クリエイティブ産業におけるプロジェクト・マネジメント

――タスク，チームサイズ，ネットワーク構造に着目した実証分析――

抄録

Prior research on innovation/creativity suggests that creative projects transpire in two tasks: idea generation and implementation. During idea generation, the team engages in developing prototypes with massive information processing and high unpredictability because the task and team elements, such as problem definitions, solutions and relationships, are highly ambiguous in the initial phase. On the other hand, during idea implementation, the team should mobilize actual resources required to convert the prototypes into commercial products. These distinct features of each task are deeply related to both the team’s size and its network structure and are key to enhancing the team’s creative performance. However, despite a claim that the optimal team composition might differ depending on creative tasks, numerous studies have rarely taken into account the distinctive creative tasks. Thus, I posit that the optimal team composition for creative projects differs depending on whether the team is in the idea generation or implementation. To test hypotheses, I use the data of the Japanese Music industry. In song production, both lyric writing and composing can be considered part of idea generation, during which prototypes are produced. Arranging and performing constitute implementation, when the prototypes are converted into commercial products by mobilizing recourses. Using a dataset comprising 20,845 song production projects, the analysis reveals several findings. (1) Team size during idea generation (lyric writing and composing) has a negative impact on product market performance, whereas team size during implementation (arranging and performing) has a positive impact. (2) The relationship between team size during idea generation and market performance is negatively moderated by the degree of the team’s brokerage position. By contrast, the above relationship during implementation is positively moderated by the brokerage position. (3) The relationship between the degree of team membership overlap across two phases and market performance has an inverted-U shape.