Multicultural R&amp;D team operations in high-tech SMEs: Role of team task environment and individual team members’ personal experiences

Arslan, Ahmad; Haapanen, Lauri; Ahokangas, Petri; Naughton, Sean

doi:10.1016/j.jbusres.2020.02.003

Cited by 15 publications

(9 citation statements)

References 56 publications

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“…The empirical evidence fuelling this debate generally analyses the impact of workforce diversity on the achievement of technological innovations. Research shows that workforce diversity influences: the firm’s propensity to undertake technological innovations (Bello-Pintado and Bianchi, 2020; Ostergaard et al , 2011; Solheim and Herstad, 2018); the firm’s R&D investment (Asad et al , 2023; Midavaine et al , 2016); the type of innovations achieved (Arslan et al , 2021; Mohammadi et al , 2017); the firm’s patenting propensity (Faems and Subramanian, 2013; Lee and Chung, 2022; Yoo et al , 2023), the number of the firm’s patent applications (Subramanian et al , 2016); and the firm’s strategic innovation orientation (Hemmert et al , 2022; Talke et al , 2011; Zouaghi et al , 2020).…”

Section: Task-related Diversity Gender and Organisational Innovationmentioning

confidence: 99%

Influence of task-related diversity of R&D employees on the development of organisational innovations: a gender perspective

Testera Fuertes,

Herrera

2023

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Purpose This paper aims to analyse the influence of workforce diversity on the firm’s likelihood to develop organisational innovations. Operationalising human resources diversity is not straightforward, and its effect has been rather overlooked in the context of non-technological innovations. This study analyses the impact of task-related diversity among research and development (R&D) unit workers and women R&D workers, in particular. Design/methodology/approach To estimate the impact of task-related diversity on firm propensity to undertake organisational innovation, this study uses a generalised linear model (GLM) – with a binomial family and log–log extension. GLMs are used to control problems of over-dispersion, which, in models with binary response variables, could generate inaccurate standard error estimates and provide inconsistent results. Findings This paper provides three important results. Firstly, employee diversity increases the firm’s propensity to engage in organisational innovations. Secondly, the influence of each facet of task-related diversity varies depending on the type of organisational innovation considered. Thirdly, gender has an effect on the innovation process; this study shows that women play a different role in the production of non-technological innovations. Originality/value This paper makes several contributions to the literature. Firstly, it makes a theoretical contribution to research on innovation management by considering the influence of human resources diversity on the development of non-technological innovations. Secondly, this study analyses the role of workforce diversity in an R&D department context to clarify the contribution made by women R&D workers.

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Section: Task-related Diversity Gender and Organisational Innovationmentioning

confidence: 99%

Influence of task-related diversity of R&D employees on the development of organisational innovations: a gender perspective

Testera Fuertes,

Herrera

2023

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“…This suggests that different behaviors and perceptions of the innovation team members can lead to different conflicts within a team mainly because of the heterogeneity of the cultural background, knowledge structure, and thinking mode. Personal experience has an important influence on task variability and task analyzability, and cultural experience will impact interdependence between tasks (Arslan et al, 2020). In addition, task dependency can be distinguished according to team relevance and workflow, and teams that can accurately perceive the degree of interdependence outperform those that do not (Arthur et al, 2012).…”

Section: Background and Literature Reviewmentioning

confidence: 99%

The task coordination method of intelligence‐alliance innovation team of universities in Western China

Cao

Wang

Meng

et al. 2022

Journal of Regional Science

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To resolve the dilemma among a shortage of high‐end talents, low level of scientific research and a huge brain drain in western universities in China, we proposes a way out by building an intelligence‐alliance innovation team—a new interregional and multiagent cooperation mode. We identify major disagreements that hamper a fruitful collaboration, and then analyze reasons of such poor coordination. Given diversified backgrounds and different preferences of intelligence‐alliance innovation teams, we suggest multiagent group decision‐making as a method of seeking task coordination for participants in conflict and their problem‐solvers. Finally, a specific case is given to prove that this method can improve task coordination of intelligence‐alliance innovation teams, and that holistic feedback coordination may be the best scheme of task coordination for intelligence‐alliance innovation teams.

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“…Fourth, a humble project manager appreciates followers' effort and allows the subordinates with a sense of autonomy by power-sharing (Jeung and Yoon, 2016;Hu et al, 2018). This enables team members to make their own decisions to solve the issues and carry out tasks (Bang and Midelfart, 2017;Arslan et al, 2020). Besides, a successful project manager is vital to improve team engagement by creating a constructive mindset and environment contributing to the project's completion (Aga et al, 2016), which might be provided by a humble project manager.…”

Section: The Mediating Role Of Psychological Empowermentmentioning

confidence: 99%

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

Ali

Haider

et al. 2021

MRR

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Purpose The philosophy of the conservation resource theory, this paper aims to evaluate the relationship between humble leadership on project success by integrating the mediating role of psychological empowerment and the interacting effect of top management support on the direct relationship (humble leadership and project success), as well as indirect relationships through psychological empowerment. Design/methodology/approach Time lag data were gained from 337 persons working in the project-based organization across the information technology industry. Confirmatory factor analysis and structural equation modelling were used in this study. Findings By using the structural equation modelling method, the confirmatory factor analysis verified the uniqueness of the variable used in this research. The outcomes exhibited that humble leadership raised project success both directly and indirectly through mediation (psychological empowerment). Furthermore, Top management support was expected to have a moderating effect on the direct but not on the indirect relationship (via psychological empowerment). Originality/value This study demonstrates how top management support is essential for the project manager and project team members for the successful execution of the project. Particularly, minimal empirical research examines the interacting effect of top management support on humble leadership and employee psychological empowerment.

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Multicultural R&D team operations in high-tech SMEs: Role of team task environment and individual team members’ personal experiences

Cited by 15 publications

References 56 publications

Influence of task-related diversity of R&D employees on the development of organisational innovations: a gender perspective

Influence of task-related diversity of R&D employees on the development of organisational innovations: a gender perspective

The task coordination method of intelligence‐alliance innovation team of universities in Western China

Does humility of project manager affect project success? Confirmation of moderated mediation mechanism

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