Historiometry in Organizational Science

Crayne, Matthew P.; Hunter, Samuel T.

doi:10.1177/1094428117731879

Cited by 15 publications

(3 citation statements)

References 71 publications

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“…Findings from Study 1 provide initial insight into the nature and potential resolution of the originality paradox, yet several critical questions remain. Specifically, although the use of historical (Crayne & Hunter, 2018), open‐source data allows for a more externally valid investigation of the originality paradox, several issues limit our ability to interpret the outcomes with the confidence we would prefer. As such, there are three limitations of Study 1 that were addressed in a second, laboratory‐based investigation (Podsakoff & Podsakoff, 2018).…”

Section: Studymentioning

confidence: 99%

Why we Support some Original Ideas but Reject Others: An Application of Signaling Theory

Hunter

Blocker

Gutworth

et al. 2022

Journal of Creative Behavior

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Although organizations say new ideas are desirable, investing in original products rather than the "tried and true" can be unsettling for decision-makers. This discomfort may be due, in part, to uncertainty surrounding whether a new idea will prove successful. As such, the originality of a creative idea can be paradoxically viewed both as an asset, driving up appeal, as well as a detrimental risk. To help unpack these relationships, we propose that how an original idea is proposed (i.e., pitched) plays a central role in the support it receives. Guided by signaling theory we examined how pitch quality relates to funding for ideas with varying degrees of originality. In a field sample of 245 Kickstarter crowdfunding campaigns, pitch quality for ideas high in originality predicted investment in such ideas. In a follow-up experimental study, we created high-and low-quality pitches for two products, also varying product originality and product quality. Results highlight the importance of high-quality pitches for highly original ideas that are associated with reductions in uncertainty. Supplemental analyses suggest that high-quality pitches improve enthusiasm for a product as well, highlighting a potential second path of support influence.

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Section: Studymentioning

confidence: 99%

Why we Support some Original Ideas but Reject Others: An Application of Signaling Theory

Hunter

Blocker

Gutworth

et al. 2022

Journal of Creative Behavior

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“…This method is especially useful for exploring a relatively new research area, such as examining the dynamic nature of team roles in extreme environments, because it depends on data that were not explicitly collected for the research question of interest, thus limiting some bias. Further benefits of this approach include the contextual richness of the data and the corresponding external validity (Crayne and Hunter, 2018). Historiometry also enables the examination of complex constructs as expressed in behavior (e.g., team roles) during real situations, and the investigation of how such (team) constructs may differ depending on the type of situation (Antonakis et al, 2003).…”

Section: Methodsmentioning

confidence: 99%

A Bottom Up Perspective to Understanding the Dynamics of Team Roles in Mission Critical Teams

2019

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There is a long history, dating back to the 50 s, which examines the manner in which team roles contribute to effective team performance. However, much of this work has been built on ad hoc teams working together for short periods of time under conditions of minimal stress. Additionally, research has been conducted with little attention paid to the importance of temporal factors, despite repeated calls for the importance of considering time in team research (e.g., Mohammed et al., 2009 ). To begin to understand team roles and how temporal aspects may impact the types of team roles employed when teams are working in extreme mission critical environments, the current manuscript uses a data-driven, bottom-up approach. Specifically, we employ the use of retrospective historical data as our input and a historiometric approach ( Simonton, 2003 ). Source documents consist primarily of autobiographies, memoires, biographies, and first-hand accounts of crew interaction during spaceflight. Critical incidents regarding team interaction were extracted from these source documents and independently coded for team roles by two trained raters. Results of the study speak to the importance of task and social roles within teams that are predominantly intact and operating in extreme environments where mistakes can be life threatening. Evidence for the following task (i.e., coordinator, boundary spanner, team leader, evaluator, critic, information provider, team player, and innovator) and social roles (i.e., team builder, nurturer, harmonizer, entertainer, jokester, and the negative roles of attention seeker and negativist) were found. While it is often task roles that receive the greatest attention, results point to the importance of not neglecting the socioemotional health of the team (and the corresponding roles). Results also indicated that while some roles were consistently enacted independent of temporal considerations (e.g., mission length), the degree to which others were enacted varied across missions of differing lengths. Additionally, based on the current sample we see the following trends: (1) increased enactment of the team builder role as mission duration increases, (2) prominence of the entertainer role, and (3) increased emphasis on the visionary/problem solver role on missions over 2 years.

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“…Instead, each of the proposed pathways can lead to effective performance depending on the situation. This assertion is informed by historiometric research (see Crayne & Hunter, 2018) on historically prominent leaders, as well as experimental laboratory-based studies. Across these methods, research (see Lovelace et al, 2019 for review) has found that CIP sensemaking styles are identifiable in outstanding leaders across time periods, geographies, and industries.…”

Section: Sensemaking Leadership and Covid-19mentioning

confidence: 99%

Making sense of crisis: Charismatic, ideological, and pragmatic leadership in response to COVID-19.

Crayne

Medeiros

2021

American Psychologist

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The incursion of coronavirus disease 2019 (COVID-19) reached global scale in 2020, requiring a response from leaders worldwide. Although the virus is a ubiquitous problem, world leaders have varied appreciably in their responses resulting in substantially different outcomes in terms of virus mitigation, population health, and economic stability. One explanation for this inconsistency is that leaders have taken differential approaches to making sense of the crisis that, in turn, have driven their approaches to decision making and communication. The present article elaborates on the role of leaders as sensemakers and explains how a leader’s sensemaking approach is a critical element in successful crisis management efforts. Through the charismatic, ideological, pragmatic (CIP) leadership model, a sensemaking-focused theory of leadership, it is explained how specific, relatively stable sensemaking approaches manifest and what actions leaders engaged in those styles are likely to take in times of crisis. These connections are then reinforced through case examples of 3 world leaders, framed through CIP, and demonstrate how their sensemaking approach has influenced their response to COVID-19. The article concludes with a discussion of the impacts that these differential approaches to COVID-19 may have on the global community, and recommendations for more explicit incorporation of sensemaking into our understanding of leadership.

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Historiometry in Organizational Science

Cited by 15 publications

References 71 publications

Why we Support some Original Ideas but Reject Others: An Application of Signaling Theory

Why we Support some Original Ideas but Reject Others: An Application of Signaling Theory

A Bottom Up Perspective to Understanding the Dynamics of Team Roles in Mission Critical Teams

Making sense of crisis: Charismatic, ideological, and pragmatic leadership in response to COVID-19.

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