Double or Quits: Understanding the Links between Secrecy and Creativity in a Project Development Process

Courpasson, David; Younès, Dima

doi:10.1177/0170840617727780

Cited by 27 publications

(30 citation statements)

References 62 publications

(114 reference statements)

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“…The present article applies the study of absences to the particular problem of ‘ignorance management’ (Israilidis, 2013; Cunha, Palma, & da Costa, 2006; Zack, 1999) in the global data industry in order to surface the kind of visions and also the type of futures that are productive of the discursive order this industry is based on. The paper will produce evidence to show that, like secrets and other organizational concealments, it is not the absence of knowledge per se, but its discursive mobilization as a danger, which is generative of creative interactions in the data industries (Courpasson & Younes, 2018).…”

Section: Theoretical Foundationsmentioning

confidence: 99%

Sacred Excess: Organizational Ignorance in an Age of Toxic Data

Schwarzkopf

2019

Organization Studies

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Actors in data-intensive industries at times deliberately induce and reproduce organizational ignorance by engaging in over-production of data. This observation leads the paper to make two claims. First, members of these industries fetishize data excess not in order to reduce, but in order to reproduce and stabilize organizational ignorance. Second, in this process of fetishization, organizational ignorance gives rise to forms of collective effervescence similar to that found in totemistic religions. This effervescence allows organizational actors to draw defining lines around that which is marked as awe-inspiring, dangerous and off-limits, namely the sacred. In reviewing organizational ignorance from the perspective of the sacred, this paper proposes that, paradoxically, contemporary forms of data creation allow companies and industries to organize themselves around ignorance as opposed to the promise of knowledge and insight. The paper uses this theoretical proposal in order to outline the contours of an alternative ontology of organizational ignorance, one that understands this phenomenon in terms of excessive presence of data and information.

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Section: Theoretical Foundationsmentioning

confidence: 99%

Sacred Excess: Organizational Ignorance in an Age of Toxic Data

Schwarzkopf

2019

Organization Studies

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“…Employees sometimes hide knowledge to protect the organization or their self-interest (Xiao & Cooke, 2019). Furthermore, secrecy could strengthen rather than damage organizations when it was analyzed as a social fabric of interactions around workplace and shared feelings triggered by the risks of working in secret because it transformed team members' perception of time, and it reinforced their exchange (Courpasson & Younes, 2018). Connelly and Zweig (2015) suggested that not all knowledge hiding, in terms of the three dimensions, was equally harmful.…”

Section: Literature Reviewmentioning

confidence: 99%

Drivers of knowledge hiding in the university context

Yang

Ribière

2020

OJAKM

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Knowledge hiding, as an emerging novelty, has started to draw research attention since the last decade or so. Previous literature defined knowledge hiding as one’s deliberate attempt to withhold or conceal requested knowledge from another person and contended that three hiding strategies involved are playing dumb, evasive hiding, and rationalized hiding. Previous researchers found that knowledge hiding could be triggered by distrust, characteristics of the requested knowledge, and an intention to adapt to the social context. The purpose of this study was to investigate the reasons and motivations driving individuals to hide their knowledge in an academic context. A sequential mixed-method research design was adopted to help obtain a better understanding of knowledge hiding phenomena. A qualitative study was firstly conducted, which identified three primary independent constructs that may bring about knowledge hiding – interpersonal relationships, personal traits, sustaining personal knowledge advantage. Then the three constructs were further tested with a quantitative study. Results suggested that “personal traits” and “sustaining personal knowledge advantage” constructs significantly influenced knowledge hiding behavior, but the construct of “interpersonal relationships” had no significant influence on our sample’s knowledge hiding behavior.

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“…Despite this difficulty (see also Courpasson and Younes, 2018), scholarly attempts to elucidate creativity have a long tradition in psychology, where interest in the subject has notably grown since the 1950s (Rhodes, 1961). In management, research has emphasized intrinsic motivation for engaging in creative processes, such as expressing and enhancing one’s identity and imagination (Gabriel, 2009), while also underlining the point that creativity can be undermined by extrinsic motivators (e.g.…”

Section: Management: Another Planet With Radically Different Views Onmentioning

confidence: 99%

Lost in translation? Transferring creativity insights from arts into management

2019

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Since the early 2000s the business sector has, as a matter of both professional and academic concern, repeatedly advocated the transfer of artistic practices, especially those deemed exemplary forms of creativity, to a management world grappling with new challenges – a claim we here call the ‘transferability thesis’ in order to consider the responses made to what Boltanski and Chiapello define as an artistic critique of capitalism. Drawing on the wide range of relevant academic literature, this article critically examines the plausibility of the ‘thesis’. To this end, we review analytical literature advocating artistic transfers alongside empirical work that examines art interventions within organizations. Both are important components of a broader organizational aesthetics approach even though, we contend, neither strands of research provide a plausible argument for meaningful transferability. We then draw on arts-based literature, management theory and psychology to compare notions of creativity at both ends of the proposed transferral process. We highlight convergence and variance in art and business thinking, noting fundamental mismatches with regard to utility, rationalization and heteronomy – three levels of incompatibility that make a genuine transplantation of art ideas highly unlikely. Finally, we discuss our critical contribution in relation to the specious status of the ‘thesis’ and the centrality of Boltanski and Chiapello’s triadic model of capitalism to our investigation. By way of a conclusion, we suggest that further research is needed to examine the symbolic nature of appeals to artistic creativity by management.

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Double or Quits: Understanding the Links between Secrecy and Creativity in a Project Development Process

Cited by 27 publications

References 62 publications

Sacred Excess: Organizational Ignorance in an Age of Toxic Data

Sacred Excess: Organizational Ignorance in an Age of Toxic Data

Drivers of knowledge hiding in the university context

Lost in translation? Transferring creativity insights from arts into management

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