增强团队创新能力的概念视角

IF 1.6 Q3 MANAGEMENT Team Performance Management Pub Date : 2017-10-03 DOI:10.1108/TPM-04-2016-0011
G. D. Tikas, K. Akhilesh
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引用次数: 9

摘要

目的本概念论文旨在通过两个“团队层面”的中介因素,解释五个“组织层面”因素对“团队层次”创新能力的单向跨层面影响。该多元模型由五个组织层面的因素(上级)组成——领导力、文化、结构、网络和知识——以及团队层面的因素——“创新能力”、“团队层面的专注力”和“团队层面对创新的强度”。理解高层次因素对低层次因素自上而下的影响,使本研究具有跨层次和单向性。设计/方法论/方法基于关键词的方法用于从主要期刊中选择“相关”文章,以收集证据并开发概念模型。概念模型中的所有因素都是从组织和团队层面的文献中选择的。每个选定“因素”的理论背景已在相关标题下介绍。研究结果第一是团队层面中介的概念化——强度和重点——以实现创新。二是将创新能力概念化为团队层面的因素,其特征有两个子维度:客户导向和表现形式。研究局限性/含义这篇概念性论文不包含任何实证数据分析。作者没有考虑个人层面的因素,如个人优秀程度、个性等,这些因素可能会影响团队层面的创新。他们特别关注“更高级别”(组织级别)因素对“更低级别”(团队级别)因素自上而下的“单向”跨级别影响,而不是相反。实践意义创新驱动型组织可以利用这种模式,通过培养其研发团队对创新的正确“强度”和“重点”,来建立长期的“创新能力”。可以鼓励研发团队与他们的“目标”客户密切合作,并向他们展示他们的创新能力,以确保市场成功。社会影响高层管理人员可以设计组织层面的政策,以改善他们的领导力、文化、结构、网络和知识,从而鼓励更好的创新。希望研究组织层面因素对团队层面创新能力的“跨层面”影响的未来研究者可能会发现本文很有用。独创性/价值本研究的独创性贡献包括:首先,概念化了一个多变量“跨层次”模型,以理解团队层面的创新能力。第二,提出了“团队层面”因素(如专注度和强度)在创新能力建设中的中介作用。第三,将创新能力概念化为团队层面的构建,分为两个维度:客户导向和表现形式。
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Towards enhancing innovation capability of teams: a conceptual perspective
Purpose This conceptual paper aims to explain the unidirectional cross-level impact of five “organizational-level” factors on “team-level” innovation capability through two “team-level” mediating factors. This multivariate model consists of five organizational-level factors (higher-level) factors – leadership, culture, structure, networks and knowledge – and team-level (lower-level) factors – “innovation capability”, “team-level focus” and “team-level intensity” towards innovation. Understanding the top-down influence of higher-level factors on lower-level ones gives this study a cross-level and unidirectional nature. Design/methodology/approach A keyword-based approach was used to select “relevant” articles from major journals to collect evidences and develop a conceptual model. All factors in the conceptual model were chosen from the organizational- and the team-level literature. Theoretical background for each of the chosen “factors” has been presented under relevant headings. Findings First is the conceptualization of team-level mediators – intensity and focus – towards innovation. Second is the conceptualization of innovation capability as a team-level factor, characterized by two sub-dimensions: customer orientation and manifestation. Research limitations/implications This conceptual paper does not contain any empirical data analysis. The authors have not considered individual-level factors like individual excellence, personalities, etc., which may impact team-level innovation. They are specifically looking at the top-down “unidirectional” cross-level impact of “higher-level” (organizational-level) factors on “lower-level” (team-level) factor, not the other way around. Practical implications Innovation-driven organizations can use this model to build long-term “innovation capabilities” by developing the right kind of “intensity” and “focus” of their R&D teams towards innovation. R&D teams can be encouraged to work closely with their “target” customers and manifest their innovation capabilities (to them) to ensure market success. Social implications Top management can design organizational-level policies to improve their leadership, culture, structure, networks and knowledge to encourage better innovation. Future researchers who wish to study the “cross-level” influence of organizational-level factors on team-level innovation capability may find this paper useful. Originality/value This study’s original contributions include: first, the conceptualization of a multivariate “cross-level” model to understand team-level innovation capability. Second is proposing the mediating role of “team-level” factors like focus and intensity while building innovation capability. Third is conceptualizing innovation capability as a team-level construct, with sub-dimensions: customer orientation and manifestation.
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来源期刊
CiteScore
3.40
自引率
29.40%
发文量
28
期刊介绍: This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.
期刊最新文献
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