Motivated team innovation: Impact of need for closure and epistemic authority

New members are important sources of innovative perspectives in groups. However, it can be very difficult for newcomers’ ideas to be heard. It is likely that group members with high (vs. low) levels of need for closure (NFC) are more resistant to newcomers’ innovative ideas. Moreover, when group epistemic authority (EA) is high, members should “freeze” on the group’s ideas, regardless of the newcomer’s EA. In contrast, when group EA is low, members would be expected to “seize” the ideas proposed by newcomers with high EA. Study 1 confirmed that high (vs. low) NFC group members are more resistant to newcomers’ innovative ideas. In Study 2, in high NFC groups, evidence was obtained for seizing but not freezing. In Study 3, for group members with heightened NFC, both freezing and seizing results were obtained. Findings suggest that both NFC and EA play important roles in receptivity to newcomers’ ideas.

The role of site manager transformational leadership in the construction project success

PurposeIn the construction industry, site managers are responsible for the day-to-day on-site running of a project. Site managers are required not only to ensure that work is done safely, on time, within budget and to the right quality standards, but also to manage any delays or problems encountered on-site during a construction project. Thus, a site manager has a significant position in the success of a construction project. However, there is a lack of studies considering the role of the leadership style of a site manager in construction project success. In this study, not only the effect of the transformational leadership (TL) style of site managers on the success of construction projects is assessed, but also the mediating role of team-building (TB) and team innovation between TL and project success is studied.Design/methodology/approachThe proposed hypotheses are tested by comparing the performance criteria of construction projects with the TL style of site managers. The success criteria of the projects are examined using project documents and client opinions, and the TL of site managers, TB aspects and team innovation in projects are assessed by asking from their subordinates. The Pearson correlation coefficient is employed to investigate the relation between every two variables.FindingsThe results illustrate that the TL of a site manager is directly related to project success; thus, the findings would confirm the importance of selecting appropriate site managers for construction projects. Moreover, while there is a mediating role of TB between TL and construction project success, team innovation does not have a mediating impact in design-bid-build (DBB) construction projects.Originality/valueAs there is a lack of studies assessing the TL effects on the success of construction projects and the significant role of site managers, this study is one of the first researches that tested these impacts and evaluated the mediating role of TB and team innovation between TL and project performance.

FOSTERING TEAM INNOVATION IN TECH START-UPS: THE ROLE OF TEAM AMBIDEXTERITY AS MEDIATOR BETWEEN SERVANT LEADERSHIP BEHAVIOUR AND TEAM INNOVATION

Early technology start-up faces a lot of problems such as leader mentality, ecosystem, lack of general knowledge, and innovation. One of the root causes is the absence of leadership role. This study is constructed to fill a research gap on the influence of servant leadership behaviour to team innovation in technology start-up. The authors propose team ambidexterity as mediator to enhance the role of servant leadership behaviour in fostering team innovation. We also investigate the team climate as a moderator to support the team ambidexterity. The samples are 207 start-up members in Indonesia which aggregated into 59 clustered samples. The result shows that the team ambidexterity has a significant mediation effect between servant leadership behaviour and team innovation. Second result is team climate, which is a good moderator on team ambidexterity. These outcomes lead to research opportunities and practical implications to enhance the team innovation among start-ups.

Applying Conflict Management Styles to Resolve Task Conflict and Enhance Team Innovation

Task conflicts among group members have a significant impact on team creativity, so it is critical to identify which conflict resolution styles should be used. This paper aims to examine how various conflict management styles influence team creativity via task conflict. The empirical research was conducted using the Structural Equation Model (SEM) for a sample of 257 employees working for Vietnamese organizations. The results show that dominating style increases task conflict while combining and obliging styles reduce it. To take advantage of the creativity-related benefits associated with task conflict, team leaders should develop an open atmosphere that encourages participants' integrating styles, rather than dominating styles. The negative influence of obliging style reflects Vietnamese culture's high collectivism. The study provides various approaches for task conflict management and also highlights the role of controlling task conflicts in enhancing team innovation. It implies that employees will be able to work better as a team in practice if conflict management strategies are used in a flexible manner. It helps them to build a good connection and successfully implement new ideas. Further research should extend the conclusion of this analysis in various contexts to generalize the findings. Doi: 10.28991/esj-2021-01303 Full Text: PDF

Analysis of the Influencing Factors of Team Creativity to Organizational Innovation Based on QCA Analysis

Objectives: Psychological capital is the core element that represents individual initiative, which lays an important foundation for individual to gain competitive advantage. In the team organization, the employee’s active psychological resource is the main source of the organizational innovation power. Therefore, the factors that influence the organization innovation based on the team creativity of QCA analysis are analyzed in this paper. Methods: Based on the analysis of the basic principle of psychological capital and the atmosphere, motivation and performance of team innovation, the mechanism of interaction between mental capital and team innovation, it is found out that innovation is the embodiment of employee psychological capital are explored in this paper. Results: And a model of innovation power based on psychological capital is proposed. The validity and reliability of the model are validated by QCA analysis. Conclusion: The simulation results show that the research has found out the mechanism of team creativity on organizational innovation, and it has a good reference meaning and application value to improve the creative power of team innovation.