A New Model and Theory of Asynchronous Creativity

Global organizations necessarily operate in different countries with differing time zones, making face-to-face creativity costly in terms of travel and time expended. Yet for many other types of tasks, organizations would not hesitate to collaborate via e-mail, bulletin boards, file sharing, and other low-cost, readily available asynchronous media. Asynchronous e-collaboration is defined as collaboration among individuals engaged in a common task using electronic technologies that allow input at different times. Many organizations automatically assume that synchronous, face-to-face (FTF) communication is best for creative tasks, a point of view propagated by outdated theory that suggests that FTF is the “richest” medium (Daft & Lengel, 1986). Recent research on process innovation (DeLuca & Valacich, 2006; Kock, 2006) suggests that certain characteristics of asynchronous e-collaboration are highly desirable. Organizations have postponed realization of benefits obtainable by virtual teams, a situation the author aims to improve by using the new model to develop new theory. With readily available, low-cost, simple Internet-based media, virtual teams have convened either purposefully or out of necessity, realizing cost savings and “surprisingly” good results. There is a need for and call for theory which can explain and predict effects on creativity from use of asynchronous e-collaboration by dispersed teams (Hamilton, 2004; Kock, 2005b; Paulus, 2000; Weber, 2002). Asynchronous creativity theory (ACT), explained in this article, contributes to filling that need. This article is divided into sections designed to introduce the theory to the readers. In the Background section, previous theory is summarized and the need for a new model and theory addressed. The model and theory are presented in four sections: a general model and theory overview and then one section on each set of influences on creativity—cognitive, social, and media influences. Those three sections contain the propositions of the theory. In the last section, Conclusion, consistent with the central mission of a good theory (Van de Ven, 1989), ACT contributes to knowledge on creativity of teams which use asynchronous e-collaboration and applies the knowledge to developing and managing teams for organizational innovation.