Collaboration Capability in Virtual Teams: Examining the Influence on Diversity and Innovation

Batarseh, Fadi; Usher, John M.; Daspit, Joshua J.

doi:10.1142/s1363919617500347

Cited by 30 publications

(25 citation statements)

References 80 publications

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“…A three-item scale was used based on Batarseh et al (2017) . A sample item is “The team is highly innovative.” Team leaders were asked to rate each item using a 7-point Likert-type scale, where 1 corresponded to “Strongly Disagree” and 7 to “Strongly Agree.”…”

Section: Methodsmentioning

confidence: 99%

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Building Innovative Teams: Exploring the Positive Contribute of Emotions Expression and Affective Commitment

et al. 2021

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The current challenging organizational context demands that organizations adapt quickly and continuously in order to survive and maintain their competitive advantage. Considering this need, one of the responses given by companies has been the valorization of work teams and their capacity for innovation, as well as fostering positive skills and emergent states in employees, such as emotional carrying capacity and affective commitment, respectively. The aim of this research is thus to study the relationship between emotional carrying capacity and group innovation, considering affective commitment as the mediating variable. To test these relationships, an empirical cross-sectional study was conducted including 138 Portuguese work teams belonging to different sectors of activity, composed of 625 members and their respective leaders. The results were analyzed through structural equation modeling (SEM) and showed positive relationships between emotional carrying capacity and affective commitment, as well as between affective commitment and group innovation. In addition, the mediating role of affective commitment in the relationship between emotional carrying capacity and group innovation was also supported. Therefore, the results suggest that a work context in which members openly express their emotions contributes to reinforcing their affective attachment to the group, making them feel more involved and available to test and implement new ideas and procedures. The findings reinforce the benefits of promoting the expression of emotions and the development of healthy bonds between team members.

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Section: Methodsmentioning

confidence: 99%

“…A three-item scale was used based on Batarseh et al (2017). A sample item is "The team is highly innovative."…”

Section: Group Innovationmentioning

confidence: 99%

Building Innovative Teams: Exploring the Positive Contribute of Emotions Expression and Affective Commitment

et al. 2021

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“…Improving organisational performance will be important for firms because to innovate it is necessary to overcome several barriers, which can be economic, political, of resources, investment and even governmental in some cases, and the firm must be prepared internally to face the external scenario (Acs et al, 2016;Batarseh et al, 2017;Franco and Haase, 2015;Paul et al, 2017). Rosenzweig (2017) argues that prosperous nations are those that besides investing in knowledge, act on it and create strong cooperation networks.…”

Section: Literature Review 21 Cooperation For Innovationmentioning

confidence: 99%

Cooperation as a vehicle for innovation: a study of the effects of firm size and industry type

Cristo-Andrade

Franco

2019

EJIM

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Purpose Based on firms’ need to remain competitive and dynamic in a scenario of constant change, the purpose of this paper is to compare the actors involved in cooperation for innovation between Brazilian small- and medium-sized enterprises (SMEs) and large firms (LFs), and also in two industries/sectors, manufacturing and services. Design/methodology/approach To achieve this objective, the database chosen was PINTEC, with data available from 1998 to 2014. The statistical analyses performed were binary logistic regression, descriptive statistics of the variables, correlation matrix and the difference of means. Findings The empirical evidence show that the firm’s characteristics (SME or LF) favour the use of one type of cooperation for innovation or another, highlighting SMEs’ proximity to their clients and LFs’ structures, tending to belong to business groups and having links to training centres and technical assistance networks. Research limitations/implications The theoretical contribution of this study lies in the evidence that types of cooperation for innovation can vary according to firm size and the type of industry/sector, and the practical contribution lies in pointing out the importance of clients for SMEs, and for LFs the importance of business groups, technical assistance and professional training centres. The importance of suppliers in cooperation for innovation stands out in the service sector, and that of clients in the manufacturing sector. Originality/value This study shows that the types of cooperation to innovation can vary according to firm size and type of sector, in an emerging market and with low rates of innovation. It is emphasized that most research on the subject has been carried out in developed countries or emerging Asian ones. Therefore, this study is innovative because it shows particularities of the Brazilian market that can subsequently be observed in other emerging markets.

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“…Our case study shows that team leadership and human resources management are very important factors in USO team building. Collaborative teams that share responsibilities may experience an enhanced ability to innovate (Batarseh, Usher, & Daspit, 2017). Previous research (Batarseh et al, 2017) has shown that trust, communication and commitment are valid indicators of underlying collaboration capabilities in innovative, deep-level diverse teams.…”

Section: Discussion and Recommendationsmentioning

confidence: 99%

“…A lack of face-to-face conversations contributes to a lack of motivation and interaction between deep-level diversity and collaboration capa-bilities. Moreover, offsetting of the negative effects can be achieved without face-to-face interaction by training team members to facilitate collaboration building and to detect and resolve conflicts as soon as they arise (Batarseh et al, 2017).…”

Section: Discussion and Recommendationsmentioning

confidence: 99%

Empowering Leadership in a University Spin-off Project: A Case Study of Team Building

Turunen

Hiltunen

2019

South Asian Journal of Business and Management Cases

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This case study explores university spin-off (USO) team building from leadership and intrapreneurship perspectives. The study sheds light on a USO team member’s view of team building, examining the inherent tensions and challenges, but also the best practices of team building in general. Thus, the case is based on narrative study and evocative autoethnography, providing knowledge from an insider´s perspective of USO team building and also team leadership, especially for supporting intrapreneurship. The intrapreneurship allows an employee to act like an entrepreneur—in this case, within a USO project team. Instead of considering team building as a completely rational process, the case stresses the need to take into account soft aspects, like emotions, in USO team building. This case study should assist other innovative teams in the future to process narratively different factors, relationships and team behaviour within innovation project teams.

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Collaboration Capability in Virtual Teams: Examining the Influence on Diversity and Innovation

Cited by 30 publications

References 80 publications

Building Innovative Teams: Exploring the Positive Contribute of Emotions Expression and Affective Commitment

Building Innovative Teams: Exploring the Positive Contribute of Emotions Expression and Affective Commitment

Cooperation as a vehicle for innovation: a study of the effects of firm size and industry type

Empowering Leadership in a University Spin-off Project: A Case Study of Team Building

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