The biasing effect of networks in the implementation of innovations

Szatmari, Balazs; Deichmann, Dirk

doi:10.1111/emre.12537

Cited by 4 publications

(2 citation statements)

References 104 publications

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“…In addition, we searched in the description and reviews sections for each cookbook on amazon.co.uk for any other potential awards and these included, for example, the “Guild of Food Writers Awards.” We coded awards as one if the cookbook had received one or more awards and 0 in all other cases. While it is tempting to assume that novel work is more likely to receive an award (e.g., Verhoeven et al, 2016), previous research that did differentiate the nomination for or receipt of an award from the novelty of the work finds zero (e.g., Szatmari, 2016) or even negative correlations between the two variables (e.g., Perretti & Negro, 2006). This is confirmed in our data; the correlation between novelty and awards ( r = 0.104) is nonsignificant.…”

Section: Study 1: Methodsmentioning

confidence: 99%

A recipe for success? Sustaining creativity among first-time creative producers.

Deichmann¹,

Baer²

2023

Journal of Applied Psychology

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Sustaining creativity is difficult. We identify the conditions that determine repeat production of novelty among first-time producers, and the psychological mechanism transmitting their effects. Our theoretical model highlights that the novelty of a first production can lower the probability of creating a second production, particularly when the first production is bestowed with an award or recognition. This effect occurs primarily because individuals who win an award for a prior novel production experience a greater threat to their creative identity when anticipating having to produce follow-up novel work. We test our theoretical model in three studies: an archival study of first-time cookbook authors in the United Kingdom and two experiments. Our results provide some support for our theoretical model-award-winning producers of novel cookbooks (or ideas for them) are less likely to follow-up their initial production with a second one, largely because of the potential erosion to a person's creative identity that doing so may cause. Our findings highlight the intricacies of sustaining creativity over time and offer insights into why some producers abandon their creative efforts.

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Section: Study 1: Methodsmentioning

confidence: 99%

A recipe for success? Sustaining creativity among first-time creative producers.

Deichmann¹,

Baer²

2023

Journal of Applied Psychology

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“…Furthermore, although cognitively flexible CEOs also rely on outside information (search selection), the use of external information has a limited role in organisational AM (ibid). Additionally, Szatmari and Deichmann (2022) contend that the point of commencement of organisational decision making influences the interchange between refusing profitable opportunities and reducing the probability of accepting adverse alternatives.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Strategic leadership and firm performance: The mediating role of ambidexterity in professional services small‐ and medium‐sized enterprises

Ambilichu

Omoteso

Yekini

2022

European Management Review

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The role of strategic leadership is pivotal in determining a firm's direction and shaping its processes, competencies and performance. Strategic leadership also develops, deploys and reconfigures the firm's ambidextrous capabilities (such as innovativeness, competiveness and adaptability) that influence performance. Using responses from 315 UK small‐ and medium‐sized accountancy firms, this study empirically investigates the extent to which the direct influence of strategic leadership on performance is mediated by the firm's ambidextrous orientation. With a variance accounted for of 57.78%, the results show that ambidexterity has a partial mediating effect on the relationship between strategic leadership and the performance of accountancy firms. Also, our findings show that the perception of environmental dynamism does not influence the ambidextrous orientation of these accountancy firms. In addition, increased firm's age does not necessarily lead to decreased performance resulting from inertia.

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The increasing value of status in low-performing organizations: Evidence from the video game industry

Szatmari,

Deichmann,

van den Ende

2024

Strategic Organization

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Strategic management research generally assumes that high-status teams outperform their low-status counterparts. Indeed, status can cause decision makers to favor high-status teams, providing them with better access to resources. However, we theorize that in organizations which demonstrated high previous performance, status has a much weaker influence on decision makers. This is because in these organizations, there is no expected resource scarcity that would push decision makers to favor high-status teams. We therefore hypothesize that the difference between low- and high-status teams in terms of performance is smaller in organizations that exhibited high performance in the recent past. By analyzing a unique dataset from the video game industry, we find support for our theory. Our results confirm that the relationship between team status and performance is much stronger in organizations with low previous performance. Our study provides fresh insights about the organizational contingencies of the Matthew effect.

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The biasing effect of networks in the implementation of innovations

Cited by 4 publications

References 104 publications

A recipe for success? Sustaining creativity among first-time creative producers.

A recipe for success? Sustaining creativity among first-time creative producers.

Strategic leadership and firm performance: The mediating role of ambidexterity in professional services small‐ and medium‐sized enterprises

The increasing value of status in low-performing organizations: Evidence from the video game industry

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