Win or Lose the Battle for Creativity: The Power and Perils of Intergroup Competition

Baer, Markus; Leenders, R.Th.A.J.; Oldham, Greg R.; Vadera, Abhijeet K.

doi:10.5465/amj.2010.52814611

Cited by 169 publications

(129 citation statements)

References 61 publications

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“…Newcomers who recently joined the team as a result of membership change have been found to increase the number of ideas generated, the variance of these ideas, and the creativity of "oldtimers" (i.e., those members who remain in a team) [24]. Similar results were found by Baer and colleagues [25] in collaborative or highly competitive teams who experienced membership change, as both types outperformed those teams with stable membership in an idea generation task. De La Hera and Rodriguez [26] also found that teams who experienced membership change generated higher quality alternatives in creative problemsolving tasks than teams with stable membership.…”

Section: Membership Change Literaturesupporting

confidence: 70%

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

Bedwell

Ramsay

Salas

2012

Behav. Med. Pract. Policy Res.

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Section: Membership Change Literaturesupporting

confidence: 70%

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

Bedwell

Ramsay

Salas

2012

Behav. Med. Pract. Policy Res.

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Section: Linking Idea Generation Creativity and Innovationmentioning

confidence: 99%

“…Cirella and Shani (2012) argue that creativity within organisations happens when people work together to trigger ideas through dialogue, debate and conflict. Similarly, Baer et al (2010) argue that organisations rely on both team-based structures and internal competition between these teams to elicit creativity.Innovation is the successful application of creativity and as a result creatively is said to ignite innovation (Amabile, 1996;Çokpekin and Knudsen, 2012;Mumford, 2000;Shalley et al, 2004). Innovation is not the same as creativity (Amabile, 1996;Lewis and Wright, 2012).…”

mentioning

confidence: 99%

The role of stimulating employees’ creativity and idea generation in encouraging innovation behaviour in Irish firms

Doran

Ryan

2017

The Irish Journal of Management

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This paper analyses the impact of stimulating staff creativity and idea generation on the likelihood of innovation. Using data for over 3,000 firms, obtained from the Irish Community Innovation Survey 2008-2010, we examine the impact of six creativity generating stimuli on product, process, organisational and marketing innovation. Our results indicate that the stimuli impact the four forms of innovation in different ways. For instance, brainstorming and multidisciplinary teams are found to stimulate all forms of innovation, rotation of employees is found to stimulate organisational innovation, while financial and non-financial incentives are found to have no effect on any form of innovation. We also find that the co-introduction of two or more stimuli increases the likelihood of innovation more than implementing stimuli in isolation. These results have important implications for management decisions in that they suggest that firms should target their creative efforts towards specific innovation outcomes. We consider four types of innovation: product, process, organisational and marketing. The Oslo Manual notes that these forms of innovation are a mixture of technical and non-technical innovation which may have different determinants (OECD, 2005). Indeed in the context of R&D, Doran et al. (2013) note that different forms of R&D have diverse impacts on the likelihood of performing different forms of innovation. Therefore, it is possible that our idea generation and creativity stimuli may have a differentiated impact on innovation types. We assess the importance of our stimuli on as wide a spectrum of innovation types as our data facilitate to ascertain whether there are any commonalities or substantive differences in their effectiveness. The remainder of this paper is structured as follows. Section 2 presents a review of the literature. The data and methods are presented in Section 3. The results are set out in Section 4, while Section 5 discusses these results. Section 6 concludes our study. LITERATURE REVIEWInnovation is the key to maintaining competitiveness in the global market. The capability of a firm to develop new goods and services, to transform its structure into a more efficient one and to make its marketing more competitive determines its success. Since idea generation and creativity are fundamental to innovation, firm owners and managers frequently encourage, stimulate, fund and reward such activities (Hansen and Birkinshaw, 2007;OECD, 2005;Roper et al., 2008). We begin this section by examining what is meant by idea generation and creativity stimuli, and how these concepts are linked to innovation. Following this we examine the Componential Theory of Creativity (Amabile, 1988(Amabile, , 1996Amabile and Mueller, 2008) and use it to identify stimuli that may enhance organisational creativity. Linking idea generation, creativity and innovationSince the concepts of idea generation, creativity and innovation are used interchangeably in the literature (Ford, 1996;Shalley et al., 2004), it is imp...

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“…Moreover, if the complexity of the task increases, then the coordination required to integrate the collective set of tasks will decreasingly depend on impersonal forms of coordination such as hierarchy, rules, and programs but more on interpersonal forms of coordination emphasizing interaction (Becky and Ockhuysen 2009; Van de Ven et al 1976). An important example of the latter form of coordination is the team-based design, and several studies have therefore explicitly focused on teams in their analysis of task interdependence (e.g., Adler 1995;Astley and Zajac 1991;Baer et al 2010). Despite the advent of autonomous teams in the innovation era, the organization design literature has largely attributed changes in task interdependence to top managers or designers (e.g., Kapsali 2011;Puranam et al 2012;Rivkin and Siggelkow 2003) because they have the authority and power to (re)design.…”

Section: Task Interdependencementioning

confidence: 99%

“…Examples of organization designs adopted by firms in the innovation era are the virtual organization (Markus et al 2000), the spin-out organization (Ambos and Birkinshaw 2010), the cellular organization (Miles et al 1997), the spaghetti organization (Foss 2003), the modular organization (Galunic and Eisenhardt 2001), and the ambidextrous organization (Tushman and O'Reilly 1996). An important common characteristic of these novel organization designs is that they harbor task-interdependent teams which operate as self-organizing units and experience considerably autonomy (Baer et al 2010;Miles et al 2010;Pandza et al 2011). Considering the importance of autonomous teams as building blocks of novel organization designs and the strategic requirement for productive interactions between them, we argue for a renewed interest, and close examination of issues of interdependence between teams.…”

Section: Introductionmentioning

confidence: 99%

Design, Perception and Behavior in the Innovation Era: Revisiting the Concept of Interdependence

Es-Sajjade

Wilkins

2017

J Org Design

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The innovation era has seen firms adopting a variety of organization designs with autonomous teams as their basic building blocks. Such organization designs have confronted firms with the challenge of managing complex task interdependence configurations. The predominant assumption within the organization design field for decades has been that task interdependence given by design would determine team behavior. We argue on theoretical grounds that research on interdependence should revisit the relationship between design and behavior. More specifically, we suggest social interdependence theory as a valuable complementary theoretical lens for examining the subtleties of how design shapes behavior and how behavior in turn may influence design. At the end of our discussion, we propose the implications for research and practice and present several research opportunities which are expected to further contribute to a better understanding of the strategic organization of innovation-led firms.

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Win or Lose the Battle for Creativity: The Power and Perils of Intergroup Competition

Cited by 169 publications

References 61 publications

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

The role of stimulating employees’ creativity and idea generation in encouraging innovation behaviour in Irish firms

Design, Perception and Behavior in the Innovation Era: Revisiting the Concept of Interdependence

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