正念基础设施作为创新团队创新弹性行为的推动者

IF 1.6 Q3 MANAGEMENT Team Performance Management Pub Date : 2016-10-18 DOI:10.1108/TPM-12-2015-0058
P. Oeij, S. Dhondt, J. Gaspersz
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引用次数: 9

摘要

目的。本文旨在研究高可靠性组织(HROs)的原则,存在于安全和危机团队中,适用于创新团队。安全和危机小组不能失败,因为失败会导致灾难和人员伤亡。创新团队也不能失败,因为这会损害组织的竞争力和效率。根植于正念基础设施的人力资源管理原则是否能促进创新弹性行为(IRB)?设计/方法/方法。对18个由项目团队执行的创新项目进行了研究。由各小组成员/领导进行问卷调查;加入其他项目的团队成员/领导以获得更大的样本。正念基础结构包括团队心理安全、团队学习、复杂性领导和团队声音。分析评估了团队的意识基础设施作为实现IRB的因果条件。发现。运用定性比较分析(QCA),研究结果表明,正心基础设施能够实现团队IRB,这是一组团队行为,表明他们在遇到关键事件时的弹性。团队对IRB应用不同的“路径”。研究局限性/影响。探索性研究的通用性是有限的。尽管如此,研究结果表明,非线性技术对于理解通往成功创新过程的不同道路是有用的。实际意义。人力资源管理原则适用于非人力资源管理人员。这需要对组织学习进行投资。创意/值。人力资源管理研究未能解释人力资源管理原则的前提。本研究将这些团队行为的前因归类为一个正念基础结构。QCA以前没有应用于人力资源主管领域,也很少应用于创新团队领域。
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Mindful infrastructure as an enabler of innovation resilience behaviour in innovation teams
Purpose. This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)? Design/methodology/approach. A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB. Findings. Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB. Research limitations/implications. The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes. Practical implications. HRO principles are applicable by non-HROs. These require investments in organisational learning. Originality/value. HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.
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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.
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