Placing Collaborative Circles in Strategic Action Fields: Explaining Differences between Highly Creative Groups*

Abstract

Collaborative circles theory explains how innovative small groups develop and win acceptance of their creative work but assumes a single type of circle and would benefit from considering how circles are affected by the strategic action fields in which they operate. We do so by synthesizing research on art, science, philosophy, and social movements to identify five field characteristics that influence circles and their creative potentials (i.e., attention space, consensus, social control, resources, and organizational and geographical contexts). We then use primary and secondary data on science circles (the Resilience Alliance and Phage Group), combined with previous research on circles and group creativity, to show how field-level differences explain systematic variations in the structure and dynamics of art and science circles. We close by arguing that there exists of a family of circles operating in different fields, formulating a refined definition of circles, and postulating four propositions informing future research.