Understanding team innovation: The role of team processes and structures.

Drach‐Zahavy, Anat; Somech, Anit

doi:10.1037/1089-2699.5.2.111

Cited by 227 publications

(173 citation statements)

References 36 publications

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“…The cognitive approach, in contrast, studies differences among team members through direct questionnaire measures of perceived differences in knowledge, values, and skills between individual team members who may be homogeneous or heterogeneous on demographic indicators (e.g., Kilduff et al, 2000;Nemeth, 1986).Research has shown that both types of group diversity may have both beneficial and detrimental effects on team functioning. On the one hand, demographic diversity may offer some advantages, including an increase in creativity, innovation, and the quality of performance (e.g., Drach-Zahavy & Somech, 2001;Watson, Kumar & Michaelsen, 1993). Discussion of diverse opinions allows diverse individuals to pool information and combine ideas which may stimulate synthetic solutions to work-related problems, thereby providing innovative performance benefits (e.g., Amabile, 1983;Jehn, Northcraft & Neale, 1999;Kickul & Gundry, 2001;Northcraft, Polzer, Neale & Kramer, 1995;Schwenk & Cosier, 1980).…”

Section: General Findings From the Group Diversity Literaturementioning

confidence: 99%

Joint Impact of Interdependence and Group Diversity on Innovation

Vegt

Janssen

2003

Journal of Management

409

356

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This questionnaire study among 343 members of 41 work teams in a financial services organization examined the effects of individual team members' perceived task interdependence and perceived goal interdependence on innovative behavior in teams characterized by different levels of group diversity. Multilevel analyses revealed that individual's perceived task and goal interdependence were not related to innovative behavior in homogeneous teams. In heterogeneous teams, however, task interdependence was strongly and positively related to innovative behavior for individuals who perceived high levels of goal interdependence, and unrelated to innovative behavior for those who perceived low levels of goal interdependence.

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Section: General Findings From the Group Diversity Literaturementioning

confidence: 99%

Joint Impact of Interdependence and Group Diversity on Innovation

Vegt

Janssen

2003

Journal of Management

409

356

View full text Add to dashboard Cite

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“…For example, Stasser and Titus [2] demonstrated one of the perplexing and enduring paradoxes of work groups--that the more teams need members' information to solve problems, the less likely members are to contribute that information spontaneously [2,16]. This is despite the fact that information sharing can positively affect the productivity and creativity of teams, and that subsequent collaborative discussion of shared information "…expands knowledge and experience resources available to team members, improves the analysis of the problem, and allows better assessment of the usefulness of potential solutions" [17][18][19].…”

Section: Systems-centered Theory and Its Relevance To Organizational mentioning

confidence: 93%

Systems-Centered Management: A Brief Review of Theory, Practice and Research

2014

Review Pub Administration Manag

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A theory is useful to the extent that it allows for new understanding and more effective solution of problems, such as improving morale and increasing organizational member participation in problem-solving under stressful conditions. Systems-Centered theory and practice are hypothesized to be useful to management of human systems in all contexts. In organizational contexts, the systems-centered approach presents an innovative approach to leadership, organizational structure and teamwork to improve performance. The goal of this paper is to introduce systems-centered theory and practice as well as to review the empirical studies of SCT methods including studies of comparative training group and work group performance and the unique, cardinal SCT method of functional subgrouping. We found preliminary, significant support for SCT hypotheses and methodology.

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“…Vários autores propuseram modelos para explicar o processo por meio do qual um grupo de trabalho gera (ou não) resultados (CHENG; LAM; CHAN, 2008;DRACH-ZAHAVY;SOMECH, 2001;WEST;MARKIEWICZ, 2002). Dentre eles, o de Cohen e Bailey (1997) continua sendo um dos mais abrangentes, contemplando e integrando os diversos processos intragrupo e antecedentes do desempenho incluídos em outros modelos.…”

Section: Fatores Sociais No Alinhamento Entre Ti E Negóciosunclassified

Características E Processos Intragrupo E Alinhamento Operacional Ti-Negócio

Moreno

Santos

2016

RESI

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Revista hospedada em: www.periodicosibepes.org.br Forma de avaliação: double blind review Esta revista é (e sempre foi) eletrônica para ajudar a proteger o meio ambiente, mas, caso deseje imprimir esse artigo, saiba que ele foi editorado com uma fonte mais ecológica, a Eco Sans, que gasta menos tinta.This journal is (and has always been) electronic in order to be more environmentally friendly. Now, it is desktop edited in a single column to be easier to read on the screen. However, if you wish to print this paper, be aware that it uses Eco Sans, a printing font that reduces the amount of required ink. ABSTRACTAlthough the literature on business-IT alignment is substantial, longitudinal studies on the social aspects of the alignment process are still relatively scarce. In this paper, we identify the social factors related to the characteristics and processes of multifunctional work groups that influence the process of operationally aligning IT services and business demands in organizations. To this end, we conducted an in-depth qualitative research on a self-managed cross-functional team composed of business and IT representatives who dealt with systems requirements in a multinational aeronautics turbine maintenance company in Brazil. We assessed the elements of Cohen and Bailey's (1997) group efficacy model, the roles described by Mathieu et al. (2015), as well the level of operational alignment in that context, over the years the team had been meeting. Our results highlight the importance of team characteristics and processes for the development of business-IT operational alignment.

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Understanding team innovation: The role of team processes and structures.

Cited by 227 publications

References 36 publications

Joint Impact of Interdependence and Group Diversity on Innovation

Joint Impact of Interdependence and Group Diversity on Innovation

Systems-Centered Management: A Brief Review of Theory, Practice and Research

Características E Processos Intragrupo E Alinhamento Operacional Ti-Negócio

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