In-person user studies show that designers draw inspiration by looking at their peers' work while sketching. To recreate this behavior in a virtual environment, we developed Sketchy, a web-based drawing application where users sketch in virtual rooms and use the "Peek" functionality to gain ideas from their peers' sketches in real-time. To assess if "Peek" supports individual creativity through finding inspiration, students from a Human-Computer Interaction class sketched user interface design tasks in two studies. Study 1 compares creativity measures with and without Peek between two groups of students, where self-reports reveal Peek increases satisfaction with their final sketch and better supports individual creativity. Study 2 took place in a large classroom, where 90 students, all with Peek enabled, completed different design tasks. Peeking led students to report an intention to change their sketch 18% of the time in Study 1 and 17% of the time in Study 2. Student designers were influenced by sketches that seem closer to completion, contain more details, and are carefully drawn. They were also about three times more likely to clear their canvas and start over if they found a sketch inspirational. Furthermore, sketches created by students with more sketching and design experience influence less experienced student designers. This work explores the directions and benefits of incorporating digital peeking to support individual creativity within a student designer's classroom experience to create more satisfactory final sketches.
This study examines how activity-based costing (ABC) cost driver framing affects suppliers’ ability to increase their bargaining power when facing powerful customers. Results of an experiment show that suppliers with high potential to contribute to increasing joint profits are able to increase their power and earn a higher share of joint profits than suppliers with low contribution potential. However, providing suppliers with externally framed cost drivers (cost drivers represented as customers’ activities) instead of internally framed cost drivers (cost drivers represented as suppliers’ own activities) reduces their ability to utilize contribution potential as a source of power. Analyses of negotiators’ behavior show that suppliers with high contribution potential and internally framed cost drivers use more integrative tactics to increase joint profits, allowing them to earn higher shares of joint profits. This study shows that the how firms frame cost drivers affects negotiators’ ability to improve joint profits and negotiation power.
Prior research shows that individuals exhibit a propensity to surrogate performance measures for their underlying strategy, resulting in suboptimal strategic decisions. We investigate whether the incorporation of flexibility in contemporary performance measurement systems (PMS) reduces surrogation propensity in the context of product innovation and whether this effect varies depending on environmental dynamism. We conduct a 2x2 experiment and find that PMS flexibility significantly lowers managers’ surrogation propensity, but this occurs only when the business environment is more dynamic and when the investment decisions have opportunity costs. Our study contributes to the literature by identifying a viable way to reduce managers’ surrogation propensity.
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