Interview: Paul Paulus on Group Creativity

Paul Paulus is Distinguished Professor of Psychology at the Department of Psychology, University of Texas at Arlington. Paul Paulus's research interests revolve around Group Creativity: On the one hand, creative processes are often conceptualized as individual‐level phenomena. On the other hand, complex problems in innovation management often need the collaboration of various experts to create novel solutions. Interestingly, although common sense suggests that individuals are more creative in a group context, research indicates that this is oftentimes not the case. The question on how to structure creative processes in groups in such a way that groups can actually benefit from their creative potential is therefore crucial. Paul Paulus has spent much of his academic career addressing this intriguing question. He and his research team have discovered many factors that influence group creativity and have been able to demonstrate conditions under which group interaction enhances creativity. For the past eight years he has been working with a multidisciplinary team to better understand the cognitive, neural and social factors that underlie the group creative process (Paulus et al., 2010 ). They are presently funded on a three year project to investigate innovation processes in networks.     

Organizational Conditions and Levels of Creativity

Two levels of creativity can be identified whether we look at the concept from the product, the person or the process point of view. The one is radical and revolutionary, the other adaptive and confirmatory. Are there organizational structures and practices that support lower level creativity but hamper higher level, or vice versa? Some research results on organizational climate and structure variables are presented that indicate differing influences on higher and lower level creativity. It is argued that the issue of innovation in organizations harbours a couple of basic dilemmas, the management of which requires understanding and taking into consideration the psychology of creativity.     

Where the Art is: Defining and Managing Creativity in New Media SMEs

This paper examines the definition and management of creativity in the ‘creative industries’. Initially the paper sets out the economic and cultural context for the emergence of the creative industries, before going on to argue that there are gaps in our understanding of the role of creativity and particularly the management of creativity within these industries. Based on research undertaken with new media SMEs in the North West of England, the paper then explores the ways in which creativity is defined and managed within this sub–sector. It is shown that the meanings attached to creativity are variable and contested and that the precise definition and management of creativity is strongly determined by the internal workplace culture, and the external social and economic conditions within which firms operate. It is further suggested that while creativity is often seen as a ‘must have’ attribute for new media firms it may also, conversely, be considered a barrier to commercial success. The paper concludes that if we are to understand work and production in the creative industries, and offer institutional support for firms to develop and sustain creativity for competitive advantage, it may be necessary to develop a more detailed understanding of the role of creativity and creative management as both a general and specific, socially embedded process.     

Creativity in virtual teams: Systematic review,synthesis and research agenda

Virtual teams are gaining increasing momentum in contemporary organizations. Although it is becoming clear that virtual teams will play a major role in shaping the future of work, we still know relatively little about their creative performance. Because of the disproportionate focus on conventional, face-to-face working practices, much of the literature remains centred around co-located teams. In this review, we integrate existing research on team creativity and virtual work to identify the relevant factors, processes and contextual conditions that have been shown to influence creativity in virtual teams. We highlight the major challenges that are likely to impede team creativity and assess their relevance to contemporary virtual work practices. We conclude by presenting promising avenues for future research in this area.     

The Paradox of Diversity Management,Creativity and Innovation

This conceptual and discursive paper argues that diversity is a recognizable source of creativity and innovation that can provide a basis for competitive advantage. On the other hand, diversity is also a cause of misunderstanding, suspicion and conflict in the workplace that can result in absenteeism, poor quality, low morale and loss of competitiveness. Firms seeking competitive advantage therefore face a paradoxical situation. If they embrace diversity, they risk workplace conflict, and if they avoid diversity, they risk loss of competitiveness. The advantages and disadvantages associated with workforce diversity put organizations in a position of managing a paradoxical situation. To give support to this assertion, the paper considers what is meant by diversity, how it is best managed, what its relationship with creativity and innovation might be and how the problems created by the management of diversity, creativity and innovation might be resolved.     

Synergies Between Organizational Learning and Creativity & Innovation

In today’s fast changing business environment, where knowing more and knowing it faster than the competition is often the difference between surviving and not surviving, organizational learning is more and more being recognized as a crucial organizational function. Never mind that the term is over-used, over-hyped and made to mean whatever the writer really wants to talk about. See through the snow and recognize that organizational learning is an organizational function that is here to stay and that will grow in importance. Unending changes in technology and in markets and the removal of logistical and regulatory buffers from competition will make it so. As a consequence of these facts, organizational learning has become a subject of study by management researchers and a subject of considerable interest to corporate leaders – so much so that many large US business organizations are creating positions with the titles like Chief Learning Officer and Chief Knowledge Officer. Certainly organizational learning is a phrase in high fashion. But in what specific ways, if any, does it lead to creativity and innovation? Or, consider the reverse directionality – in what ways do creativity and innovation lead to organizational learning? In this article, I offer some partial answers to these questions, with the intention of giving readers an additional way to frame the processes of creativity and innovation in their organizations.     

The Antecedents of Creativity Revisited: A Process Perspective

This study invokes a process view on employee creativity to uncover how the different stages of the creative process are associated with different antecedents. Specifically, we explore the role of five previously identified antecedents of organizational creativity in the different phases of the creative process within organizations: (1) personality; (2) rewards; (3) the role of co‐workers; (4) leadership; and (5) organizational resources. In an analysis of 22 case studies we found that antecedents of creativity indeed have different roles in different stages of the creative process and that antecedents that are helpful in one stage of the creative process, can be detrimental for another stage. Such results highlight the importance of conceptualizing creativity as a process, rather than as an outcome variable.     

Employee Goal Orientation,Work Unit Goal Orientation and Employee Creativity

For employee creativity to occur, organizations must build a context conducive to creativity, in addition to identifying employees with creative potential. Complementing and extending earlier research, we develop and test a cross‐level model about how work unit goal orientation might relate to employee creativity. We also theorize and examine the mediating role of employee information elaboration linking work unit goal orientation and employee creativity. We conduct a questionnaire survey based on multi‐source data from 340 employees comprising 53 teams in eight Taiwanese organizations. The results indicate that the work unit goal orientation is positively, whereas the work unit performance‐avoidance orientation is negatively, related to employee creativity through employee information elaboration. Furthermore, work unit goal orientation also plays a cross‐level moderating role: the positive relationship between individual‐level learning orientation and information elaboration is stronger when work unit learning orientation is higher, but weaker when work unit avoidance orientation is higher.     

Do Intelligent Leaders Make a Difference? The Effect of a Leader's Emotional Intelligence on Followers' Creativity

This research investigates the connection between emotional intelligence (EI) and creativity. This was studied by exploring: (i) an association between leaders' EI and their followers' creative output; (ii) an association between six sub‐dimensions of EI and creativity; and (iii) a mediating role of climate in the link between EI and creativity. Two questionnaires (one for leaders and one for employees) were used to collect data in a hospital. Sixty‐six usable leader‐employee dyads were collected. The findings confirmed a positive relationship between leaders' EI and employees' creativity. At an EI's sub‐dimensions level, the current research showed an association between creativity, on one hand, and self‐encouragement and understanding of own emotions, on the other. Finally, no mediating effect of climate was observed. The absence of a mediating effect is interesting, since it suggests a direct link between leaders' EI and employees' creativity, regardless of the climate. This is important, since it calls attention to the paramount role of leaders in shaping individual and organizational behaviours as far as creativity is concerned. The paper also discusses implications for management and practice.     

Enhancing the Climate for Creativity for Software Designers

Measurement of the degree to which company climate is supportive of creativity is becoming increasingly important. Tight economic conditions worldwide make it imperative for companies to find ways to generate more innovative products and services. This paper provides data on measurement of degree of creativity in climates of business organizations in general, then data specific to one profession, the Information Systems profession. It also discusses ways the climate for creativity can be enhanced to improve both creativity and productivity. However, the information is not only important to managers of IS, but also to the clients of IS. The departments for whom IS is designing software are equally concerned that software developers have a climate supportive of creative efforts. Therefore, this survey of programmers and analysts should be of interest across the company, not just to IS management.     

Development and Validation of Team Creativity Measures: A Complex Systems Perspective

Without formalizing the team creativity (TC) concept with reliable and valid measurement, it is difficult to conduct rigorous research to help teams generate creative ideas and problem solving at a high level, of good quality and great value. The one‐sidedness and lack of depth of existing research on team creativity leads to the limited reliability and validity of team creativity measurements. In order to solve these problems, we introduce the complex system theory and develop the TC Scale with nine items for team creativity from three dimensions: team creative thinking, team creative action and team creative outcome. The data is collected from three distinct positions of respondents (managers, team leaders and senior staff) in 183 creative teams. The results of reliability measures, exploratory factor analysis and confirmatory factor analysis strongly support our scale. Further, we test the correlation between team trust and team creativity to establish its predictive validity and make a further verification on the scale structure through second‐order confirmatory factor analysis. Finally, we discuss the implications for research and practice.     

Creative Potential and Practised Creativity: Identifying Untapped Creativity in Organizations

This study examines the construct validity of creative potential and practised creativity, two overlooked aspects of creativity that may be useful for identifying untapped creative resources in organizations. Results of an exploratory factor analysis (EFA) and a confirmatory factor analysis (CFA) utilizing structural equation modelling techniques provide some initial evidence in support of the construct validity of these concepts. These findings appear to have important managerial implications for increasing creativity and overall organizational effectiveness. The results presented here also suggest some directions for future research aimed at examining the relationships between creative potential, practised creativity and other variables of interest.     

Creativity and Work Environment in a High‐Tech Context

Creativity is essential for success in business, especially in the high‐tech field where knowledge is the key resource. This study addresses the ways in which creativity is fostered in high‐tech organizations. It melds the different perspectives on organizational creativity into one six‐dimensional model that defines the creativity work environment. Those dimensions are: work atmosphere; vertical collaboration; autonomy/freedom; respect; alignment; and lateral collaboration. They are valid, reliable predictors of the creativity achieved in high‐tech organizations.     

Subject Positions and Power Relations in Creative Organizations: Taking a Discursive View on Organizational Creativity

In this paper we take a discursive view on organizational creativity and examine subject positions and power relations produced within a discourse on creativity in two different kinds of creative organizations, an opera house and a games company. In particular, we focus on the ways in which the discourse is practised in creative production processes. The two cases illustrate how the macro‐level discourse on creativity can be enacted in a more micro‐level construction of subjectivities. In the study we identified several subject positions that were shared by both organizations, and examined how they were embedded in the organizations' formal and informal hierarchies. By taking a discursive approach to creativity, we have also been able to explore some unwanted consequences of emphasizing creativity in organizations.     

Adoption of open source software in software-intensive organizations – A systematic literature review

ContextOpen source software (OSS) is changing the way organizations develop, acquire, use, and commercialize software.ObjectiveThis paper seeks to identify how organizations adopt OSS, classify the literature according to these ways of adopting OSS, and with a focus on software development evaluate the research on adoption of OSS in organizations.MethodBased on the systematic literature review method we reviewed publications from 24 journals and seven conference and workshop proceedings, published between 1998 and 2008. From a population of 24,289 papers, we identified 112 papers that provide empirical evidence on how organizations actually adopt OSS.ResultsWe show that adopting OSS involves more than simply using OSS products. We moreover provide a classification framework consisting of six distinctly different ways in which organizations adopt OSS. This framework is used to illustrate some of the opportunities and challenges organizations meet when approaching OSS, to show that OSS can be adopted successfully in different ways, and to organize and review existing research. We find that existing research on OSS adoption does not sufficiently describe the context of the organizations studied, and it fails to benefit fully from related research fields. While existing research covers a large number of topics, it contains very few closely related studies. To aid this situation, we offer directions for future research.ConclusionThe implications of our findings are twofold. On the one hand, practitioners should embrace the many opportunities OSS offers, but consciously evaluate the consequences of adopting it in their own context. They may use our framework and the success stories provided by the literature in their own evaluations. On the other hand, researchers should align their work, and perform more empirical research on topics that are important to organizations. Our framework may be used to position this research and to describe the context of the organization they are studying.     

Transition rather than balance: Organizing constraints for collective creativity in pharmaceutical development

When it comes to organizing for collective creativity, management scholars typically advise balancing between constraint and freedom. However, this suggestion to balance is often too enigmatic in practice, neglects the dynamics inherent in creative processes, and predominantly highlights the inhibiting aspects of constraints. Thus, the present article aims to rethink this balancing proposition by asking how constraints unfold during collective creative processes. Based on four cases of pharmaceutical development, it illustrates how collective creativity is enabled by constraints from two distinct sources, namely restraint and contingency. The article further shows how and why these constraint sources alternate along the development trajectory. While constraints can enable collective creativity, phases of constraint transition are eventually necessary to revitalize the development process. Building upon these findings, the article concludes that organizing constraints for collective creativity is a matter of transition rather than balance.     

Using a cooperative hypermedia editing tool to enhance group communication and productivity

Cooperative hypermedia means producting and manipulating hyperorganized multimedia data by a group of (co-)users. We have been realizing a prototype that enables coauthors to cooperatively produce hypermedia documents. It allows coauthors to communicate their ideas, drafts, guidelines, and constraints within a group in order to exchange information (remotely or face-to-face) and improve the final document.When analyzing the transition from individual work to group work within different human activities, two pitfalls are often detected if computer support is considered. On the one hand are the social and technological communication problems, particularly if members of the group are geographically distant from one another. On the other hand are the productivity falls, which are usually due to communication difficulties and frequent social inadequacies of the group's computer support. We would like to propose the use of this prototype — CoMEdiA — as a way to enhance, or prevent the fall of, intra-group communication and the outcomes of group edit tasks (constrained to the kind of taks for which it has been designed). Most of the techniques used to achieve this can be used in other tools to support other specific type of group activities.     

Constraints that Help or Hinder Creative Performance: A Motivational Approach

Threatening situations, in which people fear negative outcomes or failure, evoke avoidance motivation. Avoidance motivation, in turn, evokes a focused, systematic and effortful way of information processing that has often been linked to reduced creativity. This harmful effect of avoidance motivation on creativity can be problematic in financially turbulent times when people fear for their jobs and financial security. However, particularly in such threatening times, creativity may be crucial to innovate, adapt to changing demands and stay ahead of competitors. Here, I propose a theoretical framework describing how different types of constraints in the workplace affect creative performance under approach and avoidance motivation. Specifically, under avoidance motivation, constraints that consume or occupy cognitive resources should undermine creativity, but constraints that channel cognitive resources should facilitate creativity. Understanding the impact of different types of constraints on creative performance is needed to develop strategies for maximizing creativity in the workplace.     

A Theoretical Framework Linking Creativity,Empowerment, and Organizational Memory

Empowerment, creativity, and organizational memory are constructs that have been researched in MIS. While each construct has received individual attention, we have found relatively little research linking them. One of the major edicts of empowerment is delegation of decision making authority to lower-level employees. Increased authority allows employees more freedom to be creative. However, if creative thought is generated but not captured, innovative ideas may be lost. Organizational memory can capture creative ideas as they are generated so that empowered teams can draw upon positive creative experiences. We developed a theoretical model to illuminate the relationships between organizational memory, worker empowerment, and creativity. The model portrays the linkages between empowerment and creativity, creativity and organizational memory, and organizational memory and empowerment. The model was developed based on the literature in each respective area and an interview-based study concerning “empowered” systems development project teams and organizational memory. Analysis of the interview data revealed that empowered workers generate creative solutions to problems. However, creative solutions can only be used for future projects if they are somehow recorded into organizational memory. Organizations that empowered their workforce and embraced creativity reported increased customer satisfaction, waste reduction, and some quality gains. In contrast, those that did not empower reported little or no change. Organizations that recorded creative solutions to problems believe that retrieval of this information could be potentially useful for future projects. Potential challenges faced by organizations classified into each cell are also presented. This classification scheme should prove useful as a guide to organizations examining the potential benefits and pitfalls of worker empowerment and organizational memory.     

Towards a Comprehensive Understanding of Lead Userness: The Search for Individual Creativity

In innovation research the identification of lead users has attracted considerable research effort. While lead user research has made important advances, there is still a significant lack in terms of understanding antecedents to lead userness. Therefore the aim of this paper is to offer a framework which is rooted in creativity psychology in order to provide a more comprehensive understanding of who leading‐edge users are. It will allow for a systematic investigation and detection of innovative users. We conducted an empirical study in the field of small kitchen appliances in co‐operation with Philips Consumer Lifestyle, a field which lacks some of the typical characteristics that have been emphasized in markets traditionally studied in lead user research. With our research we show that (1) lead userness is fundamentally linked to individual creativity; (2) particularly creativity‐ and domain‐relevant skills (cognitive style, product knowledge and use experience) are related to lead userness; (3) creativity‐relevant skills can be explained by personal characteristics, such as education, gender and openness to experience.