The role of task conflict in cooperative innovation projects: An organizational learning theory perspective

Tian, Mu; Yang, Jianjun; Zhang, Feng; Lyu, Chongchong; Deng, Cheng

doi:10.1016/j.ijproman.2020.12.005

Cited by 30 publications

(31 citation statements)

References 88 publications

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“…" (p. 47) As per the tenants of this theory, the behavior of the leaders shapes the behavior of the followers and inspires them to replicate a similar behavior toward their coworkers (Arain et al, 2017;Mayer et al, 2012). Recently, researchers have utilized the theoretical lens of social learning theory in a project setting and maintained that learning in projects is deeply rooted in the historical, organizational, and cultural contexts (Hartmann & Dorée, 2015;Mu et al, 2021). Furthermore, in the context of projects, researchers have argued that organizations that develop effective intraproject and interproject learning can improve their competitiveness (Jugdev & Mathur, 2013).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing

Nauman

Bhatti

Imam

et al. 2021

Project Management Journal

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Drawing on social learning theory, this research compared and tested how two distinct mediating mechanisms—collaborative culture and knowledge sharing—influence the servant leadership–project team performance relationship. Survey data were collected from 275 employees representing 70 project teams, and multilevel structural equation modeling was adopted to test the hypotheses. The findings indicated that collaborative culture fully mediates, whereas knowledge sharing does not mediate, the servant leadership–project team performance relationship. These findings reveal collaborative culture as the intervening mechanism that translates servant leadership to project team performance. For project-based organizations, the research puts forth theoretical and practical implications.

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Section: Theory and Hypothesesmentioning

confidence: 99%

How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing

Nauman

Bhatti

Imam

et al. 2021

Project Management Journal

View full text Add to dashboard Cite

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“…The interviews were conducted via online meetings considering the pandemic situation and to provide flexibility and control. Project Managers of the corresponding projects were contacted and the following data of the case studies was cumulated (Mu et al, 2021)…”

Section: Methodsmentioning

confidence: 99%

Contributing Factors Impacting Project Successfulness

2021

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This research paper comprises three different case studies taken under consideration and involves a step-by-step analysis of all three. The analysis of these case studies is based on the fundamentals of Project Management Techniques and the way it was implemented by the Project Managers during the different phases of the project to achieve success. The purpose of this research is to study the projects which avoided failure even at the toughest times and proved any project can be successful if managed and executed with proper project management techniques. The methodology used for conducting this research was Interview methodology aligned with the Case study approach. Project Managers of the mentioned projects were interviewed to accumulate accurate and authentic information to analyze, discuss and reach conclusion. Overall, the reason behind the study is to demonstrate that under appropriate guidance by project managers and the use of relevant project management techniques, factors leading to project failure could be identified and mitigated to ensure success.

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“…Furthermore, as an important dimension of supplier integration, close interactions between a company and supplier can improve the accuracy of technological information sharing and raw material supplies according to the company's capacity plan and may further accelerate production efficiency and flexibility (Parente et al, 2011). In addition, the organizational learning theory suggests that acquiring external knowledge improves the organizational learning ability (Hedlund, 1994;Mu et al, 2021), thus enhancing firm sensing ability, seizing ability and reconfiguring ability. First, by integrating with suppliers, companies can collect and gain external knowledge about technology and market information.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Does independent goal interdependence impair dynamic capability? The mediating role of supplier integration and the moderating role of internal integration

Yang

Tan

Gan

2021

APJML

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PurposeRapidly changing technological and marketing environments challenge the survival of business organizations. Developing dynamic capability is critical in helping companies respond to today's turbulent environments. Thus, fruitful studies on the antecedents of dynamic capability have been conducted. However, in the context of the supply chain, little is known about the factors that can be harmful to dynamic capability. Drawing on the theory of cooperation and competition, the first purpose of this study is to examine the relationship between independent goal interdependence with suppliers and dynamic capability by focusing on the mediating role of supplier integration. Combining the information processing theory and transaction cost economics with the theory of cooperation and competition, the second purpose of this study is to discuss and test the moderating role of internal integration.Design/methodology/approachUsing a carefully designed questionnaire, a large-scale survey was employed to collect data in China. The senior manager (e.g. president, vice president, chief executive officer [CEO], executive or purchasing manager) of each company was asked to participate in our survey. The final valid sample in our survey consisted of 233 companies. Hierarchical multiple regression statistical analysis and bias-corrected bootstrapping methods were applied to test the correlation, mediation, moderation and moderated mediation relationships between variables.FindingsThe authors found that independent goal interdependence negatively influences dynamic capability through frustrating supplier integration. In addition, the moderated mediation model analysis shows that internal integration weakens the positive direct effect of supplier integration on dynamic capability while neutralizing the negative indirect effect of independent goal interdependence on dynamic capability. The theoretical and managerial implications of these results are discussed.Originality/valueFirst, starting from the goal interdependence and supply chain management perspectives, this research not only is consistent with remote theoretical research that explains why interdependence among organizations influences the capability to enhance competitive advantage but also incorporates relevant internal and external factors that influence dynamic capability. Second, by proposing an innovative boundary factor – internal integration – this study also contributes to adjusting the predictions of the theory of cooperation and competition. Third, focusing specifically on the negative antecedent of dynamic capability can provide a better understanding of the antecedents that cause companies to have weakened dynamic capability.

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The role of task conflict in cooperative innovation projects: An organizational learning theory perspective

Cited by 30 publications

References 88 publications

How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing

How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing

Contributing Factors Impacting Project Successfulness

Does independent goal interdependence impair dynamic capability? The mediating role of supplier integration and the moderating role of internal integration

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