A theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies

Purpose This study aims to construct a theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies and explore the moderating effect of team cohesion on this theoretical relationship. Design/methodology/approach Using data collected from 175 manufacturing firms in transitional economies, this study constructs a new theory framework of multi-dimensional organizational innovation cultures (knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change) and firms’ innovation performance and also explores the moderating effect of team cohesion on this theoretical relationship. Findings The findings show that there are positive relationships between knowledge sharing, organizational innovation atmosphere, team decision-making, organizational change and innovation performance of firms. Furthermore, team cohesion plays a positive moderating role in this relationship. Practical implications It extends the general understanding of multi-dimensional organizational cultures management in the context of transition economies by exploring the differences between the Chinese and Vietnamese firms in terms of the impact of organizational innovation culture on innovation performance. Originality/value This study constructs a new theory framework of multi-dimensional organizational innovation cultures along the four dimensions of knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change. These factors together have rarely been examined before. Hence, the findings extend existing research on organizational cultures management. Moreover, a new idea for this study is that the authors consider team cohesion as a moderating variable between organizational innovation culture and innovation performance of firms, hence providing both theoretical discussion and empirical validation of the impact of team cohesion on this relationship. It thus extends existing research on the team theory.

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How entrepreneurial team heterogeneity impacts decision-making performance? An input-process-output approach

Chinese Management Studies ◽

10.1108/cms-12-2020-0564 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Zhipeng Zhang ◽

Li Zhu ◽

Gong Chen ◽

Lu Shang ◽

Qiuyun Zhao ◽

...

Keyword(s):

Decision Making ◽

Information Seeking ◽

Content Type ◽

Team Members ◽

Team Interaction ◽

Team Decision Making ◽

Team Heterogeneity ◽

Mediating Role ◽

Entrepreneurial Team ◽

Team Decision

Purpose Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process. Design/methodology/approach Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses. Findings The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction. Originality/value Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making performance.

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Knowledge sharing direction and innovation performance in organizations

European Journal of Innovation Management ◽

10.1108/ejim-09-2019-0244 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Cited By ~ 1

Author(s):

Shuliang Zhao ◽

Yanhong Jiang ◽

Xiaobao Peng ◽

Jin Hong

Keyword(s):

Knowledge Sharing ◽

Absorptive Capacity ◽

Organizational Innovation ◽

Innovation Performance ◽

Policy Implications ◽

Mediation Effect ◽

Content Type ◽

Mediating Role ◽

The Impact

PurposeBecause the mechanism of how knowledge sharing affects organizational innovation is still unclear, the study focuses on the relationship between knowledge sharing and organizational innovation performance, with a focus on mediating role of absorptive capacity and individual creativity.Design/methodology/approachOn the basis of the knowledge base view and organizational learning theory, the study propose a model to verify the impact of inbound and outbound knowledge sharing on organizational innovation performance based on previous research. It also analyzed how these effects were mediated by individual creativity and absorptive capacity. The study collected 166 samples to verify the theoretical model.FindingsResults corroborate that inbound knowledge sharing cannot directly promote organizational innovation performance, and absorptive capacity has a full mediation effect between inbound knowledge sharing and organizational innovation performance. Knowledge outbound sharing, individual creativity and absorptive capacity can improve innovation performance. In addition, absorptive capacity and individual creativity have direct and significant impacts on organizational innovation performance. Moreover, absorptive capacity plays a partial mediate role between individual creativity and innovation performance. Finally, this study discusses the policy implications of the study and describes possible future research directions.Originality/valueThe paper creatively divides knowledge sharing into inbound knowledge sharing and outbound knowledge sharing and verifies that knowledge sharing does not directly affect organizational innovation performance. The mediating role of absorptive capacity and individual creativity was analysis.

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Emotional intelligence, psychological safety, and team decision making

Team Performance Management ◽

10.1108/tpm-10-2019-0105 ◽

2020 ◽

Vol 26 (1/2) ◽

pp. 123-141

Author(s):

Wencang Zhou ◽

Zhu Zhu ◽

Donald Vredenburgh

Keyword(s):

Decision Making ◽

Group Decision ◽

Business Students ◽

Psychological Safety ◽

Decision Making Process ◽

Organizational Decision Making ◽

Content Type ◽

Team Decision Making ◽

Decision Performance ◽

Team Decision

Purpose As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention. This study aims to investigate the impact of EI on team psychological safety and decision-making performance. Design/methodology/approach Team decision-making performance and decision quality from a team decision task were obtained from 54 decision-making teams composed of 241 undergraduate business students from a Mid-Atlantic university. Regression analyses were used to test individual and team’s EI relationship with team decision performance and the mediation effect of psychological safety. Findings This study provides empirical evidence that individual EI is positively related to individual influence on team decisions. Team-level EI improves team decision-making performance through increases in psychological safety. Research limitations/implications The sample size is relatively small, and the participants were business students; therefore, the research results may lack generalizability. Future research is encouraged to explore this topic further. Practical implications As teamwork becomes more prevalent in organizational decision-making, the influence of EI on team decision-making process demands more research and managerial attention. The findings of this paper provide insights on the importance of individual/team EI and psychological safety in team decision performance. Originality/value This study furthers research showing that emotions are pertinent to social interactions, including group decision-making, and therefore suggests the desirability of investigating other social processes affecting group decision-making.

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