The Effects of Repeat Collaboration on Creative Abrasion

By Paul F. Skilton, Kevin J. Dooley. 2010

212 citations recorded by the source corpus.

Subfields: Communication, Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/15dc7b97be912ac669b3f681c2cca1dbe5aeab15

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Kyle Lewis
2. Ann Majchrzak
3. Benjamin Herndon
4. Samer Faraj
5. Linda Argote
6. Yanfeng Zheng
7. Youngjin Yoo
8. Paul M. Leonardi

In Experimental and Cognitive Psychology

1. Tim Basadur
2. Kyle Lewis
3. Samer Faraj
4. Ann Majchrzak
5. Garry A. Gelade
6. Benjamin Herndon
7. M. Basadur

In Social Psychology

1. Kyle Lewis
2. Benjamin Herndon
3. Ann Majchrzak
4. Samer Faraj
5. Garry A. Gelade
6. M. Basadur
7. Linda Argote
8. Yanfeng Zheng

Citations in the corpus

• Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, unknown): “Repeated collaborations run the risk of locking firms into prior mental models since familiar partners tend to follow prior patterns of interaction (Skilton and Dooley, 2010).”
• Transcending Knowledge Differences in Cross-Functional Teams (2012, background): “In studies of cross-functional product innovation teams, the paradox of how to structure an inherently unpredictable but generative process has been well-documented (Dougherty 2001, Sheremata, 2000, Skilton and Dooley, 2010).”
• Introduction: Collaborative innovation in the public sector (2012, background): “8 ‘the usual suspects’ who over time have developed more or less the same world views will tend to stifle creativity and prevent generation of new and bold ideas (Skilton and Dooley, 2010).”
• Transactive Memory Systems: Current Issues and Future Research Directions (2011, background): “According to Wegner et al. (1985), a TMS has two components: an organized store of knowledge (TMS structure) and a set of knowledge-relevant transactive processes (encoding, storage, and retrieval processes) that occur among members.”
• Creative Problem-Solving Process Styles, Cognitive Work Demands, and Organizational Adaptability (2014, background): “…have devoted their efforts to testing creative thinking tools such as “brainstorming” for generating ideas to presented problems (Basadur, 1994; Belliveau, Griffin, & Somermeyer, 2004; De Bono, 2008; Michaldo, 2006; Skilton & Dooley, 2010; Sternberg, O’Hara, & Lubart, 1997; VanGundy, 1992).”