Cameron M. Ford

Factors Influencing Creativity in the Domain of Managerial Decision Making

This study examines factors that influence the creativity of managers’ decisions. A domain-based, evolutionary model that describes the influence of context on creative action is combined with a teleological model of creative managerial decision making derived from the strategy formulation and organizational decision process literatures. Results show that two key dimensions of managerial creativity, the novelty and the value of choices, were affected by markedly different factors. Surprisingly, influences on the novelty of managers’ choices were essentially independent of influences on the value of those choices. Overall, this study represents an initial attempt to describe and empirically examine processes that affect the creativity of executives’ choices.

How Entrepreneurs Use Networks to Address Changing Resource Requirements During Early Venture Development

Access to resources is a key challenge facing entrepreneurs during early venture development. Entrepreneurs’ networks serve as a principal means of identifying and acquiring needed resources. However, different stages of venture development may address different resource dependencies, suggesting entrepreneurs’ networks may need to change to meet changing resource requirements. By employing network theory and resource–dependence theory, we investigate how entrepreneurs may use networks to address changing resource needs during early venture development. Results illustrate how structural characteristics of entrepreneurs’ networks at venture launch are associated with network structure and content in early venture development in ways that may promote access to newly needed resources.

Is money the panacea? Rewards for knowledge workers

Purpose – In this empirical study, the aim is to examine the relative effect of various rewards on performance of knowledge workers. It is predicted that non‐monetary rewards are associated with enhanced intrinsic motivation, which in turn is related to better performance and innovation.Design/methodology/approach – Data were collected from 288 research and development employees and their supervisors from 30 Fortune 500 companies. The authors tested the hypothesized relationships with mediated multiple regression.Findings – The results revealed that receiving non‐monetary rewards is a stronger predictor of intrinsic motivation manifested by longer work time in comparison to either group or individual monetary rewards. Furthermore, intrinsic motivation was found to fully mediate the relationships between received non‐monetary rewards and performance and innovation.Research limitations/implications – The paper offers a field test of the cognitive evaluation theory and the crowding theory that have been main...

The role of creative action in organizational learning and change

Organizational learning is depicted most frequently as an intra‐organizational information processing activity, but the role that experience plays in the development of organizational knowledge has recently become a more central focus of learning theories. The two primary perspectives on organizational learning present strikingly different depictions of the relationship between action and learning: systems‐structural models based on positivist epistemological assumptions emphasize internally‐directed information collection and distribution activities aimed at reducing uncertainty; interpretive models utilize an interpretivist epistemology that emphasizes the necessity of taking action in ambiguous circumstances as a means of creating knowledge. Proposes that neither of these alternative views of organizational learning describe how learning outcomes vary as a consequence of different types of action and that, specifically, previous models of organizational learning have not emphasized the critical role that creative actions play in the development of organizational knowledge. Delineates assumptions which serve to legitimize creative action taking within organizational contexts, and describes the learning outcomes which result from creative and routine actions. Extends previous models of organizational learning which emphasize cognition and communication processes by distinguishing the varied influences that different actions have on the production of knowledge.

The futurity of decisions as a facilitator of organizational creativity and change

Behavior in organizations is predominantly driven by expectations and routines derived from past experience rather than by envisioned scenarios reflecting future potentialities. The disproportionate weight placed on expectations derived from past experience has been blamed for a variety of problems associated with individual and organizational creativity and change. Drucker addressed this long‐standing problem by arguing that decision makers must address the degree of “futurity” they need to factor into their present thinking and action. Specifically, decision makers must consider the relative weight or ratio given to ideas derived from two temporally distinct sources of knowledge – expectations constructed from remembering past experiences, and visions derived from imagining the future. In this paper I seek to describe how varying the priority given to remembering and imagining during enactment (action‐perception‐sensemaking) episodes affects organizational creativity and change.

Interpretive Style, Motivation, Ability and Context as Predictors of Executives’ Creative Performance

Creativity has overtaken financial capital as the principal constraint facing businesses. Upper-level executives must, therefore, be able to develop creative solutions to strategic and administrative issues in order for firms to remain viable. Executive creativity not only contributes directly to corporate differentiation and innovation, it also helps create an environment that encourages, or perhaps requires, creative contributions from others. Executives are critically important knowledge workers that direct and enable the creative efforts of intellectual assets within a firm. Unfortunately, few empirical studies have sought to examine the creativity of knowledge workers beyond the narrow confines of basic research or R&D labs. This article presents an initial empirical test of an integrative theory of creative individual work performance in the domain of executive work. The study shows that by simultaneously considering executives’ interpretive style, motivation to pursue creative outcomes, creative ability, and work setting one can explain substantial variation in executives’ creative work performance.

Of Methods and Metaphors: Theater and Self-Exploration in the Laboratory:

This article examines the metaphor of laboratory experimentation as theater After a brief review of the purpose, problems, and sources of metaphor in the social sciences, the authors describe the similarities between experimental and theatrical dynamics in regard to the tensions for the actor (experimenter) between script and performance, and for the audience (subjects) between illusion and convention. Laboratory and theatrical dynamics, however, depart in a number of significant respects. Most important, in the former the audience (subjects) becomes an active participant in the experimentally created drama. The authors draw from theory in anthropology and the performing arts to understand these enactment processes. This metaphor enriches the conceptualization of experimental practice, presentation, and interpretation, and can be used as a pedagogical framework for research design.

Philosophical Ties That Bind Practice The Case of Creativity

This article examines how philosophical assumptions of practice can thwart the conception, adoption, and implementation of critical actions such as creativity. Delineating positivism and interpretivism, it is argued that the former treats the world as an objective system that can be studied through scientific methods, whereas the latter conceptualizes the world as an ambiguous social construction that cannot be readily apprehended via standard empirical inquiry. This distinction is not drawn to aim another invective against positivist science but to connect it to scientific realism and scientific instrumentalism, revealing iterative mutuality. With the cultural value afforded positivism and the formal training delivered in professional schools, practitioners largely adhere to positivist assumptions. Therefore, after identifying and briefly reviewing the creativity literature as it relates to organizational change and innovation, three contrasts are drawn to illustrate how underlying assumptions prevent practices necessary for effective introduction of creative ideas and actions.

Heuristic Transfer in the Relationship Between Leadership and Employee Creativity

Prior research has revealed as many as 12 leadership constructs that influence employee creativity by affecting intrinsic motivation. However, little research has explored how leaders might improve employee creativity by directly enhancing creative ability. In this article, we explore the confluence of three streams of research to establish theory supporting leader heuristic transfer (LHT) as a potential influence on employee creativity. LHT is defined as the conveyance of a leader’s experience-based processes for pattern recognition, discovery, and problem solving—rules of thumb employees’ may adapt for their own creative application. Using a sample of 289 employee–supervisor–coworker survey triads, results indicate that LHT has a positive relationship with employee creativity, even when controlling for established creativity-enhancing factors. Furthermore, structural equation modeling shows that LHT’s influence on creativity exceeds the intrinsic motivation hypothesis central to existing constructs. Where the existing constructs focus on increasing employee intrinsic motivation in the hope that creativity occurs as a by-product, it appears that LHT boosts creativity directly, with intrinsic motivation as a positive by-product of a more capable employee.

Innovation and Evolution: Managing Tensions Within and Between the Domains of Theory and Practice

Abstract: Innovation occurs when individuals produce novel solutions, and members of the relevant domain adopt it as a valuable variation of current practice. At the individual level, creative or innovative actions are adoptive responses to tensions between the person and situation. In domains such as the arts or sciences, person–situation tensions are best resolved by favoring novelty, whereas in domains such as business, the same tensions are best resolved by favoring value. We employ a neo-evolutionary view of creativity to propose that these within domains tensions create intractable tensions between domains.