Combining creativity and control: Understanding individual motivation in large-scale collaborative creativity

Adler, Paul S.; Chen, Clara Xiaoling

doi:10.1016/j.aos.2011.02.002

Cited by 245 publications

(80 citation statements)

References 148 publications

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“…5 This literature problematizes the dilemma that formal control is often useful in settings requiring creativity and innovation, yet risks undermining the autonomous motivation of employees required to perform such tasks (e.g., Davila, Foster, and Oyon 2009;Grabner 2014;Speklé, van Elten, and Widener 2017). Adler and Chen (2011) called for a better understanding of the motivational underpinnings of management control design and, drawing on SDT, highlight theoretically the importance of employees internalizing formal control for creativity to occur. 6 The prior literature is controversial regarding the efficacy of stretch targets to trigger creativity and innovation (see, for example, Sitkin et al 2011).…”

Section: Interrelation Of Controlsmentioning

confidence: 99%

“…Employees can raise productivity by working faster and longer using conventional processes, or take risks by directing their efforts to identifying process innovations that renew and increase process efficiency (e.g., Webb, Williamson, and Zhang 2013). The capacity to develop innovations depends on whether and to what extent the organizational conditions support employees' potential creativity, that is, their cognitive ability to imagine and deliver new ideas for process innovations (Amabile 1988;Adler and Chen 2011;Sitkin, See, Miller, Lawless, and Carton 2011). The prior literature on stretch targets 1 argues that extremely challenging targets encourage employees to take risks and direct their attention to the generation of innovations (e.g., Thompson, Hochwarter, and Mathys 1997;Kerr and Landauer 2004;Sprinkle, Williamson, and Upton 2008).…”

Section: Introductionmentioning

confidence: 99%

“…In this vein, SDT distinguishes different gradations of extrinsic motivation that can be perceived either as controlled or autonomous forms, depending on the extent of the employee's internalization of extrinsic motivators (see Ryan and Connell 1989). In relation, Adler and Chen (2011) claim that an important aspect of the coexistence of creativity and control is how the interplay of different controls (e.g., Simons 1995;Malmi and Brown 2008;Bedford 2015) shapes the conditions where employees internalize extrinsic motivators. Several studies on formal behavior and/or output control argue for the importance of personnel control (e.g., attraction, selection, attrition) in creativity-dependent settings (e.g., Abernethy and Brownell 1997;Kachelmeier and Williamson 2010;Grabner and Speckbacher 2016).…”

Section: Introductionmentioning

confidence: 99%

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Interrelation of Controls for Autonomous Motivation: A Field Study of Productivity Gains Through Pressure-Induced Process Innovation

Pfister

Lukka

2018

The Accounting Review

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This field study investigates an empirical setting where the introduction of new formal results controls—stretch targets for productivity that are seemingly unachievable with current process efficiencies—is associated with high productivity gains over extended periods of time. Contrary to findings from the prior management accounting research, employees meet the targets by being creative and risk-taking in continuously innovating processes, despite the pressure induced by high target-level difficulty. Mobilizing self-determination theory, we argue that a specific interrelation of personnel and cultural control with results control supports internalization of the latter by employees. In this situation, employees perceive the high performance required by the results control assimilated into their own values, which facilitates the autonomous motivation necessary for their creativity. Our findings contribute to the literature by identifying the conditions, and discovering the mechanisms, that enhance the efficacy of stretch targets.

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Section: Interrelation Of Controlsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Interrelation of Controls for Autonomous Motivation: A Field Study of Productivity Gains Through Pressure-Induced Process Innovation

Pfister

Lukka

2018

The Accounting Review

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“…Managerial control artifacts such as strategic planning, budgeting, the Balanced Scorecard, rolling forecasts, capital budgeting, and budgetary control are usually understood to be related to the diagnostic control system (Adler & Chen, 2011). However, these artifacts can be used to stimulate the actions of the interactive system (Bisbe & Otley, 2004;Henri, 2006).…”

Section: Diagnostic and Interactive Uses Of Mcs And Dynamic Tensionsmentioning

confidence: 99%

Impacts of Interactive and Diagnostic Control System Use on the Innovation Process

Frezatti

Bido

Cruz

et al. 2017

BAR, Braz. Adm. Rev.

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This research explores the innovation process in organizations based on the Management Control System (MCS). We examined the link between the diagnostic and interactive uses of management control systems and their association with the intensity of the innovation process. Motivations for the research are: (a) enhance the potentiality of the model by including variables that are external to the organization, and (b) offer an empirical emergent country perspective on innovation. The study is quantitative and the data were collected by means of a survey questionnaire involving a sample of 121 Brazilian companies. The analysis was supported by structural equation modeling. The contributions are: (a) enhancement of the model by including the influences exerted by external stimuli on the intensity of innovation, (b) confirmation of the utility of the model in an emergent country, and (c) despite the controversial literature, highlighting the importance of the interactive use of the Management Control Systems process, by offering an empirical perspective on innovation control. A positive implication of the findings relates to the use of a broader and not exclusively internal model to increase its potentiality, reflecting the organizational reality by including the dynamism of external stimuli and the innovation control perspective.

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“…Son, por tanto, incentivadores de la adopción de SCG, puesto que las demandas específicas sobre gestión de la información que requieren los gestores de capital riesgo también pueden conducir a la incorporación de SCG. La experiencia de los gestores de SCG puede influir en la adopción de tales sistemas (Adler y Chen, 2011). Las cuatro anteriores variables (edad, tamaño, reemplazo del fundador y presencia de capital riesgo) son las que se muestran con mayor grado de repetición y de eficiencia como factores incentivadores de la presencia de SCG en la muestra de trabajos.…”

Section: Capital Riesgounclassified

La implementación de los sistemas de control de gestión en las empresas de nueva creación: Una revisión de la literatura

Castro¹

2017

CYN

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El objetivo de este trabajo es una revisión literaria de la relación entre los sistemas de control de gestión y el porqué del uso de los mismos en las empresas de nueva creación. Con este fin, se han revisado 24 artículos publicados en 11 revistas en el período 1967-2015. Se definen los resultados en tres categorías: los motivos de la adopción, cuáles son y cómo actúan las variables de fomento de la adopción, y las consecuencias. Se analizan el estado actual de la investigación y las líneas de investigación futuras recogidas por la literatura recopilada.Palabras clave: Sistemas de control de gestión, emprendimiento, revisión de la literatura, start-up The Implementation of Management Control Systems in Start-Up Companies: A Review of the LiteratureThe objective of this work is a literature review of the relationship between management control systems and why the use of them in newly created companies. To this end, we have reviewed 24 articles published in 11 journals in the period 1967-2015. The results are defined in three categories: the reasons for adoption, they are and how they work variables promoting the adoption, and the consequences. The current status of research and future research collected by the literature collected is analyzed.Keywords: Management control systems, entrepreneurship, literature review, start up. A implementação de sistemas de controle de gestão em empresas start-up: uma revisão da literaturaO objetivo deste artigo é uma revisão da literatura sobre a relação entre os sistemas de controlo de gestão e por que o uso delesem empresas recém-criadas. Para este fim, nós analisamos 24 artigos publicados em 11 revistas no período 1967-2015. os resultados são definidos emtrês categorias: as razões para adoção, eles são e como eles funcionam variáveis que promovem a adoção e as consequências. o estado actual da investigação e futuras pesquisas coletadas pela literatura recolhida é analisada.Palavras chave: Sistemas de controlo de gestão, empreendedorismo, revisão da literatura, o arranque La implementación de los sistemas de control de gestión en las empresas de nueva creación: Una revisión de la literatura

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Combining creativity and control: Understanding individual motivation in large-scale collaborative creativity

Cited by 245 publications

References 148 publications

Interrelation of Controls for Autonomous Motivation: A Field Study of Productivity Gains Through Pressure-Induced Process Innovation

Interrelation of Controls for Autonomous Motivation: A Field Study of Productivity Gains Through Pressure-Induced Process Innovation

Impacts of Interactive and Diagnostic Control System Use on the Innovation Process

La implementación de los sistemas de control de gestión en las empresas de nueva creación: Una revisión de la literatura

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