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1
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Yagi K, Iida J, Fuji K. The positive role of authentic leadership in organizations negatively affected by cognitive diversity. Front Psychol 2024; 15:1276585. [PMID: 38725954 PMCID: PMC11079139 DOI: 10.3389/fpsyg.2024.1276585] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/12/2023] [Accepted: 04/09/2024] [Indexed: 05/12/2024] Open
Abstract
Workplace diversity has recently gained increasing significance and urgency in business organizations. This promotion may stem from information processing, and specifically from information elaboration. Information elaboration leverages diverse task-related information and skills possessed by members, fostering the exchange of diverse perspectives, elaborate discussions, and achieving high team performance. In this context, cognitive diversity, encompassing members' knowledge, skills, and perspectives, may have a positive impact. However, some previous studies suggest that cognitive diversity can lead to affective conflict and impede information processing. In organizations with highly homogeneous social and cultural backgrounds, cognitive diversity may not be effectively utilized in the information elaboration process, potentially yielding negative effects. Authentic leadership is recognized as a significant contributor to facilitating team processes including information processing, with various studies demonstrating its effectiveness. This study hypothesized that cognitive diversity negatively affects the information elaboration process, while authentic leadership has a positive effect. To test these hypotheses, we employed multilevel structural equation modeling analysis based on data collected from 375 respondents in 90 teams across various industries in Japan. The results showed that cognitive diversity negatively affects information elaboration at the individual level. By contrast, authentic leadership positively affects information elaboration at both individual and team levels. These findings suggest that the effect of cognitive diversity on information processing in the workplace may not always be positive, particularly in a sociocultural context that values homogeneity, as observed in Japanese organizations. This study advances the literature on authentic leadership by validating its effect on information elaboration and provides practical implications for diversity management. Additionally, it underscores the effectiveness of authentic leadership in leveraging team members' cognitive diversity to facilitate information elaboration.
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Affiliation(s)
| | - Junko Iida
- Faculty of Human Sciences, University of Tsukuba, Tsukuba, Japan
| | - Kei Fuji
- Faculty of Human Sciences, University of Tsukuba, Tsukuba, Japan
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2
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When are clients helpful? Capitalising on client involvement in professional service delivery. PLoS One 2023; 18:e0280738. [PMID: 36812261 PMCID: PMC9946238 DOI: 10.1371/journal.pone.0280738] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/27/2022] [Accepted: 01/06/2023] [Indexed: 02/24/2023] Open
Abstract
Professional service firms apply specialist knowledge to create customised solutions to client problems. In their work, teams of professionals undertake projects in which clients may be closely involved in co-creating solutions. However, we know little about the conditions under which client involvement contributes to better performance. We examine the direct and conditional contribution client involvement can make to project success and propose team bonding capital as a moderator. We conduct multi-level analysis of data from 58 project managers and 171 consultants nested in project teams. We find a positive impact of client involvement on both team performance and team member idea creativity. Team bonding capital moderates the relationships client involvement has with both team performance and individual member idea creativity, where the impact of client involvement is greater when team bonding capital is high. Implications for theory and practice are discussed.
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3
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Bashir M, Naqshbandi MM, Pradhan S. The role of institutional and individual factors in knowledge hiding and team creativity. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2022. [DOI: 10.1080/14778238.2022.2155593] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/23/2022]
Affiliation(s)
- Makhmoor Bashir
- Department of Business Administration, College of Business and Economics, Qassim University, Buraidah, Saudi Arabia
| | - M. Muzamil Naqshbandi
- School of Business & Economics, University of Brunei Darussalam, Jalan Tungku Link, Brunei Darussalam
| | - Sudeepta Pradhan
- Department of Marketing & Strategy, IBS Hyderabad, IFHE University, Telangana, India
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4
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Innovating into trouble: When innovation leads to customer complaints. RESEARCH POLICY 2022. [DOI: 10.1016/j.respol.2022.104593] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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5
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Hürden beim organisationalen Knowledge Sharing. GIO-GRUPPE-INTERAKTION-ORGANISATION-ZEITSCHRIFT FUER ANGEWANDTE ORGANISATIONSPSYCHOLOGIE 2022. [DOI: 10.1007/s11612-022-00657-2] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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6
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Martín-Hernández P, Gil-Lacruz M, Tesán-Tesán AC, Pérez-Nebra AR, Azkue-Beteta JL, Rodrigo-Estevan ML. The Moderating Role of Teamwork Engagement and Teambuilding on the Effect of Teamwork Competence as a Predictor of Innovation Behaviors among University Students. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2022; 19:12047. [PMID: 36231356 PMCID: PMC9566736 DOI: 10.3390/ijerph191912047] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 08/26/2022] [Revised: 09/14/2022] [Accepted: 09/19/2022] [Indexed: 06/16/2023]
Abstract
Sustainable innovation is the cornerstone of economic growth and development of regions and nations, as well as of organizational competitiveness and success. Innovation is a complex process that relies on individuals and often implies social activities based on interaction with others. Higher Education (HE) is expected to prepare innovative and teamwork-competent individuals. However, it has been noted that, so far, HE has not really addressed the question of how to train innovative college students capable of working in teams. To face such challenges, incorporating active teaching and learning methodologies, such as game-based learning (GBL), could be of great utility, as well as conducting much more research about the effect of teamwork-related factors on IWB, such as teamwork engagement (TWE) and teambuilding (TB). Under this background, our aim was to test the predictor effect of teamwork competence (TWE) on IWB, exploring the moderating role of TWE and TB in a sample comprising 142 college students of Health Sciences and Social Work. Our obtained results, through a multiple additive moderation analysis, showed that TWC positively predicted IWB. Moreover, this effect was moderated by TWE and TB. Therefore, these findings set light around how to foster IWB in HE.
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Affiliation(s)
| | - Marta Gil-Lacruz
- Faculty of Health Sciences, University of Zaragoza, 50018 Zaragoza, Spain
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7
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Influence of team spiritual leadership on team green innovation performance from the perspective of social information processing. CURRENT PSYCHOLOGY 2022. [DOI: 10.1007/s12144-022-03672-0] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/03/2022]
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8
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Duan C, Liu X, Yang X, Deng C. Knowledge complexity and team information processing: the mediating role of team learning goal orientation. JOURNAL OF KNOWLEDGE MANAGEMENT 2022. [DOI: 10.1108/jkm-11-2021-0858] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Drawing on job demands and resources theory and the challenge-hindrance stressor framework, this study aims to investigate the effect of team knowledge complexity on team information sharing and information searching and examine whether team learning goal orientation mediates these effects.
Design/methodology/approach
The authors conducted two studies. Study 1 used a field survey study conducted among 374 employees positioned in 68 new product teams. Study 2 used a three-wave online survey study conducted among 208 leaders to investigate the teams they managed.
Findings
The findings of the two studies reveal that team knowledge complexity has a positive direct effect on team information sharing and information searching. Furthermore, team learning goal orientation mediates these two relationships.
Practical implications
The findings indicate that team knowledge complexity is generally beneficial for the team information process. Therefore, instead of fearing an increase in the knowledge complexity of the projects, organizations should dare to present challenge demands to team members to enhance their engagement in information processing. Organizations could also pay attention to team member selection during team composition processes. For example, selecting team members with a high level of learning goal orientation is helpful in facilitating team information processing.
Originality/value
Although previous studies have found that knowledge complexity is beneficial for team output, less is known about how knowledge complexity influences team processes. This study clarifies the relationships between team knowledge complexity, information sharing and information searching and examines team learning goal orientation as a vital mediator.
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9
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Qi M, Li X, Wang W. Innovation in Boundary-Spanning Technology M&A: A Fuzzy-Set Analysis of Diversity Dynamics. Front Psychol 2022; 13:766166. [PMID: 35899004 PMCID: PMC9313598 DOI: 10.3389/fpsyg.2022.766166] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/28/2021] [Accepted: 06/17/2022] [Indexed: 11/13/2022] Open
Abstract
The growing literature on organizational innovation has drawn attention from net effect and contingent effect of diversity-related factors in the context of top management teams (TMTs) to their complementarity and interaction in the form of configurations. In post-boundary-spanning technology mergers & acquisitions (M&A), the integration between multi-boundary knowledge and resources necessitates effective communication and cooperation within TMTs that display heterogeneous attributes. Therefore, this study integrates two popular theoretical perspectives from the diversity literature (social categorization perspectives and information/decision-making perspectives) in order to explore the configurational patterns of factors stimulating innovation in boundary-spanning technology M&A (BTM&A). In accordance with this theoretical objective, this study adopts fuzzy-set qualitative comparative analysis for the purpose of examining the complex combinations of five antecedent conditions (functional experience diversity, boundary-spanning experience diversity, faultline strength, number of subgroups, and subgroup balance) based on a BTM&A sample of firms in the Chinese A-share market during the period 2007-2018. Findings from this analysis indicates four configurations of diversity-related factors (the dominated multiple diversities; the non-aligned multiple diversities; the balanced similarity; and the aligned single diversity) which lead to superior innovation in BTM&A. This study fills a gap in the literature vis-à-vis the causes of innovation in BTM&A and provides novel insights for management practitioners to take appropriate countermeasures with regard to TMT diversity.
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10
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Liu G, Liu W, Ko WW. Organisational capabilities and small and medium sized firms’ attainment of innovation outcomes: the moderating roles of exports and formal business networks. INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT 2022. [DOI: 10.1108/ijopm-09-2021-0600] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe authors examine the influence of planning and execution capability (PEC) and operational improvement capability (OIC) on small-and-medium-sized firms’ (SMEs) attainment of different innovation outcomes under the conditions of exports and formal business networks, based on the capability-based perspective and organisational learning literature.Design/methodology/approachThe authors analyse time-series data about UK SMEs, extracted from the 2015 and 2016 UK Longitudinal Small Business Surveys (LSBS).FindingsThe authors failed to find any direct effects of PEC and OIC on product innovation outcomes. However, the authors discovered that OIC supports the generation of process innovation outputs more strongly than PEC. Additionally, exports and formal business networks provide SMEs with different learning opportunities. The authors find limited support that exports amplify the beneficial effect of PEC on product innovation outcomes more than formal business networks. On the other hand, formal business networks strengthen the effect of PEC on process innovation outcomes more than exports. As a result, exports reduce the beneficial effect of OIC on product innovation outcomes more than formal business networks. However, formal business networks weaken the beneficial effect of OIC more than exports.Originality/valueThe authors distinguish between two types of organisational capabilities – PEC and OIC – and examine their impact on SMEs in achieving innovation outcomes. The authors also identify SMEs’ involvement in exports and formal business networks as the important boundary conditions for such effects. xD; xA; xD; xA;
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11
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Lei X, Liu W, Su T, Shan Z. Humble Leadership and Team Innovation: The Mediating Role of Team Reflexivity and the Moderating Role of Expertise Diversity in Teams. Front Psychol 2022; 13:726708. [PMID: 35572304 PMCID: PMC9097902 DOI: 10.3389/fpsyg.2022.726708] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/17/2021] [Accepted: 03/02/2022] [Indexed: 11/13/2022] Open
Abstract
The current study proposes a moderated mediation model to explain the relationship between humble leadership and team innovation. Our hypothesis integrates social information processing (SIP) theory with the existing literature on humble leadership. As a result, we theorize that when a humble individual leads a team, the team members are more likely to reconsider strategies, review events with self-awareness, share diverse information, and adapt to new ideas, which in turn promotes innovative team activities. Moreover, consistent with the research that emphasizes the inclusion of team culture in exploring leader-innovation relationships, we investigate the moderating role of a team's expertise diversity in the above positive, indirect relationship. We test our model by using both archival and survey data collected from 135 teams within 18 medium-to-large internet technology firms in China. The findings largely support our theoretical assertions, suggesting that humble leadership has important implications for team processes and innovation.
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Affiliation(s)
- Xinghui Lei
- School of Economics and Management, Tongji University, Shanghai, China
| | - Wei Liu
- School of Economics and Management, Tongji University, Shanghai, China
| | - Taoyong Su
- School of Economics and Management, Tongji University, Shanghai, China
| | - Zhiwen Shan
- School of Business Administration and Customs Affairs, Shanghai Customs College, Shanghai, China.,School of Economics and Management, Tongji University, Shanghai, China
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12
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Xu J, Li YZ, Zhu DQ, Li JZ. “Lubricant” or “Stumbling Block”?: The Paradoxical Association Between Team Authoritarian Leadership and Creative Deviance. Front Psychol 2022; 13:835970. [PMID: 35432087 PMCID: PMC9008198 DOI: 10.3389/fpsyg.2022.835970] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/15/2021] [Accepted: 02/21/2022] [Indexed: 12/23/2022] Open
Abstract
Recently, creative deviance has been lauded to be an innovation-enhancing approach with applications in many new and high-tech domains. Previous study on antecedents to creative deviance remains scattered and vague. Our research conceptualizes creative deviance from the perspective of independent innovation and explores its antecedents, mechanisms, as well as conditions. Team authoritarian leadership is conceptualized as a contradictory unity as it mixes advantages and disadvantages. However, it is surprising to find that there are very few researches that have examined its relevant influence mechanisms and boundary conditions for authoritarian leadership. Contributing to an advanced understanding of authoritarian leadership in research and development teams, we investigated whether team authoritarian leadership is positively or negatively related to creative deviance. Drawing on social information processing theory and regulatory focus theory, we supposed that team authoritarian leadership facilitates creative deviance when the degree is low and inhibits it when the degree is high; dual occupational stress and prevention regulatory focus play mediation roles between team authoritarian leadership and creative deviance respectively, both variables play a chain mediation role in that relationship; and the mindfulness characteristic of an individual moderates the inverted-U team authoritarian leadership-creative deviance association, such that this association is weaker with low individual mindfulness. With two-phase questionnaire data collected from 433 members in 82 R&D teams of high-tech enterprises in electronic information technology, new material technology, new medical technology, resource and environment technology and advanced manufacturing technology randomly selected from five provinces in eastern China, these hypotheses are supported empirically. Overall, we find that, our study broadens antecedents and the relevant occurrence mechanisms of creative deviance when studied through a leadership management lens. Moreover, our research enriches the cognate studies on authoritarian leadership by empirically demonstrating that team authoritarian leadership may function as an double-edged sword of creative deviance in the R&D workplace. These above findings offer insightful thoughts to scholars in the field of authoritarian leadership and bring practical suggestions for team superiors who seek to implement best innovation practice.
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Affiliation(s)
- Jing Xu
- Evergrande School of Management, Wuhan University of Science and Technology, Wuhan, China
| | - Yong-Zhou Li
- Evergrande School of Management, Wuhan University of Science and Technology, Wuhan, China
| | - De-Qun Zhu
- School of Economics and Management, Shangrao Normal University, Shangrao, China
| | - Jing-Zhi Li
- School of Labor Relations and Personnel, Renmin University of China, Beijing, China
- *Correspondence: Jing-Zhi Li,
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13
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Montani F, Staglianò R. Innovation in times of pandemic: The moderating effect of knowledge sharing on the relationship between COVID‐19‐induced job stress and employee innovation. R&D MANAGEMENT 2022; 52:193-205. [PMCID: PMC8014726 DOI: 10.1111/radm.12457] [Citation(s) in RCA: 18] [Impact Index Per Article: 6.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Received: 05/11/2020] [Revised: 11/16/2020] [Accepted: 01/13/2021] [Indexed: 05/23/2023]
Abstract
The goal of this study is to examine knowledge sharing as a boundary condition under which employee innovation can be enhanced in response to the job stress induced by the COVID‐19 pandemic. We argue that when stressed employees share knowledge, they can expand their knowledge base and thereby enhance their innovative potential. Consistent with our hypothesis, multiple regression analysis results based on a sample of 61 R&D employees of UK and US technology‐based firms show that knowledge sharing moderated the relationship between COVID‐19‐induced job stress and employee innovation, such that the relationship was negative when knowledge sharing was lower but became positive when knowledge sharing was higher. These findings highlight the importance of investing in knowledge‐based resources to promote innovation behavior at work during a pandemic.
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Affiliation(s)
- Francesco Montani
- Department of ManagementUniversità degli Studi di Bologna Polo Scientifico‐Didattico di RiminiVia Angherà 22Rimini47900Rimini
- IUM - INSEEC Research CenterInternational University of Monaco14 Rue Hubert Clerissi98000Monaco
| | - Raffaele Staglianò
- Department of EconomicsUniversità degli Studi di MessinaPiazza Pugliatti, 1Messina98122Italy
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14
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Shahzad K, Hong Y, Jiang Y, Niaz H. Knowledge-Intensive HRM Systems and Performance of Knowledge-Intensive Teams: Mediating Role of Team Knowledge Processes. GROUP & ORGANIZATION MANAGEMENT 2022. [DOI: 10.1177/10596011211063667] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
This study investigates whether and how knowledge-intensive HRM systems (KIHRS) impact the performance of knowledge-intensive teams (KITs). We integrate the ability-motivation-opportunity theory with the knowledge management literature to hypothesize that KIHRS affect KIT performance through team knowledge exploration and knowledge exploitation processes. A total of 543 responses (408 team members and 135 team leaders) from 135 KIT of 119 firms were collected in two waves with a time lag of 3 months. The findings indicate that KIHRS relate positively to KIT performance. Furthermore, team knowledge exploration and knowledge exploitation work in a sequence to mediate the relationship between KIHRS and KIT performance.
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Affiliation(s)
- Khuram Shahzad
- Dr Hasan Murad School of Management, University of Management and Technology, Pakistan
| | - Ying Hong
- Gabelli School of Business, Fordham University, New York, NY, USA
| | - Yuan Jiang
- China Europe International Business School, China
| | - Hina Niaz
- Huddersfield Business School, University of Huddersfield, UK
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15
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Zhang Z, Min M, Cai X, Qiu H. Mitigating the negative performance effect of project complexity through an informal mechanism: The conditional mediating role of knowledge hiding. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.01.002] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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16
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Hundschell A, Razinskas S, Backmann J, Hoegl M. The effects of diversity on creativity: A literature review and synthesis. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2021. [DOI: 10.1111/apps.12365] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Andreas Hundschell
- Institute for Leadership and Organization, LMU Munich School of Management Ludwig‐Maximilians‐Universität München Munich Germany
| | - Stefan Razinskas
- Department of Management, School of Business and Economics Freie Universität Berlin Berlin Germany
| | - Julia Backmann
- UCD Michael Smurfit School of Business University College Dublin Dublin Ireland
| | - Martin Hoegl
- Institute for Leadership and Organization, LMU Munich School of Management Ludwig‐Maximilians‐Universität München Munich Germany
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17
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Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers. SUSTAINABILITY 2021. [DOI: 10.3390/su132312934] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Sustainable management activities focus on creating efficiencies and value for organizations. Scholars advocate that evaluating and enabling appropriate management interventions can pave the way for future competitive advantage and sustainability. Knowledge management is regarded as a key organizational resource and a means of gaining a sustainable competitive advantage. This is especially important in high-tech service organizations, which are under increasing pressure to capture, process and share knowledge efficiently. While much work has been conducted to advance our knowledge on good practices, there is a dearth of empirical evidence relating to organizational level enablers for knowledge sharing. We advocate that creating the conditions conducive to knowledge sharing influences an organization’s ability to sustain a long-term competitive advantage. Therefore, this current study extends the literature on knowledge management by exploring the questions of whether and how key organizational factors impact knowledge sharing, focusing on the role of trust, communication, reward systems and leadership. To do this, we analyzed prior work and generated hypotheses relating to relevant enablers. We then operationalized these constructs via a structured data collection instrument, which consisted of 27 measurable items. Empirical data were collected from 104 team members in a high-tech service organization in Ireland. Data were analyzed using a quantitative approach, and descriptive statistics, correlations and regression analyses are presented. Our research offers a persuasive body of evidence supporting the notion that trust, communication, reward systems, and leadership strongly impact knowledge sharing in organizations. Specifically, the findings reveal that employees are more willing to share their personal knowledge with those they trust, and carefully designed communication systems can enable knowledge sharing. Reward systems play an important role in affecting employees’ motivation to share knowledge, while empowering leadership and participatory leadership are two main drivers in promoting knowledge sharing. This research addresses a relatively unexplored area, has implications for sustainable management practices relating to organizational design and provides ideas for future research studies.
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18
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Yao J, Liu X, He W. How to make use of team knowledge variety? The role of power disparity. JOURNAL OF KNOWLEDGE MANAGEMENT 2021. [DOI: 10.1108/jkm-08-2020-0620] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Based on the social dominance theory, this study aims to theorize the moderating effect of power disparity in the impact of team knowledge variety on team creativity and further to verify team open communication as the mediating mechanism of the aforementioned interactive effect.
Design/methodology/approach
The multisource (team members and their team leaders) and longitudinal (separated by four months) survey data were collected from 67 research and development teams in China to test the research model. The authors used multiple regression analyses to validate all the proposed hypotheses.
Findings
Results reveal that team knowledge variety has a more positive impact on team creativity when teams have lower power disparity. Besides, team open communication is significantly and positively related to team creativity and mediates the interactive effect of team knowledge variety and team power disparity on team creativity.
Originality/value
This study reconciles the mixed findings in the previous study and provides new insights regarding the functionality of team knowledge variety. By identifying team power disparity as a moderator in shaping the effects of team knowledge variety, the authors extend the research that explores the moderators of the team knowledge variety–team creativity relationship, and make comprehensive consideration of the coexistence of multiple diversities within teams (i.e. knowledge variety and power disparity) and their joint effects on team creativity. Besides, this research identifies team open communication as an important underlying mechanism in transmitting the interactive effects of two different types of diversities on team creativity, thus offering new insights on how teams can perform creatively.
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19
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Sung SY, Choi JN. Team Psychological Needs and Radical versus Incremental Creativity of Work Teams. HUMAN PERFORMANCE 2021. [DOI: 10.1080/08959285.2021.1902330] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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20
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Agile practices and performance: Examining the role of psychological empowerment. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2020.09.002] [Citation(s) in RCA: 38] [Impact Index Per Article: 9.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/23/2022]
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21
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Zhang X, Wang X. Team learning in interdisciplinary research teams: antecedents and consequences. JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-07-2019-0372] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Team learning is critical to interdisciplinary research teams (IDR teams) to use heterogeneous knowledge effectively. Nevertheless, team learning is rarely addressed in the IDR team literature. Also, few studies investigate the antecedents and consequences of team learning in IDR teams, leading to a lack of guidance for management practices. This study aims to investigate how team learning can be developed and how team learning influences team outcomes in IDR teams.
Design/methodology/approach
A questionnaire survey on 304 members of 37 IDR teams in a research university in China is conducted. Data are analyzed using a partial least square structural equation modeling.
Findings
The results support most hypotheses in general. For the antecedent variables, task interdependence, trust and constructive conflict positively affect team learning. For the outcome variables, team learning improves shared mental models, coordination quality and team performance significantly. Additionally, task uncertainty positively moderates the team learning-coordination quality relation and team learning-team performance relation. However, this paper does not find support for the moderating role of task uncertainty on the team learning-shared mental models relation.
Originality/value
To the best of the knowledge, this is the first study investigating the antecedents and consequences of team learning in IDR teams. A multidimensional measurement of team learning for the IDR team context is developed. This study investigates how team behavioral factors influence team learning and the effect of team learning on shared mental models, coordination quality and team performance. This study also explores the contingency role of task uncertainty in the effects of team learning.
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22
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He L, Zheng LJ, Wu Y, Wu CH, Liu W. The effect of experienced R&D teams on producing unique products: analysis of 140 small and medium-sized high-Tech start-ups in China. TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT 2020. [DOI: 10.1080/09537325.2020.1849616] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
Affiliation(s)
- Liangxing He
- School of Business Administration, Nanjing University of Finance and Economics, Nanjing, People’s Republic of China
- Entrepreneurship Research Center, Nankai University, Tianjin, People’s Republic of China
| | - Leven J. Zheng
- International Business School Suzhou, Xi’an Jiaotong-Liverpool University, Suzhou, People’s Republic of China
- Management School, University of Liverpool, Liverpool, UK
| | - Yulin Wu
- Business School, The University of Sydney, Sydney, Australia
| | - Chia-Huei Wu
- Institute of Service Industries and Management, Minghsin University of Science and Technology, Hsinchu, Taiwan
| | - Wei Liu
- Business School, Qingdao University, Qingdao, People’s Republic of China
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Enabling knowledge diversity to benefit cross-functional project teams: Joint roles of knowledge leadership and transactive memory system. INFORMATION & MANAGEMENT 2019. [DOI: 10.1016/j.im.2019.03.001] [Citation(s) in RCA: 19] [Impact Index Per Article: 3.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/12/2022]
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Babič K, Černe M, Connelly CE, Dysvik A, Škerlavaj M. Are we in this together? Knowledge hiding in teams, collective prosocial motivation and leader-member exchange. JOURNAL OF KNOWLEDGE MANAGEMENT 2019. [DOI: 10.1108/jkm-12-2018-0734] [Citation(s) in RCA: 35] [Impact Index Per Article: 5.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams.
Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation.
Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding.
Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.
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Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status. JOURNAL OF KNOWLEDGE MANAGEMENT 2019. [DOI: 10.1108/jkm-11-2018-0687] [Citation(s) in RCA: 41] [Impact Index Per Article: 6.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This paper aims to examine the consequences for innovative work behavior (IWB) of top-down knowledge hiding – that is, supervisors’ knowledge hiding from supervisees (SKHS). Drawing on social learning theory, the authors test the three-way moderated-mediation model in which the direct effect of SKHS on IWB is first mediated by self-efficacy and then further moderated by supervisor and supervisee nationality (locals versus foreigners).
Design/methodology/approach
The authors collected multi-sourced data from 446 matched supervisor-supervisee pairs working in a diverse range of organizations operating in the Kingdom of Saudi Arabia. After initial data screening, confirmatory factor analysis was conducted to test for the factorial validity of the used measures with AMOS. The hypothesized relationships were tested in regression analysis with SPSS.
Findings
Results showed that SKHS had both direct and mediation effects, via the self-efficacy mediator, on supervisee IWB. The mediation effect was further moderated by supervisor and supervisee nationality (local versus foreigners), which highlighted that the effect was stronger for supervisor–supervisee pairs that were local-local or foreigner-foreigner than for pairs that were local-foreigner or foreigner-local.
Originality/value
This study contributes to both knowledge hiding and IWB literature and discusses the useful theoretical and practical implications of the findings.
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Rahmi DY, Indarti N. Examining the relationships among cognitive diversity, knowledge sharing and team climate in team innovation. TEAM PERFORMANCE MANAGEMENT 2019. [DOI: 10.1108/tpm-11-2018-0070] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study aims to examine the role of knowledge sharing as a mediating variable on the effect of cognitive diversity on team innovation. Additionally, the study also tests the role of a moderating variable team climate on the relationship between cognitive diversity and knowledge sharing.
Design/methodology/approach
The study used an explanatory approach to test the hypothesis. A survey with structured questionnaires was distributed to 39 creative teams between radio and television broadcasting institutions in the Province of Yogyakarta, Indonesia.
Findings
The current study shows cognitive diversity has a significant association with knowledge sharing, and knowledge sharing positively associated with team innovation. The findings of this study indicate that team climate moderates the relationship between cognitive diversity and knowledge sharing. Additionally, knowledge sharing is found not to be a significant mediation on the relationship between cognitive diversity and team innovation.
Research limitations/implications
The study promises to examine how diverse teams work particularly in the context of creative teams in radio and television broadcasting institutions. However, this study only focuses on relationships; it does not examine the processes underlying those relationships. This study implies for future research agenda focusing on the mechanism affecting the relationships. Additionally, examining the relationship model in the context of a less-creative team such as banking industry could also a call for future research.
Practical implications
The results of the study contribute to managerial implications which suggest that to enhance team innovation, a team leader must design a comfortable working climate that stimulates productive knowledge sharing.
Originality/value
The study provides a comprehensive understanding of knowledge sharing and team climate on the relationship between cognitive diversity and team innovation, which are missing in previous empirical studies. Then, the study is relevant because of inconclusive findings from past studies examining the relationship between cognitive diversity and team innovation.
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Ng TWH, Wang M. An actor–partner interdependence model of employees’ and coworkers’ innovative behavior, psychological detachment, and strain reactions. PERSONNEL PSYCHOLOGY 2019. [DOI: 10.1111/peps.12317] [Citation(s) in RCA: 17] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Thomas W. H. Ng
- Faculty of Business and Economicsthe University of Hong Kong Pok Fu Lam Hong Kong
| | - Mo Wang
- Department of Management, Warrington College of BusinessUniversity of Florida Gainesville Florida
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Claus AM, Wiese BS. Development and test of a model of interdisciplinary competencies. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2019. [DOI: 10.1080/1359432x.2019.1567491] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/27/2022]
Affiliation(s)
- Anna M. Claus
- Institute of Psychology, RWTH Aachen University, Aachen, Germany
| | - Bettina S. Wiese
- Institute of Psychology, RWTH Aachen University, Aachen, Germany
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29
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Wang Y, Liu J, Zhu Y. Humble Leadership, Psychological Safety, Knowledge Sharing, and Follower Creativity: A Cross-Level Investigation. Front Psychol 2018; 9:1727. [PMID: 30283379 PMCID: PMC6156152 DOI: 10.3389/fpsyg.2018.01727] [Citation(s) in RCA: 41] [Impact Index Per Article: 5.9] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/25/2018] [Accepted: 08/27/2018] [Indexed: 11/28/2022] Open
Abstract
The leadership literature has provided growing evidence regarding the power of leadership in facilitating follower creativity. Despite these advances, a noticeable omission in this body of research is humble leadership. The study extends previous research by developing a cross-level moderated mediation model and examining the roles that psychological safety and knowledge sharing may play in the relationship between humble leadership and follower creativity. Using a time-lagged data of 328 team members nested within 106 teams, the results show that: (a) psychological safety mediates the relationship between humble leadership and follower creativity; (b) knowledge sharing moderates the relationship between psychological safety and follower creativity; and (c) the indirect influence of humble leadership on follower creativity through psychological safety is stronger when knowledge sharing is high.
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Affiliation(s)
- Yanfei Wang
- School of Business Administration, South China University of Technology, Guangzhou, China
| | - Jieqiong Liu
- School of Business Administration, South China University of Technology, Guangzhou, China
| | - Yu Zhu
- School of Management, Jinan University, Guangzhou, China
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30
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Roelofs S, Edwards N, Viehbeck S, Anderson C. Formative, embedded evaluation to strengthen interdisciplinary team science: Results of a 4-year, mixed methods, multi-country case study. RESEARCH EVALUATION 2018. [DOI: 10.1093/reseval/rvy023] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/19/2023]
Affiliation(s)
- Susan Roelofs
- School of Nursing, University of Ottawa, 1 Stewart St., Room 212, Ottawa, ON, Canada
| | - Nancy Edwards
- School of Nursing, University of Ottawa, 1 Stewart St., Room 212, Ottawa, ON, Canada
| | - Sarah Viehbeck
- School of Public Health and Health Systems, University of Waterloo, 200 University Ave W, Waterloo, ON, Canada
- Interdisciplinary School of Health Sciences, University of Ottawa, 1 Stewart St., Room 212, Ottawa, ON, Canada
| | - Cody Anderson
- Research Advisor, Public Safety Canada, 269 Laurier Avenue West, Ottawa, ON, Canada
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Bjorvatn T, Wald A. Project complexity and team-level absorptive capacity as drivers of project management performance. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2018. [DOI: 10.1016/j.ijproman.2018.05.003] [Citation(s) in RCA: 53] [Impact Index Per Article: 7.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/16/2022]
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