<?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%">Stephen Cummings</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TIM Lecture Series – Communicating Strategy: How Drawing Can Create Better Engagement</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%">communicating</style></keyword><keyword><style  face="normal" font="default" size="100%">drawing</style></keyword><keyword><style  face="normal" font="default" size="100%">frameworks</style></keyword><keyword><style  face="normal" font="default" size="100%">illustrations</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic management</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">SWOT</style></keyword><keyword><style  face="normal" font="default" size="100%">visual communication</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%">08/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/922</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%">44-48</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Victoria University of Wellington
Stephen Cummings is Professor of Strategy and ICMCI Academic Fellow at Victoria Business School, Victoria University of Wellington, New Zealand. He has published on strategy, creativity, and management history in a range of journals including the &lt;em&gt;Academy of Management Learning and Education Journal, Academy of Management Perspectives, Human Relations, Long Range Planning,&lt;/em&gt; and &lt;em&gt;Organization Studies&lt;/em&gt;. He has also written, co-written and edited a number of books promoting creative approaches to strategy development. These include &lt;em&gt;Recreating Strategy&lt;/em&gt; (2002), &lt;em&gt;Images of Strategy&lt;/em&gt; (2003), &lt;em&gt;Creative Strategy&lt;/em&gt; (2010), &lt;em&gt;The Handbook of Management and Creativity&lt;/em&gt; (2014), and &lt;em&gt;Strategy Builder: How to Create and Communicate More Effective Strategies&lt;/em&gt; (2015).</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%">Stephen Cummings</style></author><author><style face="normal" font="default" size="100%">Chris Bilton</style></author><author><style face="normal" font="default" size="100%">dt ogilvie</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Toward a New Understanding of Creative Dynamics: From One-Size-Fits-All Models to Multiple and Dynamic Forms of Creativity</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">action-embedded creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">creative dynamics</style></keyword><keyword><style  face="normal" font="default" size="100%">creativities</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">creativitying</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">management</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%">07/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/910</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%">14-24</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This article proposes an alternative to a managerial &quot;best practice&quot; approach to creativity based on the notion of creativity as a singular concept. Our alternative draws on three fundamental ideas that are emerging in different pockets of the creativity literature in a way that can be readily conceptualized and applied in practice. The first idea is that creativity is really about &quot;creativities&quot;, or a cluster of different and discrete qualities that can be combined to suit the context in which they operate. The second is that creativity is not static: it is about &quot;creativitying&quot;, or the action and the practice of combining these creativities, which evolve over time. The third is that being creative in organizations is not an individual act: rather, it is the multiple activities of groups as they go about creativitying.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Victoria University of Wellington 
Stephen Cummings is Professor of Strategy and ICMCI Academic Fellow at Victoria Business School, Victoria University of Wellington, New Zealand. He has published on strategy, creativity, and management history in a range of journals including the &lt;em&gt;Academy of Management Learning and Education Journal, Academy of Management Perspectives, Human Relations, Long Range Planning,&lt;/em&gt; and &lt;em&gt;Organization Studies&lt;/em&gt;. He has also written, co-written and edited a number of books promoting creative approaches to strategy development. These include &lt;em&gt;Recreating Strategy&lt;/em&gt; (2002), &lt;em&gt;Images of Strategy&lt;/em&gt; (2003), &lt;em&gt;Creative Strategy&lt;/em&gt; (2010), &lt;em&gt;The Handbook of Management and Creativity&lt;/em&gt; (2014), and &lt;em&gt;Strategy Builder: How to Create and Communicate More Effective Strategies&lt;/em&gt; (2015).</style></custom1><custom2><style face="normal" font="default" size="100%">University of Warwick
Chris Bilton is Reader in the Centre for Cultural Policy Studies at the University of Warwick, United Kingdom, where he specializes in management of creativity and creativity of management. He is the author, editor, and co-author of several books on creative management and creative strategy and teaches modules on creative business and marketing. Chris has a background in theatre and in community arts, which he gained before entering the world of academia. His research interests include: leadership, strategy, and structure in creative organizations; cultural policy and the creative industries; and structure of the creative economy. He is currently working on a book about marketing in the creative industries, for publication in 2016.</style></custom2><custom3><style face="normal" font="default" size="100%">Saunders College of Business/Rochester Institute of Technology 
dt ogilvie is Distinguished Professor of Urban Entrepreneurship and former Dean of Saunders College of Business at Rochester Institute of Technology, in New York, United States, where she founded the Center for Urban Entrepreneurship (CUE). She is formerly Professor of Business Strategy &amp; Urban Entrepreneurship at Rutgers Business School – Newark and New Brunswick (RBS), where she founded The Center for Urban Entrepreneurship &amp; Economic Development (CUEED) and the Scholarship Training and Enrichment Program (STEP). She has published in top journals and five of her research papers have been recognized with research awards. Her research interests include strategic decision making and the use of creativity to enhance business and battlefield decision making and applying complexity theory to strategy and creativity; executive leadership strategies of multicultural women executives; women in the executive suite; strategic thinking in the 21st century; cognition and strategic decision making; entrepreneurship and economic development of urban cities; and assessing environmental dimensions.</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%">Sally Davenport</style></author><author><style face="normal" font="default" size="100%">Stephen Cummings</style></author><author><style face="normal" font="default" size="100%">Urs Daellenbach</style></author><author><style face="normal" font="default" size="100%">Charles Campbell</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Problemsourcing: Local Open Innovation for R&amp;D Organizations</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%">local open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">problemsourcing</style></keyword><keyword><style  face="normal" font="default" size="100%">R&amp;D</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%">03/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/665</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%">14-20</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Open innovation and crowdsourcing are usually focused on using others external to the organization to solve your problems. How then do R&amp;D organizations, who traditionally solve the problems of others, harness the benefits of open innovation and crowdsourcing yet maintain their mission and capabilities? &quot;Problemsourcing&quot; may provide the answer. In this mode of open innovation, the open call to the &quot;crowd&quot; of businesses is for them to suggest problems that, if solved by the R&amp;D organization, could greatly enhance the business’ competitive advantage and therefore the nation’s economy. 

In this article, we describe a problemsourcing initiative developed by Industrial Research Ltd (IRL), a government-owned R&amp;D organization in New Zealand. The &quot;What’s Your Problem New Zealand?&quot; competition promised NZ$1m worth of R&amp;D services to the winning business. Using this case study, we map a range of benefits of crowdsourcing for R&amp;D problems, including generating a potential pipeline of projects and clients as well as avoiding the challenge to the professional status of the organization’s research capability. A side-effect not initially taken account of was that, by demonstrating openness, accessibility, and helpfulness, the reputation of the research organization was greatly enhanced. 

The problemsourcing model provided by the &quot;What’s Your Problem New Zealand?&quot; competition represents a new strategic possibility for R&amp;D organizations that complements their traditional business model by drawing on the openness that open innovation and crowdsourcing seek to leverage. As such, it can provide insights for other research organizations wishing to make use of the connectivity afforded by open innovation and crowdsourcing.</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">Victoria Business School
Sally Davenport is Professor of Management at Victoria Business School in Wellington, New Zealand. Her PhD in Chemistry was obtained at IRL’s predecessor organization and she has maintained close research relationships based on her scientific background. Sally’s research interests include the strategic management of innovation, interaction between innovation stakeholders in the commercialization of research and the discourse of scientific organizations. She has published in a range of journals including &lt;em&gt;Research Policy, Technovation, Journal of Technology Transfer, R&amp;D Management, Innovation: Management, Policy &amp; Practice, Science &amp; Public Policy,&lt;/em&gt; and &lt;em&gt;Technology Analysis &amp; Strategic Management&lt;/em&gt;.</style></custom1><custom2><style face="normal" font="default" size="100%">Victoria Business School 
Stephen Cummings is Professor of Strategy at Victoria Business School in Wellington, New Zealand. His research interests include the history of management and creative approaches to strategy development. His publications have appeared in &lt;em&gt;Academy of Management Executive, Academy of Management Learning &amp; Education, Business Horizons, Long Range Planning, Organization&lt;/em&gt;, and &lt;em&gt;Organization Studies&lt;/em&gt;. His recent books include &lt;em&gt;Recreating Strategy, The Strategy Pathfinder, Creative Strategy: Reconnecting Business and Innovation&lt;/em&gt;, and the forthcoming &lt;em&gt;Handbook of Management and Creativity&lt;/em&gt;.

</style></custom2><custom3><style face="normal" font="default" size="100%">Victoria Business School
Urs Daellenbach is a Reader in Management at Victoria Business School in Wellington, New Zealand.  His research interests focus on the resource-based view of the firm with a specific focus on contexts associated with R&amp;D and innovation and where multiple diverse stakeholders may create advantages cooperatively. His publications have appeared in &lt;em&gt;Strategic Management Journal, Long Range Planning, Industrial &amp; Corporate Change, Journal of Management Studies, Journal of Technology Transfer&lt;/em&gt;, and &lt;em&gt;R&amp;D Management&lt;/em&gt;.
</style></custom3><custom4><style face="normal" font="default" size="100%">Victoria Business School 
Charles Campbell is a researcher at Victoria Business School in Wellington, New Zealand. Charles has a PhD in History from the University Canterbury. He is also a novelist and is currently based in the Otago region of New Zealand. </style></custom4></record></records></xml>