Teams developing business ideas: how member characteristics and conflict affect member-rated team effectiveness

Foo, Maw‐Der

doi:10.1007/s11187-009-9176-8

Cited by 39 publications

(23 citation statements)

References 46 publications

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“…Within-team conflicts may increase when there are higher degrees of diversity among members (Foo, 2011). Such conflicts may emerge when members, by virtue of their idiosyncrasies, disagree on issues related to the assigned tasks, goals, decision-making areas, or work methods.…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

Teams in Small Technology-Based Firms: The Roles of Diversity and Conflict Management

Todaro

Stirpe

2017

Journal of Technology Management & Innovation

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This paper explores the effect diversity and conflict management have on the relationship between teamwork and organizational performance in small technology-based firms. The study of the relationship between these variables has involved quantitative research, with the results of the survey on 107 small Brazilian high-tech firms showing that diversity and conflict management positively moderate the relationship between teamwork and organizational performance. This means that higher levels of diversity and conflict management lead to better organizational performance. At the same time, our findings indicate that conflict management is important regardless of the level of diversity within teams. This research sheds new light on the factors for rendering teamwork more effective in this specific context.

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Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

Teams in Small Technology-Based Firms: The Roles of Diversity and Conflict Management

Todaro

Stirpe

2017

Journal of Technology Management & Innovation

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“…Heterogeneous groups in terms of professionalism achieve better results than homogeneous or individuals who work alone (Björk & Magnusson, 2009). Lankau et al (2007), Milliken and Martins (1996), and Pelled, Eisenhardt, and Xin (1999) coped with the reasons why team member diversity of a non-task nature (as gender-age-race) leads in non-task conflict, while individual diversity of a task nature (as work-education-function) leads to task conflict (Foo, 2009). Nevertheless, heterogeneity and homogeneity do not spring the same effects on all the group configurations and task to be performed.…”

Section: Group Structure and Idea Generationmentioning

confidence: 99%

“…Best results seem to be obtained when potential members, even if coming from different experiences or background, join to the team agreeing to team's goals and expectations (Foo, 2009), although they tend to be attracted to others with similar backgrounds, to share similar values, attitudes, and interests. Ensely and Hmieleski (2005) described team effectiveness as the degree of collective efficacy in terms of group goals achievement.…”

Section: Group Structure and Idea Generationmentioning

confidence: 99%

New Idea Generation and Individual Motivation: A Conceptual Framework

Fabrizia¹,

Giustiniano²

2015

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The adoption of specific idea management programs is becoming a strategic asset for organizations, as they are increasingly trying to adopt specific organizational solutions to detect, fertilize, evaluate, and promote new idea generation within and across their boundaries. The centrality of the ideas generation is linked to its vital characteristic of being the main source for new products, services, processes, and drivers of change. This paper copes with the controversial role of the general organizational setting and closely focuses on the rewards mechanisms that could further nurture creativity. By formulating a set of propositions, the paper submits that the understanding of the motivational drivers and the organizational settings is paramount to distill the links between idea generation and incentive structures. This paper aims also to critically analyze and assess the impact of extrinsic and intrinsic motivation on idea generation both at an individual and team level, and develop a framework within which it explores the necessary change to be adopted by firms in managing the idea generation. What is new to the field is the recognition of the impact of the individual locus of control on creative performance. In this vein, the paper sees its ultimate aim in uncovering the dynamics of individual and collective motivation related to creativity, considered as the main source for innovation. The paper concludes that new ideas could be nurtured through the adoption of routine system aligned with the companies' human resource management policy.

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“…Recent research has provided conflicting results on demographic diversity; some indicated that demographic diversity is not important for entrepreneurial team effectiveness (Chowdhury 2005). In contrast, others have noted the importance of age diversity to perceived new venture team effectiveness (Foo 2011) and team viability (Foo, Sin, and Yiong 2006). Ruef, Aldrich, and Carter (2003) concluded that gender and ethnic similarity among team members stimulated team formation.…”

Section: Entrepreneurship Found In Entrepreneurial Teamsmentioning

confidence: 99%

Identifying and Differentiating Key Employees from Owners and Other Employees in SMEs

Schlosser¹

2013

Journal of Small Business Management

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This research examines how to identify and differentiate key employees from small and medium‐sized enterprises (SME) owners and other employees and how their characteristics influence firm success factors. Interviews are conducted with 14 matched pairs of entrepreneurs and key employees operating Canadian SMEs. The study develops a profile whereby the key employee typically (1) corresponds to the key success factors of the SME, (2) is willing to undertake a moderate amount of risk, and (3) differs in education and experience from the entrepreneur/owner. Although employees are important to firm strategy and culture, this is one of the first to examine key employees in small business.

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Teams developing business ideas: how member characteristics and conflict affect member-rated team effectiveness

Abstract: Business ideas, Conflict, Diversity, Ratings of team effectiveness, L26, M12, M13,

Cited by 39 publications

References 46 publications

Teams in Small Technology-Based Firms: The Roles of Diversity and Conflict Management

Teams in Small Technology-Based Firms: The Roles of Diversity and Conflict Management

New Idea Generation and Individual Motivation: A Conceptual Framework

Identifying and Differentiating Key Employees from Owners and Other Employees in SMEs

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