Artists are often seen as innovators and producers of creative and extraordinary new ideas. Additionally, experiencing art and artistic processes is an important opportunity for learning and exploration. Thus, corporations and scientific organizations have experimented with initiatives that generate artscience collaboration, such as fellowships, long-term collaborations with artists, and artist-in-residence programs. Looking at outcomes in the long-term, it is possible to identify important contributions to scientific, technological, and artistic fields that stem from artscience collaboration opportunities in organizations. On the other hand, it is often difficult to define immediate tangible outcomes of such processes as innovation as interdisciplinary interaction and learning processes are valuable experiences that do not always manifest directly in outcomes that can be measured. Drawing from cases of artscience programs and qualitative interviews with program managers, scientists, and artists, this article explores how artscience collaboration in an organization adds value and helps overcome organizational challenges regardless of such outcomes. By shifting the focus from the outcome to the process of artscience collaboration, it is possible to discover in more depth value-added contributions of artscience experiences on an individual level (e.g., new ways of knowing and thinking, understanding of materials and processes, and learning). Moreover, such contributions tell stories of connecting the process of artscience programs to the organizations’ goals of developing a new generation of leaders and driving a more adaptive, innovative culture. These benefits of artscience opportunities need to be supported by managerial activities in the organization. Thus, it enables a more differentiated understanding of possible contributions of artscience collaboration to organizations and helps to define the best model to create such opportunities. The article also recommends future research directions to further advance artscience collaboaration, especially in light of pertinent movements such as STEAM and Open Innovation, and promising developments in related fields such as neuro-aesthetics.

In Spring 2017, Abyss Creations, a 20-year old manufacturer of hyper-realistic sex dolls (trade-named "RealDoll") with a loyal customer base, launched an artificial intelligence app (named "Harmony") to augment the dolls' already lifelike bodies, giving them customizable personalities and allowing them to flirt and converse with their owners. Abyss is not the only such maker-from the USA to Spain to Japan, "the $30 billion 'sex-tech' industry has a race underway to create the world's first commercially available AI-enabled sexbot, with dozens of firms contending" (Kleeman 2017). Figure 1 shows examples of sex dolls and their makers.

at the intersection of theatre, art and business explores both collaboration and innovation, and demonstrates how such integration "opens unexpected potential for student development as future contributors to society" [3]. The transformational experiences students go through in the course help them develop spatial thinking, abstract reasoning, and active listening and observation skills, as well as creative imagination and critical discourse. The course impact confirms earlier research findings [4][5][6][7] that literacy in the arts prepares students to negotiate cultural differences, challenge existing paradigms and navigate contradictory data; and that working collaboratively within a collected intelligence enables them to find solutions that are not only technically superior, but also ethically and culturally evaluated.Embedding liberal art content in a business course enhances students' ability "to understand undefined outcomes while allowing for failure and risk taking" [3].