Team intuition as a continuum construct and new product creativity: The role of environmental turbulence, team experience, and stress

Dayan, Mumin; Benedetto, C. Anthony Di

doi:10.1016/j.respol.2010.10.002

Cited by 104 publications

(105 citation statements)

References 56 publications

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“…Second, while previous research has acknowledged intuition's utility in making FFE execution decisions (Dayan and Di Benedetto, ; de Brentani and Reid, ; Koen et al., ), this study develops theory to explain why and under which conditions using intuition for making FFE execution decisions may or may not be as beneficial. Using a dual‐processing perspective of intuition, the benefits and drawbacks of intuition use in FFE execution decision‐making have been identified.…”

Section: Discussion and Future Researchmentioning

confidence: 96%

Using Intuition in Fuzzy Front‐End Decision‐Making: A Conceptual Framework

Eling¹,

Griffin²,

Langerak³

2013

J of Product Innov Manag

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The goal of decision‐making during the execution of the fuzzy front end (FFE) is to develop a creative new product concept. Although intuitive decision‐making has been found to increase new product creativity, the theoretical knowledge base as to why and under which conditions intuition use during the process of generating a creative outcome is beneficial, is rather limited. Therefore, this study develops a conceptual framework theorizing why and under which conditions using intuition in FFE execution decision‐making may or may not be (as) beneficial for new product concept creativity. To develop this framework, the authors combine a creativity perspective of the FFE and a dual‐processing perspective of intuition. Interviews with eight FFE practitioners are used to support and illustrate the framework development. The theorizing leads the authors to postulate that intuition use may be beneficial to making generation and evaluation decisions during FFE execution because of the capabilities of the unconscious mind from which intuition results. However, the framework acknowledges that, due to the shortcomings of the unconscious mind, intuition may not be as beneficial to FFE decision‐making in some situations. The authors believe that this framework offers researchers a fertile area for further research and practitioners better insight into when intuition might be effective in FFE execution decision‐making.

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Section: Discussion and Future Researchmentioning

confidence: 96%

Using Intuition in Fuzzy Front‐End Decision‐Making: A Conceptual Framework

Eling¹,

Griffin²,

Langerak³

2013

J of Product Innov Manag

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“…Following Uotila et al. (), Dayan and Di Benedetto (), and also Dayan and Di Benedetto (), we measure relative dimension by dividing exploratory learning by the sum of exploratory and exploitative learning. The formula is as follows:

\begin{matrix} left \\ Relative exploratory dimension \\ = \frac{Exploratory Learning}{Exploratory Learning + Exploitative Learning} \end{matrix}

…”

Section: Methodsmentioning

confidence: 99%

Organizational Learning Ambidexterity, Strategic Flexibility, and New Product Development

Wei¹,

Guo³

2013

J of Product Innov Manag

223

208

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Although organizational ambidexterity has gained momentum in recent innovation research, previous literature still offers a confusing and partial picture about how to leverage ambidexterity for new product development because of two limitations. First, previous research mainly focuses on static resource endowment and thus offers little insight about how firms should dynamically reconfigure resource portfolios to leverage organizational ambidexterity. Second, conceptual confusion on the notion of the balance dimension of organization ambidexterity still exists. This study seeks to explore how firms should dynamically reconfigure resource portfolios to leverage organizational ambidexterity for new product development and to bring greater conceptual clarity to the notion of balance. By extending the static resource assumption, which is central to the extant debate in organizational ambidexterity literature, this research unpacks ambidexterity into a relative exploratory dimension and an interactive dimension. We further investigated the moderating effect of resource flexibility and coordination flexibility on the impacts of the two dimensions on new product development performance. Based on the dynamic resource management view and organizational learning theory, we proposed six hypotheses and collected data from 213 firms through a survey to examine the hypotheses. Our results indicate that relative exploratory dimension and interactive dimension have different effects on new product development. Specifically, the relative exploratory dimension has an inverse U‐shaped effect on new product development while the interactive dimension has a positive effect. Furthermore, we find that resource flexibility and coordination flexibility have positive moderating effects on the relationships between the two dimensions of ambidexterity and new product development performance. Our study contributes to the ambidexterity research in three ways. First, from a dynamic resource management view, this study extends previous ambidexterity research from a static view to a dynamic view by exploring the moderating effects of resource flexibility and coordination flexibility. Second, we extend the understanding on ambidexterity by bringing greater conceptual clarity to the notion of balance. Third, this research provides new evidence on the effects of ambidextrous learning on new product development performance in transition economy such as China, where ambidextrous learning is crucial for firms to adapt to a dynamic environment.

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“…The buffering effect of organizational commitment on the negative relationship between employees' perceptions of work overload and creative behaviour is moderated by their passion for work, such that the buffering effect is stronger at higher levels of passion for work.4 | METHOD4.1 | Sample and data collectionWe collected data from employees working for a Mexican-based organization that operates in the smelting industry and produces custommade steel parts for heavy machinery and equipment. 1 By focusing on a single organization, we avoided the presence of unobserved differences in terms of how external competitive pressures may influence the likelihood that employees generate new ideas targeted at improving the status quo(Dayan & Di Benedetto, 2011). Notably, the organization's external competition features both local and foreign companies competing for market share in a relatively stable industry, which imposes strong pressures on employees to work hard and give their utmost to help their company maintain its competitive positioning.…”

mentioning

confidence: 99%

Reducing the harmful effect of work overload on creative behaviour: Buffering roles of energy‐enhancing resources

Clercq

Belausteguigoitia

2018

Creat Innov Manage

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This study investigates how employees' perceptions of work overload might reduce their creative behaviours and how this negative relationship might be buffered by employees' access to three energy‐enhancing resources: their passion for work, their ability to share emotions with colleagues, and their affective commitment to the organization. Data from a manufacturing organization reveal that work overload reduces creative behaviour, but the effect is weaker with higher levels of passion for work, emotion sharing, and organizational commitment. The buffering effects of emotion sharing and organizational commitment are particularly strong when they combine with high levels of passion for work. These findings indicate how organizations marked by adverse work conditions, due to excessive workloads, can mitigate the likelihood that employees avoid creative behaviours.

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Team intuition as a continuum construct and new product creativity: The role of environmental turbulence, team experience, and stress

Cited by 104 publications

References 56 publications

Using Intuition in Fuzzy Front‐End Decision‐Making: A Conceptual Framework

Using Intuition in Fuzzy Front‐End Decision‐Making: A Conceptual Framework

Organizational Learning Ambidexterity, Strategic Flexibility, and New Product Development

Reducing the harmful effect of work overload on creative behaviour: Buffering roles of energy‐enhancing resources

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