01598nas a2200205   4500008004100000022001400041245006200055210006100117260004200178300001000220490000600230520100700236653001501243653001501258653001401273653002201287100002401309700002101333856003801354       2019                        eng d  a1927-032100aInnovation Ecosystems as Structures for Value Co-Creation0 aInnovation Ecosystems as Structures for Value CoCreation  aOttawabTalent First Networkc02/2019  a25-350 v93 aDespite the many recent discussions on “innovation ecosystems” as well as on open innovation or other co-innovation models, a more in-depth understanding of the multi-actor processes of value co-creation remains rather scarce. Hence, in this case study, we provide significant novel insight about innovation ecosystems as structures enabling multi-actor value co-creation in real-life innovation ecosystems. Based on our empirical findings, we identified two key principles: 1) in order to encourage the active participation of ecosystem actors in the value co-creation process, efforts must be made to ensure a clear vision and a shared value base on which the ecosystem activities can be built and 2) facilitation is needed to support the ecosystem actors to make new connections and to share their knowledge and resources in concrete ways. Most importantly, the more diversity there is among the ecosystem actors, the greater the support for innovativeness within the value co-creation process. 10aecosystems10ainnovation10aplatforms10avalue co-creation1 aKetonen-Oksi, Sanna1 aValkokari, Katri  uhttps://timreview.ca/article/121601817nas a2200253   4500008004100000022001400041245011000055210006900165260004200234300001000276490000600286520103400292653002301326653001601349653002101365653001401386653002501400653002401425653002001449653002301469653001401492100002101506856003601527       2015                        eng d  a1927-032100aBusiness, Innovation, and Knowledge Ecosystems: How They Differ and How to Survive and Thrive within Them0 aBusiness Innovation and Knowledge Ecosystems How They Differ and  aOttawabTalent First Networkc08/2015  a17-240 v53 aIn management studies, the ecosystem metaphor is often utilized without clear definition and, thereby, several partially overlapping concepts such as industrial, business, service, innovation, and knowledge ecosystems have been introduced. The purpose of this conceptual article is to go beyond the confusion to define what is meant by different concepts regarding an ecosystem and especially describe the relationships between the three different ecosystem types: business, innovation, and knowledge ecosystems. The article contributes to the literature by describing how the ecosystem types differ in terms of their outcomes, interactions, logic of action, and actor roles. The results show that the three ecosystem types are interconnected from the viewpoint of the ecosystem actor. For practitioners, the article sheds more light on how the rules of the game (i.e., the logic of action) differ in the different types of ecosystems and demonstrates that different models are needed in order to operate in different ecosystems.10abusiness ecosystem10acommunities10aconceptual paper10aecosystem10ainnovation ecosystem10aknowledge ecosystem10alogic of action10aman-made ecosystem10aplatforms1 aValkokari, Katri  uhttp://timreview.ca/article/919