and a third macro-process of narrowing down the choices and implementation of the innovation. Building on the literature on innovation, they termed the first and third macro-processes the divergence (knowledge sharing, search activities, exploratory, and idea generation) and convergence (elimination of alternatives and narrowing down towards a choice, implementation, exploitation, and commercialization of ideas) macro-processes of community innovation. They termed the second macro-process the gateway macro-process (evaluation of new knowledge creation, selection, prioritization, control, idea screening and advocacy) as they observed that it consists of the critical processes which the organization uses to choose ideas to endorse for further development. It is the gateway through which informal communities of innovation may enter to become formal communities of innovation within the organization. The macro-process of divergence management begins with individuals within the community of innovation building trust, sharing and discussing ideas, agreeing to develop ideas together and to seek recognition or funding from their organization. The macro-process of gateway management then evaluates the preliminary results for recognition or funding with the outcome as either funding approved or not approved for the development of the new products or services. Finally, if the funding is approved, the group dynamics of the community of innovation then becomes formalized within the organization, bringing about the development and implementation of new products or services within the macro-process of convergence management. Communities of innovation compared to communities of practice Lim and Ong (2019) observed that in contrast to communities of practice, communities of innovation may emerge by themselves or be cultivated; they usually exist for a narrower purpose of producing a new service or product over a shorter life span; they are made up of participants from either one or more functions; they require a higher level of trust between participants to be effective; there is a higher cost to their participants; and the potential benefit to the organization may be greater when they are successfully implemented. They also noted that a community of innovation (COI) may be specialized in one function like a community of practice (COP). An example is an innovation project which involves only staff from the engineering department. It is also possible for communities of innovation to be cross-functional (e.g. involving 2-3 functions). An example is an innovation project which involves staff from two functions, the business department and the environmental science department. In their research, they observed that cross-functional communities of innovation