<?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%">Michael Hartmann</style></author><author><style face="normal" font="default" size="100%">Désirée Laubengaier</style></author><author><style face="normal" font="default" size="100%">Kai Foerstl</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Live and Let Die: On the Management 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%">case study</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">Feedback</style></keyword><keyword><style  face="normal" font="default" size="100%">Innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">Qualitative Research.</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%">10/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1272</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%">16-26</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Literature has pointed to the importance of feedback on creative ideas in innovation management processes. However, little is known about the practices that constitute the feedback process and their effect on employees&amp;rsquo; future willingness to consistently and recurrently contribute with creative ideas to organized innovation management efforts. In this research, we draw on data from a single case study at a German multinational manufacturing firm. We show the flip side of managerial attempts to provide feedback and foster employees&amp;rsquo; creative output. In particular, we identify distinct practices organizational actors employ along the sequence of idea generation, elaboration, championing, and implementation, and find that the practices can turn organized innovation management efforts into a political process. Furthermore, we present a virtuous and a vicious circle of managerial attempts to manage creativity in innovation processes. In doing so, we highlight the value of taking a practice lens to better understand the challenges in organized innovation management efforts and propose future research in other contexts. We suggest that managers should flexibly design organized innovation management processes to account for radical ideas and to pay close attention to a coherent communication when providing feedback and encouraging employees to contrive creative ideas. Our work contributes to the body of research on innovation management by shedding light on the dark side of organized innovation management efforts.</style></abstract><issue><style face="normal" font="default" size="100%">10</style></issue><custom1><style face="normal" font="default" size="100%">&lt;div&gt;&lt;span style=&quot;font-size:16px;&quot;&gt;Coburg University of Applied Sciences and Arts&lt;/span&gt;&lt;/div&gt;&lt;div&gt;&amp;nbsp;&lt;/div&gt;&lt;div&gt;&lt;span style=&quot;font-size:16px;&quot;&gt;Michael Hartmann is Professor for Industrial Marketing and Sales at Coburg University of Applied Sciences and Arts, Germany. He received his PhD from European University Viadrina Frankfurt (Oder), Germany, where he joined the doctoral program &amp;bdquo;Dynamic Capabilitites and Relationships&amp;ldquo;. Before entering academia, he has been working in industry as a Key Account Manager and Business Unit Manager. In his teaching, he focuses on (industrial) marketing and personal selling. His research interest centers around the management and marketing of creative ideas and innovations in business-to-business settings and personal selling interactions.&lt;/span&gt;&lt;/div&gt;</style></custom1><custom2><style face="normal" font="default" size="100%">&lt;div&gt;&lt;span style=&quot;font-size:16px;&quot;&gt;Politecnico di Milano&lt;/span&gt;&lt;/div&gt;&lt;div&gt;&amp;nbsp;&lt;/div&gt;&lt;div&gt;&lt;span style=&quot;font-size:16px;&quot;&gt;Désirée Laubengaier holds a Master of Science degree in Business Management from Julius-Maximilians-University of Wuerzburg, Germany. At present, she is pursuing her doctoral studies at the Politecnico di Milano, Italy. Her research interests are in the fields of innovation management, process innovation and organizational culture. She is also particularly interested in qualitative research and process studies. Her previous professional experience includes examining organizational cultural aspects of innovativeness in an industrial context.&lt;/span&gt;&lt;/div&gt;</style></custom2><custom3><style face="normal" font="default" size="100%">&lt;div&gt;&lt;span style=&quot;font-size:16px;&quot;&gt;German Graduate School of Management and Law&lt;/span&gt;&lt;/div&gt;&lt;div&gt;&amp;nbsp;&lt;/div&gt;&lt;div&gt;&lt;span style=&quot;font-size:16px;&quot;&gt;Kai Foerstl (Dr. rer. pol. habil., EBS Business School) is Professor of Supply Chain Management and Logistics at German Graduate School of Management and Law, Heilbronn. In his research and teaching he focuses on cross-functional supply chain teams, reshoring/insourcing and sustainable global sourcing. He has been involved in publicly funded and industrial research projects in the pharmaceutical, chemical, automotive and automation industries as well as research projects involving logistics service providers and international retailers. His research has been published in leading outlets such as Journals of Supply Chain Management, Journal of Business Ethics, International Journal of Operations and Production Management, and other scholarly and managerial outlets such as Supply Chain Management Review. He serves on numerous editorial review boards as associate editor and reviewer.&lt;/span&gt;&lt;/div&gt;</style></custom3><section><style face="normal" font="default" size="100%">16</style></section></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></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Innovation Strategy and Practice (November 2018)</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%">best practice</style></keyword><keyword><style  face="normal" font="default" size="100%">collaboration</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">framework</style></keyword><keyword><style  face="normal" font="default" size="100%">information security</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">maturity model</style></keyword><keyword><style  face="normal" font="default" size="100%">method</style></keyword><keyword><style  face="normal" font="default" size="100%">model</style></keyword><keyword><style  face="normal" font="default" size="100%">practice</style></keyword><keyword><style  face="normal" font="default" size="100%">research</style></keyword><keyword><style  face="normal" font="default" size="100%">research institutions</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</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/1194</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%">3-3</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">11</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, Canada, and BScH and MSc degrees in Biology from Queen’s University in Kingston, Canada. He has nearly 20 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></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%">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%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Insights (June 2017)</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%">competitive intelligence</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">internal communication management</style></keyword><keyword><style  face="normal" font="default" size="100%">Internet of Things</style></keyword><keyword><style  face="normal" font="default" size="100%">service design</style></keyword><keyword><style  face="normal" font="default" size="100%">training</style></keyword><keyword><style  face="normal" font="default" size="100%">university–industry collaboration</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1079</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%">7</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%">6</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, Canada, and BScH and MSc degrees in Biology from Queen's University in Kingston, Canada. He has nearly 20 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 </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%">Dagny Valgeirsdottir</style></author><author><style face="normal" font="default" size="100%">Balder Onarheim</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Realistic Creativity Training for Innovation Practitioners: The Know–Recognize–React Model</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%">co-creation</style></keyword><keyword><style  face="normal" font="default" size="100%">cognitive creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">creative awareness</style></keyword><keyword><style  face="normal" font="default" size="100%">creative process</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity training</style></keyword><keyword><style  face="normal" font="default" size="100%">front-end innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation process</style></keyword><keyword><style  face="normal" font="default" size="100%">metacognition</style></keyword><keyword><style  face="normal" font="default" size="100%">transdisciplinary</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1080</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%">7</style></volume><pages><style face="normal" font="default" size="100%">5-15</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Creativity is increasingly being recognized as important raw material for innovation, which highlights the importance of identifying ways to increase the creativity of practitioners. In this article, we describe our efforts to design a creativity training program specifically for innovation practitioners. Our aim was to develop a program that would be both theoretically sound (i.e., based on a rigorous scientific foundation) and relevant for practitioners (i.e., applicable to real-world contexts). Our transdisciplinary study employed co-creation as a method to ensure that three layers of focus would be taken into consideration: metacognitive knowledge, metacognitive monitoring, and metacognitive control. The result is a program called Creative Awareness Training, which is based on the new Know–Recognize–React model.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">Technical University of Denmark
Dagny Valgeirsdottir is a PhD researcher and is part of the Innovation, Design and Entrepreneurship research group in the Department of Management Engineering at the Technical University of Denmark. Her research focuses on developing ways to enhance individual creativity by optimizing creativity training through the application of metacognitive approaches. She is the author of numerous articles on the topic and is currently working on finalizing her dissertation. Dagny furthermore contributes to the Copenhagen Institute of NeuroCreativity, which is an institute devoted to enhancing creativity of individuals and teams applying principles from neuroscience.</style></custom1><custom2><style face="normal" font="default" size="100%">Technical University of Denmark
Balder Onarheim is Associate Professor in Creativity and is part of the Innovation, Design and Entrepreneurship research group in the Department of Management Engineering at the Technical University of Denmark. His expertise lies within a neurobiological understanding of creativity and methods to use this understanding to improve individuals’ capabilities in creative problem solving. Balder is moreover the founder of the Copenhagen Institute of NeuroCreativity and the CEO at PlatoScience, which is making a neurostimulator to enhance performance in knowledge work.</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%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Managing Innovation (April 2016)</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%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">cybersecurity</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">frugal innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">managing innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">national culture</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">projects</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">04/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/976</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%">6</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%">4</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, Canada, and BScH and MSc degrees in Biology from Queen's University in Kingston, Canada. 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></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%">Tony Smale</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Why National Culture Should Be at the Heart of Innovation 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%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">implementation</style></keyword><keyword><style  face="normal" font="default" size="100%">initiation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">national culture</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">04/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/978</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%">6</style></volume><pages><style face="normal" font="default" size="100%">18-25</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Over a period of decades, a substantial body of knowledge has accumulated that correlates national culture and socially and economically important behaviour, including innovation practice. National culture is an interconnected web of mental models that is shared by national groups and transcends the individual. It is highly influential in moderating the cognition and behaviour of groups and individuals. Different resources, including cognition and behaviour, are required at the different stages of the innovation process, and the context, including national culture (within which innovation is practiced), is an important consideration in designing strategy. Because innovation is a psychological and social process, understanding how national culture moderates that cognition and behaviour within the different stages of the innovation process and how the wider innovation ecosystem impacts innovation practice is central to understanding, strategizing and managing the innovation process. However, there has been limited application of this knowledge by practitioners. Therefore, this article examines the importance of national culture from a practitioner perspective, distilling the managerial implications and providing a list of questions that serve as a checklist to enable practitioners to analyze the implications of their own national and organizational context. </style></abstract><issue><style face="normal" font="default" size="100%">4</style></issue><custom1><style face="normal" font="default" size="100%">Forté Management
Tony Smale is a Principal Management Consultant with Forté Management, an independent thinking New Zealand business, consulting, coaching, and training practice. Tony began life as a laboratory scientist and manager. He holds an MBA from Henley Business School at the University of Reading, United Kingdom, and is accredited as an Economic Development Professional. Tony’s MBA dissertation was entitled &lt;em&gt;The Impact of National Culture on New Zealand’s Innovation Outcomes&lt;/em&gt;. Since then, he has complemented that work by nearly a decade exposing and testing the arguments in the dissertation with innovation, management, and economic development professionals across many nations and especially working with them to explain and reconcile the dilemmas and conflicts that they encounter in their work and personal lives, both living and working in their home countries and especially as immigrants in foreign cultures. He is an experienced speaker and has completed a number of international engagements including at the UNFCCC, the OECD LEED Forum, and subsequently serving on an OECD Expert Panel. </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%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Creativity in Innovation (July 2015)</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%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">ideation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">processes</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/908</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%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">7</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, Canada, and BScH and MSc degrees in Biology from Queen's University in Kingston, Canada. 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></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%">Ignasi Capdevila</style></author><author><style face="normal" font="default" size="100%">Patrick Cohendet</style></author><author><style face="normal" font="default" size="100%">Laurent Simon</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Establishing New Codes for Creativity through Haute Cuisine: The Case of Ferran Adrià and elBulli</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%">ambidexterity</style></keyword><keyword><style  face="normal" font="default" size="100%">creative process</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">elBulli</style></keyword><keyword><style  face="normal" font="default" size="100%">exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">exploration</style></keyword><keyword><style  face="normal" font="default" size="100%">Ferran Adrià</style></keyword><keyword><style  face="normal" font="default" size="100%">gastronomy</style></keyword><keyword><style  face="normal" font="default" size="100%">haute cuisine</style></keyword><keyword><style  face="normal" font="default" size="100%">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/911</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%">25-33</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Ferran Adrià is one of the most recognized chefs in the world. His restaurant, elBulli, was awarded five times the title of the Best Restaurant in the World. Through an analysis of the last 30 years of the creative journey of elBulli, this contribution highlights that Adrià and his team of chefs succeeded in articulating two different processes: i) a process of creativity that aimed at defining a new “school” of high cuisine and ii) a process of innovation that was expressed by the new gastronomic experiences offered to the (happy few) customers of the restaurant until its closure in 2011. A careful examination of the coupling and decoupling of these two processes shows how they fueled each other, and how the management of the organization (through a specific type of ambidexterity) was conducive to the adequate articulation of the two processes. </style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Paris School of Business
Ignasi Capdevila is an Associate Professor at PSB Paris School of Business in France, and he is a member of Mosaic, the Creativity &amp; Innovation Hub at HEC Montréal, Canada, where he obtained his PhD. Ignasi also holds three engineer diplomas from Spain and France, in addition to an Executive MBA from ESADE Business School in Barcelona, Spain. His research interests include localized knowledge creation and transfer, and creativity and innovation management in organizations and in urban environments. Prior to his academic career, Ignasi gained twelve years of experience in the automotive industry in Spain, France, Germany, and Sweden, during which time he was responsible for the development of new products and projects.</style></custom1><custom2><style face="normal" font="default" size="100%">HEC Montréal
Patrick Cohendet is a Professor in the Department of International Business at the HEC Montréal business school in Montreal, Canada, where he is also the Co-Director of Mosaic, the Creativity &amp; Innovation Hub. His research interests include the economics of innovation, knowledge management, and the economics of knowledge and creativity. He is the author of numerous articles and books including &lt;em&gt;La Gestion des connaissances: firmes et communautés de savoir&lt;/em&gt; (2006) and &lt;em&gt;The Architectures of Knowledge: Firms, Capabilities and Communities&lt;/em&gt; (2004). He was principal investigator of numerous research projects at BETA, a research lab at the University of Strasbourg, France, studying the economic and social impact of new technologies. He has conducted a series of economic studies on innovation for different firms and organizations, notably for the European Commission, the OECD, the Council of Europe, and the European Space Agency.</style></custom2><custom3><style face="normal" font="default" size="100%">HEC Montréal
Laurent Simon is an Associate Professor in the Department of Entrepreneurship and Innovation at the HEC Montréal business school in Montreal, Canada, where he is also the Co-Director of Mosaic, the Creativity &amp; Innovation Hub. His current research focuses on characterizing the management of techno-creative projects and the study of creative environments and practices, the management of creative projects, creative communities, &quot;creative cities&quot;, and the determinants of creativity in innovation management.</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%">Patrick Cohendet</style></author><author><style face="normal" font="default" size="100%">Laurent Simon</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Introduction to the Special Issue on Creativity in Innovation</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%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">ideas</style></keyword><keyword><style  face="normal" font="default" size="100%">ideation</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/909</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%">5-13</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Managing 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. </style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">HEC Montréal
Patrick Cohendet is a Professor in the Department of International Business at the HEC Montréal business school in Montreal, Canada, where he is also the Co-Director of Mosaic, the Creativity &amp; Innovation Hub. His research interests include the economics of innovation, knowledge management, and the economics of knowledge and creativity. He is the author of numerous articles and books including &lt;em&gt;La Gestion des connaissances: firmes et communautés de savoir&lt;/em&gt; (2006) and &lt;em&gt;The Architectures of Knowledge: Firms, Capabilities and Communities&lt;/em&gt; (2004). He was principal investigator of numerous research projects at BETA, a research lab at the University of Strasbourg, France, studying the economic and social impact of new technologies. He has conducted a series of economic studies on innovation for different firms and organizations, notably for the European Commission, the OECD, the Council of Europe, and the European Space Agency.</style></custom1><custom2><style face="normal" font="default" size="100%">HEC Montréal
Laurent Simon is an Associate Professor in the Department of Entrepreneurship and Innovation at the HEC Montréal business school in Montreal, Canada, where he is also the Co-Director of Mosaic, the Creativity &amp; Innovation Hub. His current research focuses on characterizing the management of techno-creative projects and the study of creative environments and practices, the management of creative projects, creative communities, &quot;creative cities&quot;, and the determinants of creativity in innovation management.</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%">Gilles Garel</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Lessons in Creativity from the Innovative Design of the Swatch</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%">concept</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">design</style></keyword><keyword><style  face="normal" font="default" size="100%">engineering</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge</style></keyword><keyword><style  face="normal" font="default" size="100%">Swatch</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/912</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%">34-40</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">No space is off-limits to innovation, even those occupied for many years by leading players and proven solutions. The case of the innovative Swatch watch, re-examined in this article with new information and insights, demonstrates that, without knowledge, design is not possible; but, with only knowledge, all we can do is reproduce. Innovation also requires creativity, the introduction of new concepts. Knowledge needs to be associated with unbridled, surprising, and hitherto unknown creativity, as described by the concept-knowledge theory of design. In this article, a new analysis of the well-known but misunderstood case of the Swatch yield lessons about the importance of creativity and knowledge in developing innovative products. </style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Conservatoire National des Arts et Métiers
Gilles Garel is a Full Chair Professor of Innovation Management at the Conservatoire National des Arts et Métiers (CNAM) in Paris, France. He is also Professor at l'École Polytechnique in Palaiseau, France. At the Laboratoire Interdisciplinaire de Recherche en Sciences de l'Action (LIRSA) at CNAM Paris, Gilles conducts research in the field of innovation and design management in close collaboration with innovative firms and organizations. </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%">Joanne Roberts</style></author><author><style face="normal" font="default" size="100%">John Armitage</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Luxury and Creativity: Exploration, Exploitation, or Preservation?</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%">craftsmanship</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%">knowledge</style></keyword><keyword><style  face="normal" font="default" size="100%">luxury</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/913</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%">41-49</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This article considers the role of creativity in the production and delivery of luxury. The concept of creativity is closely aligned to the idea of luxury goods as rare and highly crafted, often unique, objects produced through artistic endeavour. Moreover, some luxuries, such as expensive cars and private jets, require leading-edge design and technologically advanced inputs. Although creativity is essential for the development of new luxury goods and services, this article highlights that some luxuries are timeless and eschew the changes associated with radical creative transformations. Following a brief discussion of the nature of luxury and creativity, a number of examples are employed to illustrate the different roles of creativity in the development and delivery of different types of luxury. The relationship between luxury and creativity is shown to be varied and complex.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">University of Southampton
Joanne Roberts is Professor in Arts and Cultural Management and Director of the Winchester Luxury Research Group at Winchester School of Art, University of Southampton, United Kingdom. Her research interests include knowledge, innovation, creativity, and luxury. Joanne has published articles in a wide range of international journals, including the &lt;em&gt;Journal of Management Studies, Journal of Business Ethics,&lt;/em&gt; and &lt;em&gt;Research Policy&lt;/em&gt;. Additionally, she has authored and edited a number of books. Her latest sole-authored book is &lt;em&gt;A Very Short, Fairly Interesting and Reasonably Cheap Book about Knowledge Management&lt;/em&gt; (Sage Publications, 2015).</style></custom1><custom2><style face="normal" font="default" size="100%">University of Southampton
John Armitage is Professor of Media Arts and Co-Director of the Winchester Luxury Research Group at Winchester School of Art, University of Southampton, United Kingdom. He is currently co-editing &lt;em&gt;Critical Luxury Studies: Art, Design, Media&lt;/em&gt; with Joanne Roberts for Edinburgh University Press, and for Bloomsbury he is editing &lt;em&gt;The Luxury Reader/&lt;em&gt; with Joanne Roberts and Jonathan Faiers and writing &lt;em&gt;Luxury and Visual Culture&lt;/em&gt;.</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%">Laurent Simon</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Setting the Stage for Collaborative Creative Leadership at Cirque du Soleil</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%">Cirque du Soleil</style></keyword><keyword><style  face="normal" font="default" size="100%">collaboration</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%">leadership</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/915</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%">59-65</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Debates about the nature of leadership for creativity have been ongoing since the 1950s. But, despite the central role leadership plays in the management of creative processes, few contributions highlight the actual practice of leadership for collaborative creative ventures. This interview with the Director of Acrobatics and Coaching at Cirque du Soleil addresses the reflexive experience of a creative leader faced with the challenges of integrating multiple expertises around complex, technological, human, and poly-sensorial creative performances. In this context, leadership for collaborative creativity appears as a constant and dynamic balancing act between people, ideas, deliverables, and the position and personality of the leader.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">HEC Montréal
Laurent Simon is an Associate Professor in the Department of Entrepreneurship and Innovation at the HEC Montréal business school in Montreal, Canada, where he is also the Co-Director of Mosaic, the Creativity &amp; Innovation Hub. His current research focuses on characterizing the management of techno-creative projects and the study of creative environments and practices, the management of creative projects, creative communities, &quot;creative cities&quot;, and the determinants of creativity in 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%">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%">Tom Duxbury</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Creativity: Linking Theory and Practice for Entrepreneurs</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%">commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">creativity</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">08/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/594</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%">2</style></volume><pages><style face="normal" font="default" size="100%">10-15</style></pages><abstract><style face="normal" font="default" size="100%">In this article, creativity research is brought into focus for those involved in the practice of entrepreneurship. The author provides a background on creativity research, how it is defined, and systems models that attempt to explain it. The author distinguishes between creative and innovative activities, and provides advice to entrepreneurs to help realize the creative potential of their organizations. The author reinforces the view that entrepreneurs create new value by investing in ideas, and specific recommendations are made for creating supportive structures, building teams of creative individuals, and successfully championing ideas to acquire the resources they need to produce innovations. </style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Sprott School of Business
Tom Duxbury is Entrepreneur in Residence at Wesley Clover Technologies, a private equity incubator. He is an advisor to many startups, having co-founded several technology ventures and been awarded a variety of patents. Tom received his engineering degree from the University of Waterloo and an MBA from Queen's University. He is currently completing his PhD in Management at the Sprott School of Business at Carleton University in Ottawa, where he teaches courses in entrepreneurship and innovation. </style></custom1></record></records></xml>