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/90902078nas a2200253   4500008004100000022001400041245008600055210006900141260004200210300001000252490000600262520133100268653002401599653001101623653001801634653000901652653001401661653002001675653002301695100002701718700002201745700002101767856003601788       2014                        eng d  a1927-032100aChallenging the Stage-Gate Model in Crowdsourcing: The Case of Fiat Mio in Brazil0 aChallenging the StageGate Model in Crowdsourcing The Case of Fia  aOttawabTalent First Networkc09/2014  a28-350 v43 aA large crowdsourcing project managed by Fiat Brazil involved more than 17,000 participants from 160 different nationalities over 15 months. Fiat promoted a dialogue with an enthusiastic community by linking car experts, professionals, and lay people, through which more than 11,000 ideas were selected and developed to create a concept car using a collaborative process. Through an in-depth case study of this crowdsourcing project, we propose a new approach – the accordion model – which uses project management to help maximize the beneficial inputs of the crowd. Whereas the stage-gate process relies on a “funnel” of articulated sequences expressing a progressive reduction from an initial stock of potential ideas and concepts, in this article, we suggest that crowdsourced projects are more akin to a process that articulates a succession of broadening and funnelling periods that represent information requests and deliveries. We use the metaphorical terminology of “the sacred and the profane” to illustrate the interaction of sophisticated and ordinary ideas between the “sacred” experts from Fiat and the “profane” lay people associated with the project. Lessons learned from the Fiat Mio case suggest how both organizations and Internet users may benefit from successful crowdsourcing projects.10aautomobile industry10aBrazil10acrowdsourcing10aFiat10amarketing10aOpen innovation10aproject management1 aSaldanha, Fabio, Prado1 aCohendet, Patrick1 aPozzebon, Marlei  uhttp://timreview.ca/article/82901596nas a2200217   4500008003900000022001400039245012300053210006900176260004200245300001000287490000600297520088900303653002801192653002701220653002001247653001201267653002201279100002201301700001901323856003601342       2011                          d  a1927-032100aPatents to Exclude vs. Include: Rethinking the Management of Intellectual Property Rights in a Knowledge-Based Economy0 aPatents to Exclude vs Include Rethinking the Management of Intel  aOttawabTalent First Networkc12/2011  a12-170 v13 aTraditional patent theory emphasizes the importance of patents for excluding imitators. This view is far too restrictive and is at odds with many empirical and theoretical works. Therefore, we propose an analysis of patent management that considers the properties of knowledge-based economies explicitly. Patents are thus shown to be critical instruments for coordinating innovative activities between firms. They not only exclude potential infringers, but also “include” all the heterogeneous stakeholders of the innovation process. Patents facilitate coordination via two mechanisms: they encourage the emergence of markets for technology (market coordination) and they play an important role in formal and informal inter-firm collaboration (non-market coordination). We also link firms’ patenting strategy with the characteristics of the technological regime of their sector.10aknowledge-based economy10amarkets for technology10aOpen innovation10apatents10aR&D collaboration1 aCohendet, Patrick1 aPénin, Julien  uhttp://timreview.ca/article/502