabless semiconductor” models nor the silicon intellectual-property licensing (“IP-licensing”) models allow small technology companies to successfully compete. This article describes an alternative approach that produces an ongoing stream of novel network security processors for niche markets through continuous innovation by both large and small companies. This approach, referred to here as the &quot;business ecosystem model for network security processors&quot;, includes a flexible and reconfigurable technology platform, a “keystone” business model for the company that maintains the platform architecture, and an extended ecosystem of companies that both contribute and share in the value created by innovation. New opportunities for business model innovation by participating companies are made possible by the ecosystem model. This ecosystem model builds on: i) the lessons learned from the experience of the first author as a senior integrated circuit architect for providers of public-key cryptography solutions and as the owner of a semiconductor startup, and ii) the latest scholarly research on technology entrepreneurship, business models, platforms, and business ecosystems. This article will be of interest to all technology entrepreneurs, but it will be of particular interest to owners of small companies that provide security solutions and to specialized security professionals seeking to launch their own companies.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Crack Semiconductor
Arthur Low is the founder and Chief Executive Officer of Crack Semiconductor, a supplier of high-performance cryptographic silicon IP used in some of the most demanding security applications. Arthur has a number of patents in the field of hardware cryptography. He has worked for a number of IC startups as a Senior IC designer and Architect and gained much of his fundamental IC design experience with Bell-Northern Research in the early 1990s and with IBM Microelectronics in the late 1990s. Arthur has a BSc degree in Electrical Engineering from the University of Alberta in Edmonton, Canada, and is completing his MSc degree in Technology Innovation Management in the Department of Systems and Computer Engineering at Carleton University in Ottawa, Canada. </style></custom1><custom2><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 (TIM) program. His research interests include open and distributed innovation, technology entrepreneurship, product development, and commercialization of technological innovation.</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><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%">Michael Ayukawa</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Applying the Theory of the Firm to Examine a Technology Startup at the Investment Stage</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%">deals</style></keyword><keyword><style  face="normal" font="default" size="100%">investment</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">theory of the firm</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%">05/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/556</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%">23-27</style></pages><abstract><style face="normal" font="default" size="100%">The investment stage of a new technology firm is when resources, opportunities, investors, and early customers first converge. Currently, technology entrepreneurs make many expensive mistakes. They invest in assets and develop capabilities that prove to have limited value. They take too long to discover and validate the product-market fit for their firms during the investment stage and run out of time and money. Understanding how theory can help entrepreneurs make decisions during the investment stage is important to accelerate new-firm formation and growth as well as to reduce the uncertainty of founders and stakeholders of technology firms. 
 
This article introduces a model developed to examine deal making during the investment stage of a new technology firm. It is an extension of a model of lateral firm scope proposed by Oliver Hart and Bengt Holmstrom. The extensions come from considering a technology firm as being both a deal-making entity and a pool of resources during the investment stage. A deal is the result of a decision the entrepreneur and others make to coordinate (i.e., work together to achieve a common objective). Benefits from a deal include cash profits for the firm and private benefits for the entrepreneur. 

This extended model is then applied to examine the author’s firm which is still in the investment stage. Application of the extended model to a real-life situation generated two important insights: i) when private benefits include learning from experimentation, the number of deals increases and ii) at the start of the investment stage, private benefits drive deal-making, whereas at the end of the investment stage, cash profits derived from asset ownership drive deal-making.
</style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Cornerportal 
Michael Ayukawa is the co-founder of Cornerportal Inc., a company that is committed to bring economic opportunity to more individuals in more communities worldwide. He is also a master's student in the Technology Innovation Management program at Carleton University and plays an active in several emerging business ecosystem projects. 
</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%">Steven Muegge</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Business Model Discovery by Technology Entrepreneurs</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 models</style></keyword><keyword><style  face="normal" font="default" size="100%">commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">value capture</style></keyword><keyword><style  face="normal" font="default" size="100%">value creation</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%">04/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/545</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">5-16</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Value creation and value capture are central to technology entrepreneurship. The ways in which a particular firm creates and captures value are the foundation of that firm's business model, which is an explanation of how the business delivers value to a set of customers at attractive profits. Despite the deep conceptual link between business models and technology entrepreneurship, little is known about the processes by which technology entrepreneurs produce successful business models. This article makes three contributions to partially address this knowledge gap. First, it argues that business model discovery by technology entrepreneurs can be, and often should be, disciplined by both intention and structure. Second, it provides a tool for disciplined business model discovery that includes an actionable process and a worksheet for describing a business model in a form that is both concise and explicit. Third, it shares preliminary results and lessons learned from six technology entrepreneurs applying a disciplined process to strengthen or reinvent the business models of their own nascent technology businesses.</style></abstract><issue><style face="normal" font="default" size="100%">4</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 (TIM) program. His research interests include open and distributed innovation, technology entrepreneurship, product development, and commercialization of technological innovation. The ideas presented in this article were an outcome of work with talented graduate students in the TIM program, mentoring first-time entrepreneurs in the &lt;a href=&quot;http://leadtowin.ca&quot;&gt;Lead to Win&lt;/a&gt;, Ottawa Young Entrepreneurs (OYE), and Carleton Entrepreneurs programs, and his own research program on commercializing innovation.</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%">Seppo Leminen</style></author><author><style face="normal" font="default" size="100%">Mika Westerlund</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Categorizing the Growth Strategies of Small Firms</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%">growth orientation</style></keyword><keyword><style  face="normal" font="default" size="100%">growth strategies</style></keyword><keyword><style  face="normal" font="default" size="100%">R&amp;D investment</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">05/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/553</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%">5-9</style></pages><abstract><style face="normal" font="default" size="100%">This study investigates the link between a small firm’s investment in R&amp;D and its growth strategy. A firm’s growth strategy refers to the means by which the organization plans to achieve its objective to grow in volume and turnover. We categorize firm growth strategies into eight distinctive clusters: opportunity explorers, radical innovators, business developers, business expanders, profit makers, business rebuilders, stagnators, and downsizers. We argue that understanding a firm’s growth orientation provides a way to assess the returns of its R&amp;D investments, because an organization’s intangible growth strategies and tangible inputs are connected.  </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Laurea University of Applied Sciences and Aalto University
Seppo Leminen, D. Sc. (Econ.), Lic. Tech., holds positions as Principal Lecturer at the Laurea University of Applied Sciences and Adjunct Professor in the School of Economics at Aalto University. Seppo holds a doctoral degree in Marketing from the Hanken School of Economics and a licentiate degree in Information Technology at the Helsinki University of Technology. His research and consultation interests include value co-creation and capture with users as well as relationships, services, and business models in marketing. He runs various living lab and business model projects in ICT and media industries.</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Mika Westerlund, D. Sc. (Econ.) is an Assistant Professor at Carleton University’s Sprott School of Business. He previously held positions as Postdoctoral Scholar in the Haas School of Business at the University of California Berkeley and Postdoctoral Researcher in the School of Economics at Aalto University. Mika earned his doctoral degree in Marketing from the Helsinki School of Economics. His doctoral research focused on software firms’ business models and his current research interests include open innovation, business strategy, and management models in high-tech and service-intensive industries. Results from his research are reported in numerous scholarly journals. </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%">Aparna Shanker</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Customer Value Creation Framework for Businesses That Generate Revenue with Open Source Software</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%">customer value</style></keyword><keyword><style  face="normal" font="default" size="100%">customer value creation</style></keyword><keyword><style  face="normal" font="default" size="100%">open source business</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">value proposition</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%">03/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/534</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%">18-22</style></pages><abstract><style face="normal" font="default" size="100%">Technology entrepreneurs must create value for customers in order to generate revenue. This article examines the dimensions of customer value creation and provides a framework to help entrepreneurs, managers, and leaders of open source projects create value, with an emphasis on businesses that generate revenue from open source assets. The proposed framework focuses on a firm's pre-emptive value offering (also known as a customer value proposition). This is a firm's offering of the value it seeks to create for a customer, in order to meet his or her requirements.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Aparna Shanker is a customer applications engineer with Alcatel-Lucent in Ottawa, where her job focus is on IP networks and the 4G LTE Evolved Packet Core. She is also currently a graduate student in the Technology Innovation Management program at Carleton University. Her research interests include open source businesses and customer value management. She holds an undergraduate degree in Computer Engineering from Queen's University, Kingston.</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: Entrepreneurship in the 21st Century (August 2012)</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%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">08/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/592</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%">3-4</style></pages><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;i&gt;Technology Innovation Management Review&lt;/i&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa and BScH and MSc degrees in Biology from Queen's University in Kingston. 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%">Chris McPhee</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%">Editorial: Technology Entrepreneurship (April 2012)</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%">technology entrepreneurship</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%">04/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/544</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</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%">4</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review 
Chris McPhee is Editor-in-Chief of the &lt;i&gt;Technology Innovation Management Review&lt;/i&gt; and is in the Technology Innovation Management program at Carleton University in Ottawa. Chris received his BScH and MSc degrees in Biology from Queen's University in Kingston, following which he worked in a variety of management, design, and content development roles on science education software projects in Canada and Scotland.
 
</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University 
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.
 
</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%">Chris McPhee</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%">Editorial: Technology Entrepreneurship (February 2012)</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%">entrepreneur</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">02/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/519</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%">3-4</style></pages><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;i&gt;Technology Innovation Management Review&lt;/i&gt; and is in the Technology Innovation Management program at Carleton University in Ottawa. Chris received his BScH and MSc degrees in Biology from Queen's University in Kingston, following which he worked in a variety of management, design, and content development roles on science education software projects in Canada and Scotland.</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.</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%">Chris McPhee</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%">Editorial: Technology Entrepreneurship (March 2012)</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%">technology entrepreneurship</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%">03/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/531</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%">3-4</style></pages><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review 
Chris McPhee is Editor-in-Chief of the &lt;i&gt;Technology Innovation Management Review&lt;/i&gt; and is in the Technology Innovation Management program at Carleton University in Ottawa. Chris received his BScH and MSc degrees in Biology from Queen's University in Kingston, following which he worked in a variety of management, design, and content development roles on science education software projects in Canada and Scotland.
</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University 
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.
</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%">Chris McPhee</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%">Editorial: Technology Entrepreneurship (May 2012)</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%">entrepreneur</style></keyword><keyword><style  face="normal" font="default" size="100%">global entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">05/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/552</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%">3-4</style></pages><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review 
Chris McPhee is Editor-in-Chief of the &lt;i&gt;Technology Innovation Management Review&lt;/i&gt; and is in the Technology Innovation Management program at Carleton University in Ottawa. Chris received his BScH and MSc degrees in Biology from Queen's University in Kingston, following which he worked in a variety of management, design, and content development roles on science education software projects in Canada and Scotland.</style></custom1><custom2><style face="normal" font="default" size="100%">Carleton University 
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.</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%">Stoyan Tanev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Global from the Start: The Characteristics of Born-Global Firms in the Technology Sector</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%">born global</style></keyword><keyword><style  face="normal" font="default" size="100%">international business</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">03/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/532</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%">5-8</style></pages><abstract><style face="normal" font="default" size="100%">This article provides insights from recent research on firms that are &quot;born global&quot;. A born-global firm is a venture launched to exploit a global niche from the first day of its operations. The insights in this article are relevant to technology entrepreneurs and top management teams of new technology firms. After discussing various definitions for the term &quot;born global&quot; and identifying the main characteristics of born-global firms, this article lists a few salient characteristics of firms that are born global in the technology sector. The article concludes by identifying opportunities for future research.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">University of Southern Denmark
Stoyan Tanev is an Associate Professor in the Institute of Technology and Innovation and member of the Integrative Innovation Management (I2M) Research Unit at the University of Southern Denmark, Odense, Denmark. He is also Adjunct Professor in the Department of Systems and Computer Engineering at Carleton University in Ottawa, Canada, where he was previously a faculty member in the Technology Innovation Management Program. He has an MSc and PhD in Physics (jointly by the University of Sofia, Bulgaria, and the University Pierre and Marie Curie, Paris, France), an MEng in Technology Management (Carleton University, Canada), and a MA (University of Sherbrooke, Canada). His main research interests are in the fields of technology innovation management and value co-creation in technology-driven businesses. Dr. Tanev is also on the Review Board of the &lt;i&gt;Technology Innovation Management Review&lt;/i&gt;.</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%">Jeeshan Chowdhury</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Hacking Health: Bottom-up Innovation for Healthcare</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%">hackathon</style></keyword><keyword><style  face="normal" font="default" size="100%">hacking health</style></keyword><keyword><style  face="normal" font="default" size="100%">healthcare</style></keyword><keyword><style  face="normal" font="default" size="100%">social innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">07/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/579</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%">31-35</style></pages><abstract><style face="normal" font="default" size="100%">Healthcare is not sustainable and still functions with outdated technology (e.g., pagers, paper records).  Top-down approaches by governments and corporations have failed to deliver digital technologies to modernize healthcare. Disruptive innovation must come from the ground up by bridging the gap between front-line health experts and innovators in the latest web and mobile technology. Hacking Health is a hackathon that is focused on social innovation more than technical innovation. Our approach to improve healthcare is to pair technological innovators with healthcare experts to build realistic, human-centric solutions to front-line healthcare problems.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Hacking Health
Jeeshan Chowdhury is completing an MD/DPhil at the Universities of Alberta and Oxford, where he studied as a Rhodes Scholar. Jeeshan’s academic research focuses on emerging healthcare technologies, namely developing novel point-of-care diagnostics and quantitative methods to measure the impact of health information systems. As a Sauvé Scholar, Jeeshan has co-founded HackingHealth.ca to foster health technology innovations. He also launched EnlightHealth.com, a health tech startup that innovates web and mobile solutions for patients, providers, and clinics. </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%">Peter Carbone</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">How Do Large Companies Manage Their Investments Across the Three Horizons?</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%">horizon management</style></keyword><keyword><style  face="normal" font="default" size="100%">investment</style></keyword><keyword><style  face="normal" font="default" size="100%">large companies</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">04/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/548</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">28-34</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technical entrepreneurship continues to be important to a technology company’s health and growth, even after it has successfully delivered its first product. It is essential to help the company deal with competitive forces and to renew its revenue stream. However, as the company grows, its entrepreneurial capability often becomes handicapped both by company culture as well as external pressures. The company must achieve the right mix of investment and level of attention across three time horizons of growth: immediate, imminent, and future. This balancing act requires a commitment to a strategic growth goal, appropriate tools, and leaders that can manage significant degrees of uniqueness in the resources that address each of these time horizons.

This article discusses some of the horizon-management challenges faced by top management teams of large companies and overviews some mechanisms and processes that have worked effectively. Large companies must overcome internal teams’ divergent values and culture as well as significant external, short-term pressures being applied by their existing base of customers and markets. Discipline at the entry point to Horizon 3 (exploratory phase) and then a rapid transition to Horizon 1 (current operations) is the priority of any successful growth company.
</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">
Peter Carbone is a successful executive known for his thought leadership, business acumen, and technology leadership. He is often called on to address new business and technology challenges. Peter is a pathfinder with a track record of creating innovative solutions, strategically managing technology and innovation, successfully launching and running new businesses, and leading business development initiatives. Peter has held CTO, R&amp;D, and senior business positions in several high-tech companies, and he has led or been directly involved with several technology company acquisitions. Peter has been engaged as technical advisor to startups, is part of the faculty of an entrepreneur development program that has created &gt;100 new companies, and has been on the boards of US-based Alliance for Telecommunications Industry Solutions (ATIS) and Coral CEA. He is past Vice-Chair of the Executive Committee of the Information Technology Associationof Canada (ITAC) and Chair of an ITAC committee, which is focused on the Global Competitiveness of Canada’s Knowledge Economy. Peter is also on the Advisory Board of the &lt;em&gt;Technology Innovation Management Review.&lt;/em&gt;</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%">Arthur Low</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Making Money from Exploiting Schumpeterian Opportunities: John Sanguinetti and the Electronic Design Automation Industry</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%">CynLib</style></keyword><keyword><style  face="normal" font="default" size="100%">EDA industry</style></keyword><keyword><style  face="normal" font="default" size="100%">integrated circuit design</style></keyword><keyword><style  face="normal" font="default" size="100%">John Sanguinetti</style></keyword><keyword><style  face="normal" font="default" size="100%">Schumpter</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">verilog</style></keyword><keyword><style  face="normal" font="default" size="100%">VHDL</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%">05/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/555</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%">18-22</style></pages><abstract><style face="normal" font="default" size="100%">Accounts of the effect that John Sanguinetti’s two companies had on the market for integrated circuit design languages were used to gain insights on how to profit from the exploitation of Schumpeterian opportunities. This article will be of interest to entrepreneurs who expect to profit from exploiting opportunities that disrupt the status quo. To write this article, the author reviewed the literature on Schumpeterian and Kirznerian opportunities and examined the writings of and about Sanguinetti and his companies, blogs written by industry insiders, and articles in industry trade journals. Sanguinetti’s first company introduced a new technology and his second company introduced a new business strategy and a new technology. Both of Sanguinetti's companies undermined the capital investments of the established incumbents and created new value for customers. The article provides three main insights. First, deep knowledge and experience in the customer domain enable an entrepreneur to recognize and act to profit from a Schumpeterian opportunity. Second, to profit from a Schumpeterian opportunity the entrepreneur needs to combine technology and business model components in a way that adds significant value to customers. Third, large amounts of venture capital may or may not be required to exploit Schumpeterian opportunities. </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Crack Semiconductor
Arthur Low is the founder and Chief Executive Officer of Crack Semiconductor, a supplier of high-performance cryptographic silicon IP used in some of the most demanding security applications. Arthur has a number of patents in the field of hardware cryptography. He has worked for a number of IC startups as a Senior IC designer and Architect and gained much of his fundamental IC design experience with Bell-Northern Research in the early 1990s and with IBM Microelectronics in the late 1990s. Arthur has a BSc degree in Electrical Engineering from the University of Alberta and is completing his MSc degree in Technology Innovation Management in the Department of Systems and Computer Engineering at Carleton University.
</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%">Tony Bailetti</style></author><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author><author><style face="normal" font="default" size="100%">Tom Duxbury</style></author><author><style face="normal" font="default" size="100%">David Hudson</style></author><author><style face="normal" font="default" size="100%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Steven Muegge</style></author><author><style face="normal" font="default" size="100%">Michael Weiss</style></author><author><style face="normal" font="default" size="100%">Jonathan Wells</style></author><author><style face="normal" font="default" size="100%">Mika Westerlund</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">An Overview of Four Issues on Technology Entrepreneurship in the TIM Review</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%">creative destruction</style></keyword><keyword><style  face="normal" font="default" size="100%">global entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">journal articles</style></keyword><keyword><style  face="normal" font="default" size="100%">social entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">theory</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%">05/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/557</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%">28-34</style></pages><abstract><style face="normal" font="default" size="100%">The field of technology entrepreneurship is in its infancy when compared to other fields such as economics and management. Articles on technology entrepreneurship have been published in at least 62 journals, of which only 18 contribute to technology innovation management or entrepreneurship. Less than a handful of these 62 journals are considered to be &quot;good&quot; journals and none can claim a leadership position in technology entrepreneurship. The purpose of this article is to provide an overview of the 20 journal articles published in the February, March, April, and May 2012 issues of the Technology Innovation Management Review (TIM Review).</style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University 
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.

(See end of article for further author biographies.)</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%">Sonia D. Bot</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Process Ambidexterity for Entrepreneurial Firms</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 management</style></keyword><keyword><style  face="normal" font="default" size="100%">exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">exploration</style></keyword><keyword><style  face="normal" font="default" size="100%">performance improvement</style></keyword><keyword><style  face="normal" font="default" size="100%">process ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">04/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/547</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">21-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology-based entrepreneurial firms must effectively support both mainstream exploitation and new-stream exploration in order to remain competitive for the long term. The processes that support exploitation and exploration initiatives are different in terms of logistics, payoff horizons, and capabilities. Few firms are able to strike a balance between the two, where mainstream exploitation usually trumps new-stream exploration. The ultimate goal is for the firm to operate effectively in a repeatable, scalable, and systematic manner, rather than relying on good luck and hoping either to come up with the next innovation or for the product to function according to its requirements. 

This article builds on the author’s years of experience in building businesses and transforming medium and large-sized, entrepreneurial technology firms, leading large-scale breakthrough and sustained performance improvements by using and evolving Lean Six Sigma methodologies, and reviews of technology innovation management and entrepreneurship literature. This article provides a process-based perspective to understanding and addressing the issues on balancing mainstream exploitation and new-stream exploration in medium and large-sized entrepreneurial firms and extending it to startups. The resulting capability is known as process ambidexterity and requires disciplined, agile, and lean business management.
</style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">
Sonia Bot is a business executive who specializes in strategy and business execution for technology innovation and corporate entrepreneurship ventures. She has extensive experience in the high-tech industry, including business transformation and strategy, product management and delivery, and new venture creation within multinational technology companies. Her work experience includes Research In Motion, Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt. </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%">Results-Based Organization Design for Technology Entrepreneurs</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%">design principles</style></keyword><keyword><style  face="normal" font="default" size="100%">logic model</style></keyword><keyword><style  face="normal" font="default" size="100%">organization design</style></keyword><keyword><style  face="normal" font="default" size="100%">performance management</style></keyword><keyword><style  face="normal" font="default" size="100%">results-based management</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">05/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/554</style></url></web-urls></urls><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%">10-17</style></pages><abstract><style face="normal" font="default" size="100%">Faced with considerable uncertainty, entrepreneurs would benefit from clearly defined objectives, a plan to achieve these objectives (including a reasonable expectation that this plan will work), as well as a means to measure progress and make requisite course corrections. In this article, the author combines the benefits of results-based management with the benefits of organization design to describe a practical approach that technology entrepreneurs can use to design their organizations so that they deliver desired outcomes. This approach links insights from theory and practice, builds logical connections between entrepreneurial activities and desired outcomes, and measures progress toward those outcomes. This approach also provides a mechanism for entrepreneurs to make continual adjustments and improvements to their design and direction in response to data, customer and stakeholder feedback, and changes in their business environment.</style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;i&gt;Technology Innovation Management Review&lt;/i&gt; and is in the Technology Innovation Management program at Carleton University in Ottawa. Chris received his BScH and MSc degrees in Biology from Queen's University in Kingston, following which he worked in a variety of management, design, and content-development roles on science-education software projects in Canada and Scotland.</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%">Tony Bailetti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Technology Entrepreneurship: Overview, Definition, and Distinctive Aspects</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%">entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurs</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">02/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/520</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%">5-12</style></pages><abstract><style face="normal" font="default" size="100%">Technology entrepreneurship lies at the heart of many important debates, including those around launching and growing firms, regional economic development, selecting the appropriate stakeholders to take ideas to markets, and educating managers, engineers, and scientists. Unless a generally accepted definition of technology entrepreneurship is established, however, these debates lose their focus.

The purpose of this article is to identify the themes that dominate the technology entrepreneurship literature, provide a definition of technology entrepreneurship, and identify its distinguishing aspects relative to economics, entrepreneurship, and management. 

The author argues that technology entrepreneurship is an investment in a project that assembles and deploys specialized individuals and heterogeneous assets to create and capture value for the firm. What distinguishes technology entrepreneurship from other entrepreneurship types (e.g., social entrepreneurship, small business management, and self-employment) is the collaborative experimentation and production of new products, assets, and their attributes, which are intricately related to advances in scientific and technological knowledge and the firm’s asset ownership rights. 
</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Tony Bailetti is an Associate Professor in the Sprott School of Business and the Department of Systems and Computer Engineering at Carleton University, Ottawa, Canada. Professor Bailetti is the Director of Carleton University's Technology Innovation Management program. His research, teaching, and community contributions support technology entrepreneurship, regional economic development, and international co-innovation.</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%">TIM Program</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TIM Lecture Series: Leadership Position in Technology Entrepreneurship and Commercialization</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%">commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">global entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">06/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/569</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%">49-53</style></pages><issue><style face="normal" font="default" size="100%">6</style></issue></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%">Brian Hurley</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TIM Lecture Series: The Business of Mobile Apps</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%">apps</style></keyword><keyword><style  face="normal" font="default" size="100%">mobile applications</style></keyword><keyword><style  face="normal" font="default" size="100%">smartphones</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">03/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/537</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%">32-34</style></pages><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Purple Forge
Brian Hurley is an entrepreneurial leader with over 25 years of experience in building strong teams, innovative products, and international businesses. Brian is currently CEO of Purple Forge which he founded in 2008. He founded Liquid Computing in 2003 and, as its CEO, raised over $44M in venture financing, built a world-class team, delivered an award winning product to market, and won initial sales. Brian has built and led numerous successful business teams at Nortel, Bell-Northern Research, and Microtel Pacific Research. Brian is the best-selling author of &quot;A Small Business Guide to Doing Big Business on the Internet&quot;. Brian graduated from Carleton University with a Bachelor of Engineering.</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%">Tony Lackey</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TIM Lecture Series: The Importance of Dealing with Risk for New Businesses</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%">insurance</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">technology entrepreneurship</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%">04/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/550</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">41-43</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">Carleton University
Tony Lackey is Manager of Risk and Insurance at Carleton University in Ottawa, Canada, where he also lectures in the Sprott School of Business. Prior to coming to Carleton, he spent over 18 years in the general insurance industry, the last four of which in the role of Regional Claims Manager at a large Canadian mutual insurance company. Tony also operating an independent consulting business where he offered technical audit services and developed claims systems. He has also held executive positions with several insurance and non-profit organisations. Tony holds a BA from Carleton University and the Certified Risk Manager (CRM) designation. He is also a Fellow of the Global Risk Management Institute and a Fellow Certified Insurance Professional. He is an active member of the Risk and Insurance Managers Society and is Past-President of the Ottawa chapter. </style></custom1></record></records></xml>