Where You End and I Begin: Understanding Intimate Co-creation

Rouse, Elizabeth D.

doi:10.5465/amr.2016.0388

Cited by 62 publications

(113 citation statements)

References 112 publications

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“…We also assumed that the creativity outcome would be shaped by pairs’ gender composition. Some authors (Miles et al, 2009; Gaggioli et al, 2013a,b, 2015; Chirico et al, 2016; Rouse, 2018) suggested that the experiential correlates of this process can be found in the emergence of a sense of rapport, or as a psychological pairing, or sense of mutual engagement and connectedness between members. Here, we focused on the direct link between behavioral and cognitive performance, in line with current perspectives of Embodied creativity (e.g., Won et al, 2014; Byrge and Tang, 2015; Noy et al, 2015; Stanciu, 2015).…”

Section: Discussionmentioning

confidence: 99%

“…Since sensorimotor synchronization can be conceived as a basic cross-domain process, by testing its impact on dyadic creative performance, we could pave the way for designing new creativity-enhancing trainings, which can be potentially implementable into different domains, such as in the organizational field in which this topic is still emerging (e.g., Rouse, 2018). That is, if preliminary evidence exists regarding how to promote group creativity in organizational setting (Shalley et al, 2004; Anderson et al, 2014; Paulus et al, 2018), far less clear is how to promote dyadic creativity into organizations (e.g., Rouse, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…Based on previous theoretical models linking interpersonal coordination and creative collaboration (Gaggioli et al, 2013a,b,c; Rouse, 2018), we argued that the flow of sensorimotor information occurring between two interacting partners involved in a joint motor task (i.e., building a tower together) may facilitate co-generation of ideas, resulting in higher levels of dyadic creativity. In short, we expected that pairs who had been primed with a synchronization-conductive task would generate more and better ideas than pairs who had performed the same task alone.…”

Section: Introductionmentioning

confidence: 99%

“…For example, the Networked Flow model developed by Gaggioli et al (2013a,b,c, 2015, 2017), (Sawyer, 2003, 2007; Galimberti et al, 2015), highlights the importance of social presence (i.e., the feeling of being and acting “together”; Biocca and Harms, 2003) and mutual engagement (i.e., group flow; Sawyer, 2003, 2007) as factors facilitating interpersonal creativity. Similarly, Rouse (2018) theorized the role of a “psychological pairing” supported by a constant feedback loop (Harrison and Rouse, 2014) at the base of interpersonal intimate co-creation process in which ideas flow continuously between partners.…”

Section: Introductionmentioning

confidence: 99%

“…We chose to work with couples as dyads provide the basic prototypical condition for studying interpersonal synchronization arising from a joint action task in a controlled setting. Moreover, although few studies on diversity and dyadic creativity exist (e.g., Cohen et al, 1960; Hoffman and Maier, 1961; Triandis et al, 1965; Torrance, 1970), it is still unclear how creativity takes place in dyads, especially in the organizational field (Rouse, 2018). Dyads may display different processes enabling collaborative creative work.…”

Section: Introductionmentioning

confidence: 99%

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Effects of Interpersonal Sensorimotor Synchronization on Dyadic Creativity: Gender Matters

et al. 2019

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Although it is noted that interpersonal sensorimotor coordination can influence several high-level socio-cognitive processes, its impact on creative collaboration is nearly unexplored. Here, we investigated the effects of a form of sensorimotor coordination, that is, sensorimotor synchronization, on a subsequent creative collaboration task. 60 pairs (n total = 120 participants) formed by previously unacquainted individuals performed a tower-building task either jointly or alone, followed by a dyadic creativity task. Tower building time in the joint condition was recorded through a sensorized platform and creativity performance was evaluated by two independent raters based on the quantity and quality of generated ideas. We controlled for gender composition and for the disposition to cooperate and to adopt a creative, analytical style. Results showed that male-male couples were more creative after the joint-action condition, whereas female-female and mixed-gender couples were more creative after the solo condition. Regression analyses of tower building time on creativity performance revealed that building time was a significant predictor of creativity dimensions in male-male and in mixed-gender couples but did not predict creative performance in female-female couples. Overall, these findings suggest that the manipulation of sensorimotor coordination can influence performance in a subsequent creative collaboration task, with the nature, and magnitude of this effect depending on the gender composition of the dyads. These results have potential implications for the design of sensorimotor-based strategies to enhance dyadic creative performance in several contexts, especially for the organizational settings.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Effects of Interpersonal Sensorimotor Synchronization on Dyadic Creativity: Gender Matters

et al. 2019

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Toward a non‐organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing

Burke

Morley

2022

Human Resource Management

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The emergence of the temporary organization has ushered in a new logic of organizing accompanied by paradigm‐shifting challenges with respect to how the evolving nature of work, workers, and collective effort are to be understood. To capture the complexity inherent in this new order, and to broaden our focus from the organization to the enfolding ecosystem within which temporary organizing must be situated and understood, we engage in problematization to develop a multi‐level framework for theorizing the contemporary human resource management ecosystem. Curating insights from complexity science, we conceptualize this ecosystem as a complex adaptive one and we propose a framework that integrates key structural (open boundaries and relational constitution), emergent (contextual and complex causality), and temporal (dynamic and adaptive) properties. To deepen lines of inquiry around these defining elements, we advance a series of propositions for testing, and we outline a range of theoretical, methodological, and practical implications that arise from our work.

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A relational view of shiftwork: Co‐scheduling with higher performers

Downes

Lee

2022

Human Resource Management

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Research in HR has devoted little attention to the practice of scheduling shift workers into times and places to conduct their work. Relying upon the growing literature related to relational HR, we propose a relational view of scheduling that focuses on how employees' social contexts-particularly their being co-scheduled with higher performers-relate to changes in performance over time. We apply resource dependence and social learning theories to describe how employees' performance over time depends upon their working alongside higher performers. Higher performers consume limited resources (thereby constraining peers' performance in the short term), yet also provide instructive role models for learning new skills (thereby elevating peers' performance over the longer term). We further hypothesize these effects are stronger for employees who are newer to the firm in contrast to those with more experience. We analyze scheduling and performance data from 7,893 retail sales representatives over a 1-year period. Results show co-scheduling with higher performers has an immediate negative effect on employee performance, but is positively related to employee performance over time. Unexpectedly, co-scheduling effects were present for all employees and not only for those new to the organization. Our study points to the need for HR research on employee scheduling to better understand how shift workers' schedules provide the relational context for their work. The research offers several theoretical contributions in understanding the peer effects of higher performers, and we offer practical implications for managers seeking to design employees' schedules to encourage organizationally advantageous relationships between coworkers.

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Where You End and I Begin: Understanding Intimate Co-creation

Cited by 62 publications

References 112 publications

Effects of Interpersonal Sensorimotor Synchronization on Dyadic Creativity: Gender Matters

Effects of Interpersonal Sensorimotor Synchronization on Dyadic Creativity: Gender Matters

Toward a non‐organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing

A relational view of shiftwork: Co‐scheduling with higher performers

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