Extending the job design perspective on individual innovation: Exploring the effect of group reflexivity

Urbach, Tina; Fay, Doris; Goral, Agata

doi:10.1348/096317909x479394

Cited by 30 publications

(24 citation statements)

References 35 publications

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“…Research has indicated that HRM practices can have different effects on idea generation and on idea implementation. Our analysis has shown, for example, that task complexity has a negative effect on creativity and idea generation, but a positive effect on idea implementation (Ohly et al, 2006;Urbach et al, 2010). A more recent study (Veenendaal and Bondarouk, 2015) shows that perceptions of training and development have a significant effect on idea generation but not on idea promotion and idea implementation.…”

Section: Limitationsmentioning

confidence: 60%

“…Tasks that are particularly routine can help preserve important cognitive and time resources that are necessary to generate and implement useful ideas (Ohly et al, 2006). Job complexity has been shown not to have a significant impact on creativity (Ohly et al, 2006) or on idea generation (Urbach et al, 2010), but to significantly affect implementation (Ohly et al, 2006;Urbach et al, 2010). Ohly et al (2006) explain these findings with the suggestion that employees who frequently carry out particular tasks can use their spared cognitive and time resources to generate and implement new and useful ideas.…”

Section: Hrm and Iwbmentioning

confidence: 99%

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HRM and innovative work behaviour: a systematic literature review

2017

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -Although we know that HRM practices can have a huge impact on employees' innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB. Design/methodology/approach -Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles. Findings -Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback. Practical implications -The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate. Originality/value -A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

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Section: Limitationsmentioning

confidence: 60%

Section: Hrm and Iwbmentioning

confidence: 99%

HRM and innovative work behaviour: a systematic literature review

2017

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“…For example, having diverse or dissenting opinions in a team contributes to team innovation provided the team shows a high level of reflexivity (De Dreu, ), and a similar effect has been found for team knowledge diversity (Fay et al., ). Furthermore, higher team reflexivity helps to make more effective use of job control in the course of making innovative contributions (Urbach, Fay & Goral, ).…”

Section: Constraining or Facilitating Context: The Role Of Hrm For Thmentioning

confidence: 99%

“…One core aspect of self-directed teams is the autonomy they have over work operations (Morgeson et al, 2006). Autonomy leads to a sense of responsibility and increases intrinsic motivation, which in turn is associated with conception and implementation of new ideas (Amabile, 1996;Urbach, Fay & Goral, 2010). Furthermore, teamwork may also benefit creativity because individuals tend to experience positive feelings through working in teams (relative to more traditional working arrangements; Wall et al, 1986; see also the metaanalysis by Richter, Dawson & West, 2011).…”

Section: The Use Of Teamwork and Organizational Innovationmentioning

confidence: 99%

Teamwork and Organizational Innovation: The Moderating Role of the HRM Context

Fay¹,

Shipton²,

West³

et al. 2014

Creat Innov Manage

Self Cite

100

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Evidence is accumulating on the role of teams in shaping a variety of business outcomes, but our knowledge on the effect of teamwork on organizational innovation is still evolving. This study examines whether the extent to which two staff groups are organized in teams (production staff and management/administrative staff) affects organizational innovation and whether human resource management (HRM) systems, which can be of facilitating or constraining nature, enhance the teamwork/innovation relationships. Hypotheses were tested with lagged and longitudinal data derived from 18 to 45 organizations from the UK manufacturing sector. Results suggest that the more widespread the use of teamwork in organizations, the higher the level of organizational innovation. Furthermore, this effect depends, particularly for production teams, on the overall quality of the HRM systems that exist in their organizations. Teamwork/innovation relationships are further moderated (for management and administrative teams) by an HRM practice that provides teams with time for thoughtful reflection. Thus, HRM systems can be of more or less facilitating or constraining nature for teams in organizations.

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“…Reflexive teams benefit from distinct cognitions; they encourage each member to attach importance to their own viewpoint and promote proactive thinking instead of settling for habitual thoughts and routine behaviours (Schippers, Homan, & Knippenberg, ; Urbach, Fay, & Goral, ). This is necessary for generating novel ideas.…”

Section: Introductionmentioning

confidence: 99%

Cognitive diversity and innovative work behaviour: The mediating roles of task reflexivity and relationship conflict and the moderating role of perceived support

Chen

Liu

Zhang

et al. 2019

J Occupat & Organ Psyc

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Previous research has merely explored the positive relationship between cognitive diversity and creativity, but the potential negative side of cognitive diversity might also prevail and should be examined together with its positive side. To address this gap, our study, drawing on the categorization–elaboration model framework, explored both the positive and negative effects of cognitive diversity on creativity/innovation in a single model. Using data collected from 101 teams (including both team leaders and team members) in 10 Chinese manufacturing companies, we identified a dual pathway – namely, task reflexivity (i.e., positive pathway) and relationship conflict (i.e., negative pathway) – in the linkage of cognitive diversity and innovative work behaviour (i.e., IWB). Cognitive diversity encouraged IWB via the task reflexivity pathway, but impeded IWB via the relationship conflict pathway. We further demonstrated that perceived support for innovation moderated the relationships between cognitive diversity and task reflexivity/relationship conflict, with cognitive diversity more related to task reflexivity and less related to relationship conflict when perceived support for innovation was high. Moderated mediation effects also indicated that the positive indirect effect of cognitive diversity on IWB through task reflexivity existed only when support for innovation was high and that the negative indirect effect of cognitive diversity on IWB through relationship conflict occurred only when support for innovation was low. Practitioner points This study informs team managers about the double‐edged‐sword effect of cognitive diversity on innovative work behaviour and calls for future research on how to manage diverse teams composed of individuals with different cognitions. Cognitive diversity was found to influence innovative work behaviour positively via task reflexivity and negatively via relationship conflict. Therefore, team managers should encourage their employees to rethink and re‐evaluate task‐related issues but not translate this into emotional exclusion. Perceived support for innovation strengthened the positive effect of cognitive diversity and weakened its negative influence. Therefore, team managers should build up such an environment by showing support and encouragement of innovation in teams of employees with different cognitions.

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Extending the job design perspective on individual innovation: Exploring the effect of group reflexivity

Cited by 30 publications

References 35 publications

HRM and innovative work behaviour: a systematic literature review

HRM and innovative work behaviour: a systematic literature review

Teamwork and Organizational Innovation: The Moderating Role of the HRM Context

Cognitive diversity and innovative work behaviour: The mediating roles of task reflexivity and relationship conflict and the moderating role of perceived support

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