Session 361

Creativity and Innovation

Track P

Date: Tuesday, September 23, 2014

Track I

Time: 11:00 – 12:15

Common Ground

Room: Budapest


Facilitator:

  • Chengwei Liu, University of Warwick

Title: An Envy Management Model to Foster Intergroup Cooperation for Organization Innovation

Authors

  • Marina Biniari, Aalto University
  • Quy Huy, INSEAD

Abstract: Organization innovation (OI) is highly dependent on intergroup cooperation, but it is also subject to intergroup social comparisons that cause intergroup envy. Even though workplace envy could benefit or harm intergroup interactions depending on whether it triggers prosocial or undermining behaviors, we know little of how to manage it. In this paper, we propose an envy management model to advance intergroup cooperation and reduce social comparison costs.

Title: Competitive Forces and Organizational Capabilities: An Experimental Study of Strategic New Product Development Decisions

Authors

  • Hulman Khuvilai, University of Mannheim

Abstract: Drawing on the innovation and strategic management literature, we investigate how managers make new product development decisions in order to achieve competitive advantage. We collected data on 6272 decisions made by 196 managers from different industries to test the relevance of two dominant theoretical frameworks in their actual use - Porter’s five forces model and the organizational capabilities perspective. Further, we test the influence of contextual and individual level moderating factors. Our results could provide insights for strategic management research from a behavioral perspective on the long held debate about the sources of competitive advantage by revealing managers’ mental models. Additionally, the study may contribute to innovation research as it sheds light on the early stages of new product development before a project is initiated.

Title: How Do Managers Cope with their Creative Behavior?

Authors

  • Nassim Belbaly, GSCM Montpellier Business School
  • Autcharaporn Somsing, IAE, Montpellier University
  • Clemence Cheruy, GSCM Montpellier Business School

Abstract: We present an adaption of the Behavioral Agency Model of managerial risk taking to explain the executive creativity behavior. We develop propositions including reference point, problem framing, risk taking that are necessary to understand executive creative behavior. The resulting output suggests that executives need to possess different creative skills which will enable them to find the right combination between risk and creativity to solve their day to day problems.

Title: Self-Regulated Teams, Agile Processes, and Absorptive Capacity: Identifying Dimensions That Affect Organizational Learning

Authors

  • Maria Carmela Annosi, KTH Royal Institute of Technology
  • Saeed Khanagha, Radboud University Nijmegen
  • Henk Volberda, Erasmus University Rotterdam

Abstract: Absorptive capacity (AC), as the ability to learn and to effectively utilize external knowledge is known as a key determinant of an organization’s innovative performance. Although AC has been central to many research studies, our understanding on contextual factors that potentially influence the formation and the realization of absorptive capacity is still limited. By utilizing the results of an extensive field study combined with the survey results from a 1700 respondents in 240 self-regulated teams, we identify, hypothesize, and test the key influences on Absorptive capacity at individual, team, and organization level. The findings highlight the moderating effects of (a) leadership style, (b) teams’ characteristics, and (c) organizational level factors such as collective memory and beliefs on the relationship between absorptive capacity and innovative performance.

Title: Useful Novelty – How to Encourage Creativity When your Staff is Homogenous

Authors

  • Kristina Dahlin, HEC-Paris
  • Kristine de Valck, HEC Paris

Abstract: What is a manager to do when wishing to enhance creativity but only have homogenous individuals to manage? We argue that the right task strategy can turn groups with similar members into highly creative units. We test how a strategy focusing on problem-analysis moderates the link between diversity and creativity in groups. Defining creativity as the process of generating a novel and useful solution we find that low-diversity groups that choose a strategy that focuses on problem-analysis are more creative than higher-diversity groups. We make a contribution to the study of creativity by separating the distinct effects that diversity has on the novelty and usefulness dimensions of creativity. In so doing, we suggest that managers can foster creativity in groups by determining the right combination of diversity and problem-analysis.

All Sessions in Track P...

Sun: 08:00 – 09:15
Session 459: Theoretical Foundations of Behavioral Strategy I
Sun: 09:30 – 10:45
Session 460: Theoretical Foundations of Behavioral Strategy II
Sun: 11:15 – 12:30
Session 461: Theoretical Foundations of Behavioral Strategy III
Sun: 15:45 – 17:00
Session 360: Heuristics and Biases in Strategy Choices
Session 363: Social Influence & Comparisons
Sun: 17:15 – 18:30
Session 612: Behavioral Strategy IG Business Meeting
Mon: 08:00 – 09:15
Session 354: Goals and Aspirations
Mon: 11:00 – 12:15
Session 352: CEO Decision Making
Mon: 14:45 – 16:00
Session 265: Learning, Search, Slack: The behavioral theory revisited
Session 353: Behavioral Foundations of Mergers & Acquisitions
Mon: 16:30 – 17:45
Session 359: Cognition Under Uncertainty & Risk Taking
Tue: 08:00 – 09:15
Session 358: Cognitive Processes in Strategy
Session 362: Search for Better Strategies
Tue: 11:00 – 12:15
Session 361: Creativity and Innovation
Tue: 15:30 – 16:45
Session 355: Behavioral Elements of Institutional Theory
Session 453: Competitive Dynamics
Tue: 17:15 – 18:30
Session 356: Affective and Cognitive Processes in Strategy
Session 357: Learning Processes

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 278: Routines: Theoretical and Empirical Advancements and Avenues for Future Research
Sun: 09:30 – 10:45
Session 463: Big Data: Revolutionizing Innovation and Competition
Sun: 11:15 – 12:30
Session 464: Foundations Session: A conversation with Michael Tushman on Leadership, Innovation and Strategic Change
Sun: 15:45 – 17:00
Session 270: Innovation in MNCs and Global Networks
Session 275: Open Innovation: Outcomes and antecedents
Sun: 17:15 – 18:30
Session 605: Knowledge and Innovation IG Business Meeting
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 274: Incumbents, Radical Innovations and Disruptive Technologies
Mon: 11:00 – 12:15
Session 276: Organizational Learning
Session 277: Learning From Others
Session 372: The Challenges of Global Operations: Managing R&D and Complexity
Session 423: Alliances and Innovation Performance
Mon: 14:45 – 16:00
Session 265: Learning, Search, Slack: The behavioral theory revisited
Session 269: Knowledge Flows: Transfer, sharing and replication
Mon: 16:30 – 17:45
Session 254: Conversations about Knowledge
Session 257: Spin offs, Venture Capital and Entrepreneurship
Tue: 08:00 – 09:15
Session 259: Institutionalizing Innovation: Norms, status and legitimacy issues
Session 273: From Internal Resources to Customer Needs
Session 383: Globalization of R&D: Implications for Learning and Innovation
Tue: 11:00 – 12:15
Session 267: The Role of Individuals in Innovation
Session 272: Research and Development: Antecedents and outcomes
Session 361: Creativity and Innovation
Session 469: M&As and Innovation
Tue: 15:30 – 16:45
Session 262: Networks of Innovators
Session 263: Innovation Models in Emerging Economies
Tue: 17:15 – 18:30
Session 255: Exploration and Exploitation
Session 256: Organizing for Open Innovation
Session 261: Practices and Processes for Innovation


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