Social capital and innovation in <scp>R&amp;D</scp> teams: the mediating roles of psychological safety and learning from mistakes

Gu, Qinxuan; Wang, Greg G.; Wang, Lihong

doi:10.1111/radm.12002

Cited by 81 publications

(81 citation statements)

References 55 publications

(109 reference statements)

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“…Numerous studies support its effect on the performance of individual employees and teams both directly [50] and indirectly through facilitating learning behavior [47]. In addition to performance, there is growing evidence of a link between employee perceptions of psychological safety and the organizational creativity and innovation [7,4,32,29]. At the individual level, several studies add support to a connection between psychological safety organizational commitment [6] and work engagement [39].…”

Section: Psychological Safetymentioning

confidence: 99%

Psychological safety and norm clarity in software engineering teams

Lenberg

Feldt

2018

Proceedings of the 11th International Workshop on Cooperative and Human Aspects of Software Engineering

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In the software engineering industry today, companies primarily conduct their work in teams. To increase organizational productivity, it is thus crucial to know the factors that affect team effectiveness. Two team-related concepts that have gained prominence lately are psychological safety and team norms. Still, few studies exist that explore these in a software engineering context. Therefore, with the aim of extending the knowledge of these concepts, we examined if psychological safety and team norm clarity associate positively with software developers' self-assessed team performance and job satisfaction, two important elements of effectiveness.We collected industry survey data from practitioners (N = 217) in 38 development teams working for five different organizations. The result of multiple linear regression analyses indicates that both psychological safety and team norm clarity predict team members' self-assessed performance and job satisfaction. The findings also suggest that clarity of norms is a stronger (30% and 71% stronger, respectively) predictor than psychological safety.This research highlights the need to examine, in more detail, the relationship between social norms and software development. The findings of this study could serve as an empirical baseline for such, future work.

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Section: Psychological Safetymentioning

confidence: 99%

Psychological safety and norm clarity in software engineering teams

Lenberg

Feldt

2018

Proceedings of the 11th International Workshop on Cooperative and Human Aspects of Software Engineering

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“…Although our theoretical conceptualizations of TIWB and TLB allowed us to categorize and integrate the findings of the original studies, the robustness of our conclusions may therefore be somewhat limited. Furthermore, two studies (Gu, Wang, & Wang, 2013;Hu & Randel, 2014) that investigated team innovativeness as the potential to perform innovative work behavior or to produce innovative products and processes were excluded as they did not fit into any of our theoretically derived categories of TIWB. Accordingly, future studies are needed that provide more consistency regarding operationalization and measurement of TIWB and TLB.…”

Section: Limitations and Implications For Future Researchmentioning

confidence: 99%

The Impact of Team Learning Behaviors on Team Innovative Work Behavior

Widmann

Messmann

Mulder

2016

Human Resource Development Review

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The aim of this review was to get insight into the impact of learning behaviors on innovative behavior in work teams. We addressed this issue by carrying out a systematic literature review. Thirty-one articles that reported studies on learning and innovation development in work teams were included in the review. By integrating the correlational findings of the original studies, we found that, at large, all investigated team learning behaviors had an effect on aspects of team innovative work behavior. Concerning specific team learning behaviors, sharing, team reflection, and team activity had the strongest impact on teams' engagement in innovation development. A central conclusion is that learning and innovation development are mutually dependent aspects of teamwork and that fostering one aspect will also be beneficial for the other. Based on our findings, we draw practical implications for fostering team development through enhancing learning behaviors and innovative work behavior in teams. Keywords team development, innovative work behavior, innovation, creativity, team learningInnovations at work are a crucial means for organizations to cope with increasing customer expectations, competition, and market dynamics (Anderson, Potočnik, & Zhou, 2014;Fay, Shippton, West, & Patterson, 2015;Subramaniam & Youndt, 2005). research-article2016 430 Human Resource Development Review 15(4)Innovations encompass all products and processes that are new and beneficial for an organization or a particular (group of) employees by providing an adequate solution for challenging tasks or situations (Messmann & Mulder, 2012). Innovations not only enable organizations to attain external benefits but are also a means to secure efficient internal processes that are the basis for organizational production processes or the provision of services. For employees, who are a key element of an organization's internal functioning, innovations are beneficial because they allow more effective work processes (e.g., improved communication processes at work), improved work conditions, and increased job satisfaction and other aspects of well-being (Anderson, De Dreu, & Nijstad, 2004;Janssen, 2000;Kanter, 1988). Moreover, innovations are not only a crucial outcome but, more importantly, include a dynamic, developmental process that has major implications for the professional development of employees (Evers, Kreijns, Van der Heijden, & Gerrichhauzen, 2011;Messmann & Mulder, 2012).Although innovations provide advantages for organizations and for their employees, the focus of practitioners and researchers was mainly on the return on investment of innovations. By contrast, the process of the development of innovations and, more importantly, the role of employees' contributions in this process has been largely neglected (Crossan & Apaydin, 2010). Only in recent years, there was a substantial increase in studies that were devoted to processes of "individual innovation" and thus highlight that organizations increasingly need their employees to activel...

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“…Grounded on the norm of reciprocity (Gouldner, 1960), such beliefs induce in employees feelings of affective organizational commitment, attachment to the organization, and identification with the organization and its goals (Eisenberger, Fasolo, & Davis-LaMastro, 1990;Parzefall & Kuppelwieser, 2012;Zhu, May, & Avolio, 2004), and so encourage employee efforts to contribute toward realizing the organization's objective through high levels of performance (Ohana & Meyer, 2010;Ohana, Meyer, & Swaton, 2012). It is therefore highly likely that social enterprise employees under the influence of dynamics such as safety and empowerment, and in their reciprocity endeavors, tend to engage in pursuits aimed at achieving the enterprise objective of creating positive social impact, turn up with autonomously developed plans, demonstrate increased creativity, and exhibit greater involvement in social innovations (Bright & Godwin, 2010;Gu, Wang, & Wang, 2013). Additionally, given that employee innovativeness is of value for not only those involved in dyadic transactions but also the workgroup and the organization (Amabile, 1988;De Jong & Den Hartog, 2007;West & Farr, 1990) (following social exchange theory; Blau, 1964).…”

Section: Perceived Social Capital As Mediator In the Ethical Leadermentioning

confidence: 99%

The effect of ethical leadership on employee social innovation tendency in social enterprises: Mediating role of perceived social capital

Pasricha

Rao

2018

Creat Innov Manage

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Although social innovation has gained prominence in policy, academic, and practitioner debates, there remains a lack of understanding of how leader aspects such as behavior and ethics contribute to fostering social innovation among employees in the social enterprise, owing primarily to a dearth of empirical research on this subject. The goal of this study is to empirically examine the effect of ethical leadership on the social innovation tendency among employees in social enterprises; also, employees' perceived social capital is hypothesized as a mediator through which the ethical leader is likely to influence their social innovation tendency. Using data collected from 189 employees associated with a variety of social enterprises, the results of structural equation modeling indicate that ethical leadership has both a direct and indirect effect on the social innovation tendency among employees, where the indirect effect of ethical leadership involves influencing the employees' perceived social capital, which subsequently influences their tendency for social innovation. Accordingly, the study offers key implications for social enterprise leaders aspiring to boost innovation in their endeavors aimed at achieving the enterprise's objective of creating positive social impact.

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Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes

Cited by 81 publications

References 55 publications

Psychological safety and norm clarity in software engineering teams

Psychological safety and norm clarity in software engineering teams

The Impact of Team Learning Behaviors on Team Innovative Work Behavior

The effect of ethical leadership on employee social innovation tendency in social enterprises: Mediating role of perceived social capital

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