Session 202

Team Dynamics and Creativity

Track I

Date: Tuesday, October 6, 2015


Time: 17:30 – 18:45


Room: Governor's Square 14

Session Chair:

  • Jason O'Toole, Georgia State University

Title: Dynamic Capabilities, Transactive Memory Systems, and Rapid Prototype Development


  • Jason O'Toole, Georgia State University
  • Michael Ciuchta, University of Central Florida

Abstract: Both theory and empirical evidence suggest that dynamic capabilities are an important mechanism for how firms assess both changing markets and shifting field and firm boundaries. Recent calls for more theory development regarding the microfoundations of dynamic capabilities have highlighted the need for more nuanced theory about the mechanisms through which dynamic capabilities enable firms to adapt to their changing environments. We follow previous suggestions that a team’s transactive memory system represents one microfoundation of a firm’s dynamic capabilities and introduce a contingency perspective that explicates how team diversity, and team learning behavior act as moderators to the relationship between a team’s TMS and their the quality of a prototype development. This study contributes to our understanding of firm knowledge, innovation and dynamic capabilities.

Title: Mickey Meets Nemo: Collective Combination of Technological Tools and Team Creativity


  • Pier Vittorio Mannucci, London Business School

Abstract: Drawing on organizational learning theories, on the structuration and pragmatic view of knowledge and technology, and on research on collective creativity, I propose that collective technology use and combination affects team creativity. In particular, I suggest that team members collectively combine tools to generate team toolboxes, and that the characteristics of these toolboxes affect the team’s ability to generate creative outcomes. I hypothesize that team creativity is influenced by the size and the diffusion of the collective toolbox. I test and find support for these hypotheses in a study set in the context of the Hollywood animation industry, a knowledge-intensive industry characterized by the use of various technological tools. Theoretical and practical implications of the results are discussed.

Title: Team Assembly Strategy in Creative Project: Team Size, Networks, and Creative Phases


  • Susumu Nagayama, Waseda University

Abstract: I posit that the optimal team composition for creative projects differs depending on whether the team is in the idea generation or implementation phase. Thus, I built hypotheses on team composition and product market performance from the team size and network perspective by considering creative phases. Using a dataset of 20,845 popular Japanese songs released over 30 years, the analysis reveals that larger team size during idea generation has a negative impact on market performance of creative outputs when the team has a brokering position in the network. By contrast, larger size has a positive impact for teams in a brokering position during implementation. My findings also suggest that moderate membership overlapping across the phases has a positive impact on market performance.

Title: The Emergence of Consensus in Non-Hierarchical Organizations: A Quantitative Inductive Study


  • Fang He, ETH Zurich
  • Yash Raj Shrestha, ETH Zurich
  • Georg von Krogh, ETH Zurich

Abstract: Why do most contemporary organizations remain hierarchical despite the prevalence of a knowledge economy? The legitimacy of authority seems to build on an assumed efficiency limit of peer-to-peer dispute resolution. We challenge this assumption by studying the emergence of consensus in open innovation projects hosted on GitHub, a form of non-hierarchical organizations. We sample discussions on software license choices and show that it is possible to (efficiently) resolve disputes over strategic decisions with neither a hierarchical structure nor the interference of formal authorities. Variance in negative sentiments displayed during discussions influences the speed that consensus emerges. Further, we find that breaking down and then reforming consensus entails different mechanisms than does building initial consensus.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 276: K&I Sunday Panel: Big Data & Analytics in Strategy
Sun: 09:45 – 11:00
Session 277: K&I Foundations Session: A Conversation with Dan Levinthal
Sun: 11:15 – 12:30
Session 278: K&I Sunday Panel: Knowledge and Innovation in models of Business Models
Sun: 16:15 – 17:30
Session 104: Resource Allocation and Innovation
Session 261: Knowledge Creation and Sharing in Virtual Communities
Sun: 17:45 – 00:00
Session 317: Knowledge and Innovation Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Session 105: Sourcing Strategies for Knowledge
Session 256: Innovation and the Strategy-Performance Relationship
Mon: 11:15 – 12:30
Session 203: Post Acquisition Learning
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 107: Evolving Industries, Evolving Products
Session 205: Knowledge Recombination and Interdependencies
Mon: 16:45 – 18:00
Session 100: Innovation Management in Networks, Ecosystems, and Innovation Hubs
Session 200: Strategic Leadership, Learning, and Exploration
Tue: 08:00 – 09:15
Session 136: Innovating and Learning in Collaborative Alliances
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 101: Strategic Patenting
Session 137: Entrepreneurial Experience and Cognition: Implications for Venture Performance
Tue: 14:15 – 15:30
Session 198: Emerging Market Strategies
Session 206: Knowledge Replication, Transfer and Absorption
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Session 108: Open Innovation: Antecedents and Performance Effects
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work
Session 202: Team Dynamics and Creativity
Session 271: Spinouts

Strategic Management Society