The Impact of Organic Processes on Group Creativity in Distributed Environments
Group performance, in general, and creativity, in particular, depend on the mode of coordination used in group processes, a factor which in turn is determined by the level of complexity of the group’s task. According to the extant literature, an organic process is a vital element, a pre-condition to creativity. This paper explores the way in which the relationship between task complexity and level of process organicness affects group creativity. Contrary to a widespread belief in the literature, this study concludes that the match between task complexity and process organicness does not have an impact on group creativity. The implication of the study is that creative outputs are not necessarily generated by organic group processes. Consequently, managers and team leaders are expected to grant working groups some level of standardization in their processes to foster high levels of creativity.
||Group Creativity, Process Structure, Task Complexity
International Journal of Knowledge, Culture and Change Management, Volume 11, Issue 5, pp.287-294.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 765.348KB).
Associate Professor, Marketing and Management Department, Cotsakos College of Business, William Paterson University, Wayne, NJ, USA
Cesar Perez-Alvarez is Associate Professor of MIS in the Cotsakos College of Business at William Paterson University. His research interests and publications focus on the impact of cultural differences on group creativity, knowledge management, and technology adoption. He is currently studying knowledge sharing practices, and group creativity in two different cultural settings. He has been a consultant for a number of firms in Venezuela and the U.S.A., and has taught at various universities in the U.S.A., Venezuela, and Colombia.
Professor, Cotsakos College of Business, William Paterson University, Wayne, NJ, USA
Mahmoud Watad is Professor of Information Systems and Management in the College of Business Administration at William Paterson University. After obtaining a B.S. in mechanical engineering and a M.S. in materials engineering, he earned a Masters in public affairs from the University of Texas at Austin, and a Ph.D. in management from New York University. Before joining academia, he worked as director of computing resources in New York City government. Dr. Watad’s publications appeared in high quality journals such as “Sloan Management Review,” and “Public Personnel Management.” And his research has been cited and applied by many researchers and practitioners.
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