<?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%">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%">Nehemiah Scott</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Ambidextrous Strategies and Innovation Priorities: Adequately Priming the Pump for Continual 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%">ambidexterity</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%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</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%">07/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/812</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%">44-51</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The dynamic and unpredictable nature of the market has caused many organizations within rapidly changing industries to fail. These failures are, in part, due to a lack of continual and balanced innovation that firms should aim to achieve. That is, although firms may succeed at either refining existing competencies for incremental innovations or exploring new opportunities for radical innovations, many firms have experienced great difficulty in simultaneously pursuing and realizing success in both areas. This innovation imbalance arises when firms stick to traditional strategic notions of competition in fast-moving industries; these firms have not realized that the ability to compete in current and new markets begins with the strategies and priorities that are responsible for the very nature of innovation capabilities. The purpose of this study is to offer a reconceptualization of notions related to organizational strategy that are responsible for driving innovation capabilities. Specifically, this study develops a continual innovation framework that illustrates the impact ambidextrous strategies and priorities have on the firm’s ambidextrous innovation capability. It offers a modified concept of ambidexterity (i.e., exploration, exploitation, coordination) to reconceptualize business, marketing, and information systems strategies as ambidextrous strategy constructs. The article also discusses the relationships between constructs and the implications of this reconceptualization for researchers and managers.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">University of Toledo
Nehemiah Scott is a PhD student in the Manufacturing &amp; Technology Management program in the College of Business and Innovation at the University of Toledo, USA. He holds a BS in Computer Science and Engineering Technology and an MBA specializing in Information Systems from the University of Toledo. He also has corporate experience in the field of information systems working as a database programmer, and he has research and consulting experience in the area of process improvement. Nehemiah’s main research interests include innovation and technology management, and supply chain management. His past research focused on innovation in bottom-of-pyramid societies and the supply chain. His current research focuses on ambidexterity for firm innovation and adaptation.</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 (July 2014)</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%">business ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">business models</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">improvisation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">Internet of Things</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge-intensive business services</style></keyword><keyword><style  face="normal" font="default" size="100%">platforms</style></keyword><keyword><style  face="normal" font="default" size="100%">public good</style></keyword><keyword><style  face="normal" font="default" size="100%">publicly funded research</style></keyword><keyword><style  face="normal" font="default" size="100%">standards</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">value co-creation</style></keyword><keyword><style  face="normal" font="default" size="100%">value design</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%">07/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/806</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%">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 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></record></records></xml>