Benefits of hiring a star. Working alongside a creative “master” will increase innovators’ creativity and the chance that, one day, they too will become a star.
Much has been written about the benefits of collaboration and sharing of ideas and knowledge during the innovation process. Less is known about the intricate skills required to integrate, or synthesise, various raw materials in a way that will maximise creativity, and create innovations that help organisations out-perform their competitors.
A new paper entitled, Where Do Stars Come From? The Role of Star vs. Nonstar Collaborators in Creative Settings published in Organization Science, by Manuel Sosa, INSEAD Associate Professor of Technology and Operations Management , Jürgen Mihm, INSEAD Professor of Technology and Operations Management and Haibo Liu, Assistant Professor of Management, University of California Riverside, studies the creative aspects of interpersonal collaboration from a new perspective: the quality of the collaborator, both stars – people able to generate a disproportionate amount of influential output – and non-stars.
The paper looks at the different benefits stars and non-stars bring, both to the task at hand and to the collaborators’ ability to come up with breakthrough ideas in the future.
“We wanted to understand, if by working with a star, you would be more likely to become a star; we found that indeed you would, ” Sosa said. “ The interesting question is how does this happen and why does this happen? What happens when you work with a star that is different from when you work with other people? ”
By examining the creative performance of designers who have been granted design patents by the US Patent and Trademark Office over a 35-year period, the authors found that collaborating with star designers indeed significantly increases the chances of becoming a star.
Interestingly, they found evidence that creative stars are more likely to possess creative synthesis skills required for creating breakthrough innovations and that they transfer such skill to their collaborators; skills such as the ability to understand existing innovation paradigms and create a new one by reconciling distant and often seemingly contradictory viewpoints and then continue to iterate and refine such a new paradigm until it leads to an outstanding innovation output.
Why hire a star?
All of these creative skills are highly tacit and unlikely to be learnt through a book or in a classroom. While some creative stars may pick them up intuitively or through years of trial-and-error experience, the likelihood of someone absorbing these skills is much higher if they work in close proximity with someone who already possesses them. This allows innovators to observe, learn and practice synthesis skills from the star.
“ It is important to note that collaborating with stars doesn’t preclude collaborating with others who are non-stars” Sosa noted. “ Both types of collaborators benefit the innovator’s creative performance and increase the likelihood of creating a breakthrough innovation .”
In fact, some companies today avoid the idea of having a design team with a dominant star, and instead focus on the proven premise that diversity – having a wide-ranging pool of potentially innovative ideas – is key to creativity.
“ What we found ,” Sosa added. “ Is that as well as bringing with them new data and experience like a non-star, stars contribute a set of creative skills, rarely found anywhere else, that can have a lasting t ransformation of the innovator’s creative abilities .”
Optimal conditions for long-lasting and extraordinary innovation
The paper expands on this to assess the conditions required to maximise the chance of rising to stardom, and noted that this varies greatly depending on whether a star is part of the collaboration team.
When non-stars collaborate, shared expertise or a cohesive social network can limit diversity and steer the team towards “group think” negatively impacting creative output.
However, when non-stars work with stars, greater shared social network connections and closer similarities of their expertise facilitate the exploitation of creative synthesis skills. That is, it helps to build a common insightful understanding of the problem at hand; it encourages collaborators to see similarities among their different perspectives and iteratively refine the most promising ideas increasing the likelihood of breakthrough innovations. Most importantly, such cohesive collaborative conditions facilitate the transfer of the tacit creative skills from stars to his/her collaborators which in turn increases the chances of them becoming stars in the future.
Manuel Sosa, Associate Professor of Technology and Operations Management at INSEAD, finds in his new paper titled, Where Do Stars Come From? The Role of Star vs. Nonstar Collaborators in Creative Settings (Organization Science), that working alongside a creative “master” (a star) will increase innovators’ creativity and the chance that, one day, they too will become a star.
Manuel Sosa, Associate Professor of Technology and Operations Management at INSEAD, says that, “It is important to note that collaborating with stars doesn’t preclude collaborating with others who are non-stars. Both types of collaborators benefit the innovator’s creative performance and increase the likelihood of creating a breakthrough innovation. What we found, is that as well as bringing with them new data and experience like a non-star, stars contribute a set of creative skills, rarely found anywhere else, that can have a lasting transformation of the innovator’s creative abilities.”
About INSEAD, The Business School for the World
As one of the world’s leading and largest graduate business schools, INSEAD brings together people, cultures and ideas to develop responsible leaders who transform business and society. A global perspective and cultural diversity are reflected in all aspects of its research and teaching.
With campuses in Europe (France), Asia (Singapore) and the Middle East (Abu Dhabi), INSEAD’s business education and research spans three continents. The school’s 154 renowned Faculty members from 40 countries inspire more than 1,400 degree participants annually in its MBA , Executive MBA , Executive Master in Finance , Executive Master in Change and PhD programmes. In addition, more than 11,000 executives participate in INSEAD’s executive education programmes each year.
In addition to INSEAD’s programmes on its three campuses, INSEAD participates in academic partnerships with the Wharton School of the University of Pennsylvania (Philadelphia & San Francisco); the Kellogg School of Management at Northwestern University near Chicago; the Johns Hopkins University/SAIS in Washington DC and the Teachers College at Columbia University in New York; and MIT Sloan School of Management in Cambridge, Massachusetts. In Asia, INSEAD partners with School of Economics and Management at Tsinghua University in Beijing, and China Europe International Business School (CEIBS) in Shanghai. INSEAD is a founding member in the multidisciplinary Sorbonne University created in 2012, and also partners with Fundação Dom Cabral in Brazil.
INSEAD became a pioneer of international business education with the graduation of the first MBA class on the Fontainebleau campus in Europe in 1960. In 2000, INSEAD opened its Asia campus in Singapore. In 2007, the school inaugurated a Centre for Research and Executive Education in the United Arab Emirates and officially opened the Middle East Campus in Abu Dhabi in 2010.
Around the world and over the decades, INSEAD continues to conduct cutting edge research and to innovate across all its programmes to provide business leaders with the knowledge and sensitivity to operate anywhere. These core values have enabled INSEAD to become truly “The Business School for the World”.