Sharon M McIntyre

Professionals and scholars have discussed the unprecedented pace of change currently experienced by businesses. The dynamics facing business today offer rich insight into the challenges facing university graduates. In this chapter, the authors apply a dynamic capabilities (DCs) view of new graduate employability. Dynamic capabilities theory is rooted in the resource-based view that posits organizations create a competitive advantage by acquiring or developing resources that are rare, valuable, and hard to imitate and replace. They argue that employability can be viewed as the complex integration and application of four specific DCs: (1) intelligence resources, (2) personality resources, (3) meta-skill resources, and (4) job-specific resources. The authors view new graduate competitive advantage as dependent on the ability of university graduates to mobilize and exploit the linkages of these resources throughout their university study years. In adopting these resource categories, they build on previous work and propose a conceptual model to evaluate a new graduate's competitive position in an employment marketplace. In this chapter, the authors provide a prescription for how educators and students can apply an integrated dynamic capability view of new graduate employability to support the professional development of marketing students through the development of a comprehensive personal product roadmap.

For 40 years, economic, social, and cultural factors such as advanced technology and globalization have changed how cities compete to attract new citizens. A city’s proximity to natural resources is no longer the driver of its competitive advantage. Instead, a city’s ability to attract, develop and retain talent (the people who will live and work there) is the greatest predictor of social, and economic prosperity. That means how cities grow and develop their talent pool is crucial. Today's workplaces demand that people have the capacity to live with uncertainty, adapt to new roles and learn new skills quickly. These skills transcend industries and professions. If there were such a thing as a defining competency, it would be adaptability. Adaptable people can adjust to the dynamic context of the world today. Adaptability can be reactive, like how many are learning to live in a new reality during the COVID-19 pandemic. However, adaptability can also be proactive and intentional, characterized by anticipating change and planning our response in advance. In this study, we explore the attributes of adaptive people and how they underpin adaptive organizations, systems, and cities. Imagine a city of people who view disruption as opportunity. Imagine a population whose talent and skills continuously evolve. Imagine a Calgary that attracts investment and talent from across the globe because it’s known as a city that learns its way forward. We don’t believe the question is if this city is the Calgary of the future. Rather, our focus is on how we will realize our potential and whether the speed of change will be fast enough to navigate the precipice we’re standing on. At the root of adaptation is learning. So to become a city that adapts, Calgary must become a city that can learn faster and better than others. How do we transform Calgary into a “LearningCITY”? We have to start by changing the learning system. We argue that how we choose to learn will define Calgary’s future social and economic prosperity. Yet the ability for today’s learning system to transform to meet emerging demands remains widely debated, because education is one of the most change-resistant institutions in society. Education is also threaded through society, not just in kindergarten to grade 12 and accredited educational institutes, but it’s also in employers, professional associations, business ecosystems and in the hands of individual learners. The ways people learn, in short, are incredibly complex. That means there’s enormous potential to effect wider change by evolving our learning system. How can Calgary’s learning system be optimized to drive social and economic prosperity in the face of accelerating uncertainty? To answer this question we conducted a multi-disciplinary study into the nature of adaptability and the learning system. This first report reviews the results of this two-phased study.

Professionals and scholars have discussed the unprecedented pace of change currently experienced by businesses. The dynamics facing business today offer rich insight into the challenges facing university graduates. In this chapter, the authors apply a dynamic capabilities (DCs) view of new graduate employability. Dynamic capabilities theory is rooted in the resource-based view that posits organizations create a competitive advantage by acquiring or developing resources that are rare, valuable, and hard to imitate and replace. They argue that employability can be viewed as the complex integration and application of four specific DCs: (1) intelligence resources, (2) personality resources, (3) meta-skill resources, and (4) job-specific resources. The authors view new graduate competitive advantage as dependent on the ability of university graduates to mobilize and exploit the linkages of these resources throughout their university study years. In adopting these resource categories, the...

Abstract: A corporation’s hiring and training practices are analyzed through the “lens ” of Human Capital Theory. The potential consequences of emphasizing labour flexibility, with specific reference to general and specialized training, are examined.

Research Report, 2020
For 40 years, economic, social, and cultural factors such as advanced technology and globalization have changed how cities compete to attract new citizens. A city’s proximity to natural resources is no longer the driver of its competitive advantage. Instead, a city’s ability to attract, develop and retain talent (the people who will live and work there) is the greatest predictor of social, and economic prosperity. That means how cities grow and develop their talent pool is crucial. Today's workplaces demand that people have the capacity to live with uncertainty, adapt to new roles and learn new skills quickly. These skills transcend industries and professions. If there were such a thing as a defining competency, it would be adaptability.

Adaptable people can adjust to the dynamic context of the world today. Adaptability can be reactive, like how many are learning to live in a new reality during the COVID-19 pandemic. However, adaptability can also be proactive and intentional, characterized by anticipating change and planning our response in advance. In this study, we explore the attributes of adaptive people and how they underpin adaptive organizations, systems, and cities.

Imagine a city of people who view disruption as opportunity. Imagine a population whose talent and skills continuously evolve. Imagine a Calgary that attracts investment and talent from across the globe because it’s known as a city that learns its way forward. We don’t believe the question is if this city is the Calgary of the future. Rather, our focus is on how we will realize our potential and whether the speed of change will be fast enough to navigate the precipice we’re standing on.

At the root of adaptation is learning. So to become a city that adapts, Calgary must become a city that can learn faster and better than others. How do we transform Calgary into a “LearningCITY”? We have to start by changing the learning system.

We argue that how we choose to learn will define Calgary’s future social and economic prosperity. Yet the ability for today’s learning system to transform to meet emerging demands remains widely debated, because education is one of the most change-resistant institutions in society. Education is also threaded through society, not just in kindergarten to grade 12 and accredited educational institutes, but it’s also in employers, professional associations, business ecosystems and in the hands of individual learners. The ways people learn, in short, are incredibly complex. That means there’s enormous potential to effect wider change by evolving our learning system.

How can Calgary’s learning system be optimized to drive social and economic prosperity in the face of accelerating uncertainty? To answer this question we conducted a multi-disciplinary study into the nature of adaptability and the learning system. This first report reviews the results of this two-phased study.

This research used a comparative case study methodology to closely examine an emergent phenomenon in the field of entrepreneurship. The literature review examined interconnected shifts in social values, evolving technology, and economic geography systems that have contributed to this emergent phenomenon. The study sought to better understand the qualities, goals, and perceived needs of a purposive sample of entrepreneur business founders in Canada, as well as the drivers guiding the formation and characteristics of their advanced technology enabled organizations, to determine if a distinct model of entrepreneurial innovation existed. The study results affirmed many aspects of the observed phenomenon and provided new details about this distinctive model of entrepreneurship. Given the name GEMINI (an acronym meaning global entrepreneurial micro-niche innovation), this model comprises independent-minded founders with a keen sense of vocation who derive deep meaning from work-life integration, collaborative business building, personal development, and community legacy. Their typically bootstrapped, world-class organizations are formed through an iterative effectuation path to business model refinement, resourceful product design, solid business performance metrics, and a lasting impact on their international industries and communities. Although the stereotype of the young, Silicon Valley–style, high-tech-startup founder and his fast-growth company is still a prevailing discourse in media, political, business, and educational circles, the lived reality in this new model of entrepreneurial innovation is distinctly different from almost all aspects of this construct. Furthermore, public funds continue to be funnelled into a myriad of entrepreneurship strategies and programs—often without significant or sustainable economic community impact. Eighteen recommendations are made to reform related Canadian public policy, programs, and funding to support the development of more GEMINI model founders and businesses.

The proliferation of the internet and social networking has changed how marketers use the word "community.'" While traditional geographic, social and psychological meanings of community remain, today, a group of strangers who all happen to use the same dishwashing liquid or telephone app are often referred to as a "community." This business white paper explores some reasons for this scope creep in terminology usage, as well as illuminating how McMillan & Chavis's "sense of community theory" principles can be built into the design of digital open innovation technology, methodology and activities to improve innovation results. The Chaordix®  Crowd Intelligence™ solution (which is the open innovation platform powering the LEGO® Ideas™ open innovation community)  is used as the example. The author is the Chief Social Scientist for Chaordix.

An Article for the Qualitative Researchers Consultants Association (QRCA) examining the democratization of marketing,  and the impact on marketing researchers. Today, customers have an unprecedented level of influence on brands, from feedback about product quality to direct participation in innovation processes. Crowdsourcing is an important participatory trend; brands are collaborating 'with' their customers, rather than marketing 'at' them. Recommendations are provided for Qualitative Researchers to adapt to this new participatory trend.

As organizations and communities set their ambitions on
delivering innovation to be able to survive and thrive in a
rapidly changing world, building a shared innovation lexicon
becomes an important aspect of aligning their people and
resources. Too often, colleagues’ misalignment in related
meaning and expectations results in innovation failures.

One way data professionals can help marketers get better insights
and business results is to mentor them about designing better
marketing research that includes unstructured data. Too many
marketers simply rely on scanning corporate social media feeds,
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December 1, 2016
FEATURE STORY
Improving Marketing Data
with Human Computation
Sharon M. McIntyre
Innovation Researcher, Educator,
and Marketing Strategist
Flashpoint
file:///Z|/EDITORIAL%20DIRECTORY/FlashPoint/+++CURRENT%20FLASHPOINT+++/120116_FlashPoint_revised.html[12/1/2016 2:17:48 PM]
filtering online panel discussion threads, and examining open-text
field content in surveys. Although there are many useful unstructured
data analytics tools, such as Provalis or IBM Watson, that can make
some sense of this flow of unstructured data, enterprises miss the
opportunity to design more thoughtful, useful, and productive digital
marketing research methods.

A new era of participation marketing has dawned and co-creativity is at the heart of this highly-collaborative business model. While crowdsourcing may have decentralized some aspects of marketing, creativity and innovation through open calls to the public ... co-creativity has democratized the relationship between brands, employees and customers by building a trusted community of collaborative peers.

Today’s consumers want to be part of the experience of building the things they use, and companies that embrace participation marketing will excel at this. Alvin Toffler identified the change companies would need to address. Now, we’re in the process of figuring out how to address it and participation marketing is the definitive way to do so. Participation brands naturally embrace open innovation, a concept outlined in detail by Henry Chesbrough. Chesbrough saw that companies that tapped into the
innovative potential of external players and supplied them with the resources of the company could compete with the bigger players. Jeff Howe, who coined the phrase “crowdsourcing”, our precursor to participation marketing, detailed the productive potential of the public while The Wisdom of the Crowds author James Surowiecki legitimized the capabilities of the much
maligned mobile vulgus. These are our patron saints of participation marketing, and they have carved the path forward for marketers confronting this exciting new world of what it means to develop, create, and promote. But it isn’t enough to simply sit on the shoulders of our patron saints. Rather, we’re now tasked with using their perspective to embark on a focused endeavour, and
you’d better believe participation marketing requires more than just good intentions. It requires initiating a systemic transformation to how you do business.

Professionals and scholars have discussed the unprecedented pace of change currently experienced by businesses. The dynamics facing business today offer rich insight into the challenges facing university graduates. In this chapter, the authors apply a dynamic capabilities (DCs) view of new graduate employability. Dynamic capabilities theory is rooted in the resource-based view that posits organizations create a competitive advantage by acquiring or developing resources that are rare, valuable, and hard to imitate and replace. They argue that employability can be viewed as the complex integration and application of four specific DCs: (1) intelligence resources, (2) personality resources, (3) meta-skill resources, and (4) job-specific resources. The authors view new graduate competitive advantage as dependent on the ability of university graduates to mobilize and exploit the linkages of these resources throughout their university study years. In adopting these resource categories, they build on previous work and propose a conceptual model to evaluate a new graduate's competitive position in an employment marketplace. In this chapter, the authors provide a prescription for how educators and students can apply an integrated dynamic capability view of new graduate employability to support the professional development of marketing students through the development of a comprehensive personal product roadmap.

As organizations and communities set their ambitions on
delivering innovation to be able to survive and thrive in a
rapidly changing world, building a shared innovation lexicon
becomes an important aspect of aligning their people and
resources. Too often, colleagues’ misalignment in related
meaning and expectations results in innovation failures. For
example: regular idea brainstorming (or ideation) sessions
are thought by some to be innovation; the filing of patents is
considered by others to be synonymous with innovation and
the number of filings is celebrated by both the private and
public sector; and testing the marketplace with prototype
solutions is disparaged by some executives as unprofessional
and potentially hurtful to a company’s reputation. Although
ideation, patents, and prototypes can certainly be useful parts
of an innovation process—none of these elements on their own
deliver innovation for an organization or community.