Making the Most of the Revolving Door: The Impact of Outward Personnel Mobility Networks on Organizational Creativity

References

• Abelson M, Baysinger B (1984) Optimal and dysfunctional turnover: Toward an organizational level model. Acad. Management Rev. 9(2):331–341.Crossref, Google Scholar
• Ahuja G (2000) Collaboration networks, structural holes, and innovation: A longitudinal study. Admin. Sci. Quart. 45(3):425–455.Crossref, Google Scholar
• Aiken LS, West DSG (1991) Multiple Regression: Testing and Interpreting Interactions (Sage, London).Google Scholar
• Alford HP, Stegemeyer A (2009) Who’s Who in Fashion, 5th ed. (Fairchild Books, New York).Google Scholar
• Alin A (2010) Multicollinearity. WIREs Comput. Statist. 2(3):370–374.Crossref, Google Scholar
• Amabile TM (1982) Social psychology of creativity: A consensual assessment technique. J. Personality Soc. Psych. 43(5):997–1013.Crossref, Google Scholar
• Amabile TM (1996) Creativity in Context (Westview Press, Boulder, CO).Google Scholar
• Andriopoulos C, Lewis MW (2009) Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organ. Sci. 20(4):696–717.Link, Google Scholar
• Argote L, Epple D (1990) Learning curves in manufacturing. Science 247(4945):920–924.Crossref, Google Scholar
• Argote L, McEvily B, Reagans R (2003) Managing knowledge in organizations: An integrative framework and review of emerging themes. Management Sci. 49(4):571–582.Link, Google Scholar
• Argote L, Insko CA, Yovetich N, Romero A (1995) Group learning curves: The effects of turnover and task complexity on group performance. J. Appl. Soc. Psych. 25(6):512–529.Crossref, Google Scholar
• Barkey K, Godart F (2013) Empires, federated arrangements, and kingdoms: Using political models of governance to understand firms’ creative performance. Organ. Stud. 34(1):79–104.Crossref, Google Scholar
• Barron F, Harrington DM (1981) Creativity, intelligence, and personality. Annual Rev. Psych. 32:439–476.Crossref, Google Scholar
• Becker HS (1982) Art Worlds (University of California Press, Berkeley).Google Scholar
• Benjamin BA, Podolny JM (1999) Status, quality, and social order in the California wine industry. Admin. Sci. Quart. 44(3):563–589.Crossref, Google Scholar
• Benner MJ, Tushman ML (2003) Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. 28(2):238–256.Crossref, Google Scholar
• Binkley C (2007) Fashion journal: After the show. Wall Street Journal (February 28) http://blogs.wsj.com/runway/2007/02/28/fashion-journal-after-the-show/.Google Scholar
• Bluedorn AC (1982) The theories of turnover: Causes, effects and meaning. Res. Sociol. Organ. 1:75–128.Google Scholar
• Bonacich P (1987) Power and centrality: A family of measures. Amer. J. Sociol. 92(5):1170–1182.Crossref, Google Scholar
• Bourdieu P, Delsaut Y (1975) Le couturier et sa griffe: Contribution à une théorie de la magie. Actes Rech. Sci. Sociales 1(1):7–36.Google Scholar
• Breward C (2003) Fashion (Oxford University Press, Oxford, UK).Google Scholar
• Brown JS, Duguid P (1991) Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organ. Sci. 2(1):40–57.Link, Google Scholar
• Brown SL, Eisenhardt K (1998) Competing on the Edge: Strategy as Structured Chaos (Harvard Business School Press, Boston).Google Scholar
• Burt R (2004) Structural holes and good ideas. Amer. J. Sociol. 110(2):349–399.Crossref, Google Scholar
• Cattani G, Ferriani S (2008) A core/periphery perspective on individual creative performance: Social networks and cinematic achievements in the Hollywood film industry. Organ. Sci. 19(6):824–844.Link, Google Scholar
• Chatterjee S, Price B (1991) Regression Diagnostics (John Wiley & Sons, New York).Google Scholar
• Chesbrough H (2003) Open Innovation: The New Imperative for Creating and Profiting from Technology (Harvard Business School Press, Boston).Google Scholar
• Choi HS, Thompson L (2005) Old wine in a new bottle: Impact of membership change on group creativity. Organ. Behav. Human Decision Processes 98(2):121–132.Crossref, Google Scholar
• Christensen C (1997) The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Harvard Business School Press, Boston).Google Scholar
• Cohen WM, Levinthal DA (1990) Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. 35(1):128–152.Crossref, Google Scholar
• Corredoira R, Rosenkopf L (2010) Should auld acquaintance be forgot: The reverse transfer of knowledge through mobility ties. Strategic Management J. 31(2):159–181.Google Scholar
• Csikszentmihályi M (1996) Creativity: Flow and the Psychology of Discovery and Invention (HarperCollins, New York).Google Scholar
• Diamantopoulos A, Winklhofer HM (2001) Index construction with formative indicators: An alternative to scale development. J. Marketing Res. 38(2):269–277.Crossref, Google Scholar
• Dokko G, Rosenkopf L (2010) Social capital for hire? Mobility of technical professionals and firm influence in wireless standards committees. Organ. Sci. 21(3):677–695.Link, Google Scholar
• Duncan RB (1976) The ambidextrous organization: Designing dual structures for innovation. Kilmann RH, Pondy LR, Slevin DP, eds. The Management of Organization Design: Strategies and Implementation, Vol. 1 (North-Holland, New York), 167–188.Google Scholar
• Edelman AH (1998) The Little Black Dress (Aurum, London).Google Scholar
• Espeland WN, Sauder M (2007) Rankings and reactivity: How public measures re-create social worlds. Amer. J. Sociol. 113(1):1–40.Crossref, Google Scholar
• Feldman DC, Ng TW (2007) Careers: Mobility, embeddedness, and success. J. Management 33(3):350–377.Google Scholar
• Finke R, Slayton K (1988) Explorations of creative visual synthesis in mental imagery. Memory Cognition 16(3):252–257.Crossref, Google Scholar
• Finkelstein S, Hambrick D (1996) Strategic Leadership: Top Executives and Their Effects on Organizations (West Publishing, Eagan, MN).Google Scholar
• Fleming L (2001) Recombinant uncertainty in technological search. Management Sci. 47(1):117–132.Link, Google Scholar
• Galunic DC, Rodan S (1998) Resource recombinations in the firm: Knowledge structures and the potential for Schumpeterian innovation. Strategic Management J. 19(12):1193–1201.Crossref, Google Scholar
• Gibson CB, Birkinshaw J (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. 47(2):209–226.Crossref, Google Scholar
• Glebbeek AC, Bax EH (2004) Is high employee turnover really harmful? An empirical test using company records. Acad. Management J. 47(2):277–286.Crossref, Google Scholar
• Godart F, Mears A (2009) How do cultural producers make creative decisions? Lessons from the catwalk. Soc. Forces 88(2):671–692.Crossref, Google Scholar
• Graham MH (2003) Confronting multicollinearity in ecological multiple regression. Ecology 84(11):2809–2815.Crossref, Google Scholar
• Groysberg B (2010) Chasing Stars: The Myth of Talent and the Portability of Performance (Princeton University Press, Princeton, NJ).Crossref, Google Scholar
• Hambrick DC, D’Aveni RA (1992) Top team deterioration as part of the downward spiral of large corporate bankruptcies. Management Sci. 38(10):1445–1466.Link, Google Scholar
• Hayton JC, Zahra SA (2005) Venture team human capital and absorptive capacity in high technology new ventures. Internat. J. Tech. Management 31(3):256–274.Crossref, Google Scholar
• Hayward MLA, Hambrick DC (1997) Explaining the premiums paid for large acquisitions: Evidence of CEO hubris. Admin. Sci. Quart. 42(1):103–127.Crossref, Google Scholar
• Henderson AD, Miller D, Hambrick DC (2006) How quickly do CEOs become obsolete? Industry dynamism, CEO tenure, and company performance. Strategic Management J. 27(5):447–460.Crossref, Google Scholar
• Hoetker G, Agarwal R (2007) Death hurts, but it isn’t fatal: The postexit diffusion of knowledge created by innovative companies. Acad. Management J. 50(2):446–467.Crossref, Google Scholar
• Journal du Textile (2011) The readership. Accessed September 19, 2011, http://www.journaldutextile.com/gb/01.htm.Google Scholar
• Joyce.fr (2010) Gaultier, clap de fin chez Hermès. Joyce.fr (May 27) http://www.joyce.fr/news/mode/n55236.html.Google Scholar
• Koestler A (1966) The Act of Creation (Hutchinson, London).Google Scholar
• Koza MP, Lewin AY (1998) The co-evolution of strategic alliances. Organ. Sci. 9(3):255–264.Link, Google Scholar
• Lee TW, Mitchell TR, Sablynski CJ, Burton JP, Holtom BC (2004) The effects of job embeddedness on organizational citizenship, job performance, volitional absences, and voluntary turnover. Acad. Management J. 47(5):711–722.Crossref, Google Scholar
• Long J (1997) Modeling Frequency and Count Data (Oxford University Press, Oxford, UK).Google Scholar
• Luo Y (1997) Partner selection and venturing success: The case of joint ventures with firms in the People’s Republic of China. Organ. Sci. 8(6):648–662.Link, Google Scholar
• March JG (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.Link, Google Scholar
• Mears A (2011) Pricing Beauty: The Making of a Fashion Model (University of California Press, Berkeley).Crossref, Google Scholar
• Mednick S (1962) The associative basis of the creative process. Psych. Rev. 69(3):220–232.Crossref, Google Scholar
• Miles JA (2012) Management and Organization Theory: A Jossey-Bass Reader (John Wiley & Sons, New York).Google Scholar
• Miller D (1991) Stale in the saddle: CEO tenure and the match between organization and environment. Management Sci. 37(1):34–52.Link, Google Scholar
• Miller D, Dröge C (1986) Psychological and traditional determinants of structure. Admin. Sci. Quart. 31(4):539–560.Crossref, Google Scholar
• Miller D, Fern M, Cardinal L (2007) The use of knowledge for technological innovation within diversified firms. Acad. Management J. 50(2):308–326.Crossref, Google Scholar
• Ng TW, Feldman DC (2010) The impact of job embeddedness on innovation-related behaviors. Human Res. Management 49(6):1067–1087.Crossref, Google Scholar
• Nickerson JA, Zenger TR (2002) Being efficiently fickle: A dynamic theory of organizational choice. Organ. Sci. 13(5):547–566.Link, Google Scholar
• Pearce DK, Reiter SA (1985) Regression strategies when multicollinearity is a problem: A methodological note. J. Accounting Res. 23(1):405–407.Crossref, Google Scholar
• Perry-Smith JE (2006) Social yet creative: The role of social relationships in facilitating individual creativity. Acad. Management J. 49(1):85–101.Crossref, Google Scholar
• Perry-Smith JE, Shalley CE (2003) The social side of creativity: A static and dynamic social network perspective. Acad. Management Rev. 28(1):89–106.Crossref, Google Scholar
• Phillips D (2002) A genealogical approach to organizational life chances: The parent-progeny transfer among Silicon Valley law firms, 1946–1996. Admin. Sci. Quart. 47(3):474–506.Crossref, Google Scholar
• Podolny JM (1993) A status-based model of market competition. Amer. J. Sociol. 98(4):829–872.Crossref, Google Scholar
• Podolny JM (1994) Market uncertainty and the social character of economic exchange. Admin. Sci. Quart. 39(3):458–483.Crossref, Google Scholar
• Porter C (2001) Pole position. Guardian (UK) (April 13) http://www.guardian.co.uk/lifeandstyle/2001/apr/13/fashion2.Google Scholar
• Raftery AE (1995) Bayesian model selection in social research. Sociol. Methodol. 25:111–163.Crossref, Google Scholar
• Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organ. Sci. 20(4):685–695.Link, Google Scholar
• Rao H (1994) The social construction of reputation: Certification contests, legitimation, and the survival of organizations in the American auto industry, 1895–1912. Strategic Management J. 15(S1):29–44.Crossref, Google Scholar
• Rao H, Greve HR, Davis GF (2001) Fool’s gold: Social proof in the initiation and abandonment of coverage by Wall Street analysts. Admin. Sci. Quart. 46(3):502–526.Crossref, Google Scholar
• Rothwell R, Dodgson M (1991) External linkages and innovation in small and medium-sized enterprises. R&D Management 21:125–137.Crossref, Google Scholar
• Shipilov AV (2009) Firm scope experience, historic multimarket contact with partners, centrality, and the relationship between structural holes and performance. Organ. Sci. 20(1):85–106.Link, Google Scholar
• Shipilov AV, Li SX (2008) Can you have your cake and eat it too? Structural holes’ influence on status accumulation and market performance in collaborative networks. Admin. Sci. Quart. 53(1):73–108.Crossref, Google Scholar
• Siggelkow N, Levinthal DA (2003) Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Organ. Sci. 14(6):650–669.Link, Google Scholar
• Singh J, Agrawal A (2011) Recruiting for ideas: How firms exploit the prior inventions of new hires. Management Sci. 57(1):129–150.Link, Google Scholar
• Smith WK, Tushman ML (2005) Managing strategic contradictions: A top management model for managing innovation streams. Organ. Sci. 16(5):522–536.Link, Google Scholar
• Staw BM (1980) The consequences of turnover. J. Occupational Behav. 1(4):253–273.Google Scholar
• Steele V (1998) Paris Fashion: A Cultural History, 2nd ed. (Oxford University Press, New York).Crossref, Google Scholar
• Ton Z, Huckman RS (2008) Managing the impact of employee turnover on performance: The role of process conformance. Organ. Sci. 19(1):56–68.Link, Google Scholar
• Trow DB (1960) Membership succession and team performance. Human Relations 13(3):259–269.Crossref, Google Scholar
• Tushman ML, O’Reilly CA (1996) Ambidextrous organizations: Managing evolutionary and revolutionary change. Calif. Management Rev. 38(4):8–30.Crossref, Google Scholar
• Uzzi B, Spiro J (2005) Collaboration and creativity: The small world problem. Amer. J. Sociol. 111(2):447–504.Crossref, Google Scholar
• Van Maanen J (1984) Doing new things in old ways: The chains of socialization. Bess JL, ed. College University Organization: Insights from the Behavioral Sciences (New York University Press, New York), 211–247.Google Scholar
• Vergani G (2010) The Fashion Dictionary, 2nd ed. (Baldini Castoldi Dalai Editore, Milan).Google Scholar
• Veugelers R (1997) Internal R&D expenditures and external technology sourcing. Res. Policy 26(3):303–315.Crossref, Google Scholar
• Vinding AL (2006) Absorptive capacity and innovative performance: A human capital approach. Econom. Innovation New Tech. 15(4–5):507–517.Crossref, Google Scholar
• Wade JB, Porac JF, Pollock TG, Graffin SD (2006) The burden of celebrity: The impact of CEO certification contests on CEO pay and performance. Acad. Management J. 49(4):643–660.Crossref, Google Scholar
• Ward TB, Smith SM, Finke RA (1999) Creative cognition. Sternberg RJ, ed. Handbook of Creativity (Cambridge University Press, New York), 189–212.Google Scholar
• Weick KE (1995) Sensemaking in Organizations (Sage, Thousand Oaks, CA).Google Scholar
• Wells WP, Pelz DC (1966) Scientists in Organizations: Productive Climates for Research and Development (John Wiley & Sons, New York).Google Scholar
• Wezel FC, Cattani G, Pennings JM (2006) Competitive implications of interfirm mobility. Organ. Sci. 17(6):691–709.Link, Google Scholar
• Wooldridge JM (2009) Introductory Econometrics: A Modern Approach, 4th ed. (South-Western, Mason, OH).Google Scholar
• Zahra SA, George G (2002) Absorptive capacity: A review, reconceptualization, and extension. Acad. Management Rev. 27(2):185–203.Crossref, Google Scholar
• Ziller RC (1965) Toward a theory of open and closed groups. Psych. Bull. 64(3):164–182.Crossref, Google Scholar