The DOI matches its Crossref record, with a small difference in title or year; 182 of the 186 references it cites were found in a registry or an index.
The Impact of Culture on Creativity: How Cultural Tightness and Cultural Distance Affect Global Innovation Crowdsourcing Work
Open accessAbstract
This paper advances a new theoretical model to understand the effect of culture on creativity in a global context. We theorize that creativity engagement and success depend on the cultural tightness—the extent to which a country is characterized by strong social norms and low tolerance for deviant behaviors—of both an innovator’s country and the audience’s country, as well as the cultural distance between these two countries. Using field data from a global online crowdsourcing platform that organizes creative contests for consumer-product brands, supplemented by interviews with marketing experts, we found that individuals from tight cultures are less likely than counterparts from loose cultures to engage in and succeed at foreign creative tasks; this effect is intensified as the cultural distance between the innovator’s and the audience’s country increases. Additionally, tight cultures are less receptive to foreign creative ideas. But we also found that in certain circumstances—when members of a tight culture do creative work in their own or culturally close countries—cultural tightness can actually promote creativity success. This finding implies that some degree of convergent thinking as engendered by tight cultures could be beneficial for creativity, challenging the dominant view in creativity research that divergent thinking is a prerequisite for creative performance.
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“Across contemporary nations [24] and US states [29], cultural tightness is negatively correlated with openness to new ideas and societal innovations that disrupt the social order [31–32]”
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Metadata
- Authors
- Chua, R. Y. J., Roth, Y., & Lemoine, J.-F.
- Affiliations
- Singapore Management University (SG)
- Université Paris 1 Panthéon-Sorbonne (FR)
- ESCA Ecole de Management (MA)
- Venue
- Administrative Science Quarterly
- Publisher
- SAGE Publications
- Published
- 2014-12-08
- Volume
- 60
- Issue
- 2
- Pages
- 189-227
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2148882560
- Semantic Scholar
- ea3a76d13fdabb5d9216d788f7a07e5f8f1efb6e
- Cited by
- 433
- References
- 186
- Citations by year
- 2026: 27 · 2025: 29 · 2024: 47 · 2023: 31 · 2022: 37 · 2021: 54 · 2020: 46 · 2019: 39 · 2018: 32 · 2017: 26 · 2016: 16 · 2015: 24 · 2014: 11
- FWCI
- 38.09
- Type
- journal article
- Language
- en
- Open access
- Locations
- Administrative Science Quarterly (publishedVersion)
- Singapore Management University Institutional Knowledge (InK) (Singapore Management University) (submittedVersion, other-oa)
- HAL (submittedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Cultural Differences and Values
- Social Sciences › Psychology › Experimental and Cognitive Psychology › Creativity in Education and Neuroscience
- Social Sciences › Business, Management and Accounting › Business and International Management › Global and Cross-Cultural Management
- Keywords
- culture and creativity, cultural tightness, cultural distance, crowdsourcing contests, social norms, convergent thinking, divergent thinking, cross-cultural creativity
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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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