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Empowerment, creativity, and organizational memory are constructs that have been researched in MIS. While each construct has received individual attention, we have found relatively little research linking them. One of the major edicts of empowerment is delegation of decision making authority to lower-level employees. Increased authority allows employees more freedom to be creative. However, if creative thought is generated but not captured, innovative ideas may be lost. Organizational memory can capture creative ideas as they are generated so that empowered teams can draw upon positive creative experiences. We developed a theoretical model to illuminate the relationships between organizational memory, worker empowerment, and creativity. The model portrays the linkages between empowerment and creativity, creativity and organizational memory, and organizational memory and empowerment. The model was developed based on the literature in each respective area and an interview-based study concerning “empowered” systems development project teams and organizational memory. Analysis of the interview data revealed that empowered workers generate creative solutions to problems. However, creative solutions can only be used for future projects if they are somehow recorded into organizational memory. Organizations that empowered their workforce and embraced creativity reported increased customer satisfaction, waste reduction, and some quality gains. In contrast, those that did not empower reported little or no change. Organizations that recorded creative solutions to problems believe that retrieval of this information could be potentially useful for future projects. Potential challenges faced by organizations classified into each cell are also presented. This classification scheme should prove useful as a guide to organizations examining the potential benefits and pitfalls of worker empowerment and organizational memory.

Explores the drivers behind successful business process re‐engineering (BPR). Examines Caterpillar Inc, located in Peoria, Illinois, USA, using data collected over a four‐year period, beginning in 1992. Reveals positive outcomes which can be directly tied to the deployment of the business process simplification and improvement (BSP/I) methodology. BPS/I provides a systematic methodology for analysis, design and implementation of re‐engineering principles. In addition, it provides the environment to help its people generate creative solutions to critical business problems. Examines the link between the steps of BPS/I and the theoretical phases of the problem‐solving process. Also explores the link between BPS/I and Couger’s variant model of creative problem solving. Notes creative opportunities available to Caterpillar as a result of the identification of this link.

We build a social structural model of fame, which departs from the atomistic view of prior literature where creativity is the sole driver of fame in creative markets. We test the model in a significant empirical context: 90 pioneers of the early 20th century (1910–25) abstract art movement. We find that an artist in a brokerage rather than a closure position was likely to become more famous. This effect was not, however, associated with the artist’s creativity, which we measured using both objective computational methods and subjective expert evaluations, and which was not itself related to fame. Rather than creativity, brokerage networks were associated with cosmopolitan identities—broker’s alters were likely to differ more from each other’s nationalities--and this was the key social-structural driver of fame.

This on-line appendix contains more details on the sampling process, more details on the sample, a comparison to a matched sample of Canadians, more technical details on various measures and procedures, and further robustness analysis.

We use creativity theory to analyze the effects of occupational job variety and industry variety on invention quality and entrepreneurial earnings. We test our ideas with survey data from 770 inventor-entrepreneurs who commercialized their own inventions. Results suggest that occupational and industry variety substitute for each other in positively affecting invention quality whereas a lack of industry variety is associated with greater entrepreneurial earnings. Results are consistent with the idea that high levels of both occupational and industry variety enables the generation and discovery of inventions, but these ideas are usually not technically feasible or financially viable.