What can managers do for creativity? : brokering creativity in the creative industries

'Creativity' has become a fashionable term in the contemporary managerial and political lexicon, signalling generalised approval in education, business and the arts. In Britain, 'creative industries' has replaced 'cultural industries' as the umbrella term for artistic and cultural production and distribution, and 'creativity' has been incorporated into the national tourism brand . In business, managers and academics use 'creativity' to indicate an organisation's capacity for innovation, flexibility and autonomy; these 'creative' values are seen to have replaced operational efficiency and strategic planning as the primary source of 'competitive advantage' in business. In education, creativity has spread beyond its original context of arts based subjects and is used to refer to a generalised ability to solve problems and generate new concepts across the entire curriculum. The term creativity has become so all-embracing as to lose any clearly defined meaning and value. Ask any organisation, industry or individual whether they would ever admit to being 'uncreative' and the corruption of meaning is only too apparent. It seems that we are all creative now. Creativity has become both the language and currency of today's knowledge economy

Testing Global Sectoral Industry Approaches to Address Climate Change: Interim report of a CEPS Task Force. CEPS Task Force Reports, 4 December 2007

Successful global sectoral industry approaches could become an effective means of broadening the range of contributions by all parties to greenhouse gas reductions, and of addressing competitiveness concerns in trade-exposed industries. This report puts these two hypotheses to the test and identifies the key requirements for global sectoral industry approaches to work. The analysis is based on ongoing work within a CEPS multi-stakeholder Task Force on “Sectoral industry approaches to address climate change”, supported by the Cement Sustainability Initiative (CSI) of the World Business Council for Sustainable Development. The Final Report will be published in spring 2008

Managing the boundary of an 'open' project

In the past ten years, the boundaries between public and open science and commercial research efforts have become more porous. Scholars have thus more critically examined ways in which these two institutional regimes intersect. Large open source software projects have also attracted commercial collaborators and now struggle to develop code in an open public environment that still protects their communal boundaries. This research applies a dynamic social network approach to understand how one community-managed software project, Debian, developed a membership process. We examine the project's face-to-face social network over a five-year period (1997-2001) to see how changes in the social structure affected the evolution of membership mechanisms and the determination of gatekeepers. While the amount and importance of a contributor's work increased the probability that a contributor would become a gatekeeper, those more central in the social network were more likely to become gatekeepers and influence the membership process. A greater understanding of the mechanisms open projects use to manage their boundaries has critical implications for research and knowledge-producing communities operating in pluralistic, open and distributed environments.open source software; social networks; organizational design; institutional design;

The Anonymous Poster: How to Protect Internet Users’ Privacy and Prevent Abuse

The threat of anonymous Internet posting to individual privacy has been met with congressional and judicial indecisiveness. Part of the problem stems from the inherent conflict between punishing those who disrespect one\u27s privacy by placing a burden on the individual websites and continuing to support the Internet\u27s development. Additionally, assigning traditional tort liability is problematic as the defendant enjoys an expectation of privacy as well, creating difficulty in securing the necessary information to proceed with legal action. One solution to resolving invasion of privacy disputes involves a uniform identification verification program that ensures user confidentiality while promoting accountability for malicious behavior

Gateway Modeling and Simulation Plan

This plan institutes direction across the Gateway Program and the Element Projects to ensure that Cross Program M&S are produced in a manner that (1) generate the artifacts required for NASA-STD-7009 compliance, (2) ensures interoperability of M&S exchanged and integrated across the program and, (3) drives integrated development efforts to provide cross-domain integrated simulation of the Gateway elements, space environment, and operational scenarios. This direction is flowed down via contractual enforcement to prime contractors and includes both the GMS requirements specified in this plan and the NASASTD- 7009 derived requirements necessary for compliance. Grounding principles for management of Gateway Models and Simulations (M&S) are derived from the Columbia Accident Investigation Board (CAIB) report and the Diaz team report, A Renewed Commitment to Excellence. As an outcome of these reports, and in response to Action 4 of the Diaz team report, the NASA Standard for Models and Simulations, NASA-STD-7009 was developed. The standard establishes M&S requirements for development and use activities to ensure proper capture and communication of M&S pedigree and credibility information to Gateway program decision makers. Through the course of the Gateway program life cycle M&S will be heavily relied upon to conduct analysis, test products, support operations activities, enable informed decision making and ultimately to certify the Gateway with an acceptable level of risk to crew and mission. To reduce risk associated with M&S influenced decisions, this plan applies the NASA-STD-7009 requirements to produce the artifacts that support credibility assessments and ensure the information is communicated to program management

The Abertay Code Bar – unlocking access to university-generated computer games intellectual poperty

Progress report on a digital platform and dual licensing model developed to unlock access to a University repository of new and legacy computer games based Intellectual Property (IP) assets for educational and commercial use. The digital creative industries have been identified by a number of governments as a priority area in delivering sustainable economic growth. Code Bar is an innovation that allows digital products to be commercially successful beyond the end of the Dare competition or coursework submission. To be selected for Code Bar, game products must be well designed for both player and market; technically robust (i.e. operating consistently and reliably on a single/multiple platforms), and be free from ambiguity around 3rd party IP. We describe various technical, pedagogic and legal challenges in developing the digital platform, licensing model and packaging of computer games products for release through the platform. The model is extendable beyond computer games to other software products