<?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%">Sanna Ketonen-Oksi</style></author><author><style face="normal" font="default" size="100%">Katri Valkokari</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Innovation Ecosystems as Structures for Value Co-Creation</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%">ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">platforms</style></keyword><keyword><style  face="normal" font="default" size="100%">value co-creation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">02/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1216</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%">9</style></volume><pages><style face="normal" font="default" size="100%">25-35</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Despite 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. </style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">Talent Vectia Oy
Sanna Ketonen-Oksi works as a futurist-in-residence at Talent Vectia Oy (Espoo, Finland), a company offering strategic consulting and training services for organizations interested in renewal and new growth. With broad experience in EU-funded research, development, and innovation projects, often in university-industry collaboration, and based on her PhD studies on the service-dominant logical view on value co-creation and innovation, she sees that more understanding about innovation as a process of multi-actor collaboration is still needed. The growing complexity and dynamism of the innovation ecosystems is also an integral part of developing organizational futures orientation. </style></custom1><custom2><style face="normal" font="default" size="100%">VTT Technical Research Centre of Finland
Katri Valkokari is a Research Manager working in the business, innovation, and foresight research area at VTT Technical Research Centre of Finland. She has over 15 years of experience in both research and practical development work on business networks, ecosystems, and networked business operations. She has, for example, held the post of programme manager in the large FIMECC (GP4V) and DIMECC (REBUS) research programmes, and worked for many industry companies, large and small. Katri has published several articles, managerial guidebooks and other publications related to collaboration models, innovation, and knowledge management as well as sustainability. When it comes to ecosystems and networks, Valkokari believes versatility is the key to creating true impact. When networks are formed openly, they can be a powerful tool for solving many of society’s problems.</style></custom2></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></records></xml>