Citation-based criteria of the significance of the research activity of scientific teams

Popova, Olga; Romanov, Dmitry; Drozdov, Alexander; Gerashchenko, Alexander

doi:10.1007/s11192-017-2427-6

Cited by 11 publications

(4 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In the scientific work context, team innovation may be operationalized through 'hard' outcome measures such as teams' publication performance (see for example Braun et al, 2013). However, there are some serious issues in regard of defining team innovation as team publication performance and measuring it through indicators such as number of publications and journal impact factors (see, e.g., Popova, Romanov, Drozdov, & Gerashchenko, 2017). In our sample, we included scientific teams from various disciplines which makes it even harder to find appropriate indicators of team publication performance to account for differences in the publication process between disciplines (e.g., citation speed).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

Klaic

Burtscher

Jonas

2020

J Occupat & Organ Psyc

View full text Add to dashboard Cite

Team innovation is an important factor for organizational effectiveness. However, fostering innovation in teams remains a major challenge for team leaders. In particular, we still have an incomplete understanding of (1) the effects of team‐centric leadership and (2) the role of teamwork for the relationship between leadership and innovation and learning. Integrating team‐centric transformational leadership and the teamwork quality (TWQ) model with frameworks for team innovation, the current study addresses this issue. Specifically, we investigated TWQ as a team‐level mediator of the relationship between team‐centric transformational leadership, team innovation, and individual members’ learning. We tested our hypotheses using lagged, multi‐source data from a sample of 79 scientific teams. Our findings show that team‐centric transformational leadership is positively related to both team innovation and individual members' learning. Furthermore, the positive relationship between team‐centric transformational leadership and learning is mediated by specific aspects of TWQ. Our study helps to clarify the processes underlying the effects of team‐centric leadership on innovation and learning. Practitioner points Innovation and learning are crucial drivers of success in organizations in knowledge‐intensive industries such as science. Transformational leadership is a key factor for enhancing innovation and learning in scientific teams. By engaging in team‐centric transformational leadership behaviours including emphasizing group identity, communicating a group vision, and fostering team‐building, scientific team leaders can improve innovation and learning However, leaders of scientific teams should also be aware of potential negative effects of high team cohesion on team innovation, because it may undermine divergent thinking and critical discussions in teams.

show abstract

Section: Limitations and Future Researchmentioning

confidence: 99%

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

Klaic

Burtscher

Jonas

2020

J Occupat & Organ Psyc

View full text Add to dashboard Cite

show abstract

“…Finally, basic and basic-to-applied research behaviors that can produce significant research achievements form a research entity naturally based on long-term cooperation ( Liang and Zhu, 2002 ; Popova et al, 2017 ). These types of research behaviors have the characteristics of relatively loose requirements for research task.…”

Section: Literature Review and Theoretical Basismentioning

confidence: 99%

Configuration of prosocial motivations to enhance employees’ innovation behaviors: From the perspective of coupling of basic and applied research

Lu¹,

Zheng²,

Zhang³

et al. 2022

Front. Psychol.

View full text Add to dashboard Cite

Prosocial motivation refers to the employees’ willingness to invest for the sake of helping others. It improves basic and applied research behaviors of employees and the interaction between them. Employees’ innovation behavior depends on prosocial motivation because the motivation to protect the interests of others may promote knowledge sharing and knowledge coupling. However, there is a research gap in solving the optimal solution of prosocial motivations that facilitates different types of innovation behaviors based on the combination of prosocial motivations. We perform a qualitative comparative study on the effect of the motivation configurations on innovation behaviors. We find that highly basic and highly applied research behaviors share in common collectivism-based, principlism-based, contextual, and situational motivations which work in all configurations. But the core conditions between the two are different, which are principlism-based and situational motivations, respectively. In addition, both highly basic-to-applied and highly applied-to-basic transformation behaviors share the same core condition and the same secondary conditions with highly basic and highly applied research behaviors, respectively. Moreover, the behaviors of non-highly basic research and non-highly basic-to-applied transformation share the severe absence of egoism-based motivation as the core condition in common. Non-highly behaviors of applied research and applied-to-basic transformation have a common point of the severe absence of the pressure-based type as the key. Finally, we also analyze active and passive prosocial degrees of all types of high/non-high innovation behaviors. Our study deepens the academics’ thinking on multi-dimensional prosocial motivation and the classification management of coupling innovation behavior and provides implications for practice.

show abstract

“…Persistence and compactness of teamwork. It is found that the team that can produce significant research results forms a research entity naturally on the basis of long-term cooperation (Liang and Zhu, 2002; Popova et al , 2017). The scientific research team is not a temporary and loose team for a certain scientific research task.…”

Section: Literature Reviewmentioning

confidence: 99%

Shared leadership and innovative behavior in scientific research teams: a dual psychological perspective

Liu

Gao

Xing

et al. 2021

CMS

View full text Add to dashboard Cite

Purpose The purpose of this study is to investigate the mechanism of shared leadership on team members’ innovative behavior. Design/methodology/approach Paired questionnaires were collected from 89 scientific research teams in the Beijing-Tianjin-Hebei region of China at two-time points with a time lag of 4 months. Then multilevel structural equation model method was applied to analyze the multiple mediating effects. Findings This study finds that: the form of shared leadership in scientific research teams of universities; shared leadership has a positive impact on team members’ innovative behavior; there are multiple mediations in the relationship including synchronization and sequence of creative self-efficacy and achievement motivation. Originality/value According to the “stimulus-organism-response” model, this paper has constructed a multi-level theoretical model that shared leadership influences individual innovation behavior and reveals the “black box” from the perspective of psychological mechanism. It not only verifies that “can-do” shapes “willing to do” but also makes up for the gap of an empirical test of the effectiveness of shared leadership in scientific research teams of universities. Besides, the formal scale of shared leadership in the Chinese situation is revised, which can provide a reference for future empirical research on shared leadership. The research conclusions provide new ideas for improving the management of scientific research teams in universities.

show abstract

Citation-based criteria of the significance of the research activity of scientific teams

Cited by 11 publications

References 9 publications

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

Configuration of prosocial motivations to enhance employees’ innovation behaviors: From the perspective of coupling of basic and applied research

Shared leadership and innovative behavior in scientific research teams: a dual psychological perspective

Contact Info

Product

Resources

About