No abstract

No abstract

In this paper, the event-triggered consensus problem of multiagent systems with input time delay is investigated. First, the normal event-triggered control scheme containing the input time delay is introduced to reduce the number of communication. Then the following results are achieved: 1) the procedure of setting parameters is carefully formulated for the event-triggered control scheme; 2) the precise input time delay margin is calculated for the event-triggered consensus of the multiagent systems; 3) a more general condition of constructing event-triggered functions is derived to exclude the Zeno behavior; 4) the self-triggered control scheme is further applied to avoid the continuous measurement; and 5) the observer-based control scheme is also utilized to tackle the problem of unmeasurable state. Finally, the correctness and the effectiveness of these results are demonstrated by numerical simulations.

Purpose This study aims to construct a theory of multi-dimensional organizational innovation cultures and innovation performance in transitional economies and explore the moderating effect of team cohesion on this theoretical relationship. Design/methodology/approach Using data collected from 175 manufacturing firms in transitional economies, this study constructs a new theory framework of multi-dimensional organizational innovation cultures (knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change) and firms’ innovation performance and also explores the moderating effect of team cohesion on this theoretical relationship. Findings The findings show that there are positive relationships between knowledge sharing, organizational innovation atmosphere, team decision-making, organizational change and innovation performance of firms. Furthermore, team cohesion plays a positive moderating role in this relationship. Practical implications It extends the general understanding of multi-dimensional organizational cultures management in the context of transition economies by exploring the differences between the Chinese and Vietnamese firms in terms of the impact of organizational innovation culture on innovation performance. Originality/value This study constructs a new theory framework of multi-dimensional organizational innovation cultures along the four dimensions of knowledge sharing, organizational innovation atmosphere, team decision-making and organizational change. These factors together have rarely been examined before. Hence, the findings extend existing research on organizational cultures management. Moreover, a new idea for this study is that the authors consider team cohesion as a moderating variable between organizational innovation culture and innovation performance of firms, hence providing both theoretical discussion and empirical validation of the impact of team cohesion on this relationship. It thus extends existing research on the team theory.

As a source of competitive advantages for firms, innovation has boosted scholars’ interest in the identification of its main determinants from the perspective of organizational culture. However, there is a lack of research on innovation cultures in the context of emerging markets. Based on survey data from 433 manufacturing firms (331 Chinese firms and 102 Vietnamese firms), this study addresses this research gap using a hierarchical regression analysis to explore the impact of organizational innovation culture on firms’ new product performance and to examine the moderating effects of institutional environments and organizational cohesion on this relationship. We find that there are positive relationships between organizational innovation culture and firms’ new product performance. In contrast to recent research on organizational cohesion, we report that organizational cohesion has both a direct, positive effect on new product performance and a positive moderating role in organizational innovation culture and firms’ new product performance. Furthermore, regarding the institutional environment in the context of emerging markets, we find that the effects of organizational innovation culture on firms’ new product performance are stronger in China than in Vietnam. Therefore, this paper enriches organizational culture research by providing a multidimensional theoretical framework and extends institutional theory in the context of emerging markets by examining the moderating effect of institutional environments on the relationship between organizational innovation culture and firms’ new product performance in both China and Vietnam.