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Yeun Joon Kim
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Ideasrisefromchaos:Informationstructureandcreativity YeunJoonKim ,Chen-BoZhong UniversityofToronto,Canada articleinfo Articlehistory: Received30July2015 Revised29September2016 Accepted27October2016 Keywords:Informationstructure Creativity Cognitiveßexibility Dualpathwaytocreativitymodel abstractIsstructuregoodorbadforcreativity?Whenitcomestoorganizinginformation,managementscholars havelongadvocatedforahierarchicalinformationstructure(informationorganizedaroundhigher-order categoriesasopposedtoaßatinformationstructurewherethereisnohigher-ordercategory)toreduce complexityofinformationprocessingandincreaseefÞciencyofwork.However,ahierarchicalinforma- tionstructurecanbeadouble-edgedswordthatmayreducecreativity,deÞnedasnovelanduseful combinationofexistinginformation.Thisisbecauseahierarchicalinformationstructuremightobstruct combininginformationfromdistalconceptualcategories.Thus,thecurrentresearchinvestigates whetherinformationstructureinßuencescreativity.Wetheorizethatahierarchicalinformationstruc- ture,comparedtoaßatinformationstructure,willreducecreativitybecauseitreducescognitiveßexibil- ity.ThreeexperimentsusingasentenceconstructiontaskandaLEGOtasksupportedourprediction. 2016ElsevierInc.Allrightsreserved. 1.Introduction Organizationsarecomplexsystemswithhierarchicalstruc- tures,consistingofdistinctsubsystemsthataresubordinatedby higher-levelsystems.Suchstructuresarisebecausetheexistence ofstableintermediaryunits(subsystems)isasuperiorformin theevolutionofsystems( Simon,1962 ).IntheHerbert SimonÕs(1962)exampleofwatchmaking,supposeawatchcontains1000 components,awatchmakercouldeitherpieceallofthemtogether atonce,orassemblerelativelystablesubpartsÞrstandtheninte- gratethesubparts.Furtherassumingthatthewatchmakingpro- cessisfrequentlyinterruptedbyexternalforces(e.g.,phone calls)andeverytimethathappensthewatchmakerhastostart fromthebeginning,theformerßatsystemishugelyinefÞcient comparedtothelatterhierarchicalsystembecausethecostof interruptionismuchhigher. Hierarchicalstructuresunderliemanyorganizationalactivi- ties.1Forexample,productionmanagementsystems,suchasthe leanmanufacturingsystem,categorizeallcomponentsintoclearly deÞnedcategoriessothatworkerscaneasilyandrapidlydistinguish andusenecessarycomponentsinmanufacturinglines( Krafcik,1988).TheimportanceofstructureonproductionefÞciencyisbest illustratedinthefast-foodindustry,whereingredientsandraw materialsareneatlycategorizedinseparatecontainersandcanbe quicklyassembledondemandratherthanmakingeverythingfrom scratch.Similarly,organizationalinformationishighlystructured aswell.Sinceemployeesareclusteredaroundjobsandroles,both explicit(e.g.,jobmanual)andimplicitinformation(e.g.,embedded information)arecategorizedbyjobfunction.Generallyspeaking,it isadvantageousforcompaniestoorganizeinformationormaterials byhigherordercategoriesduetothegainonefÞciencyinlearning andproduction. WithoutdisputingthebeneÞtsofhavingsuchhierarchical structure,thecurrentresearchaskswhetherstructuremightcome withthecostofreducedcreativity.Intheexampleofwatchmak- ing,supposethegoalisnottomakeawatchasquicklyaspossible buttocreateanovelwatch,istheÞnalproductlikelytobemoreor lesscreativeifthecomponentsareorganizedintodistinctcate- goriesasopposedtowhenthereisnostructure?Thus,inthispaper weinvestigatetheeffectsofhierarchicalstructureoncreativity. Wedosobyfocusingonthesimplestformofhierarchicalstructure Ðthepresenceofhigh-ordercategorythatisjustonelevelup. CreativityisoneofthedeÞningfeaturesthatseparatehumans fromotherspecies( Csikszentmihalyi,1997;Nijstad,DeDreu, Rietzschel,&Baas,2010 ).Inthecurrentresearch,creativityrefers tonovelandusefulcombinationsofinformation( Koestler,1964; Ward,1994 ).Weusetheterminformationbroadly,consistent withtheconceptofdeclarativeinformation,whichrefersto ÔÔchunks,Óincludingobjects,symbols,orfactsthatpossessdistin- dx.doi.org/10.1016/j.obhdp.2016.10.0010749-5978/2016ElsevierInc.Allrightsreserved. Correspondingauthorat:105StGeorgeSt.,Toronto,OntarioM5S3E6,Canada. E-mailaddress: Yeunjoon.Kim13@Rotman.Utoronto.ca(Y.J.Kim). 1Byhierarchywedonotimplyauthority-rankingrelationshipsbutitsimplyrefers tothepresenceofsubsystemsandhigherordercategoriesorsystemsfollowing Simon(1962) .Inthewatchmakingexampletheprocessthatinvolvesubpartsisa hierarchicalsystemascontrastingtoaÔÔßatÓsystemwhereeverythingisassembledat once.OrganizationalBehaviorandHumanDecisionProcesses138(2017)15Ð27 Contentslistsavailableat ScienceDirect OrganizationalBehaviorandHumanDecisionProcesses journalhomepage:www.elsevier.com/locate/obhdp
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