Influence of Knowledge Heterogeneity on Innovation Performance in Innovation Teams——Based on the Mediating Role of Knowledge Sharing

To break through the restrictions of traditional organizational forms,systems,and mechanisms and quickly respond to the innovative development requirements of CASC,the innovation team has gradually become a crucial organizational form within CASC.One of the biggest differences between the innovation team and traditional orga-nizational structure lies in knowledge heterogeneity.Existing studies present different conclusions on the relationship between knowledge heterogeneity and innovation performance,which should be analyzed according to specific situ-ations.Therefore,this paper takes the innovation team of CASC as the research object to conduct an empirical study on 186 team members,propose conceptual models and hypotheses,and study the relationship among knowledge heterogeneity,knowledge sharing,and innovation performance.The research results indicate that the two dimensions of knowledge heterogeneity—explicit knowledge heterogeneity and implicit knowledge heterogeneity—are beneficial to innovation performance when they are to a great extent.Knowledge sharing plays a partially mediating role between knowledge heterogeneity and collaborative innovation performance.It reveals the influence of knowledge heterogene-ity on innovation performance in the innovation team of CASC,aiming to provide a certain reference for the establish-ment and development of CASC’s innovation team.

Research on the Relationship between Leadership and Innovation

The research aims to explore the relationship between leadership and employee innovation,team innovation,and organizational innovation by reviewing the previous literature so that it can provide a systematie understanding of the relationship.Most of the current researchers pay more attention to the relationship between one type of leadership and innovation,whereas this study reviews the literature on different leadership styles and innovations and provides concepts of them,and shows empirical findings.

Effects of Team Structure on Innovation Performance： An Empirical Study

Teamwork is gaining increasing attention in a broader management research. In addition to previous research on the relationship between team structure and innovation performance, this study draws from an interesting experience-based theory advanced by Kelley and Littman （2005）, which examines teams from design thinking perspective, and tests its contributions and effects on team＇s innovation performance. According to Kelley and Littman any team should include the following team roles： The anthropologist, the experimenter, the cross-pollinator, the hurdler, the collaborator, the director, the experience architect, the set designer, the storyteller, and the caregiver. We develop theoretical logics to explain how team structure that includes these key team roles and competences lead to a better innovation performance, and propose pertinent hypotheses. Experimental-empirical research and quantitative analysis were used in the study. The study conducted multiple experiments on three samples： a group of foreign entrepreneurship students, a group of technical students, and an additional group of randomly selected individuals, aged between 20 and 58, with diverse backgrounds. A special approach was implemented and a new instrument was developed to evaluate individuals in teams. While the results show that team that possess the major competences proposed by Kelley and Littman are more innovative, preliminary results also show that not all team roles are equally important. Moreover, team roles should be allocated equally among members for better collaboration, member satisfaction, and quick response, and within one team, one prevailing personality is optimal in terms of innovativeness. We discuss the implications of our findings for future research and managerial practice.

The Characteristics, Values and Importance of Leading Talents in the Hospital Innovation Team

Leading talents and innovation team are the key to build an innovative hospital. It is necessary and practical to recognize the importance, characteristics and value of leading talents and innovative teams. This paper summarizes some characteristics, values and importance of leading talents and innovative teams in China’s General hospitals (General hospitals with complete medical specialties and advanced equipment) for reference.

Demonstration of the Distinguished Teacher Studio Leads the Exploration and Practice of Teachers’Teaching Innovation Team

The work of the distinguished teacher studio is based on activities and has the characteristics of learning,demonstration,and academic.The“double-qualified”distinguished teacher studio is an important way to help the development of vocational education teachers and cultivate outstanding“double-qualified”teachers.It is also an important carrier to improve teachers’teaching,practice,and scientific research ability,to promote the“three education reform”of vocational education,and to train high-quality technical personnel.

Gamification in innovation teams

The paper examines the relationship between gamification-the use of game elements in non-gaming contexts-and innovation teams outcomes.It builds on psychological and teamwork theories,arguing that gamification overcomes collaboration issues and generates multiple positive outcomes,particularly in coordination,alignment,engagement,and teams'motivation.The research follows a qualitative theory-driven using a case study of an innovation project.The conceptual model built through the findings offers valuable insights about applying gamification in innovation teams,namely:i)surprising teams with such a new and playful approach reduces stress among team members;i)rules and time constraints play a crucial role in teams'coordination by avoiding dispersion and enhancing focused efforts.The paper provides a set of testable theoretical propositions derived from the conceptualization of gamification in the context of innovation teams.It supports innovation managers interested in measuring gamification outcomes in teams.