Social Yet Creative: The Role Of Social Relationships In Facilitating Individual Creativity

Perry-Smith, Jill

doi:10.5465/amj.2006.20785503

Cited by 1,160 publications

(1,101 citation statements)

References 54 publications

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“…For example, Baer (2014) argued for the strength-of-weak ties perspective in creativity (see also Brass, 1995;Perry-Smith 2006;Perry-Smith & Shalley, 2003;Zhou, Shin, Brass, Choi & Zhang, 2009) and found that actors are more creative in idea networks of optimal size, weak strength, and high diversity, and when they score high on openness to experience. Similarly, Perry-Smith (2014) in an experimental study found tie strength to affect creativity through individual processing of non redundant knowledge.…”

Section: Ethical Leader Behaviorsmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Section: Ethical Leader Behaviorsmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…While acquiring knowledge outside organizational units provides the opportunity to see a problem or task from an alternative perspective that can stimulate creativity and foster experimentation (Hansen 1999;Hargadon and Sutton 1997;Perry-Smith 2006), it also creates inconsistent expectations to exert work-roles by unit members. Earlier findings from socio-psychological research have demonstrated that individuals who engage in boundary-spanning also experience significant role overload and role conflict, because they face simultaneous and often conflicting pressures (Kahn et al 1964;Katz and Kahn 1978).…”

Section: Tmt Boundary-spanning and Mms' Role Conflictmentioning

confidence: 99%

“…While boundary-spanning within MNEs can drive strategic renewal of business units , researchers have also shown that managers who span boundaries are particularly susceptible to stress (Podolny and Baron 1997) and may even restrict the flow of knowledge throughout organizations (Cross et al 2002;Gould and Fernandez 1989;Tortoriello et al 2012). In fact, studies that link boundary-spanning activities to exploration-related outcomes found non-significant (Atuahene-Gima and Murray 2007; Perry- Smith 2006), inverted U-shaped (McFadyen and Cannella 2004), and negative relationships (Bogenrieder and Nooteboom 2004). These inconclusive results may be ascribed to a variation in individuals' boundary-spanning effectiveness-as TMs and MMs differ in terms of authority, resource access, and personal interests (Wooldridge et al 2008).…”

mentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

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“…Moreover, when it is the case, authors generally do not use a systematic method. For instance, the works cited in the previous paragraphs [3,17] do not use a precise definition of the concept of community and do not intend to identify all communities present in the studied network. We see two possible reasons for this.…”

Section: Network Analysis In Business Sciencementioning

confidence: 99%

“…Burt [16] and Perry-Smith [17] showed structural holes improve the emergence of new ideas. In their analysis of firm innovativeness, Simon and Tellier [3] differentiated two kinds of innovativeness: exploitation and exploration.…”

Section: Network Analysis In Business Sciencementioning

confidence: 99%

Informative Value of Individual and Relational Data Compared Through Business-Oriented Community Detection

Labatut¹,

Balasque²

2012

Lecture Notes in Social Networks

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Despites the great interest caused by social networks in Business Science, their analysis is rarely performed in both a global and systematic way in this field. This could be explained by the fact their practical extraction is a difficult and costly task. One may ask if equivalent information could be retrieved from less expensive, individual data (i.e. describing single individuals instead of pairs). In this work, we try to address this question through group detection. We gather both types of data from a population of students, estimate groups separately using individual and relational data, and obtain sets of clusters and communities, respectively. We measure the overlap between clusters and communities, which turns out to be relatively weak. We also define a predictive model, allowing us to identify the most discriminant attributes for the communities, and to reveal the presence of a tenuous link between the relational and individual data. Our results indicate both types of data convey considerably different information in this specific context, and can therefore be considered as complementary. To emphasize the interest of communities for Business Science, we also conduct an analysis based on hobbies and purchased brands.

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Social Yet Creative: The Role Of Social Relationships In Facilitating Individual Creativity

Cited by 1,160 publications

References 54 publications

Creative Leadership: A Multi-Context Conceptualization

Creative Leadership: A Multi-Context Conceptualization

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Informative Value of Individual and Relational Data Compared Through Business-Oriented Community Detection

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