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ABSTRACTS / RÉSUMÉS
The Business of Improvisation: Lessons from the History of Jazz-Based
Improvisation Applied to the Organization
Michael J.B. Read (University of British Columbia)
Changing Supplier Autonomy During Complex New-Product Development
Alan O'Sullivan (University of Ottawa)
Inovation Technologique et Cognition: Une Analyse des Écrits dans la Littérature
Scientifique
Nizar Chaari (Université du Québec à Montréal)
Do Innovative Firms Have Different HR Practices Than Less Innovative Firms?
Fred Pries (University of Guelph)
James Chowhan (McMaster University)
Sara Mann (University of Guelph)
Decisions at the Top: Does Technology Matter?
Peter Tingling (Simon Fraser University)
Kamal Masi (Simon Fraser University)
ASAC 2009
Niagara, Ontario
Michael. J.B. Read (student)
Sauder School of Business
University of British Columbia
THE BUSINESS OF IMPROVISATION:
LESSONS FROM THE HISTORY OF JAZZ-BASED IMPROVISATION
APPLIED TO THE ORGANIZATION
The study of jazz-based improvisation hopes to reveal how individual creativity occurs
within a collaborative, dynamic environment. Within jazz music, this means how improvisers
relate with other band members. Within organizations, the implications are further reaching; a
quick decision made at a critical moment may result in much larger consequences. Innovation
through creativity is thought to be one of the keys to organizational survival (Vera & Crossan,
2005).
Since the 1998 Organization Science special issue, spurred by the 1995 Academy of
Management symposium on the topic, the jazz metaphor for organizational improvisation has
been in the lens of business research (Meyer, Frost & Weick, 1998). Zack’s (2000) re-visitation
of this special issue attempts to make clear that any future lessons garnered from the jazzorganization metaphor need to consider all the genres of jazz. Indeed, by definition, improvisation
drives innovation in jazz, and many artists seek to innovate and creative new sub-styles based on
past works. Swing, bebop, cool jazz, and avant-garde jazz have taken influence from each other
yet created vastly different styles of improvisation. This paper’s historical account of jazz
improvisation attempts to consider the diverse improvisation style throughout the history of jazz.
Reviewing the last century of jazz music, this paper investigates how lessons drawn from
jazz improvisation could prove valuable to organizations in a variety of scenarios. An essential
part of a North American art form, improvisation has made jazz unique. From the beginnings of
jazz in the early 1900’s to present day, instances of note-worthy and landmark improvisation are
examined. Improvisation in jazz can be compared to problem solving and decision-making in
groups. Some conceptual relationships, which may prove applicable to organizations, are
proposed. Implications for formula in decision-making, use of group size, and commercial
success are discussed.
As organizations are thought to perform improvisation regularly (Weick, 1998; Vera &
Crossan, 2004), understanding this metaphor may prove especially fruitful for innovative
organizations seeking consistent renewal. The jazz metaphor for business is unlikely to fade and
despite more recent attention, empirical investigation of improvisation in organizations remains
scarce. This retrospective account of jazz history, though conceptual, provides fresh
understanding of how improvisation works in and for organizations.
ASAC 2009
Niagara Falls, Ontario
Alan O'Sullivan
University of Ottawa
CHANGING SUPPLIER AUTONOMY DURING COMPLEX NEW-PRODUCT
DEVELOPMENT
This paper examines the involvement of suppliers in the upstream phases of complex new product development. This
involvement is predicated on delegating significant decisionmaking power (autonomy) to suppliers. But the interdependent
nature of complex product architectures requires an adaptive
design process, as part of which supplier will need to be varied
(expanded or contracted). The paper demonstrates the necessity
of this and how it was managed in one complex NPD project.
ASAC 2009
Niagara Falls, Ontario
Nizar Chaari
Centre de recherche sur les innovations sociales (CRISES)
Université du Québec à Montréal (ESG-UQAM)
INNOVATION TECHNOLOGIQUE ET COGNITION: UNE ANALYSE DES ÉCRITS DANS
LA LITTÉRATURE SCIENTIFIQUE
Le présent article a pour objet de mettre en évidence les
caractéristiques des recherches portant sur la cognition et
l’innovation technologique dans la littérature savante,
sélectionnée dans la base de données ABI/INFORM de janvier
1971 jusqu'à janvier 2008. Dans une première partie, nous
présentons le cadre conceptuel de notre étude en introduisant la
notion d’innovation technologique et celle de cognition pour
tracer, par la suite, le lien établi entre les deux concepts. Dans
une seconde partie, nous tentons de décrire et d’analyser les
cadres théoriques et les méthodologies de recherche (échantillon,
techniques de collecte et d’analyse de données) des articles
répertoriés.
ASAC 2009
Niagara Falls, Ontario
Fred Pries
Department of Business
University of Guelph
James Chowhan (student)
DeGroote School of Business
McMaster University
Sara Mann
Department of Business
University of Guelph
DO INNOVATIVE FIRMS HAVE DIFFERENT HR PRACTICES THAN LESS INNOVATIVE
FIRMS?
Using Statistics Canada’s Workplace and Employee Survey database, we examine
whether innovative firms have different HR practices than less innovative firms. We focus on
seven specific elements of a firm’s HRM practices that can help supporting the development and
implementation of innovation. These elements are: 1) the existence of highly qualified personnel
capable of supporting the development and implementation of new innovations, 2) the extent of
training activities, 3) the existence of strategic goals and objectives related to innovation, 4) the
degree of integration and corroboration between organizational units and with other firms, 5) the
introduction of organizational changes, 6) the implementation and use of technology and 7) work
organization and practices.
This study examines the relationship between HRM practices and innovation for more
than 3,500 Canadian workplaces of a large variety of sizes and from a broad variety of industries
over the six year period from 1999 to 2005.
Our findings suggest that HRM practices can affect the innovativeness of firms. We find
that firms that placed greater strategic importance on the development of new products and
services were more innovative than those that did not place strategic importance on innovating.
We also find that integration among functional areas within the firm and that collaboration with
other firms increases the likelihood that a firm will be innovative. Finally, we find that a firm’s
use of technology is related to its innovativeness. Based on our findings, managers wishing to
increase the innovativeness of their firm are encouraged to ensure that the development of new
products and services is a strategic priority. Further, they should modify their product
development processes to ensure that there is integration among functional areas and to
encourage collaboration with other firms. Managers also need to monitor advances in technology
to determine how these changes can enable innovation in their organizations.
ASAC 2009
Niagara Falls, Ontario
Peter Tingling
Kamal Masri
Simon Fraser University
DECISIONS AT THE TOP: DOES TECHNOLOGY MATTER?
Longitudinal qualitative case studies are used to explore the
effect of hierarchy on technological decision making. We find
that the use of extensive analytic tools and the significance
placed upon technical issues is inversely related to level, a
finding consistent with Jaques Stratified Systems Theory of
hierarchy.