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"Business creativity"
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Herding tigers : be the leader that creative people need
\"A practical handbook for every new manager charged with leading teams to creative brilliance, from the author of The Accidental Creative and Die Empty.\"--Publisher's description.
Book
HBR's 10 must reads on innovation
Innovation luminaries including Peter Drucker, Rosabeth Moss Kanter, and Clayton Christensen provide insights and advice that you need to: - Adapt innovations from the developing world to wealthier markets - Plan all-new ventures by testing and tweaking - Manage risk across an innovation portfolio - Avoid classic pitfalls such as stifling innovation with rigid processes - Iterate to arrive at the best possible product offering.
Book
A curious mind : the secret to a bigger life
An \"homage to the power of inquisitiveness and the ways in which it deepens and improves us. Whether you're looking to improve your management style at work or you want to become a better romantic partner, this book--and its lessons on the power of curiosity--can change your life\"-- Provided by publisher.
Book
Humans versus AI: whether and why we prefer human-created compared to AI-created artwork
With the recent proliferation of advanced artificial intelligence (AI) models capable of mimicking human artworks, AI creations might soon replace products of human creativity, although skeptics argue that this outcome is unlikely. One possible reason this may be unlikely is that, independent of the physical properties of art, we place great value on the imbuement of the human experience in art. An interesting question, then, is whether and why people might prefer human-compared to AI-created artworks. To explore these questions, we manipulated the purported creator of pieces of art by randomly assigning a “Human-created” or “AI-created” label to paintings actually created by AI, and then assessed participants’ judgements of the artworks across four rating criteria (Liking, Beauty, Profundity, and Worth). Study 1 found increased positive judgements for human- compared to AI-labelled art across all criteria. Study 2 aimed to replicate and extend Study 1 with additional ratings (Emotion, Story, Meaningful, Effort, and Time to create) intended to elucidate
why
people more-positively appraise Human-labelled artworks. The main findings from Study 1 were replicated, with narrativity (Story) and perceived effort behind artworks (Effort) moderating the label effects (“Human-created” vs. “AI-created”), but only for the sensory-level judgements (Liking, Beauty). Positive personal attitudes toward AI moderated label effects for more-communicative judgements (Profundity, Worth). These studies demonstrate that people tend to be negatively biased against AI-created artworks relative to purportedly human-created artwork, and suggest that knowledge of human engagement in the artistic process contributes positively to appraisals of art.
Journal Article
Is Pay for Performance Detrimental to Innovation?
Previous research in economics shows that compensation based on the pay-for-performance principle is effective in inducing higher levels of effort and productivity. On the other hand, research in psychology argues that performance-based financial incentives inhibit creativity and innovation. How should managerial compensation be structured if the goal is to induce managers to pursue more innovative business strategies? In a controlled laboratory setting, we provide evidence that the combination of tolerance for early failure and reward for long-term success is effective in motivating innovation. Subjects under such an incentive scheme explore more and are more likely to discover a novel business strategy than subjects under fixed-wage and standard pay-for-performance incentive schemes. We also find evidence that the threat of termination can undermine incentives for innovation, whereas golden parachutes can alleviate these innovation-reducing effects.
This paper was accepted by David Hsu, entrepreneurship and innovation.
Journal Article
Inclusive Leadership and Work Engagement: Mediating Roles of Affective Organizational Commitment and Creativity
We examined the mediating roles of affective organizational commitment and employee creativity in the relationship between inclusive leadership and employee work engagement. Participants were 246 employees of 6 companies in the services industry in Vietnam, and they completed the Employee
Work Engagement Scale, Inclusive Leadership Scale, Affective Organizational Commitment Scale, and Employee Creativity Scale. We found that inclusive leadership was positively related to employee work engagement, and that both affective organizational commitment and employee creativity mediated
this relationship. Our findings represent a theoretical contribution to social exchange theory and provide useful managerial implications for organizations to improve work engagement among employees.
Journal Article
Emerging market innovations: unique and differential drivers, practitioner implications, and research agenda
Growth in emerging markets is critical as it leads global economic growth. Emerging market innovations, which we define as innovations created in an emerging market for use by consumers or customers in that market and possibly other markets, form the engine for such growth and continue to rise in importance for various stakeholders. These innovations fundamentally differ from developed market innovations, and impact consumers, firms, governments, and the society at large. Conceptual research on emerging market innovation has not focused on the differential drivers of emerging and developed market innovations. Most empirical studies have also focused on only one emerging market, not offering generalizable conclusions across emerging markets. Thus, while prior research offers a limited understanding of factors specific to emerging market innovations, not much is known about the unique and differential drivers of emerging market innovations relative to developed market innovations. Our study offers a broader framework highlighting the unique aspects of emerging market innovations, their unique and differential (relative to developed market innovations) drivers, and related practitioner takeaways. Our framework and propositions suggest that different drivers impact the demand and supply for innovations, and, in turn, the number of innovations differently in emerging and developed markets. We outline an agenda for future research.
Journal Article
Cultural Brokerage and Creative Performance in Multicultural Teams
This paper presents a novel theoretical framework of how members of multicultural teams leverage their diverse knowledge to produce creative outcomes. I develop and test a model of
cultural brokerage
, which I define as the act of facilitating interactions between actors across cultural boundaries. I find that team members with multicultural backgrounds engage in cultural brokerage on behalf of monocultural team members. Among multiculturals, “cultural insiders” (those whose cultural background overlaps with other team members’) brokered by
integrating
knowledge from different cultures, whereas “cultural outsiders” (those whose cultural background has no overlap with any other team members’) brokered by
eliciting
knowledge from different cultures. Both integrating and eliciting significantly enhanced creative performance at the team level. These findings advance our understanding of the process of creativity in culturally diverse teams.
Journal Article