Brainstorming Groups in Context: Effectiveness in a Product Design Firm

Sutton, Robert I.; Hargadon, Andrew

doi:10.2307/2393872

Cited by 795 publications

(579 citation statements)

References 22 publications

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“…Early experimental studies found that people who were assigned either do-your-best or difficult creativity goals exhibited higher creativity than people who were not assigned a creativity goal Shalley, 1991Shalley, , 1995. In an ethnographic study at IDEO, Sutton and Hargadon (1996) found that presenting a challenging goal at the beginning of a brainstorming session stimulated creativity. In a study of 29 resource-constrained firms, Baker and Nelson (2005) identified cases where managerial instructions to solve a problem without spending any money combined with managerial support resulted in employees generating creative solutions through bricolage.…”

Section: Behavioral Perspectivesmentioning

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: Behavioral Perspectivesmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…Systematic approaches have been developed to improve other business processes considered art, such as design [68,69], creativity [56,70], process improvement [71], etc. We (36) believe that scenario development would benefit from such an approach as well.…”

Section: Contributionsmentioning

confidence: 99%

Axiomatic foundation and a structured process for developing firm-specific Intuitive Logics scenarios

Phadnis

Caplice

Singh

et al. 2014

Technological Forecasting and Social Change

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This paper presents an axiomatic foundation for developing firm-specific scenarios in the tradition of the Intuitive Logics School (ILS), a structured scenario creation process built on that foundation, and its application using a case study. The ILS outlines a high-level scenario-development process, but without a theoretical basis or prescriptions for executing different process steps. The lack of theoretical grounding has led to a proliferation of methods for developing scenarios, without any basis for comparing them. We fill this gap in the literature by articulating a set of axioms characterizing the nature of human knowledge about the business environment and scenarios as depictions of that environment. Using this theoretical foundation, we devise a structured process for developing scenarios. Finally, we demonstrate this process by applying it to develop four scenarios for a firm in the U.S. healthcare sector.

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“…External activities provide access to external parties, who tend to possess non-redundant knowledge and offer different perspectives (Ancona & Caldwell, 1992;Hansen, 1999). Prior work shows that exposure to novel and contrasting viewpoints has the advantages of broadening the recipients' knowledge base, compelling consideration of alternative approaches, and prompting novel combination of ideas, resulting in the development of innovative practices that can ultimately result in better outcomes (Powell, 1998;Sutton & Hargadon, 1996). Several studies outside health care have found a positive relationship between use of external activities and performance (Ancona & Caldwell, 1992;Choi, 2002;Wong, 2004).…”

Section: Inter-olas and Performancementioning

confidence: 99%

“…Tucker, Nembhard, and Edmondson (2007) found that improvement teams' use of activities that helped them learn how to operationalize new practices in their setting contributed to the successful implementation of those practices in 23 neonatal intensive care units. In addition, a case study by Sutton and Hargadon (1996) showed that when teams brainstormed (a form of intra-OLA) on how to apply knowledge they acquired from outside the organization, they created more performance-enhancing solutions for the organization. Given the ways in which intra-OLAs may help teams address the challenges of integrating complex knowledge and practices acquired from inter-OLAs, we propose that greater use of intra-OLAs by collaborative teams, in combination with inter-OLA use, enhances performance improvement, a relationship also suggested by work on team learning in pharmaceutical firms (Bresman, 2010).…”

Section: The Moderating Role Of Intra-olasmentioning

confidence: 99%