An Organizational Perspective on ArtScience Collaboration: Opportunities and Challenges of Platforms to Collaborate with Artists
Abstract
:1. Introduction
1.1. The Emergence of Artscience Interaction through Artist-in-Residence Programs
1.2. Finding an Organizational Perspective on Supporting ArtScience Collaboration
- Organizations aim at hiring the best scientists and employees, keeping them motivated and providing them with structures and resources they need to do their job in the best way they can.
- Organizations want to create innovative services and products for their clients and customers, provide them with the best solutions, and make them known to their current and future customers.
- Organizations need to overcome challenges posed by fast-paced technological advances, market shifts and social changes. They need flexibility and agility, and future visions that align with their environment and stakeholders.
2. Approach and Data Base
3. Value-Added of ArtScience Collaboration from an Organizational Perspective
3.1. Personal/Interpersonal Learning and Leadership Development
- As art approaches topics and projects with processes and skills that are different from scientific disciplinary processes and skills, these collaborations can help contextualize these topics and projects and help scientists and organizational actors to understand their work differently in these contexts (contextualization), which can even induce meaning to their understanding of their work (meaningful work theory);
- The collaboration and interaction of actors from such different fields, disciplines, and environments helps to create new social and organizational networks; transform existing fields into new ones and engage the actors in them; and accumulate new connections, whether tight or loose (strong and weak ties);
- The aesthetic dimension of artscience collaboration can improve communication of concepts, contexts or phenomena through the aesthetic power of art; additionally, the interdisciplinary discourse between artists and scientists helps to build up diverse communication skills and improve personal communication;
- Collaborative processes of artists and scientists as well as artistic and scientific combination or reproductions of ideas can lead to sense-making processes and support sense-giving processes, thus help to understand different perspectives on issues or interpretation possibilities of data through new ways of thinking;
- Artscience collaboration is one form of interdisciplinary collaboration that can contribute to work processes on complex issues, support learning processes to enhance cross-functional collaboration skills and enhance problem-solving processes for complex challenges.
3.2. Organizational Learning, Innovation Process, and Cultural Transformation
- Artscience interactions can constitute liminal spaces for experimentation, serving as a tangible vessel of exploration (Exploitation vs. Exploration concept);
- Such liminal spaces can help induce or realize change, facilitating discovery of possibilities that the company’s core business would not have dreamed of;
- They can also be a platform for sensing internal and external innovation opportunities;
- The engagement of artists increases variance and divergent thinking, enhancing ideation quality and problem-solving potential;
- The interaction of art and science allows collaboration partners to experience the other profession’s approach and thus tackle dimensions of organizational aesthetics, such as getting in touch with embodied knowledge, internalized work processes, and understanding of materials;
- The artscience process induces or enables change, enhances the creative process and promotes conditions allowing individuals to be more innovative and more resourceful;
- Artscience initiatives can have a signaling effect of the organization’s culture, attracting and retaining the best talent and encouraging employees to behave with innovative mindset;
- The individual and interpersonal learning brought about by artscience collaboration may also accumulate to achieve a shared perception of “how we do things around here”, gradually changing without top-down mandate.
4. Five Stories of ArtScience Programs in Organizations
4.1. Organizational Vision, Experiences, Complementary Thinking Processes, Visionary Approaches to Product Development
4.2. Innovation, Creativity, Creative Processes, New Perspectives, Motivation, Exploration of Needs of Future Stakeholders
4.3. Social Environment, Organizational Goals, Future Vision, and Experimentation
4.4. Visions for Communication, Exchange with Society and Next Generation, Contextualization
4.5. Organizational Culture, Human Resources, and Organizational Mission
5. Implications for Organizational ArtScience Initiatives and Managerial Challenges
6. Further Research and Future Directions
6.1. Longitudinal Studies across Disciplines
6.2. Exploration of the “Third Culture”
6.3. Implications of “Exponential Technologies”
6.4. New Value Propositions
6.5. Collaboration with Neuro-Leadership, Neuro-Aesthetics, and Other Neuroscience-Applied Fields
6.6. The STEAM Movement
7. Conclusions
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
References and Notes
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Schnugg, C.; Song, B. An Organizational Perspective on ArtScience Collaboration: Opportunities and Challenges of Platforms to Collaborate with Artists. J. Open Innov. Technol. Mark. Complex. 2020, 6, 6. https://doi.org/10.3390/joitmc6010006
Schnugg C, Song B. An Organizational Perspective on ArtScience Collaboration: Opportunities and Challenges of Platforms to Collaborate with Artists. Journal of Open Innovation: Technology, Market, and Complexity. 2020; 6(1):6. https://doi.org/10.3390/joitmc6010006
Chicago/Turabian StyleSchnugg, Claudia, and BeiBei Song. 2020. "An Organizational Perspective on ArtScience Collaboration: Opportunities and Challenges of Platforms to Collaborate with Artists" Journal of Open Innovation: Technology, Market, and Complexity 6, no. 1: 6. https://doi.org/10.3390/joitmc6010006