The Influence of Hierarchy on Idea Generation and Selection in the Innovation Process

Published Online:https://doi.org/10.1287/orsc.2017.1142

References

  • Adler PS, Borys B (1996) Two types of bureaucracy: Enabling and coercive. Admin. Sci. Quart. 41(1):61–89.CrossrefGoogle Scholar
  • Aghion P, Tirole J (1997) Formal and real authority in organizations. J. Political Econom. 105(1):1–29.CrossrefGoogle Scholar
  • Aime F, Humphrey S, DeRue DS, Paul JB (2014) The riddle of heterarchy: Power transitions in cross-functional teams. Acad. Management J. 57(2):327–352.CrossrefGoogle Scholar
  • Amabile TM (1996) Creativity and Innovation in Organizations (Harvard Business School, Boston).Google Scholar
  • Amabile TM, Conti R, Coon H, Lazenby J, Herron M (1996) Assessing the work environment for creativity. Acad. Management J. 39(5):1154–1184.CrossrefGoogle Scholar
  • Anderson C, Brown CE (2010) The functions and dysfunctions of hierarchy. Res. Organ. Behav. 30(December):55–89.CrossrefGoogle Scholar
  • Burgelman R, Sayles L (1986) Inside Corporate Innovation: Strategy, Structure and Managerial Skills (Free Press, New York).Google Scholar
  • Burns T, Stalker GM (1961) The Management of Innovation (Tavistock, London).Google Scholar
  • Camerer CF, Hogarth RM (1999) The effects of financial incentives in experiments: A review and capital-labor-production framework. J. Risk Uncertainty 19(1–3):7–42.CrossrefGoogle Scholar
  • Cardinal LB (2001) Technological innovation in the pharmaceutical industry: The use of organizational control in managing research and development. Organ. Sci. 12(1):19–36.LinkGoogle Scholar
  • Chandler AD (1962) Strategy and Structure: Chapters in the History of American Enterprise (MIT Press, Cambridge, MA).Google Scholar
  • Christensen M, Knudsen T (2010) Design of decision-making organizations. Management Sci. 56(1):71–89.LinkGoogle Scholar
  • Cicchetti DV, Sparrow SA (1981) Developing criteria for establishing interrater reliability of specific items: Applications to assessment of adaptive behavior. Amer. J. Mental Deficiency 86(2):127–137.Google Scholar
  • Csaszar FA (2012) Organizational structure as a determinant of performance: Evidence from mutual funds. Strategic Management J. 33(6):611–632.CrossrefGoogle Scholar
  • Csaszar FA (2013) An efficient frontier in organization design: Organizational structure as a determinant of exploration and exploitation. Organ. Sci. 24(4):1083–1101.LinkGoogle Scholar
  • Cyert RM, March JG (1963) A Behavioral Theory of the Firm (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
  • Damanpour F, Aravind D (2012) Organizational structure and innovation revisited: From organic to ambidextrous structure. Mumford M, ed. Handbook of Organizational Creativity (Elsevier, Oxford, UK), 483–515.CrossrefGoogle Scholar
  • Davis JP, Eisenhardt KM, Bingham CB (2009) Optimal structure, market dynamism, and the strategy of simple rules. Admin. Sci. Quart. 54(3):413–452.CrossrefGoogle Scholar
  • Diehl M, Stroebe W (1987) Productivity loss in brainstorming groups: Toward the solution of a riddle. J. Personality Soc. Psych. 53(3):497–509.CrossrefGoogle Scholar
  • Duncan RB (1976) The ambidextrous organization: Designing dual structures for innovation. Kilmann RH, Pondy LR, Slevin DP, eds. The Management of Organization Design, Vol. 1 (North Holland, New York), 167–188.Google Scholar
  • Eggers J, Kaplan S (2013) Cognition and capabilities: A multi-level perspective. Acad. Management Ann. 7(1):293–338.CrossrefGoogle Scholar
  • Felin T, Foss NJ, Heimeriks KH, Madsen TL (2012) Microfoundations of routines and capabilities: Individuals, processes, and structure. J. Management Stud. 49(8):1351–1374.CrossrefGoogle Scholar
  • Fischer ML (1997) What is the right supply chain for you product? Harvard Bus. Rev. 75(March–April):105–116.Google Scholar
  • Garud R, Tuertscher P, Van de Ven AH (2013) Perspectives on innovation processes. Acad. Management Ann. 7(1):775–819.CrossrefGoogle Scholar
  • Gavetti G (2005) Cognition and hierarchy: Rethinking the microfoundations of capabilities’ development. Organ. Sci. 16(6):599–617.LinkGoogle Scholar
  • Gavetti G, Levinthal D, Ocasio W (2007) Neo-Carnegie: The Carnegie School’s past, present, and reconstructing for the future. Organ. Sci. 18(3):523–536.LinkGoogle Scholar
  • Gavetti G, Greve H, Levinthal D, Ocasio W (2012) The behavioral theory of the firm: Assessment and prospects. Acad. Management Ann. 6(1):1–40.CrossrefGoogle Scholar
  • Girotra K, Terwiesch C, Ulrich KT (2010) Idea generation and the quality of the best idea. Management Sci. 56(4):591–605.LinkGoogle Scholar
  • Goncalo JA, Duguid MM (2012) Follow the crowd in a new direction: When conformity pressure facilitates group creativity (and when it does not). Organ. Behav. Human Decision Processes 118(1):14–23.CrossrefGoogle Scholar
  • Greer LL, Schouten ME, Jong BA, Dannals J (2016) Hierarchy and group performance: A contingency model and meta-analytic examination. Working paper, Stanford University, Stanford, CA.Google Scholar
  • Gruenfeld DH, Tiedens LZ (2010) Organizational preferences and their consequences. Fiske ST, Gilbert DT, Lindzey G, eds. Handbook of Social Psychology, 5th ed. (Wiley, New York), 1252–1287.CrossrefGoogle Scholar
  • Hage J, Aiken M (1969) Routine technology, social structure, and organization goals. Admin. Sci. Quart. 6(3):366–376.CrossrefGoogle Scholar
  • Halevy N, Chou EY, Galinsky AD, Murnighan JK (2012) When hierarchy wins evidence from the national basketball association. Soc. Psych. Personality Sci. 3(4):398–406.CrossrefGoogle Scholar
  • Harvey N, Fischer I (1997) Taking advice: Accepting help, improving judgment, and sharing responsibility. Organ. Behav. Human Decision Processes 70(2):117–133.CrossrefGoogle Scholar
  • Henderson AD, Stern I (2004) Selection-based learning: The coevolution of internal and external selection in high-velocity environments. Admin. Sci. Quart. 49(1):39–75.CrossrefGoogle Scholar
  • Jansen JJ, Van DB, Frans AJ, Volberda HW (2006) Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Sci. 52(11):1661–1674.LinkGoogle Scholar
  • Kauffman SA (1993) The Origins of Order: Self-Organization and Selection in Evolution (Oxford University Press, New York).CrossrefGoogle Scholar
  • Knudsen T, Levinthal D (2007) Two faces of search: Alternative generation and alternative evaluation. Organ. Sci. 18(1):39–54.LinkGoogle Scholar
  • Lawrence PR, Lorsch JW (1967) Differentiation and integration in complex organizations. Admin. Sci. Quart. 12(1):1–47.CrossrefGoogle Scholar
  • Loch CH, Huberman BA, Stout S (2000) Status competition and performance in work groups. J. Econom. Behav. Organ. 43(1):35–55.CrossrefGoogle Scholar
  • Magee JC, Galinsky AD (2008) Social hierarchy: The self-reinforcing nature of power and status. Acad. Management Ann. 2(1):351–398.CrossrefGoogle Scholar
  • March JG, Simon HA (1958) Organizations (John Wiley & Sons, New York). [Reprint 1993.]Google Scholar
  • Marschak J, Radner R (1972) Economic Theory of Teams (Yale University Press, New Haven, CT).Google Scholar
  • Morrison EW, Milliken FJ (2000) Organizational silence: A barrier to change and development in a pluralistic world. Acad. Management Rev. 25(4):706–725.CrossrefGoogle Scholar
  • Mumford MD, Simonton DK (1997) Creativity in the workplace: People, problems, and structures. J. Creative Behav. 31(1):1–6.CrossrefGoogle Scholar
  • Nelson RR, Winter SG (1982) An Evolutionary Theory of Economic Change (Harvard University Press, Boston).Google Scholar
  • Nijstad BA, De Dreu CK (2002) Creativity and group innovation. Appl. Psych. 51(3):400–406.CrossrefGoogle Scholar
  • Perry-Smith JE, Coff RW (2011) In the mood for entrepreneurial creativity? How optimal group affect differs for generating and selecting ideas for new ventures. Strategic Entrepreneurship J. 5(3):247–268.CrossrefGoogle Scholar
  • Reitzig M, Maciejovsky B (2015) Corporate hierarchy and vertical information flow inside the firm—A behavioral view. Strategic Management J. 36(3):1979–1999.CrossrefGoogle Scholar
  • Reitzig M, Sorenson O (2013) Biases in the selection stage of bottom-up strategy formulation. Strategic Management J. 34(7):782–799.CrossrefGoogle Scholar
  • Rietzschel EF, Nijstad BA, Stroebe W (2006) Productivity is not enough: A comparison of interactive and nominal brainstorming groups on idea generation and selection. J. Experiment. Soc. Psych. 42(2):244–251.CrossrefGoogle Scholar
  • Rivkin JW, Siggelkow N (2003) Balancing search and stability: Interdependencies among elements of organizational design. Management Sci. 49(3):290–311.LinkGoogle Scholar
  • Rogers E (1962) The Diffusion of Innovations (Free Press, New York). [Reprint 2003].Google Scholar
  • Sah RK, Stiglitz JE (1988) Committees, hierarchies and polyarchies. Econom. J. 98(391):451–470.Google Scholar
  • Schminke M, Ambrose ML, Cropanzano RS (2000) The effect of organizational structure on perceptions of procedural fairness. J. Appl. Psych. 85(2):294–304.CrossrefGoogle Scholar
  • See KE, Morrison EW, Rothman NB, Soll JB (2011) The detrimental effects of power on confidence, advice taking, and accuracy. Organ. Behav. Human Decision Processes 116(2):272–285.CrossrefGoogle Scholar
  • Seshadri S, Shapira Z (2003) The flow of ideas and timing of evaluation as determinants of knowledge creation. Indust. Corporate Change 12(5):1099–1124.CrossrefGoogle Scholar
  • Seshadri S, Shapira Z, Tucci CL (2015) Are flatter organizations more innovative? Hierarchical depth and the importance of ideas. Working paper, Indian School of Business, Mohali.Google Scholar
  • Shalley CE, Zhou J, Oldham GR (2004) The effects of personal and contextual characteristics on creativity: Where should we go from here? J. Management 30(6):933–958.Google Scholar
  • Sheremata WA (2000) Centrifugal and centripetal forces in radical new product development under time pressure. Acad. Management Rev. 25(2):389–408.CrossrefGoogle Scholar
  • Soll JB, Larrick RP (2009) Strategies for revising judgment: How (and how well) people use others’ opinions. J. Experiment. Psych. Learn., Memory, Cognition 35(3):780–805.CrossrefGoogle Scholar
  • Sutton RI, Hargadon A (1996) Brainstorming groups in context: Effectiveness in a product design firm. Admin. Sci. Quart. 41(4):685–718.CrossrefGoogle Scholar
  • Tzabbar D, Vestal A (2015) Bridging the social chasm in geographically distributed R&D teams: The moderating effects of relational strength and status asymmetry on the novelty of team innovation. Organ. Sci. 26(3):811–829.LinkGoogle Scholar
  • von Hippel E (2005) Democratizing Innovation (MIT Press, Cambridge, MA).CrossrefGoogle Scholar
  • Wolfe RA (1994) Organizational innovation: Review, critique and suggested research directions. J. Management Stud. 31(3):405–431.CrossrefGoogle Scholar
  • Yaniv I, Kleinberger E (2000) Advice taking in decision making: Egocentric discounting and reputation formation. Organ. Behav. Human Decision Processes 83(2):260–281.CrossrefGoogle Scholar
  • Yuan F, Zhou J (2008) Differential effects of expected external evaluation on different parts of the creative idea production process and on final product creativity. Creativity Res. J. 20(4):391–403.CrossrefGoogle Scholar
  • Zaltman G, Duncan R, Holbek J (1973) Innovations and Organizations (Wiley, New York).Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.