The newly developed questionnaire to measure the capability set for work is unique because the items go beyond the valued aspects of work by incorporating whether a worker is able to achieve what he/she values in his/her work. The results show that the capability for work questionnaire can serve as a proxy measure of sustainable employability.

Die Dis cus si on Pape rs die nen einer mög lichst schnel len Ver brei tung von neue ren For schungs arbei ten des ZEW. Die Bei trä ge lie gen in allei ni ger Ver ant wor tung der Auto ren und stel len nicht not wen di ger wei se die Mei nung des ZEW dar.Dis cus si on Papers are inten ded to make results of ZEW research prompt ly avai la ble to other eco no mists in order to encou ra ge dis cus si on and sug gesti ons for revi si ons. The aut hors are sole ly respon si ble for the con tents which do not neces sa ri ly repre sent the opi ni on of the ZEW.Download this ZEW Discussion Paper from our ftp server:ftp://ftp.zew.de/pub/zew-docs/dp/dp11003.pdf Non-technical SummaryResearch on management and organization science has identified inter-departmental innovation collaboration as a mechanism to facilitate corporate innovation performance.Inter-departmental collaboration increases the exchange of information thereby benefiting innovation processes and outcomes. At the same time, inter-departmental innovation collaboration has been identified as a source of increased costs. Costs, such as project delays, can arise because departments set different task priorities and pursue incongruent objectives but also because of differences in educational backgrounds of employees. In the worst case, these differences between departments can cause dysfunctional conflicts that may lead to innovation project terminations. Such costs may absorb the gains generally associated with inter-departmental innovation collaboration.Drawing from organizational information processing theory, this paper builds and tests hypotheses on the costs and benefits of innovation-related collaboration within firms. Based on a sample of 433 German manufacturing firms we show inter-departmental innovation collaboration to increase process innovation performance, but not product innovation. In line with information processing theory, we submit that process innovation, more so than product innovation, depends strongly on company specific knowledge embedded throughout the organization and the exchange thereof. Our empirical results also detect costs produced by inter-departmental innovation collaboration in terms of project delay and termination. These costs, however, do not affect innovation performance at the firm level. We conclude firms to be well able to balance the costs and benefits of inter-departmental collaboration across their innovation project portfolio. Das Wichtigste in KürzeAbteilungsübergreifende Zusammenarbeit an innovativen Projekten fördert den AbstractInter-departmental innovation collaboration facilitates innovation performance. At the same time, it has been identified as source of increased coordination costs. Using organizational information processing theory, this paper builds and tests hypotheses on the costs and benefits of innovation-related collaboration within firms. Based on a sample of 433German manufacturing firms we show inter-departmental innovation collaboration to increase process innovation performance, but also to pro...

In this study, we investigate how multiteam system (MTS) and component team identification influence interteam conflict and MTS performance. On the basis of resource allocation theory and social identity theory, we build a model to examine dual identification and its effects in MTSs. We use a real‐time computer simulation to test our hypotheses and measure our focal constructs in three consecutive performance episodes. Using random coefficient modelling, we find that MTS identification is associated positively with MTS performance, and interteam task and relationship conflict mediate this relationship. Team identification influenced interteam conflict at the start of the study, but this influence decreased over time. Although the effect of MTS identification appears to be more prominent than the effect of team identification, our results point at the importance of investigating the identification with the MTS relative to that of the team. We discuss implications for MTS theory and practice. Practitioner points Although organizations increasingly rely on multiteam systems to accomplish work, the drivers of multiteam system performance remain understudied. This study establishes multiteam system identification as the principal determinant of interteam conflict and multiteam system performance. For multiteam system members, it is critical to engage in practices that make them quickly identify with the multiteam system.

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