Organisations seeking to improve innovation and creativity may benefit from introducing structured spaces where employees and managers can collaborate outside traditional hierarchies, according to new research from King’s Business School.
The study explores how a temporary suspension of workplace hierarchies can help organisations overcome structural barriers to innovation and create a more inclusive, creative environment. The findings suggest that structured, voluntary innovation initiatives can play a significant role in breaking down silos and encouraging a broader range of ideas across business functions.
Researchers examined a case study within a global personal care firm, where a voluntary initiative called Shark Tank allowed cross-level teams to pitch and develop new ideas outside the company’s formal product development processes.
The programme enabled employees and managers to jointly prototype and refine projects in a setting that encouraged open communication and experimentation. The concept underpinning the research is termed the “collaborative middle ground” – a space within organisations that is semi-structured, psychologically safe and deliberately separate from routine processes. Within this middle ground, hierarchies are temporarily relaxed to promote creative thinking and shared ownership of innovation.
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Playful structure enables cross-level creativity
The research outlines three key mechanisms that allow collaborative middle grounds to succeed: playful structure, positive emotional and social interactions, and cognitive engagement through feedback. These elements help participants engage with risk, build mutual trust and develop ideas more effectively than in conventional environments.
In the Shark Tank example, the pairing of junior and senior employees in voluntary teams enabled participants to build relationships through shared challenges. The process included pitching ideas, responding to feedback and refining proposals within a supportive structure, enabling collaboration across levels and departments.
Dr. Nadine Scholz, Lecturer in Entrepreneurship at King’s Business School, said, “As hybrid work continues to reshape organisational culture, the study points to the importance of designing deliberate spaces for innovation that go beyond digital tools or ad hoc brainstorming.
“In large organisations, creative work is often stifled by rigid processes and risk-averse cultures. The collaborative middle ground offers an alternative in the form of a safe, semi-structured space where new ideas can emerge and where diverse actors can work together in new ways.”
Lessons for AI, sustainability and cross-functional innovation
The researchers argue that this approach has particular relevance for organisations preparing for future challenges, such as artificial intelligence, environmental sustainability and the need for cross-functional collaboration.
Prof. Marcela Miozzo, Professor of Innovation Management and Entrepreneurship at King’s Business School, said: “Our findings are especially relevant for businesses preparing for the challenges of AI, sustainability and cross-functional innovation. Innovation needs structure but also safety, autonomy and the freedom to experiment.”
The study also emphasises that these spaces are not a replacement for existing innovation processes but rather a complementary tool. By providing a structured yet flexible environment, collaborative middle grounds allow new ideas to be tested without the pressure or constraints of traditional organisational procedures.
Dr. Gabriela Gutierrez-Huerter O, Senior Lecturer in International Management at King’s Business School, added, “Our research highlights how structured collaboration spaces can bridge hierarchical divides, fostering innovation through mutual trust and shared ownership. By creating environments where managers and employees co-create, organisations can unlock creative potential that traditional structures often suppress.”
