01708nas a2200289   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520086900285653001801154653002101172653001501193653001201208653001701220653001601237653001801253653001501271653001801286653001501304100002201319700002201341700001901363856003601382       2015                        eng d  a1927-032100aEstablishing New Codes for Creativity through Haute Cuisine: The Case of Ferran Adrià and elBulli0 aEstablishing New Codes for Creativity through Haute Cuisine The   aOttawabTalent First Networkc07/2015  a25-330 v53 aFerran 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. 10aambidexterity10acreative process10acreativity10aelBulli10aexploitation10aexploration10aFerran Adrià10agastronomy10ahaute cuisine10ainnovation1 aCapdevila, Ignasi1 aCohendet, Patrick1 aSimon, Laurent  uhttp://timreview.ca/article/91101570nas a2200217   4500008004100000022001400041245006600055210006600121260004200187300000900229490000600238520096300244653001501207653001001222653001301232653001501245653001501260100002201275700001901297856003601316       2015                        eng d  a1927-032100aIntroduction to the Special Issue on Creativity in Innovation0 aIntroduction to the Special Issue on Creativity in Innovation  aOttawabTalent First Networkc07/2015  a5-130 v53 aManaging creativity for innovation is a key challenge in today’s economy; therefore, the management of ideas will play in increasing role in driving the growth and resilience of organizations. Rather than simple inspired insights, ideas have to be addressed as complex socio-cognitive processes, to be organized and managed. To benefit from the full value of new ideas, management must constantly balance the formal and the informal, the logic of creation and the logic of production, and must learn to couple idea-generation processes and innovation processes through renewed knowledge management practices. In this introduction to the Technology Innovation Management Review's special issue on Creativity in Innovation, the guest editors highlight the need to manage: i) ideation processes to foster creativity, ii) the tension that exists between the logic of creation and production; and iii) disruptive innovation to transform a traditional industry. 10acreativity10aideas10aideation10ainnovation10amanagement1 aCohendet, Patrick1 aSimon, Laurent  uhttp://timreview.ca/article/90901354nas a2200205   4500008004100000022001400041245008000055210006900135260004200204300001000246490000600256520074700262653002101009653001801030653001501048653001501063653001501078100001901093856003601112       2015                        eng d  a1927-032100aSetting the Stage for Collaborative Creative Leadership at Cirque du Soleil0 aSetting the Stage for Collaborative Creative Leadership at Cirqu  aOttawabTalent First Networkc07/2015  a59-650 v53 aDebates 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.10aCirque du Soleil10acollaboration10acreativity10ainnovation10aleadership1 aSimon, Laurent  uhttp://timreview.ca/article/915