Addressing the paradox of the team innovation process: A review and practical considerations.

Thayer, Amanda L.; Petruzzelli, Alexandra; McClurg, Caitlin

doi:10.1037/amp0000310

Cited by 69 publications

(60 citation statements)

References 78 publications

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“…In this context, it must be noted that IWB are not only a highly valuable and necessary performance outcome in organizational settings, but also a paradoxical one (Thayer et al, 2018). Although workers are required to be innovative at work, due to this 'innovation imperative', these requirements may create new demands (Messmann et al, 2017).…”

Section: Demands and Control As Antecedents Of Iwbmentioning

confidence: 99%

Mindfulness and Job Control as Moderators of the Relationship between Demands and Innovative Work Behaviours

Martín-Hernández

Ramos²,

Zornoza³

et al. 2020

Revista De Psicología Del Trabajo Y De Las Organizaciones

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Innovation enables organizations to respond successfully to rapid changes in a business environment. This innovation capability largely relies on employees. Although workers are required to be innovative, their jobs frequently contain higher demands that might make it difficult for them to innovate at work. The Job Demands-Control model active hypothesis suggests that highly demanding jobs that allow individuals enough discretion enhance innovative performance. Improving an important attentional resource such as mindfulness at work might also play a similar role, although there is a need for more research at this level. The main aim of this study is to examine the relative contribution of job control and increases in mindfulness as moderators in the job demands-innovation work behaviours relationship. The results obtained with 221 workers indicated that in previous situations characterized by high job demands (T1), workers who increase their capacity for mindfulness are more innovative in the future (T2). Mindfulness y autonomía en el puesto de trabajo como moderadores de la relación entre las demandas y los comportamientos innovadores R E S U M E N La innovación permite que las organizaciones respondan eficazmente a cambios rápidos en su entorno empresarial, residiendo en gran medida tal capacidad innovadora en sus trabajadores y trabajadoras. Mientras que estos deben ser innovadores, sus puestos con frecuencia suponen demandas elevadas que pueden hacerles difícil innovar en su trabajo. La hipótesis activa del modelo demandas-control sugiere que puestos muy exigentes pero con suficiente autonomía mejoran el desempeño innovador. La mejora de un importante recurso atencional en el trabajo como el mindfulness podría desempeñar un papel similar, precisándose más investigación a este nivel. El objetivo principal de este estudio es examinar la contribución relativa de la autonomía y el incremento en mindfulness como moderadores de la relación de las exigencias del puesto con el desempeño innovador. Los resultados obtenidos con 221 trabajadores indicaron que en situaciones previas de gran demanda de trabajo (T1) aquellos trabajadores que aumentan su capacidad de mindfulness serán más innovadores en el futuro (T2). Palabras clave: Desempeño innovador Demandas del puesto Autonomía en el puesto Mindfulness Análisis del cambio

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Section: Demands and Control As Antecedents Of Iwbmentioning

confidence: 99%

Mindfulness and Job Control as Moderators of the Relationship between Demands and Innovative Work Behaviours

Martín-Hernández

Ramos²,

Zornoza³

et al. 2020

Revista De Psicología Del Trabajo Y De Las Organizaciones

View full text Add to dashboard Cite

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“…Institutions and businesses are increasingly reliant on multidisciplinary teams to develop innovative solutions. Creative problem solving can occur in a variety of settings such as entrepreneurship, new venture research and development, and science [1,2]. Many problems in organisations are complex and ill-defined and therefore orchestrate the need for the methods and processes of multidisciplinary teams which is now common place [3][4][5].…”

Section: Introductionmentioning

confidence: 99%

How Task Conflict Can Support Creative Problem Solving in Teams by Stimulating Knowledge Sharing, Critical and Creative Thinking and Meta-Cognition

Kiernan¹,

Ledwith²,

Lynch³

2022

Organizational Conflict - New Insights

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This study explores how task conflict can support creative problem solving in teams and the cognitive processes applied. As multidisciplinary teams can be diverse in nature, they may not always partake competently in the pooling of information, and as a result task conflict may arise due to differences in mental models. Under certain conditions task conflict is considered to be beneficial to creative problem solving because it stimulates knowledge exchange and integration and constructive criticism to reach co-created decisions and solutions. Four case studies were conducted to analyse the discourse of teams carrying out design and innovation projects. Task conflict was found to have a positive impact on creative problem solving in the application of four cognitive processes: knowledge processing, critical and creative thinking and metacognition (team self-reflection). Task conflict was positively related to creativity in the proposal of solution alternatives. The successful application of the cognitive processes was dependent on an awareness of when task conflict is appropriate and high level social skills. The findings have implications for managers of teams solving complex problems. They highlight how the cognitive processes can be constructively used to stimulate and manage conflict to effectively solve problems in teams.

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“…We propose that team climate is a critical factor for addressing these challenges and promoting the success of diverse science teams. Team climate is the perceived set of norms, attitudes, and expectations on a team [13]. Research indicates that climate is related to individual job attitudes such as organizational commitment and turnover intentions, as well as to job performance [14–16].…”

Section: Introductionmentioning

confidence: 99%

Team climate mediates the effect of diversity on environmental science team satisfaction and data sharing

et al. 2019

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Scientific research—especially high-impact research—is increasingly being performed in teams that are interdisciplinary and demographically diverse. Nevertheless, very little research has investigated how the climate on these diverse science teams affects data sharing or the experiences of their members. To address these gaps, we conducted a quantitative study of 266 scientists from 105 NSF-funded interdisciplinary environmental science teams. We examined how team climate mediates the associations between team diversity and three outcomes: satisfaction with the team, satisfaction with authorship practices, and perceptions of the frequency of data sharing. Using path analyses, we found that individuals from underrepresented groups perceived team climate more negatively, which was associated with lower satisfaction with the team and more negative perceptions of authorship practices and data sharing on the team. However, individuals on teams with more demographic diversity reported a more positive climate than those on teams with less demographic diversity. These results highlight the importance of team climate, the value of diverse teams for team climate, and barriers to the full inclusion and support of individuals from underrepresented groups in interdisciplinary science teams.

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Addressing the paradox of the team innovation process: A review and practical considerations.

Cited by 69 publications

References 78 publications

Mindfulness and Job Control as Moderators of the Relationship between Demands and Innovative Work Behaviours

Mindfulness and Job Control as Moderators of the Relationship between Demands and Innovative Work Behaviours

How Task Conflict Can Support Creative Problem Solving in Teams by Stimulating Knowledge Sharing, Critical and Creative Thinking and Meta-Cognition

Team climate mediates the effect of diversity on environmental science team satisfaction and data sharing

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