01559nas a2200217   4500008004100000022001400041245007000055210006800125260004200193300001000235490000600245520093000251653001601181653001301197653001001210653001301220653003001233100002001263700002001283856003801303       2019                        eng d  a1927-032100aEmployee-Driven Innovation: An Intervention Using Action Research0 aEmployeeDriven Innovation An Intervention Using Action Research  aOttawabTalent First Networkc05/2019  a44-530 v93 aThis article describes an intervention to design and test a method for employee-driven innovation and a model for learning among managers and development leaders. The empirical basis for the intervention focused on personal assistants in the home service within a municipality in Sweden. The intervention was carried out using action research in on a series of workshops with a group of employees, managers, development leaders. Using a “stage” and “stands” theatre metaphor, employees engaged in collective, innovative learning “on the stage” combined with observations and reflections from managers and development leaders “in the stands”. This article contributes a method that can generate creative ideas among the employees and a model that can stimulate experience-based learning through observations. The intervention also shows that action research can be used to develop and test methods and models. 10adevelopment10adialogue10aideas10alearning10aorganizational innovation1 aHolmquist, Mats1 aJohansson, Anna  uhttps://timreview.ca/article/124002022nas a2200265   4500008004100000022001400041245007800055210006900133260004200202300001000244490000600254520126800260653001901528653002601547653001601573653001501589653001401604653001001618653001401628653000801642653002301650653002901673100001801702856003601720       2015                        eng d  a1927-032100aThe Creativity Canvas: A Business Model for Knowledge and Idea Management0 aCreativity Canvas A Business Model for Knowledge and Idea Manage  aOttawabTalent First Networkc07/2015  a50-580 v53 aInnovation 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.10abusiness model10abusiness model canvas10acommunities10acreativity10aecosystem10aideas10aknowledge10aR&D10aresearch institute10atechnological innovation1 aNaggar, Raouf  uhttp://timreview.ca/article/91401570nas a2200217   4500008004100000022001400041245006600055210006600121260004200187300000900229490000600238520096300244653001501207653001001222653001301232653001501245653001501260100002201275700001901297856003601316       2015                        eng d  a1927-032100aIntroduction to the Special Issue on Creativity in Innovation0 aIntroduction to the Special Issue on Creativity in Innovation  aOttawabTalent First Networkc07/2015  a5-130 v53 aManaging creativity for innovation is a key challenge in today’s economy; therefore, the management of ideas will play in increasing role in driving the growth and resilience of organizations. Rather than simple inspired insights, ideas have to be addressed as complex socio-cognitive processes, to be organized and managed. To benefit from the full value of new ideas, management must constantly balance the formal and the informal, the logic of creation and the logic of production, and must learn to couple idea-generation processes and innovation processes through renewed knowledge management practices. In this introduction to the Technology Innovation Management Review's special issue on Creativity in Innovation, the guest editors highlight the need to manage: i) ideation processes to foster creativity, ii) the tension that exists between the logic of creation and production; and iii) disruptive innovation to transform a traditional industry. 10acreativity10aideas10aideation10ainnovation10amanagement1 aCohendet, Patrick1 aSimon, Laurent  uhttp://timreview.ca/article/909