The Social Side of Creativity: A Static and Dynamic Social Network Perspective

Perry-Smith, Jill; Shalley, Christina E.

doi:10.2307/30040691

Cited by 605 publications

(616 citation statements)

References 48 publications

(83 reference statements)

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“…Taken together, boundary-spanning creates an opportunity for both TMs and MMs to access a variety of different perspectives and information flows throughout the organization (Perry- Smith and Shalley 2003;Tsai and Ghoshal 1998), allowing both levels to achieve higher levels of exploratory innovation within their units (Rogan and Mors 2014). However, given their different role requirements, authority and varying degrees of resource access, the relationship between boundary-spanning and exploratory innovation is expected to be stronger for TMs than for MMs.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

“…Exploratory innovation requires new knowledge (Benner and Tushman 2002) and is facilitated when a work environment promotes risktaking and provides knowledge-rich stimuli and sufficient resources (Amabile et al 1996;Jansen et al 2012). Managers who span boundaries thus encounter a wider range of people with different outlooks and approaches (Perry-Smith and Shalley 2003) and may find it easier to navigate and nurture their entrepreneurial projects despite organizational politics (Lechner et al 2010). In fact, recent studies suggest that interactions with members of internal and external networks enable MMs to gain the support they need to protect their entrepreneurial activities and leverage their credibility (Morris et al 2010) as well as legitimacy (Hornsby et al 2013).…”

Section: Boundary-spanning and Strategic Renewalmentioning

confidence: 99%

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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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Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Section: Boundary-spanning and Strategic Renewalmentioning

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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“…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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“…Following this line of thought and drawing more explicitly from research by sociologists and sociopsychologists (Kavolis 1966, Simonton 1984a, organizational scholars have recently started to investigate the network side of individual creativity (Perry-Smith and Shalley 2003, Burt 2004, Perry-Smith 2006. The key idea of this emerging perspective is that a deeper understanding of how creative outputs are generated "demands that the creative individual be placed within a network of interpersonal relationships" (Simonton 1984a(Simonton , p. 1273.…”

Section: Introductionmentioning

confidence: 99%

A Core/Periphery Perspective on Individual Creative Performance: Social Networks and Cinematic Achievements in the Hollywood Film Industry

Cattani

Ferriani

2008

Organization Science

531

457

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This is the published version of the paper.This version of the publication may differ from the final published version. Permanent repository link Full terms and conditions of use: http://pubsonline.informs.org/page/terms-and-conditionsThis article may be used only for the purposes of research, teaching, and/or private study. Commercial use or systematic downloading (by robots or other automatic processes) is prohibited without explicit Publisher approval, unless otherwise noted. For more information, contact permissions@informs.org.The Publisher does not warrant or guarantee the article's accuracy, completeness, merchantability, fitness for a particular purpose, or non-infringement. Descriptions of, or references to, products or publications, or inclusion of an advertisement in this article, neither constitutes nor implies a guarantee, endorsement, or support of claims made of that product, publication, or service. Copyright © 2008, INFORMS Please scroll down for article-it is on subsequent pagesINFORMS is the largest professional society in the world for professionals in the fields of operations research, management science, and analytics. For more information on INFORMS, its publications, membership, or meetings visit http://www.informs.org Organization Science Vol. 19, No. 6, November-December 2008, pp. T he paper advances a relational perspective to studying creativity at the individual level. Building on social network theory and techniques, we examine the role of social networks in shaping individuals' ability to generate a creative outcome. More specifically, we argue that individuals who occupy an intermediate position between the core and the periphery of their social system are in a favorable position to achieve creative results. In addition, the benefits accrued through an individual's intermediate core/periphery position can also be observed at the team level, when the same individual works in a team whose members come from both ends of the core/periphery continuum. We situate the analysis and test our hypotheses within the context of the Hollywood motion picture industry, which we trace over the period 1992-2003. The theoretical implications of the results are discussed.

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The Social Side of Creativity: A Static and Dynamic Social Network Perspective

Cited by 605 publications

References 48 publications

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

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

Creative Leadership: A Multi-Context Conceptualization

A Core/Periphery Perspective on Individual Creative Performance: Social Networks and Cinematic Achievements in the Hollywood Film Industry

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