Creativity in Teams and Organizations Minitrack
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We seek papers to improve creativity and innovation through all phases of problem-solving: Understanding a problem, devising potential solutions, evaluating alternatives, making choices, making plans, taking action, and after-action review. We seek papers addressing creativity in all patterns of collaboration: Generating ideas, converging on those deemed worthy of more attention, organizing ideas, evaluating ideas, and building consensus. We also seek papers that suggest improvements for realizing creative ideas in the workforce as innovations, for an organization cannot benefit from its creativity until its ideas are implemented.
Thus, the "Creativity in Teams and Organizations" minitrack focuses on:
- Methods & techniques to improve creativity in co-located and distributed groups
- Creativity in crowds and through social media
- Systems and Technology for Enhancing Creativity
- Challenges and opportunities for creativity in teams
- Theoretical foundations for creativity at individual, group and organizational levels
- Practical approaches to foster creativity at individual, group and organizational levels
- The creation and implementation of innovations in organizations
- Factors affecting creativity in teams and organizations
- Building team-based organizations
- Creativity and innovation concepts, theories, and practices for product or service development
Minitrack Co-Chairs:
Gert-Jan de Vreede (Primary Contact)
University of South Florida
Email: gdevreede@usf.edu
Triparna de Vreede
University of South Florida
Email: tdevreede@usf.edu
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Recent Submissions
1 - 5 of 5
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ItemAntecedents of Engagement in Community-Based Crowdsourcing( 2017-01-04)Organizations are increasingly pursuing crowdsourcing initiatives to gain an understanding of community issues. A critical success factor for community crowdsourcing is to attract online volunteer crowdsourcing users and engage their interest besides extrinsic motivators like monetary rewards. Our study examines determinants of participant engagement in online crowdsourcing communities, specifically motivation to contribute, personal interest in topic, and goal clarity. The results provide strong support for (a) the positive relationship between an individual’s motivation to contribute towards a task and their engagement towards that task; (b) the positive relationship of a person’s interest in the topic and their motivation to contribute; and (c) the partial mediating role of motivation to contribute. No significant effect was found for the hypothesis that clearer goals resulted in higher engagement since they led to a higher motivation to contribute when there was an inherent personal interest towards the topic.
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ItemThe Effect of Monetary Reward on Creativity: The Role of Motivational Orientation( 2017-01-04)The prolonged debate on the effect of monetary reward on creative performance is still ongoing. Research has shown monetary rewards to have both positive and negative effects on creative performance. We contend that a person’s motivational orientation moderates the effect of monetary rewards on creative performance. An experiment was conducted showing that creative performance can be influenced through two distinct causal pathways. The pathways appear different for people driven predominately by extrinsic motivation and those driven predominately by intrinsic motivation. The exact role of how motivational orientation affects the relationships between monetary reward and creative performance needs further investigation. However, this study generates some insights and suggests directions for future research.
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ItemPositive Deviance and Leadership: An Exploratory Field Study( 2017-01-04)Positive deviance refers to behavior that deviates from the norms of the reference group and has positive effects on the organization. It is an endogenous source of organizational creativity that has been shown to be powerful tool for learning and change. Despite growing interest, little remains known about the factors that stimulate positive deviance; in particular, how management can enable its emergence. In this paper, we explore the relationship between leadership and positive deviance through a conversion mixed methods field study of two hierarchical layers of store management in a large Australian retailer. Our findings indicate that management can best enable the emergence of positive deviance by combining empowering leadership behaviors with adequate levels of contingent reward and monitoring behaviors. These findings suggest that, depending on the frame of reference, positive deviance may emerge as a source for innovation that is endogenous to routines, rather than deviance from routines. \
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ItemData Elicitation for Continuous Awareness of Team Climate Characteristics to Improve Organizations’ Creativity( 2017-01-04)The creativeness of a company’s employees depends on the characteristics of working climates, e.g. au-tonomy or appropriate workload. Tools for their assessment exist, but the frequency of their applica-tion is too low to detect the relevant dynamics which characterize the varying challenges of agile and learning organizations. The evaluation of a first prototype to monitor these dynamics by frequently repeating a common online employee survey re-vealed relevant features to overcome a lack of ac-ceptance of answering the same question items in repetition. \ \ Three variables were identified which influence the acceptance of a repeated question: The time since it had last been answered, the user’s current willing-ness to participate and the user’s situation. Based on these variables, a new prototype offers users more self-determination in their rate of participation, allows for assigning dynamic repetition rates to every question item, and exploits context infor-mation to optimize the prompting of users. \
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