<?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%">Pekka Buttler</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Practice Method for Studying Creative Communities</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%">communities</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">practice</style></keyword><keyword><style  face="normal" font="default" size="100%">research method</style></keyword><keyword><style  face="normal" font="default" size="100%">teamwork</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">11/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1197</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">22-31</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Explaining innovation – even merely spotting it actually happening – is difficult. In this article, I introduce an industry-friendly approach that will enable practitioners and researchers alike to observe, interpret, and understand the different types of creativities – the raw materials necessary for innovation – that happen in creative communities. The Practice Method for Studying Creative Communities (PMSCC) is based on theories developed by Nonaka and Takeuchi. However, unlike mainstream practice-oriented methods, the PMSCC does not necessitate the use of theory-heavy conceptualizations; instead, it focuses on the everyday, creative micro-interactions in communities. As I describe in this article, the PMSCC offers practitioners and researchers an effective way to gain new insights into an otherwise relatively opaque process. Besides outlining the method, I also present results from a research project utilizing the PMSCC, showing how the method can produce worthwhile findings, foster new insights, and help practitioners hone their creative processes.</style></abstract><issue><style face="normal" font="default" size="100%">11</style></issue><custom1><style face="normal" font="default" size="100%">Hanken School of Economics
Pekka Buttler, M.Sc. (Econ), is a doctoral student at the Hanken School of Economics in Helsinki, Finland, where he is researching conceptual design in IT projects. His other academic interests range from leading knowledge work to software business management. Besides research, Pekka involves himself in teaching and consulting by utilizing his more than 15 years of experience within the IT industry.</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%">Katri Valkokari</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Business, Innovation, and Knowledge Ecosystems: How They Differ and How to Survive and Thrive within Them</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 ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">communities</style></keyword><keyword><style  face="normal" font="default" size="100%">conceptual paper</style></keyword><keyword><style  face="normal" font="default" size="100%">ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">logic of action</style></keyword><keyword><style  face="normal" font="default" size="100%">man-made ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">platforms</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/919</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%">17-24</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In 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.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">VTT (Technical Research Centre of Finland)
Katri Valkokari works as a Principal Scientist at VTT (Technical Research Centre of Finland) in the Business Ecosystems, Value Chains and Foresight research area. Over the past 15 years, she has carried out several development projects concerning different networked business arrangements (ecosystems, networks, partnerships, and firms). In 2009, Katri completed her doctoral thesis on business network development. She has published several international and national articles in the research areas of business network management, collaboration, organizational knowledge, and innovation management.</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%">Raouf Naggar</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Creativity Canvas: A Business Model for Knowledge and Idea Management</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">business model canvas</style></keyword><keyword><style  face="normal" font="default" size="100%">communities</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">ideas</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge</style></keyword><keyword><style  face="normal" font="default" size="100%">R&amp;D</style></keyword><keyword><style  face="normal" font="default" size="100%">research institute</style></keyword><keyword><style  face="normal" font="default" size="100%">technological innovation</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/914</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%">50-58</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Innovation depends on ideas generated through creativity and the knowledge and research that make it possible to put ideas to work. However, these two activities are very dependent on the people who perform them. As demonstrated by a pilot project realized at Hydro-Québec’s research institute (IREQ), any approach that does not take this understanding into account is doomed to failure. This article proposes that what must be developed is a knowledge and idea management system designed as a coherent ecosystem that takes all controlling factors into account and is based on stakeholder interest and preferences. This ecosystem is the result of a meticulous design of each of the elements that must generally be taken into account in a business model. A business model approach includes not only developing a value proposition for knowledge and idea management that suits the target clientele but also a good understanding of the resources and activities required to deliver this value proposition and especially the ways to finance them. Key to the development of such an ecosystem is the creation of fully functional innovation communities, which are responsible for building up and nurturing their ideas and knowledge assets and getting value out of them.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">IREQ
Raouf Naggar is Head of Strategic Development at Hydro-Québec’s Research Institute (IREQ), where he is responsible for strategic innovation and creativity. During his career at Hydro-Québec, he has worked as engineer and as researcher in various fields such as: generation and transmission systems planning, power systems reliability, customer service, energy efficiency, system analysis and management, as well as knowledge engineering. He is presently responsible for the institute’s Strategic Innovation Projects Portfolio, where upstream RDD is performed. He is also in charge of introducing idea management in the organization. Through this role at IREQ, he became an active participant in Mosaic, the Creativity and Innovation Hub at HEC Montréal.</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%">Derek Smith</style></author><author><style face="normal" font="default" size="100%">Asrar Alshaikh</style></author><author><style face="normal" font="default" size="100%">Rawan Bojan</style></author><author><style face="normal" font="default" size="100%">Anish Kak</style></author><author><style face="normal" font="default" size="100%">Mohammad Mehdi Gharaei Manesh</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Overcoming Barriers to Collaboration in an Open Source Ecosystem</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">collaboration</style></keyword><keyword><style  face="normal" font="default" size="100%">collaboration barriers</style></keyword><keyword><style  face="normal" font="default" size="100%">communities</style></keyword><keyword><style  face="normal" font="default" size="100%">competitors</style></keyword><keyword><style  face="normal" font="default" size="100%">complementors</style></keyword><keyword><style  face="normal" font="default" size="100%">core community</style></keyword><keyword><style  face="normal" font="default" size="100%">governance</style></keyword><keyword><style  face="normal" font="default" size="100%">open source</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%">01/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/758</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%">18-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Leveraging open source practices provides value to businesses when entrepreneurs and managers understand how to collaborate effectively in an open source ecosystem. However, the complex mix of different actors and varying barriers to effective collaboration in the ecosystem pose a substantial challenge. How can a business create and capture value if it depends on effective collaboration among these different groups? In this article, we review the published research on open source collaboration and reveal insights that will be beneficial to entrepreneurs and managers. We organize the published research into four streams based upon the following actor groups: i) governance actors, ii) competitors, iii) complementors, and iv) the core community. Then, through induction and synthesis, we identify barriers to collaboration, first by ecosystem and then by actor group. Finally, we offer six recommendations for identifying and overcoming barriers to collaboration in an open source ecosystem.</style></abstract><issue><style face="normal" font="default" size="100%">1</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 with difficult intellectual property issues. 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
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 work 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. Her main area of research interest is collaborative consumption.</style></custom2><custom3><style face="normal" font="default" size="100%">Carleton University
Rawan Mohammad Bojan is a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. She has professional experience in the banking industry and holds a Bachelor of Science in Accounting from King Abdulaziz University in Jeddah, Saudi Arabia.</style></custom3><custom4><style face="normal" font="default" size="100%">Carleton University
Anish Kak is a graduate student in the Technology Innovation Management (TIM) program at Carleton University in Ottawa, Canada. He holds a BEng degree in Computer Science Engineering, from Birla Institute of Technology in India. Anish has two years of experience in the information technology services sector, which he gained while working for Hewlett-Packard in India. His research interests include the electronic sports ecosystem.</style></custom4><custom5><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 also has a degree in Biomedical Engineering from Tehran Polytechnic University in Iran. 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></custom5></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">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></records></xml>