The relationship between team autonomy and new product development performance under different levels of technological turbulence⋆

Chen, Jiyao; Neubaum, Donald O.; Reilly, Richard R.; Lynn, Gary S.

doi:10.1016/j.jom.2014.10.001

Cited by 69 publications

(54 citation statements)

References 85 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…And yet changing circumstances may well necessitate shifts between clock-based and event-based interventions (cf. Chen et al 2015). The generative mechanisms for such shifting are not explained within this literature.…”

Section: Innovation Speed In Contexts Of Temporal Uncertaintymentioning

confidence: 92%

“…Chen et al . ). The generative mechanisms for such shifting are not explained within this literature.…”

Section: Management Interventions and Generative Mechanisms For Innovmentioning

confidence: 97%

“…LaBahn et al 1996). More recently, Chen et al (2015) demonstrated a curvilinear relationship between team autonomy and speed, and identified high environmental turbulence as the key contextual feature that justifies managerial interventions in the work of NPD teams. Our presentation of the coding of the literature in Table 4 highlights these apparent contradictions, e.g.…”

Section: Innovation Speed In Contexts Of Temporal Uncertaintymentioning

confidence: 99%

See 2 more Smart Citations

Accelerating the Innovation Process: A Systematic Review and Realist Synthesis of the Research Literature

Ellwood

Grimshaw

Pandža

2016

Int J Management Reviews

View full text Add to dashboard Cite

There is continued interest among academics, practitioners and policy‐makers in methods to achieve accelerated innovation. Academic studies of this complex phenomenon have succeeded in reaching a high degree of consensus on the antecedents of innovation speed. The aim in this review is to elucidate further the mechanisms underlying management interventions to promote speed. The review adopts a theory‐led, realist synthesis of innovation speed research – the first example of this methodology in management studies. The authors develop a new time‐based framework for categorizing the innovation‐speed literature. The framework has a CIMO logic, and is built by invoking the organizational studies literature on time. The authors contextualize the innovation‐speed literature in relation to the three generic temporal challenges faced by all organizations: reducing temporal uncertainty; resolving temporal conflicts over activities; and allocating resources amid conditions of temporal scarcity. They problematize extant explanations of innovation speed as not taking account of different temporal orientations (temporal dichotomies) within innovation work, and thereby neglecting a potential barrier to achieving accelerated innovation outcomes. They further draw on the literature on time in organizations to suggest new avenues of research, and methodological approaches new to the study of innovation speed. The principal contribution of this review is to offer a new conceptual perspective on the complex empirical research examining how innovation projects may be accelerated from original idea to launch.

show abstract

Section: Innovation Speed In Contexts Of Temporal Uncertaintymentioning

confidence: 92%

“…Chen et al . ). The generative mechanisms for such shifting are not explained within this literature.…”

Section: Management Interventions and Generative Mechanisms For Innovmentioning

confidence: 97%

Section: Innovation Speed In Contexts Of Temporal Uncertaintymentioning

confidence: 99%

See 1 more Smart Citation

Accelerating the Innovation Process: A Systematic Review and Realist Synthesis of the Research Literature

Ellwood

Grimshaw

Pandža

2016

Int J Management Reviews

View full text Add to dashboard Cite

show abstract

“…Because of the impact that task interdependence can have on the shape of institutional contexts (Sharma and Yetton 2003), it has been applied as a contingent, moderating factor in a multitude of scenarios. For example, research indicates that greater task interdependence can enhance the value of communication capabilities afforded by enterprise resource planning systems (Bachrach et al 2006b, as well as the impact of new product development (NPD) practices on collaboration (Chen et al 2015, Peng et al 2014. Research also suggests that task interdependence may enhance the relationship between management support and IT implementation success (Sharma and Yetton 2003), as well as the influence of closed network structures on human resources effectiveness (Yan et al 2013).…”

Section: Task Interdependencementioning

confidence: 99%

Task Interdependence Impacts on Reciprocity in IT Implementation Teams: Bringing Out the Worst in Us, or Driving Responsibility?

Schoenherr

Bendoly

Bachrach

et al. 2017

Production and Operations Management

View full text Add to dashboard Cite

Task interdependence has received a great deal of attention as a critical driver of project dynamics. This study focuses on one of these key dynamics: helping among information technology (IT) implementation project team members. We uniquely distinguish between perceptions of receiving more help than one personally provides to other team members (positive inequity), vs. giving more than one receives (negative inequity). We argue, using an equity theory frame, that members have a tendency to resolve perceived inequity by adjusting subsequent levels of helping, but that the extent of adjustment is moderated by task interdependence. Results from an empirical evaluation of 591 members in 107 IT implementation teams, examined at several points throughout their project cycles, provide insight into these relationships. Extending and bounding equity theory, we find that lower interdependence augments the effect of positive inequity on subsequent helping, but leaves the effect of negative inequity unaffected. Further, we find support for an inverted U‐shaped relationship between the level of subsequent helping in a team and the final cost of implementation. This holds critical implications for project team design and ensuing dynamics.

show abstract

“…35 It also allows the innovation team to respond to the environment quickly without being constrained by existing inefficiencies and bureaucracies. 36 Some libraries are large enough to create a whole autonomous unit for innovation. For example, the Online Computer Library Center (OCLC) has long dedicated a highly autonomous Research and Development unit to innovative library services.…”

Section: Determinants Related To Processesmentioning

confidence: 99%

Determinants of Service Innovation in Academic Libraries through the Lens of Disruptive Innovation

Yeh¹,

Walter²

2017

CRL

View full text Add to dashboard Cite

With the development of digital technologies, various disruptive innovations have emerged that are gradually replacing academic libraries in the information-seeking process. As academic libraries become less relevant to their users, it is imperative that they develop strategies to respond to disruption. We highlight the fact that the service mission of academic libraries is in alignment with service innovation and propose that academic libraries respond to disruption by accelerating service innovation. Applying the Resources-Processes-Values framework, we recommend that, to facilitate service innovation, high-level administrators become innovation leaders, foster an innovation-supportive culture, tie performance evaluations and rewards to innovation outcomes, and create dedicated innovation teams with high levels of decision-making autonomy. We also recommend that academic libraries involve their users and build partnerships with other libraries and with commercial communities to bring about service innovation necessary to respond to disruption.cademic libraries have long enjoyed the reputation as the "heart of the university." Library users traditionally visited a library building to conduct research, locate and retrieve items from the collection, or consult a librarian at the reference desk. With the advent of the Internet, more and more library services are delivered digitally. In recent years, with the emergence of various Internet-related innovations such as Google Scholar, faculty and students have been gradually moving away from their libraries altogether: instead of walking up to a reference desk or using the chat program to seek help from a reference librarian, they rely on various free web resources as the first step in information seeking; instead of using library materials, they rely on Google Scholar to locate resources; instead of using library-subscribed journals, they peruse open journals and repositories. As this trend continues, academic libraries are under mounting pressure to demonstrate their value.

show abstract

The relationship between team autonomy and new product development performance under different levels of technological turbulence⋆

Cited by 69 publications

References 85 publications

Accelerating the Innovation Process: A Systematic Review and Realist Synthesis of the Research Literature

Accelerating the Innovation Process: A Systematic Review and Realist Synthesis of the Research Literature

Task Interdependence Impacts on Reciprocity in IT Implementation Teams: Bringing Out the Worst in Us, or Driving Responsibility?

Determinants of Service Innovation in Academic Libraries through the Lens of Disruptive Innovation

Contact Info

Product

Resources

About