01672nas a2200217   4500008004100000022001400041245005600055210005400111260004200165300001000207490000600217520108200223653001601305653001501321653001501336653001301351653002001364653001301384100001901397856003801416       2018                        eng d  a1927-032100aA Practice Method for Studying Creative Communities0 aPractice Method for Studying Creative Communities  aOttawabTalent First Networkc11/2018  a22-310 v83 aExplaining 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.10acommunities10acreativity10ainnovation10apractice10aresearch method10ateamwork1 aButtler, Pekka  uhttps://timreview.ca/article/119701817nas 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/91902022nas 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/91401862nas a2200301   4500008004100000022001400041245006900055210006900124260004200193300001000235490000600245520100300251653002301254653001801277653002701295653001601322653001601338653001801354653001901372653001501391653001601406100001701422700002001439700001701459700001501476700003301491856003601524       2014                        eng d  a1927-032100aOvercoming Barriers to Collaboration in an Open Source Ecosystem0 aOvercoming Barriers to Collaboration in an Open Source Ecosystem  aOttawabTalent First Networkc01/2014  a18-270 v43 aLeveraging 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.10abusiness ecosystem10acollaboration10acollaboration barriers10acommunities10acompetitors10acomplementors10acore community10agovernance10aopen source1 aSmith, Derek1 aAlshaikh, Asrar1 aBojan, Rawan1 aKak, Anish1 aManesh, Mohammad, Mehdi Ghar  uhttp://timreview.ca/article/75800612nas a2200193   4500008004100000022001400041245007900055210006900134260004200203300000800245490000600253653002400259653001600283653001400299653003200313100001800345700001900363856003600382       2013                        eng d  a1927-032100aEditorial: Platforms, Communities, and Business Ecosystems (February 2013)0 aEditorial Platforms Communities and Business Ecosystems February  aOttawabTalent First Networkc02/2013  a3-40 v310abusiness ecosystems10acommunities10aplatforms10atechnology entrepreneurship1 aMcPhee, Chris1 aMuegge, Steven  uhttp://timreview.ca/article/654