To see the other types of publications on this topic, follow the link: Team-level innovation.
Journal articles on the topic 'Team-level innovation'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Team-level innovation.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Post, Corinne. "Deep-Level Team Composition and Innovation." Group & Organization Management 37, no. 5 (August 30, 2012): 555–88. http://dx.doi.org/10.1177/1059601112456289.
Full text
2
Guo, Yuanyuan, and Ke Jin. "How Empowerment and Innovation Climates Influence Employees' Innovative IS Use." International Journal of Enterprise Information Systems 15, no. 4 (October 2019): 26–42. http://dx.doi.org/10.4018/ijeis.2019100102.
Full textAbstract:
The purpose of this study is to examine the influence of empowerment and innovation climates on employees' innovative use of information systems (IS) and the mechanisms through which the climates affect employees' innovative IS use. Drawing on the thriving theory, this study proposes a hierarchical research model that links team-level climates, individual-level thriving, and employees' innovative IS use in an integral model. In total, 174 copies of questionnaires from 38 teams were collected from ERP users of nine firms in China. The empirical results suggest that team innovation climate and team empowerment climate are positively related to innovative IS use. Thriving plays a fully mediating role between team empowerment climate and innovative IS use and a partially mediating role between the team innovation climate and innovative IS use. The findings of this study could provide guidelines for managers on how to promote IS users' innovative use from the perspectives of team climates.
3
HOEGAL, MARTIN, and K. PRAVEEN PARBOTEEAH. "TEAM LEVEL ANTECEDENTS OF TEAM MEMBERS' NETWORK BUILDING IN INNOVATION PROJECTS." Academy of Management Proceedings 2002, no. 1 (August 2002): A1—A6. http://dx.doi.org/10.5465/apbpp.2002.7517597.
Full text
4
Rahmadani, Vivi Gusrini, Wilmar B. Schaufeli, Jeroen Stouten, Zhenduo Zhang, and Zulkarnain Zulkarnain. "Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study." International Journal of Environmental Research and Public Health 17, no. 3 (January 26, 2020): 776. http://dx.doi.org/10.3390/ijerph17030776.
Full textAbstract:
The current study investigates how supervisors’ engaging leadership, as perceived by their employees, increases employees’ job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.
5
Calic, Goran, David Schoorman, and Kinshuk Sharma. "Structured for Innovation: How Structural Antecedents Affect Team-Level Innovation Success." Academy of Management Proceedings 2018, no. 1 (August 2018): 11803. http://dx.doi.org/10.5465/ambpp.2018.11803abstract.
Full text
6
Sun, Muyun, Kaiyuan He, and Ting Wen. "The Impact of Shared Leadership on Team Creativity in Innovation Teams—A Chain Mediating Effect Model." Sustainability 15, no. 2 (January 9, 2023): 1212. http://dx.doi.org/10.3390/su15021212.
Full textAbstract:
As an important outcome of team innovation, team creativity has become an important issue in academia and industry. Meanwhile, the horizontal leadership model has been preliminarily proven to be effective in improving the output of innovation performance. Multiple chain mediating effects of team psychological safety climate, cognitive motivation and social motivation on shared leadership and team creativity in innovative teams were proposed on the basis of social network theory and group dynamics theory. In this study, 178 innovation teams and 2011 innovation team members were given questionnaires, and the obtained data were empirically analyzed. The results show that shared leadership has a significant positive effect on team creativity in innovative teams; team psychological safety climates, cognitive motivation and social motivation play a partial mediating role between shared leadership and team creativity, and play a chain mediating role together. At the team level, the study verifies the positive effect of shared leadership on team creativity and reveals the complex team process.
7
Tikas, Gaurav Dilip, and Akhilesh K.B. "Towards enhancing innovation capability of teams: a conceptual perspective." Team Performance Management: An International Journal 23, no. 7/8 (October 10, 2017): 352–63. http://dx.doi.org/10.1108/tpm-04-2016-0011.
Full textAbstract:
Purpose This conceptual paper aims to explain the unidirectional cross-level impact of five “organizational-level” factors on “team-level” innovation capability through two “team-level” mediating factors. This multivariate model consists of five organizational-level factors (higher-level) factors – leadership, culture, structure, networks and knowledge – and team-level (lower-level) factors – “innovation capability”, “team-level focus” and “team-level intensity” towards innovation. Understanding the top-down influence of higher-level factors on lower-level ones gives this study a cross-level and unidirectional nature. Design/methodology/approach A keyword-based approach was used to select “relevant” articles from major journals to collect evidences and develop a conceptual model. All factors in the conceptual model were chosen from the organizational- and the team-level literature. Theoretical background for each of the chosen “factors” has been presented under relevant headings. Findings First is the conceptualization of team-level mediators – intensity and focus – towards innovation. Second is the conceptualization of innovation capability as a team-level factor, characterized by two sub-dimensions: customer orientation and manifestation. Research limitations/implications This conceptual paper does not contain any empirical data analysis. The authors have not considered individual-level factors like individual excellence, personalities, etc., which may impact team-level innovation. They are specifically looking at the top-down “unidirectional” cross-level impact of “higher-level” (organizational-level) factors on “lower-level” (team-level) factor, not the other way around. Practical implications Innovation-driven organizations can use this model to build long-term “innovation capabilities” by developing the right kind of “intensity” and “focus” of their R&D teams towards innovation. R&D teams can be encouraged to work closely with their “target” customers and manifest their innovation capabilities (to them) to ensure market success. Social implications Top management can design organizational-level policies to improve their leadership, culture, structure, networks and knowledge to encourage better innovation. Future researchers who wish to study the “cross-level” influence of organizational-level factors on team-level innovation capability may find this paper useful. Originality/value This study’s original contributions include: first, the conceptualization of a multivariate “cross-level” model to understand team-level innovation capability. Second is proposing the mediating role of “team-level” factors like focus and intensity while building innovation capability. Third is conceptualizing innovation capability as a team-level construct, with sub-dimensions: customer orientation and manifestation.
8
Jones, Graham, Bernardita Chirino Chace, and Justin Wright. "Cultural diversity drives innovation: empowering teams for success." International Journal of Innovation Science 12, no. 3 (September 23, 2020): 323–43. http://dx.doi.org/10.1108/ijis-04-2020-0042.
Full textAbstract:
Purpose Though there is broad agreement on the beneficial impact of diversity in management and leadership roles, much of the innovative capacity of an organization is realized at the unit level in working teams. Recent research points to cultural diversity having an especially significant impact on innovation team performance. The reports also highlight the need for the optimal team operating principles to derive maximum benefit. To prepare such innovation teams for success, it is valuable to understand the dynamics of team diversity at the project level and the underlying barriers and opportunities presented. Design/methodology/approach This paper reviews the literature and case studies on cultural inputs to ideation and innovation, assessing team diversity through readily available instruments and the deployment of the science of team science (SciTS) principles in innovation teams. Findings The key learnings include the importance of establishing communication standards, SciTS principles, team assessment of thinking styles and the utility of cultural awareness instruments. Practical implications Diversity provides a creative advantage for innovation teams. However, team dynamics play an important role in maximizing these advantages, and cross-cultural competence of team members is required. Deployment of appropriate assessment tools and team methodologies enhances the likelihood of successful outcomes including in remote team settings. Originality/value Literature from diverse functional areas is summarized including the science of team science, organizational management, diversity and inclusion methodologies and ethnocultural dynamics. It provides pointers for the optimal formation and operating principles with highly culturally diverse teams.
9
Hu, Weiwei, and Di Zheng. "Research on the influence of team i-deals level on team innovation-from the perspective of collective thriving." E3S Web of Conferences 251 (2021): 03087. http://dx.doi.org/10.1051/e3sconf/202125103087.
Full textAbstract:
Based on the social cognition theory, this study explores how the median value of i-deals group influences team innovation through collective thriving, and the moderating role of chaxu climate in it. Through the empirical analysis of 367 questionnaires (70 supervisors’ questionnaires and 297 employees’ questionnaires) from 70 teams, it is proved that collective thriving has an mediating effect between team i-deals and team innovation, while chaxu climate positively regulates the positive impact of collective thriving on team innovation, that is, the higher the chaxu climate, the stronger the positive impact of collective thriving on team innovation.
10
Lomak, Olha. "The main approaches to the study of creativity and innovation in the organizational context." HUMANITARIUM 44, no. 1 (November 23, 2021): 116–22. http://dx.doi.org/10.31470/2308-5126-2020-44-1-116-122.
Full textAbstract:
The article analyzes the problem of studying the creativity and innovation of employees. The main approaches to defining the concepts of creativity and innovation are highlighted. The interconnectedness of these concepts through novelty as a common feature of innovation and creativity is substantiated. The key difference between creativity and innovation is identified, which is that the latter requires implementation, adoption, and dissemination. The idea also have to be relevant, useful, and effective to be considered innovative in the organizational context. Approaches to the study of creativity and innovation at 3 levels: micro (individual), meso (team), and macro (organizational) are described. The typical focus of individual level of analysis of creativity and innovation are determined: motivation, personality traits, purposefulness, self- concept, cognitive style, creative behavior. Research at the team level focuses on the analysis of team structure and composition, team climate, team processes, and leadership style. At the organizational level, attributes such as knowledge and networks, organizational structure and strategy, organization size, culture, organizational climate, environment, dissemination of innovation, and corporate entrepreneurship are analyzed. Organizational creativity is defined as the creation of a valuable, useful, new product, service, idea, or process by individuals working together in a complex social system. The relationship between manifestaion of creativity and innovation at different levels is highlighted. Taking into account the complexity of these concepts, the need for further empirical research on creativity and innovation in relation to a set of external factors is justified.
11
Xu, Xiaohong, Lixin Jiang, and Hai‐Jiang Wang. "How to build your team for innovation? A cross‐level mediation model of team personality, team climate for innovation, creativity, and job crafting." Journal of Occupational and Organizational Psychology 92, no. 4 (May 25, 2019): 848–72. http://dx.doi.org/10.1111/joop.12277.
Full text
12
Ratasuk, Akaraphun, and Peerayuth Charoensukmongkol. "Does cultural intelligence promote cross-cultural teams' knowledge sharing and innovation in the restaurant business?" Asia-Pacific Journal of Business Administration 12, no. 2 (April 16, 2020): 183–203. http://dx.doi.org/10.1108/apjba-05-2019-0109.
Full textAbstract:
PurposeThis research investigates knowledge sharing and innovation on the part of culturally diverse teams in the restaurant business and their relation to cultural intelligence (CQ), in which CQ was conceptualized as a team-level variable.Design/methodology/approachSurvey data were collected from 103 cross-cultural teams in restaurants located in five popular tourist destinations in Thailand and were derived from multiple sources to prevent common method bias. The data that measured team CQ and knowledge sharing were collected from all members in each team and were averaged to create aggregate measures at the team level, while the team supervisor evaluated the teams' innovative performance. Partial least squares structural equation modeling was used in the data analysis.FindingsThe results indicated that those teams that demonstrated high CQ tended to exhibit a greater degree of team knowledge sharing and receive higher evaluations of their innovative performance than did those that demonstrated low CQ. The results also showed that team knowledge sharing mediated the relation between team CQ and innovation.Originality/valueCQ's contribution in cross-cultural teams measured at the team level contributes additional knowledge to prior CQ research that rarely has investigated the phenomenon at the aggregate level.
13
Aggarwal, Vikas A., David Hsu, and Andy Wu. "R&D Production Team Composition and Firm-Level Innovation." Academy of Management Proceedings 2014, no. 1 (January 2014): 12314. http://dx.doi.org/10.5465/ambpp.2014.12314abstract.
Full text
14
El-Awad, Ziad, Jonas Gabrielsson, and Diamanto Politis. "Entrepreneurial learning and innovation." International Journal of Entrepreneurial Behavior & Research 23, no. 3 (May 2, 2017): 381–405. http://dx.doi.org/10.1108/ijebr-06-2016-0177.
Full textAbstract:
Purpose The purpose of this paper is to develop a conceptual model that explains how learning processes at the team level connect with individual and organizational levels of learning in technology-based ventures, thereby influencing the evolution of innovation capabilities in the entrepreneurial process. Design/methodology/approach The 4I organizational learning framework is used as an overarching theoretical structure to acknowledge entrepreneurial learning as a dynamic process that operate on multiple levels in technology-based ventures. Embedded in this logic, research on team learning is integrated into this theorizing to examine how learning processes at the team level bridge and connect with learning processes operating at individual and organizational levels. Findings The conceptual model identifies different sets of team learning processes critical for the routinization and evolution of innovation capabilities in technology-based ventures. In this respect, the conceptual model advances the scholarly understanding of entrepreneurial learning as a dynamic process operating across multiple levels in technology-based ventures. Originality/value By conceptualizing how individual streams of experiences over time become institutionalized via interaction, conversation and dialogue, the paper provides novel insights into the critical role of team learning for bridging individual and organizational levels of learning in the entrepreneurial learning process.
15
Hendarsjah, Hidajat, Ely Susanto, Bambang Riyanto Lies Sugianto, and Tarsisius Hani Handoko. "Curvilinear relationship between intra-team trust and team innovation: the moderating role of task complexity." Journal of Asia Business Studies 13, no. 3 (July 8, 2019): 472–87. http://dx.doi.org/10.1108/jabs-12-2016-0180.
Full textAbstract:
Purpose This paper aims to identify the relationship pattern between intra-team trust and team innovation and the influence of moderating variable task complexity on the relationship. It also describes why and how intra-team trust is a unique antecedent for team innovation, as too much or too less influence of the variable can have detrimental effects on team innovation. Design/methodology/approach The paper uses survey research. The data were collected by distributing questionnaires to work teams. After the individual-level data were aggregated into team-level data, hierarchical linier regression was conducted to test the hypotheses. Findings The paper provides empirical findings that (1) intra-team trust and team innovation have a curvilinear relationship pattern, (2) task complexity does not influence curvilinear relationship (3) and the increase in task complexity improves the possibility of team innovation to occur. Research limitations/implications The paper has two limitations. First, as intra-team trust was also represented by aggregated perception of team members’ trust for outside parties (not only members’ perception for their teams), the future research is expected to include the representation in the instrument. Second, recent research studies have shown that contextual factor of task interdependence, instead of task complexity, also had an effect on the relationship pattern between intra-team trust and team performance (i.e. team innovation). Therefore, for future researchers, it is suggested that the use of task interdependence would be an alternative moderating variable on the relationship between intra-team trust and team innovation. Practical implications The paper discusses the strategy to enhance team innovation by revealing strategies to manage interplay among intra-team trust, team complexity and the desired team innovation. Originality/value The paper identifies the need to conduct empirical research on how an interplay among intra-team trust, task complexity and team innovation could be enabled.
16
Racolța-Paina, Nicoleta Dorina, and Ileana Muntean. "Innovative Teams Through the Lenses of Team Leaders: Characteristics, Challenges and Achievements." Studia Universitatis Babeș-Bolyai Negotia 65, no. 4 (December 19, 2020): 7–26. http://dx.doi.org/10.24193/subbnegotia.2020.4.01.
Full textAbstract:
"Teamwork as well as the interest in innovation in business are two of the few constant features of contemporary companies, which manifest themselves within a general context characterized by volatility, uncertainty, complexity, and ambiguity. In a company, the benefits of teamwork are widely acknowledged, whereas innovation in business is a strategic direction. This work is based on empirical research, and its main purpose is to identify the characteristics of the innovative teams, the challenges that they have to face, and their achievements, respectively. The empirical research undertaken is a qualitative one and it proposes a case study, the primary data being collected through interviews conducted with a number of four team leaders of innovative teams. The respondents work for companies in the fields of production of electric/electronic products, information technology and computer services, GPS, navigation technology, respectively; all these are fields in which innovation is an important component of successful companies. According to the team leaders who were interviewed, the characteristics of the innovative teams can be assessed in terms of: (i) results (“deliverable”) which contribute to the general effort of the company to be competitive on the innovation market; (ii) performance (reaching efficiently all objectives), (iii) the way of working of the team (the presence of psychological safety, proper communication) and (iv) composition (the qualities of the team members, such as autonomy, diversity and orientation towards cooperation). The main challenge of the innovative teams is given by the high level of stress arising as a consequence of the conditions (such as deadlines and budget restrictions) under which the main objective has to be reached, namely, to obtain products and/or services, new or improved processes, respectively. To all of these, there can be added ones that are specific to teamwork, generally, such as existing conflicts, reduced motivation, and individualism at executive level. The main achievements of the innovative teams, according to the interviewed leaders, are the obtaining of new technologies, product optimisation, complying with deadlines, a high level of quality, and the employees’ development, which is an essential aspect which contributes to their motivation and implicitly to their training to become future leaders. Keywords: Business Innovation, Teamwork, Innovative teams, team composition. JEL Classification: O39, M19 "
17
SUKOCO, BADRI MUNIR, and LES TIEN-SHANG LEE. "THE EFFECTS OF PSYCHOLOGICAL CAPITAL AND TEAM STRAIN ON THE EFFECTIVENESS OF NPD TEAMS: THE MODERATING ROLE OF PERCEIVED DIVERSITY CLIMATE." International Journal of Innovation Management 21, no. 04 (May 2017): 1750032. http://dx.doi.org/10.1142/s1363919617500323.
Full textAbstract:
The unlearning process in new product development (NPD) teams is a crucial one that leads to innovative products, but most related studies emphasise the variables embedded at the team level. This study focuses on how the characteristics of individuals, known as psychological capital (PsyCap), also contribute to the unlearning process. Moreover, this study argues that the effect of unlearning is moderated by the perceived diversity climate. To test the proposed hypotheses, 77 NPD team leaders and 298 members participated in the study. The results indicate that PsyCap has a positive influence on team unlearning and product innovation. This study also indicates that team strain negatively influences the unlearning process and product innovation. The positive effect of PsyCap on the unlearning process is strengthened when NPD teams perceive greater diversity climate, while the negative effect of team strain on the unlearning process and product innovation is weakened.
18
Mathisen, Gro Ellen, Torbjørn Torsheim, and Ståle Einarsen. "The team-level model of climate for innovation: A two-level confirmatory factor analysis." Journal of Occupational and Organizational Psychology 79, no. 1 (March 2006): 23–35. http://dx.doi.org/10.1348/096317905x52869.
Full text
19
MacMahon, Michelle, and Martin R. Fellenz. "Conceptualizing the Team-Level Innovation Process: Roles for Exploration and Exploitation." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 14438. http://dx.doi.org/10.5465/ambpp.2019.14438abstract.
Full text
20
Scott, Jill, and Marilyn Rantz. "Change champions at the grassroots level: Practice innovation using team process." Nursing Administration Quarterly 18, no. 3 (1994): 7–17. http://dx.doi.org/10.1097/00006216-199401830-00006.
Full text
21
Choi, Suk-Bong. "The Multi-Level Effect of Employee Silence on Team Innovation Performance." Korean Journal of Human Resource Development 26, no. 2 (June 30, 2023): 61–83. http://dx.doi.org/10.24991/kjhrd.2023.06.26.2.61.
Full text
22
Piao, Xinghui, Lu-ying Li, Huang-yi Gui Alhaj, and Yan Zhao. "Team Members’ Value Heterogeneity and Innovation Performance: Research Based on Behavioral Science." Journal of Humanities and Social Sciences Studies 5, no. 6 (June 6, 2023): 32–45. http://dx.doi.org/10.32996/jhsss.2023.5.6.4.
Full textAbstract:
In order to cope with the increasingly diverse and severe challenges, more and more enterprises adopt the strategy of building efficient and responsive teams to cope with the challenges, and the team gradually becomes the basic unit to carry out various social activities, including innovation, rather than individuals. From the perspective of implicit cognition of team heterogeneity, this study uses behavioral coding and analysis methods to integrate online innovation into the context of post-epidemic and Internet era to study the role of innovation behavior in the innovation process from a micro level. Based on the summary of previous research in the field of behavior observation, this paper proposes and improves the online team innovation experiment, and supplements and validates the coding scheme of "Analyzing Idea Finding Interactions (AIFI)". Furthermore, empirical research and experimental research are combined to analyze the relationship between team heterogeneity and innovation performance and the role of innovation behavior in the process of innovation. The results of the empirical study found that: value heterogeneity of online innovation team members negatively affects team innovation performance. idea facilitation behavior and idea inhibition behavior weaken the negative correlation between team members’ value heterogeneity and team innovation performance; team spirit facilitation behavior and process organization behavior strengthen the relationship between team members’ value heterogeneity and team innovation performance. Theoretically, this study deepens the research of the team innovation process and expands the research methods. In practice, it provides decision-making reference for innovation process control of enterprise innovation team.
23
Li, Ci-Rong, Chun-Xuan Li, and Chen-Ju Lin. "How and when team regulatory focus influences team innovation and member creativity." Personnel Review 47, no. 1 (February 5, 2018): 95–117. http://dx.doi.org/10.1108/pr-09-2016-0236.
Full textAbstract:
Purpose The purpose of this paper is to test how team regulatory focus may relate to individual creativity and team innovation; and address the fit/misfit issue of team regulatory focus and team bureaucracy. Design/methodology/approach The authors collected data from 377 members and their leaders within 56 R&D teams in two Taiwanese companies. Findings A team promotion focus was positively related, whereas a team prevention focus was negatively related, to both team innovation and member creativity through team perspective taking and employee information elaboration, respectively. Furthermore, team bureaucracy played a moderating role that suppressed the indirect relationship between team regulatory focus and creativity. Originality/value This is one of first studies to explore an underlying mechanism linking team regulatory focus and both team innovation and member creativity. The authors provide a more complete view of the creative and innovation implications of team-level self-regulation.
24
Антоненко, Валентина. "INNOVATIVE CULTURE DEVELOPMENT OF TEACHERS AND PUPILS AS A PEDAGOGICAL IDEA REALIZATION OF THE AUTHOR SCHOOL ON LINGUISTICS AND SPIRITUALITY." UNESCO Chair Journal "Lifelong Professional Education in the XXI Century", no. 3 (October 31, 2021): 45–50. http://dx.doi.org/10.35387/ucj.1(3).2021.45-50.
Full textAbstract:
The article presents theoretical and methodological, organizational and pedagogical prin-ciples of innovative culture of teachers and pupils as a realization of the pedagogical idea of the author's school of linguistics and spirituality of Zarifa Aliieva Irpin specialized secondary school I-III Grades №12 with foreign languages (school of linguistics) of Kyiv region; The author's school model is seen as a prototype of qualitative changes in education, which depends on a team of professionals who expand the space of educa-tional opportunities for pupils development. The leading idea of the Author's School of Linguistics and Spirit-uality is the formation of a competitive, socially mobile, innovative, tolerant and spiritual personality. Gradu-ally realizing this goal, the teaching staff made every effort to create a positive image of the educational in-stitution, which determines: the presence of a relevant concept of the school of linguistics; implementation of long-term educational strategy; development of innovative culture of teachers and pupils; favorable moral and psychological climate in the team; availability of proper modern material and technical base; caring highly professional teaching staff; functioning of the school pupils organization «Country Roxolania». The introduction of the pedagogical idea of the author's school of linguistics and spirituality in the context of the development of innovative culture of teachers and pupils is based on current regulations. Personal and pro-fessional characteristics of a teacher with a high level of innovation culture (stable interest in technological innovation, motivation for creative activity, self-improvement and self-realization in professional activities, overcoming difficulties in innovation; values of professional self-expression in innovation, psychological atti-tude to innovation; innovative technologies, understanding the goals of innovation in education, knowledge of modern innovations in the practice of working with pupils)
25
Mo, Qianqian. "Research on the Integration of Innovation Elements into the Digital Transformation of Higher Vocational Specialty under the Background of Digital Economy." International Journal of Education and Humanities 3, no. 2 (July 13, 2022): 131–35. http://dx.doi.org/10.54097/ijeh.v3i2.891.
Full textAbstract:
Innovation’is a key word in the digital economy era. In recent years, innovation elements have become an important content of innovation theory research. Professional digital transformation is an innovative development activity of higher vocational colleges, which will inevitably integrate innovative elements and play its role. The digital transformation of specialty also reflects the requirement that specialty ADAPTS to the integrated development of industry. On the macro level, this paper explores the necessity and feasibility of digital transformation from the top-level design and group logic of professional groups. On the micro level, it studies the effective ways of professional digital transformation from the aspects of the revision of professional talent training scheme, curriculum system reform, teaching mode innovation, teacher team construction and so on.
26
SUH, TAEWON, OMAR J. KHAN, BENEDIKT SCHNELLBÄCHER, and SVEN HEIDENREICH. "STRATEGIC ACCORD AND TENSION FOR BUSINESS MODEL INNOVATION: EXAMINING DIFFERENT TACIT KNOWLEDGE TYPES AND OPEN ACTION STRATEGIES." International Journal of Innovation Management 24, no. 04 (July 4, 2019): 2050039. http://dx.doi.org/10.1142/s1363919620500395.
Full textAbstract:
Both academics and practitioners are underlining the relevance of business model innovation in unlocking lasting, competitive advantages. To understand how business model innovation is achieved in the team level and which contingency factors drive or inhibit the process, this study scrutinizes the strategic accord and tension of analogous and opposing action strategies, as potential contingency factors controlling and balancing the effects of external and internal tacit knowledge on business model innovation. Using a research sample of 162 team projects, our empirical study supported the research hypotheses regarding how tacit knowledge fuels business model innovation, highlighting differed moderating roles of three open action strategies (team autonomy, team creativity, and team diversity) on the relationship between two transferred knowledge types and business model innovation of technology-intensive companies. This study shed light on how team management strategies, namely manifestations of open action strategies, moderate the effectiveness of tacit knowledge on business model innovation.
27
Zimmerman, William Denney, Melissa B. Pergakis, Emily F. Gorman, Melissa Motta, Peter H. Jin, Rachel Marie E. Salas, and Nicholas A. Morris. "Scoping Review: Innovations in Clinical Neurology Education." Neurology: Education 2, no. 1 (February 21, 2023): e200048. http://dx.doi.org/10.1212/ne9.0000000000200048.
Full textAbstract:
Advances in adult learning theory and instructional technologies provide opportunities to improve neurology knowledge acquisition. This scoping review aimed to survey the emerging landscape of educational innovation in clinical neurology. With the assistance of a research librarian, we conducted a literature search on November 4, 2021, using the following databases: PubMed, Embase, Scopus, Cochrane Library, Education Resources Information Center, and PsycINFO. We included studies of innovative teaching methods for medical students through attending physician-level learners and excluded interventions for undergraduate students and established methods of teaching, as well as those published before 2010. Two authors independently reviewed all abstracts and full-text articles to determine inclusion. In the case of disagreement, a third author acted as arbiter. Study evaluation consisted of grading level of outcomes using the Kirkpatrick model, assessing for the presence of key components of education innovation literature, and applying an author-driven global innovation rating. Among 3,830 identified publications, 350 (175 full texts and 175 abstracts) studies were selected for analysis. Only 13 studies were included from 2010 to 2011, with 98 from 2020 to 2021. The most common innovations were simulation (142), eLearning, including web-based software and video-based learning (78), 3-dimensional modeling/printing (34), virtual/augmented reality (26) podcasts/smartphone applications/social media (24), team-based learning (17), flipped classroom (17), problem-based learning (10), and gamification (9). Ninety-eight (28.0%) articles included a study design with a comparison group, but only 23 of those randomized learners to an intervention. Most studies relied on Kirkpatrick Level 1 and 2 outcomes—the perceptions of training by learners and acquisition of knowledge. The sustainability of the innovation, transferability of the innovation to a new context, and the explanation of the novel nature of the innovations were some of the least represented features. We rated most innovations as only slightly innovative. There has been an explosion of reports on educational methods in clinical neurology over the last decade, especially in simulation and eLearning. Unfortunately, most reports lack adequate assessment of the validity and effect of the respective innovation's merits, as well as details regarding sustainability and transferability to new contexts.
28
Trent, Robert J. "Team leadership at the 100‐foot level." Team Performance Management: An International Journal 10, no. 5/6 (July 2004): 94–103. http://dx.doi.org/10.1108/13527590410556818.
Full text
29
Jones, Graham, Bernardita Chirino Chace, and Justin Wright. "Cultural diversity drives innovation: modeling in the global pharmaceutical industry." International Journal of Innovation Science 13, no. 2 (February 8, 2021): 133–44. http://dx.doi.org/10.1108/ijis-06-2020-0087.
Full textAbstract:
Purpose The innovative capacity of an organization is typically realized through unit-level teams. Previous studies correlate innovation performance with cultural diversity of teams, but note that team dynamics need to be optimized to derive maximum benefit. Herein, this study offers an assessment of available team building instruments through the lens of diverse innovation teams. In a demonstration project in the pharmaceutical industry, this study then outlines specific tools and approaches which can be successfully deployed through team coaching and mentoring. Design/methodology/approach A cluster of nine innovation teams with varying degrees of cultural diversity was provided with assessment and management instruments which had been identified and field tested by a mentoring team. Content included cultural awareness tools, innovation team profiling methods and Team Science (SciTS) ideology. Teams were funded, coached and mentored through a six-month performance period and assessed at regular intervals. Findings Team assessments provided correlations between performance (measured by project completion and new intellectual property generated) and diversity together with wealth of information on intra-team culture and dynamics. Concrete recommendations from the study include adoption of appropriate communication standards to promote inclusivity, use of SciTS operational tracking metrics to enhance engagement, use of the FourSight group profiling methodology and cultural quotient scale cultural awareness instruments at team-forming stage to promote effective dynamics and enhance inclusivity. Practical implications Cultural diversity has a positive impact on innovation teams. This said, for maximum benefit cultural awareness of team members should be optimized to avoid unintended conflicts developing. Such issues can be exacerbated when teams are deployed remotely and preventative measures should be established. These issues became of heightened significance as a result of telecommuting imposed by the COVID-19 pandemic and have longer-term implications, as corporations consider global air travel reduction through environmental concerns. A tracking tool is described to monitor team engagement and promote inclusivity. It is expected that the learnings can influence how teams can best form, normalize and operate within corporate innovation programs and form the basis of long-term impact studies. Originality/value This represents the first systematic study on the impact of cultural diversity and team dynamics within innovation programs in the pharmaceutical industry. The tools and methodologies deployed are widely available and can be adopted by innovation teams in many adjacent industries with established innovation ecosystems.
30
Jackson, Patrick Thaddeus. "Indeterminate Innovation." Perspectives on Politics 21, no. 3 (September 2023): 1013–17. http://dx.doi.org/10.1017/s1537592723001184.
Full textAbstract:
One of my pet peeves when watching televised sports is when the commentators declare that one or another player or team “has momentum” or that “the momentum has shifted.” Typically, this statement is made shortly after a team or player does something that puts them in a better position to win the game, and the implication seems to be that this change in momentum will carry someone to victory. But there are at least two problems with this all-too-typical sportscaster pronouncement. One is that “momentum” is a mathematically well-defined notion in physics, where it means the mass of an object multiplied by its velocity; linear momentum is also a vector quantity, and has both a magnitude and a direction. It is this complexity that allows momentum and changes in momentum—in conjunction with an account of the various forces at work on the object—to explain the object’s trajectory. A well-kicked football has momentum in the physics sense, but it is quite unclear how the “momentum” of a player or a team might be calculated, to say nothing of the various forces at work on the player or team’s movement through the playing of a game. Hence both the determination of a player or team’s “momentum,” and the use of that “momentum” in explaining or predicting the outcome of a game, necessarily remain at the level of metaphor.
31
Huabai, Bu, Bu Jiaqi, and Liu Xinyao. "Study on the Path Optimizing Countermeasures of Hengyang National Innovative City Construction under the Background of Rural Revitalization." International Journal of Business and Management 15, no. 10 (September 16, 2020): 27. http://dx.doi.org/10.5539/ijbm.v15n10p27.
Full textAbstract:
The construction of a national-level innovative city is an accelerator for rural revitalization, and the promotion of new kinetic energy for the construction of a national-level innovative city in Hengyang is a systematic project. It is necessary to build an urban innovation ecosystem, urban innovation chain system and urban innovation driving factor system with local characteristics based on its own innovative resource conditions. At the same time, we must cherish the entrepreneurial spirit, strengthen the team of high-tech entrepreneurs, continue to adjust the industrial structure in an orderly manner, focus on promoting the technological upgrading of key industries. Hengyang must speed up the improvement of a series of high-quality city construction science and technology policies and build a complete urban science and technology innovation ecosystem, it is necessary to continuously optimize the coordination and promotion mechanism of achievement transformation and industrialization development, and comprehensively promote the construction of a national-level innovative city in Hengyang City, thereby optimizing the path choice of Hengyang national innovative city construction.
32
Virta, Sari, and Nando Malmelin. "Ambidextrous tensions: Dynamics of creative work in the media innovation process." Journal of Media Innovations 4, no. 1 (January 12, 2017): 44–59. http://dx.doi.org/10.5617/jmi.v4i1.2410.
Full textAbstract:
This article analyses creative work in one of Europe’s largest media organizations, in which a newly formed development team was tasked with creating a new multi-platform media product. The objective of this article is to explore the dynamics of team creativity in the process of developing and managing media content innovation. To do this, this study utilizes the concept of ambidexterity for understanding multi-level tensions between the on-going media production work and innovation processes typically co-existing in media operations. The results of the analysis indicate that, due to pressures created by the routine media production, media innovations require specific focus and prioritization to succeed. This requires recognizing, balancing and managing the ambidextrous tensions between exploration and exploitation in creative media work. In addition to practical implications for management of media innovations, this study contributes to research on media innovations, particularly from the perspectives of creative work and organizational creativity.
33
Razinskas, Stefan, and Matthias Weiss. "A Cross-Level Analysis of Innovation Project Team Members’ Functioning under Stress." Academy of Management Proceedings 2013, no. 1 (January 2013): 10299. http://dx.doi.org/10.5465/ambpp.2013.10299abstract.
Full text
34
Rossberger, Robert J., and Diana E. Krause. "Participative and Team-Oriented Leadership Styles, Countries’ Education Level, and National Innovation." Cross-Cultural Research 49, no. 1 (May 18, 2014): 20–56. http://dx.doi.org/10.1177/1069397114534825.
Full text
35
Cai, Wenjing, Chun Yang, Bart A. G. Bossink, and Jingtao Fu. "Linking Leaders’ Voluntary Workplace Green Behavior and Team Green Innovation: The Mediation Role of Team Green Efficacy." Sustainability 12, no. 8 (April 22, 2020): 3404. http://dx.doi.org/10.3390/su12083404.
Full textAbstract:
Given the increasing significance of green innovation, scholars have identified environment-oriented leader behavior as a key antecedent of green innovation in firms. However, despite the fact that previous studies highlight all kinds of benefits of environment-oriented leaders’ voluntary workplace green behavior (VWGB) in and for firms, little is known about how these leaders’ VWGB could affect a firm team’s green product innovation as well as their process innovation. To narrow this research gap, this study theorizes and tests the effect of leaders’ VWGB on their team’s green innovation, as well as the mediation effect of team green efficacy belief on this relationship. Using a time-lagged research design, we collected data from 497 employees and 80 leaders in Chinese manufacturing firms. The results show that leaders’ VWGB directly affects both their team’s green product and process innovation, and facilitates the development of team green efficacy, which in turn stimulates team green innovation. This present study extends the multilevel phenomena by reinforcing the importance of leaders’ VWGB and team green efficacy on team-level green innovation, and provides practical implications on developing leadership for environmentally sustainable innovation.
36
Ter Haar, Philipp. "Measuring innovation: A state of the science review of existing approaches." Intangible Capital 14, no. 3 (May 10, 2018): 409. http://dx.doi.org/10.3926/ic.1254.
Full textAbstract:
Purpose: The level of innovation is essential for a company’s or country’s competitive advantage and the ways to measure innovation are manifold. The review aims to give an overview over the continuously growing body on approaches to measure innovation.Design/methodology/approach: A new definition of innovation measuring is proposed. Based on this definition a structured approach for researching the literature was applied. A selection of 30 advances is discussed and a 4-level-of-analysis-framework is applied to review the broad research on measuring innovation on individual, work team, company and country level.Findings: The narrative review shows that specific measuring frameworks exists for each level of analysis. Output oriented indicators can be found on all levels, they are complemented by potential enablers on country level, process indicators on company and project level and behavioural indicators on individual level. Approaches specifically focussing on work teams could not be found.Research limitations/implications: Further research is needed on specific advances on measuring innovation on work-team level.Practical implications: By discussing key characteristics of the reviewed studies, the analysis will help decision makers to choose a fitting approach and support researchers by identifying open fields of research. It is recommended to research on advances to measure innovation on work team level to close the existing gap.Originality/value: While influences on innovation are extensively discussed a comprehensive overview over the approaches to identify the effects of modifying these influences is missing. This paper intends to closes this gap.
37
Denysenko, Mykola, Zoryna Yurynets, and Rostyslav Yurynets. "THE ROLE OF VENTURE BUSINESS AND ITS STRUCTURE IN THE INNOVATION MANAGEMENT PROCESS." ECONOMICS, FINANCE AND MANAGEMENT REVIEW, no. 1 (March 31, 2023): 74–79. http://dx.doi.org/10.36690/2674-5208-2023-1-74.
Full textAbstract:
The purpose of the article is to analyze the role of venture business and structure in the process of innovation management and to identify factors that hinder the process of innovation management in startups. The main types and features of the functioning of venture business have been singled out. Startups are one of the important structural elements of venture business. To identify factors that have an impact on the innovation management process in startups, an expert study was conducted using the Delphi method, which was carried out in the fall of 2022 in Ukraine. This made it possible to determine the influence of individual factors on the innovation management process in startups. It was established that the lack of own financial resources, low innovative intensity, activity in the process of implementing innovative activities, and lack of market opportunities to implement innovations are the most significant internal obstacles to the innovation management process for startups. Underdevelopment of the marketing system, weak support from management team members, and obstacles of a structural nature (high level of formalization, centralization) are the less significant internal obstacles to the innovation management process for startups. The most significant external obstacles to the innovative activity of enterprises were found to be a high level of bank interest on loans, a complex and inefficient taxation system, which is connected with the lack of interest of state bodies in stimulating innovative activity, a decrease in the purchasing power of the population. Unexpected changes of leadership and raiding, insufficient stimulation of entrepreneurship to use innovative technologies, and lack of the necessary base and structures for the transfer of technologies and relevant information are the external factors that had less impact on the innovation management process in startups.
38
Liao, Shu-hsien, Chih-chiang Chen, and Da-chian Hu. "The role of knowledge sharing and LMX to enhance employee creativity in theme park work team." International Journal of Contemporary Hospitality Management 30, no. 5 (May 14, 2018): 2343–59. http://dx.doi.org/10.1108/ijchm-09-2016-0522.
Full textAbstract:
Purpose This paper aims to empirically test individual, team and multi-level relationships among knowledge sharing (KS), leader–member exchange (LMX), employee creativity (EC) and team innovation (TI). The study tests how KS affects EC via LMX at lower and multi levels. At a higher level, how creativity affects TI is also tested. Design/methodology/approach Questionnaires were sent to 43 team leaders and 215 team members from the largest theme park in Taiwan, E-DA, who are engaged in offering creative and innovative customer services. Multilevel analysis was conducted based on the questionnaires received. Findings Major findings agree the contention that KS can improve EC via LMX at both employee and multi-level. The results also indicate that KS affects team creativity (TC) at the team level; however, TC and TI do not have a significant positive relationship. Originality/value The study examined how to enhance employees’ creativity from the individual and team levels in a theme park, an area with rare literature. The authors found that LMX is an important mediator between KS and EC. The mediated effect of KS on EC through LMX is higher in a cross level than individual level. In addition, a team’s KS has more effect on EC than the individual level.
39
Moons, Ingrid, Kristien Daems, and Lorens L. J. Van de Velde. "Co-Creation as the Solution to Sustainability Challenges in the Greenhouse Horticultural Industry: The Importance of a Structured Innovation Management Process." Sustainability 13, no. 13 (June 25, 2021): 7149. http://dx.doi.org/10.3390/su13137149.
Full textAbstract:
Sustainable innovations try to resolve complex challenges related to climate change. Co-creation with diverse stakeholders in innovation networks opens opportunities to successfully develop and implement sustainable innovations. However, collaboration between heterogeneous partners poses challenges at the level of stakeholder relationship management that affect the progress of innovation development. This study’s purpose is to investigate how co-creation processes that develop sustainable and climate-neutral high-tech innovations in the greenhouse horticultural industry should be structured and how stakeholder relationship management affects the progress of innovation development. Design methodology is linked with innovation management literature. A case study observed seven innovation trajectories that developed energy saving and climate-neutral growing techniques in the greenhouse horticultural industry in Flanders (Belgium) and The Netherlands over a period of three years. In-depth interviews (n = 13) were conducted to have the partners reflect on the co-creation process. Results show that co-creation management should focus on team composition, partner alignment and transparent communication about intentions, expectations and role division throughout the process. The initial stages of a co-creation process are crucial for context mapping and creation of team cohesion and do affect the subsequent stages in the process. Besides, in sustainable high-tech contexts, co-creation facilitators are faced with the need for technical knowledge and skills.
40
Kim, Hyeonjoo. "Creating a Core Innovation Capability in Airbus." Business and Management Studies 7, no. 3 (August 19, 2021): 25. http://dx.doi.org/10.11114/bms.v7i3.5317.
Full textAbstract:
Flight in modern age caused our society more global than that of past age. People can go to school aboard, go to work aboard, and travel aboard with airplanes. Airplane has changed our society. Airplane manufacturing industry requires sophisticated technology and innovative management. This most intelligent industry’s innovation strategy can be one of epitomes for business strategy. Airplane manufacturing can be one long-term oriented business. Airplane industry requires many different fields of study not only natural science, but also social science. To manage both engineering team and management team, significant organization strategy could be one crucial factor to maintain its organization effective. Airplane industries must innovate to offer more reliable service with safety, low price and fast travel. New version of motor, car, aircraft and TV takes usually high system level and incremental innovation. Airbus is one of leading aircraft manufacturer and its market share is second largest globally. This study would bring about understanding of innovation management at highest technology and cutting-edge industry.
41
Fattah, Layla, Janice Gabrilove, Holly Oemke, Joseph Borrello, Turner Baker, Kevin D. Costa, David Putrino, and Anthony Costa. "15000 Exploring team science, professional networks, and innovation success in the THRIVE COVID-19 fellowship program." Journal of Clinical and Translational Science 5, s1 (March 2021): 109–10. http://dx.doi.org/10.1017/cts.2021.680.
Full textAbstract:
ABSTRACT IMPACT: Implement and evaluate a fellowship program to foster a new generation of entrepreneurial and collaboratively-minded team scientists, equipped with the knowledge and skills to innovate technology-based solutions for COVID-19 to advance human health OBJECTIVES/GOALS: Mount Sinai Targeted Healthcare Innovation Fellowship (THRIVE) is a 9-month program for participants from diverse professional backgrounds to develop HealthTech innovations related to COVID-19. The program is designed to provide an experiential team science platform for fellows to take an idea from concept to commercially viable innovation. METHODS/STUDY POPULATION: Following a competitive application process, 16 THRIVE fellows comprise four teams working collaboratively in an online forum with input from experts in the field. Success of the program will be evaluated by:assessing pre- and post- collaborative research orientation among THRIVE fellows using the ROI scale1using social network analysis (SNA) to investigate the social networks of THRIVE fellows to capture patterns of communication and collaboration related to innovation developmentexploring participant experiences of group formation, teamwork and collaboration related to innovation development using one-to-one semi-structured interviewdetermining team success in innovation development, measured by number of publications, funding awarded, provisional patents and viable products. RESULTS/ANTICIPATED RESULTS: Paired t-tests will determine whether collaborative orientation of THRIVE fellows changes pre- vs. post- program participation, indicating changes in attitude toward multidisciplinary team work. SNA will be used to describe structural patterns of communication that occur at individual and group levels. Network-level indices will provide insight into patterns of communication that exist in innovation development: degree centrality (number of connections per individual), betweenness centrality (number of bridges to others in a network), closeness centrality (closeness to others in a network). We will also test for associations between network characteristics and team success. DISCUSSION/SIGNIFICANCE OF FINDINGS: Understanding patterns of formal and informal relationships, interactions, and perceptions of the collaborative process among individuals in THRIVE teams will elucidate whether such a program can provide an effective forum for team science and innovation development related to COVID-19.
42
Liang, Zhenglin, Sid Suntrayuth, Xiaohong Sun, and Jiafu Su. "Positive Verbal Rewards, Creative Self-Efficacy, and Creative Behavior: A Perspective of Cognitive Appraisal Theory." Behavioral Sciences 13, no. 3 (March 6, 2023): 229. http://dx.doi.org/10.3390/bs13030229.
Full textAbstract:
The creative behavior of cultural innovation team members is the key to driving the team forward. Previous studies have relatively neglected the dynamic mechanism of positive verbal rewards on the creative behavior of cultural innovation team members. This paper, drawing on cognitive appraisal theory, focuses on the dynamic mechanism of positive verbal rewards on the creative behavior of cultural innovation team members and the moderating effect of positive affectivity. Based on the survey of 211 cultural innovation team members in Guangdong, China, this paper constructs a relationship model between positive verbal reward, creative self-efficacy, positive affectivity, and members’ creative behaviors and empirically tests the model. The results of statistical data analysis show that positive verbal reward has a significant positive impact on members’ creative behavior. Creative self-efficacy partially mediates between positive verbal rewards and members’ creative behavior; positive affectivity moderates the positive influence of creative self-efficacy on members’ creative behavior. The higher the level of positive affectivity, the stronger the positive impact of positive verbal rewards on members’ creative behavior, and vice versa. The above research findings help clarify the mechanism of positive verbal rewards on the cultural innovation team members’ creative behaviors in the context of Chinese organizations and provide theoretical support for cultural innovation team management practices.
43
Yang, Mingjun, Tuan Trong Luu, and David Xueji Qian. "Linking transformational leadership to team service innovation in the hospitality industry: A team-level mediation and moderation investigation." Journal of Hospitality and Tourism Management 49 (December 2021): 558–69. http://dx.doi.org/10.1016/j.jhtm.2021.11.011.
Full text
44
Kuchynska, Iryna, Olena Blashkova, Nataliia Rodiuk, Oksana Holiuk, Svitlana Polishchuk, Nina Ivanytska, and Kateryna Mnyshenko. "INNOVATIVE EDUCATIONAL ACTIVITY IN HIGHER EDUCATION IN THE CONDITIONS OF MODERN REFORMING OF UKRAINIAN EDUCATIONAL SYSTEM." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 1 (May 19, 2022): 168–83. http://dx.doi.org/10.17770/sie2022vol1.6864.
Full textAbstract:
The processes of creation, development and application of innovations are increasingly spreading in the education system and pedagogical science. The specific historical situation in Ukraine necessitates the restructuring of education, its reforming and approximation to European and world standards. The aim of the study is to study the purposeful impact of these processes on the constant formation and renewal of Ukrainian pedagogical theory and practice with further rethinking the importance of innovation to increase the rating of higher educationinstitution and increasing its competitiveness.Basic research methods are surveys, observation and statistical analysis.The article emphasizes the key values of improving the modern sphere of education, pays attention to the innovative processes that take place in the modern school, and pedagogy, in particular. The peculiarities of the introduction of innovative education in higher education institutions are highlighted. The authors analyze the importance of the application and management of innovative educational processes that can help to increase the level of quality education for the success and competitiveness of higher education institution.The author's team studied the structure and dynamics of the development of educational innovation processes of modern higher education institutions, as well as the scheme of division of the innovation process, which was called the "life cycle of innovation". The importance of developing individual perception of a particular applicant of the proposed innovations during studying at the higher education institution is proved.It is noted that it is important to develop the initiative of teachers of Ukrainian higher education institutions before making decision about necessity to introduce innovations of a certain type.
45
Matic, Radenko M. "Marketing Concept in Elite Team Sports Clubs in Serbia: Impact of Leadership Styles, Organizational Learning Culture, and Climate for Innovation." Montenegrin Journal of Sports Science and Medicine 11, no. 1 (March 1, 2022): 71–80. http://dx.doi.org/10.26773/mjssm.220309.
Full textAbstract:
This research tested the interactions among organizational learning culture, leadership styles, climate for innovation, and marketing concept of sports clubs in team sports. The study included elite sport managers (N=118), from four team sports (football, basketball, handball, and volleyball), who participated in the highest rank of national competition in Serbia. The organizational learning culture was measured with attitudes of respondents about the organizational learning culture at individual, team or group level, and organization as dichotomous variables, while leadership styles used the MLQ self-assessment questionnaire. The climate for innovation scale was measured with scales for assessing organizational support for creativity, maladaptation, support for innovation, and resource supply. The presence/absence of components of the different marketing mix aspects was measured as a four-dimensional variable for evaluation marketing concept. The results supported the mediation and path models. Direct effect to variable marketing concept is noticed only in the organizational learning culture, while climate for innovations and leadership style did not have a direct effect on the marketing concept. Indirect effects revealed that the status of the sports branch, the market position of each club in its sport competitive results, and the education background of managers' impact marketing concept in team sports in Serbia. The theoretical and practical contributions of obtaining results are discussed.
46
Cerović Smolović, Julija, Sanja Janketić, Danijela Jaćimović, Maja Bučar, and Metka Stare. "Montenegro’s Road to Sustainable Tourism Growth and Innovation." Sustainability 10, no. 12 (December 10, 2018): 4687. http://dx.doi.org/10.3390/su10124687.
Full textAbstract:
Tourism is the most important export sector in Montenegro, with a share of 22% of the total Gross Domestic Product (GDP) and a strong tendency toward growth. Tourism revenues contribute substantially to both the current account balance and employment. However, the current level of the tourist sector suffers from serious limitations. The switch from the current approach to tourism in Montenegro to a more sustainable tourism is only possible by becoming more innovative. Highlighting the importance of innovation in all its forms has been the motivation for our research. The application of the organizational, marketing, and design innovations of the Montenegrin tourism industry actors was examined in a survey, based on the Community Innovation Survey (CIS), with some necessary adaptations. The sample covered more than 70% of available tourism actors. The authors also analysed the experience from Slovenia, in particular the Slovenian example of the Bank of Tourism Potentials, finding this innovation potentially suitable for transfer to Montenegro. Based on the survey and analysis, the team designed certain recommendations for policy action that can be used as guidelines for policy makers.
47
Ziemer, John K., Randii R. Wessen, and Paul V. Johnson. "Exploring the science trade space with the JPL Innovation Foundry A-Team." Concurrent Engineering 26, no. 1 (December 11, 2017): 22–32. http://dx.doi.org/10.1177/1063293x17740406.
Full textAbstract:
The Jet Propulsion Laboratory Innovation Foundry has established a new approach for exploring, developing, and evaluating early concepts with a group called the Architecture Team. The Architecture Team combines innovative collaborative methods and facilitated sessions with subject matter experts and analysis tools to help mature mission concepts. Science, implementation, and programmatic elements are all considered during an A-Team study. In these studies, Concept Maturity Levels are used to group methods. These levels include idea generation and capture (Concept Maturity Level 1), initial feasibility assessment (Concept Maturity Level 2), and trade space exploration (Concept Maturity Level 3). Methods used for exploring the science objectives, feasibility, and scope will be described including the use of a new technique for understanding the most compelling science, called a Science Return Diagram. In the process of developing the Science Return Diagram, gradients in the science trade space are uncovered along with their implications for implementation and mission architecture. Special attention is paid toward developing complete investigations, establishing a series of logical claims that lead to the natural selection of a measurement approach. Over 20 science-focused A-Team studies have used these techniques to help science teams refine their mission objectives, make implementation decisions, and reveal the mission concept’s most compelling science. This article will describe the A-Team process for exploring the mission concept’s science trade space and the Science Return Diagram technique.
48
Hyun, Eun-Jung. "The Influence of Gender Diversity in Inventor Teams on Technological Innovation in the Korean Automobile Industry: Evidence from Patent Data." Korea International Trade Research Institute 19, no. 1 (February 28, 2023): 179–96. http://dx.doi.org/10.16980/jitc.19.1.202302.179.
Full textAbstract:
Purpose – The aim of this study is to examine the relationship between gender diversity in coinventing teams and technological innovation. We reason that a diverse range of perspectives and experiences brought about through gender diversity can lead to more creative problem-solving and decision-making, resulting in more innovative outputs. Additionally, we will examine the moderating effect of the coinventors’ experiences on this relationship. Design/Methodology/Approach – This study uses detailed information from patents registered by Korean automobile companies in the USPTO between 1994 and 2019. We employ OLS regression to test our hypotheses at the team level, incorporating firm and year fixed effects and other relevant factors affecting a team’s technological output. The dependent variable, technological innovation in a team’s output, is measured using three different indicators: knowledge diversity, knowledge novelty, and broad impact. Findings – Our study finds that team-level gender diversity has a significant positive effect on technological innovation, as evidenced by all three dependent variables. We also uncovered that the positive impact of gender diversity on innovation is amplified when all team members have more experience, compared to less experienced teams. Together, these results corroborate our claims. Research Implications – Our study holds important implications for STEM fields, which form the backbone of various industries. Our research suggests that, despite traditional gender roles and stereotypes that may discourage women from pursuing careers in these fields, increasing gender diversity in R&D can bring benefits by enhancing various dimensions of technological innovation. Furthermore, our findings indicate that automobile companies can use gender diversity to drive greater innovation and gain a competitive advantage.
49
Perry-Smith, Jill. "Social Network Drivers of Creativity and Innovation at the Individual and Team Level." Academy of Management Proceedings 2014, no. 1 (January 2014): 16092. http://dx.doi.org/10.5465/ambpp.2014.16092symposium.
Full text
50
Yongmao, Wang, and Ren Xiangying. "An Implicit Evaluation Model of Innovation Environment: Test on a Survey of Technology Executives." Tobacco Regulatory Science 7, no. 6 (November 3, 2021): 6143–52. http://dx.doi.org/10.18001/trs.7.6.92.
Full textAbstract:
Objectives: Using the implicit theory and research method of psychology, to discuss inner demand and implicit evaluation on innovation environment from executives’ opinion. Based on existing literature, enterprise testing and expert discussion, an innovative environmental evaluation index system was constructed from the perspective of senior executive psychology. On the Basis of the survey from 142 enterprises in china’s western region, the results show that the innovation environment is in the "general" level, executives have the highest recognition of innovation culture, the best innovation atmosphere, the lowest satisfaction with innovation resources, especially innovation talents team and R&D investment. Compared with different types of enterprises, large and medium-sized enterprises are relatively good, and state-owned enterprises are better than non-state-owned enterprises.