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Constraint-Shattering Practices and Creative Action in Organizations

Lombardo, Sebastiano; Kvålshaugen, Ragnhild
Journal article, Peer reviewed
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URI
http://hdl.handle.net/11250/195585
Date
2014
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Original version
Organization Studies, 35(2014)4:587-611   10.1177/0170840613517597
Abstract
This study contributes insights on how actors cope with constraints in ill-structured problem-solving

situations, and what implications this coping has for creative action. To date, most research on constraint

handling has treated constraints, regardless of their nature, origin, or role, as external factors that enable or

hinder creativity. In contrast, we consider constraints to be inextricably intertwined with all creative action.

We focus our study on one specific practice for constraint handling: namely, shattering. Empirical data were

collected for 12 projects in two engineering consulting firms, and four shattering practices were identified:

protesting, proposing, betraying, and sabotaging. We discuss their enactment in various parts of the problem

space and their implications for the management of creative action in organizations.
Description
This is the authors’ accepted and refereed manuscript to the article. Publisher's version is available at oss.sagepub.com. Availability of author's version is delayed until 12 months after first online publication. Unvailable until 2015-03-05. Publisher's policy
Publisher
Sage
Journal
Organization Studies

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