Innovation in top management teams.

West, Michael; Anderson, Neil

doi:10.1037/0021-9010.81.6.680

Cited by 889 publications

(705 citation statements)

References 70 publications

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“…Past research has consistently related level of education and tenure to innovative behaviors (e.g., Baer, Oldham, & Cummings, 2003;West & Anderson, 1996, Wiersema & Bantel, 1992. To make sure our findings hold irrespective of these individual attribute variables, we incorporated these variables as control variables.…”

Section: Control Variablesmentioning

confidence: 99%

“…In addition, we need to stress that also other moderators may affect the relationship between transformational and transactional leadership and innovative behavior. Our specific focus should by no means be interpreted as arguing against or downplaying the influence of other moderators or antecedents of innovative behavior, such as a climate supportive of innovation (West & Anderson, 1996).…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

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Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

et al. 2009

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SummaryInnovative behavior is increasingly important for organizations' survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high, whereas transactional leadership has a negative relationship with innovative behavior only under these conditions.

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Section: Control Variablesmentioning

confidence: 99%

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

et al. 2009

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“…Because it is difficult to gain access to TMTs, much of the research on TMT effectiveness has focused on factors that can be gleaned through archival records. As a result, research has centered on TMT composition (e.g., heterogeneity of function, organizational tenure, team tenure, age, and education; team size) and the external environment (e.g., industry as a proxy for environmental turbulence, market characteristics), and their effects on organizational effectiveness (Eisenhardt & Schoonhoven, 1990;Finkelstein & Hambrick, 1990;Simons, Pelled, & Smith, 1999;Smith et al, 1994;West & Anderson, 1996). Although the amount of empirical work in this area is relatively small compared to work team research in general, the area is active and growing.…”

Section: Types Of Work Teamsmentioning

confidence: 99%

Work Groups and Teams in Organizations

Kozlowski

Bell

2012

Handbook of Psychology, Second Edition

537

678

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Abstract[Excerpt] Our objective in this chapter is to provide an integrative perspective on work groups and teams in organizations, one that addresses primary foci of theory and research, highlights applied implications, and identifies key issues in need of research attention and resolution. Given the volume of existing reviews, our review is not intended to be exhaustive. Rather, it uses representative work to characterize key topics, and focuses on recent work that breaks new ground to help move theory and research forward. Although our approach risks trading breadth for depth, we believe that there is much value in taking a more integrative view of the important areas of team research, identifying key research themes, and linking the themes and disparate topics closer together. To the extent that we identify new and necessary areas of theory development and research, the value of this approach will be evident. We would like to acknowledge several colleagues who provided insightful comments on an initial outline or draft of this chapter. Our thanks to Neil Anderson, Murray Barrick, Jan Cannon-Bowers, Paul Goodman, Stan Gully, Cyn D. Fisher, Richard Hackman, John Hollenbeck, Susan Jackson, Michelle Marks, John Mathieu, Susan Mohamed, Greg Stewart, Anne Tsui, Eduardo Salas, Ruth Wageman, Wang Zhong-Ming, and Michael West. Thanks also to Richard Klimoski for his helpful editorial guidance throughout. We would also like to acknowledge the Air Force Office of Scientific Research for support (F49620-98-1-0363 and F49620-01-1-0283, S.W.J. Kozlowski and R.P. DeShon, Principal Investigators) that in part assisted the composition of this chapter. Although many sources provided inputs to this chapter, the views expressed are those of the authors. Work Groups and Teams RESEARCH ISSUES AND RECOMMENDATIONS Research IssuesContext.Task Interdependence. Levels.Time. Research RecommendationsThe Nature of Teams.Composition.Formation, Socialization, and Development.Team Effectiveness, Processes, and Enhancements.Leadership and Motivation.Continuance and Decline. Conclusion Work Groups and Teams 4The last decade and a half has witnessed a remarkable transformation of organizational structures worldwide. Although there are economic, strategic, and technological imperatives driving this transformation, one of its more compelling aspects has been an ongoing shift from work organized around individual jobs to team-based work structures (Lawler, Mohrman, & Ledford, 1995 This ongoing transformation in the basic organization of work has captured the attention of researchers and is reflected by new theories of team functioning, a rapidly growing number of empirical studies, and numerous literature reviews written on the burgeoning research on teams. It is also reflected in a shift in the locus of team research. For most of its history, small group research has been centered in social psychology (McGrath, 1997). Over the last 15 years, however, group and team research has become increasingly centered in the fields of organizational psycho...

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“…This quality, magnitude, or pervasiveness of change describes -in rather technical metaphors -how innovation displaces existing states and is individually perceived by comparing the magnitude of change with other changes (see West and Anderson, 1996 ). Metaphoric terms like incremental and radical describe innovations that entail a low degree of change from existing practices ( Damanpour, 1996 ) and innovations that entail fundamental changes that can be seen as new paradigm ( Lambe and Spekman, 1997 ).…”

Section: Perceived Newness and Changementioning

confidence: 99%

The Art of Creating Culinary Innovations

Stierand¹,

Lynch²

2008

Tourism and Hospitality Research

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Marc Stierandis a trained chef and has worked in different Michelin star restaurants in Germany. He is currently completing his PhD at Strathclyde Business School on culinary innovations of elite chefs. His research interests comprise the areas of creativity, innovation, knowledge and process management. Paul Lynchhas research interests and publications focusing upon commercial home enterprises, business networks and networking, social fi rms, and qualitative research methods. He is currently a reader at Strathclyde Business School. ABSTRACT The life worlds of innovating chefs are identifi ed as important aspects towards a better understanding of culinary innovation. Hence, the concept of personal culinary innovation is proposed as a verifi able way to identify innovators in the fi eld. Current studies, however, interchangeably use the term invention and innovation and fail to address central dimensions such as artistic aspiration, continuous and discontinuous conditions, learning and networking, adoption and diffusion as well as perceived newness and change.As a result, improving the dialogue between chefs and scholars is believed to be the key to better research in the fi eld.

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Innovation in top management teams.

Cited by 889 publications

References 70 publications

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

Work Groups and Teams in Organizations

The Art of Creating Culinary Innovations

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