Combining Creativity and Control: Understanding Individual Motivation in Large-Scale Collaborative Creativity

Adler, Paul S.; Chen, Clara Xiaoling

doi:10.2139/ssrn.1471341

Cited by 93 publications

(172 citation statements)

References 166 publications

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“…Previous research has linked LoC to these two frameworks. Taking enabling/coercive formalization, Adler and Chen (2011) refer to the ability of DCS to "constrain innovation and opportunity-seeking" (Simons, 1995, p. 91) as negative outcomes and maintain that they result from the coercive form that DCS often take.…”

Section: The Benefits Of Commensuration In Linking Frameworkmentioning

confidence: 99%

Simons’ Levers of Control Framework: Commensuration within and of the Framework

Curtis¹,

Lillis²,

Sweeney³

2017

Advances in Management Accounting

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Section: The Benefits Of Commensuration In Linking Frameworkmentioning

confidence: 99%

Simons’ Levers of Control Framework: Commensuration within and of the Framework

Curtis¹,

Lillis²,

Sweeney³

2017

Advances in Management Accounting

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“…For example, individuals with more creative task complexity and autonomy can enhance the positive relationship between creative role identity and creativity [5].This study could provide the self-construal mediate the relationship between team task required creativity and creativity. The type of self-construal that best supports task demands will depend on the nature of the task [7].It describe the interaction between tasks required creativity and self-construal. Moreover, according to the discussion of theoretical background, self-construal might be the precursor of creative self-identity.…”

Section: The Relationship Of Team Task Required Creativity Team Timementioning

confidence: 99%

Some Forcing Factors for Team Creativity at Team-Level

Yeh¹,

Lin²,

Lee³

2017

dtssehs

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Abstract. This study explores how team contextual factors interact with individuals' cognition and co-contribute to facilitate the group creativity. This study extracts two team contextual variable, the team task required creativity and the team time management, and one individual variable, individualistic self-construal for understanding how the interactions between the context and individuals facilitate team creativity. This study finds out the team task required creativity, team time management, and individualistic self-construal is all benefit team creativity. Moreover, team time management and individualistic self-construal mediate the relationships between team tasks required creativity and team creativity. It will provide the empirical data in the future study.

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“…Certains auteurs estiment que les outils de contrôle de gestion sont peu adaptés aux besoins de ces entreprises (Abernethy et Brownell, 1997 ;Davila, 2000) mais d'autres (ou les mêmes parfois) pensent qu'ils peuvent être d'un apport important (Ditillo, 2004 ;Revellino et Mouritsen, 2009). Quelques synthèses ont été faites pour tenter d'expliquer la diversité des points de vue et l'ambigüité des résultats du terrain (Jorgensen et Messner, 2009 ;Alder et Chen, 2011).…”

Section: Les Débats Théoriques Autour De La Faible Présence Du Contrôunclassified

Les dispositifs de pilotage de la performance en environnement innovant et incertain : étude comparative de huit startups

Meyssonnier

2016

ipme

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Une étude comparative des dispositifs de pilotage de la performance dans huit startups appartenant au même écosystème montre que ces entreprises recourent d’abord au suivi de trésorerie et au compte de résultat de la comptabilité générale puis aux tableaux de bord de production ou commerciaux et seulement ensuite aux outils classiques du contrôle de gestion que sont les calculs de coûts, le système budgétaire et le tableau de bord de pilotage global. En environnement innovant et incertain, l’introduction du contrôle de gestion n’est pas toujours nécessaire quand l’entreprise est très petite, quand elle est plus proche de sa base scientifique que des marchés (par exemple dans le cas des biotechs) et en raison du système français d’aides publiques qui rend moins urgent l’intervention du capital risque. Quand l’appropriation du contrôle de gestion est en cours, elle est souvent ralentie par la focalisation compréhensible des dirigeants sur les objectifs techniques et commerciaux et par leur culture principalement scientifique. Enfin les dispositifs de pilotage mis en oeuvre restent réduits à un usage psycho-cognitif pour l’aide à la décision du dirigeant en phase d’exploration ou sont plus développés en phase d’exploitation, mais alors généralement avec un responsable du contrôle de gestion cantonné à un rôle de garde-fou et un fonctionnement interactif. Dix propositions résument les enseignements de cette recherche.A comparative study of performance management tools in eight startup companies within the same ecosystem shows that these companies use cash flow and income statements, then production or commercial dashboards, and, only after that, conventional tools of management control such as cost accounting, budgets and strategic balanced scorecards. In an innovative and uncertain environment, the introduction of management control is not always necessary when the company is very small, when it is closer to its scientific focus than markets (eg in the case of biotechs), and also often rely on French state aid system that reduces the need for urgent venture capital. When the use of performance monitoring systems is in place, it is often slowed down by the understandable focus of directors on technical and business objectives and by their primary scientific concern. Finally, management control tools are reduced to a psycho-cognitive use for decision support for directors in the exploratory phase or are more developed in the exploitation phase, but then used generally by a financial controller limited to the role of watchdog and an interactive process between different layers in the company. Ten propositions summarize the findings of this research.Un estudio comparativo de los dispositivos de gestión de los resultados en ocho startups que pertenecen al mismo entorno muestra que dichas empresas recurren primero al seguimiento de tesorería y la cuenta de resultados de la contabilidad general, a los indicadores comerciales o de producción, y solamente después a las herramientas clásicas del control de gestión que son el ...

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Combining Creativity and Control: Understanding Individual Motivation in Large-Scale Collaborative Creativity

Cited by 93 publications

References 166 publications

Simons’ Levers of Control Framework: Commensuration within and of the Framework

Simons’ Levers of Control Framework: Commensuration within and of the Framework

Some Forcing Factors for Team Creativity at Team-Level

Les dispositifs de pilotage de la performance en environnement innovant et incertain : étude comparative de huit startups

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