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 or...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.展开更多
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 e...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.展开更多
Using a sample of 252 R & D teams in Guangzhou, Foshan, Shenzhen, the researcher empirically examines the relationship between knowledge heterogeneity and knowledge innovation performance, the mediating role of kn...Using a sample of 252 R & D teams in Guangzhou, Foshan, Shenzhen, the researcher empirically examines the relationship between knowledge heterogeneity and knowledge innovation performance, the mediating role of knowledge share. Results indicate that knowledge heterogeneity is positively related to knowledge share, the same with knowledge share and knowledge innovation performance. This paper analyzes the results comprehensively and makes recommendations from multiple perspectives including building the knowledge heterogeneous steams, advocating the collaborative spirit, building a knowledge shared platform, improving the organizational structure, and grooming the communication.展开更多
Despite a surge of studies examining the impact of firm’s social capital on the innovation performance,empirical research shows controversial results.To resolve this problem,this paper conducted a meta-analysis to re...Despite a surge of studies examining the impact of firm’s social capital on the innovation performance,empirical research shows controversial results.To resolve this problem,this paper conducted a meta-analysis to restudy the relationship between firm’s social capital and innovation performance based on the empirical research results of 63 independent samples.This paper also identified some moderators affecting this relationship.The results indicated that the firm’s social capital-innovation performance link was positive and significant(r=0.363),and the age of the firm and the cultural context affected the impact of social capital on innovation performance to a large extent.Based on these findings,this paper developed recommendations for future research.展开更多
跨界团队在企业等创新主体开展颠覆性创新活动中发挥重要作用,而运用机器学习方法识别其网络特征与颠覆性创新绩效之间殊途同归的组态路径是一个亟待解决的重要问题。本文基于Incopat专利检索平台无人机领域139999条专利数据,采用社区...跨界团队在企业等创新主体开展颠覆性创新活动中发挥重要作用,而运用机器学习方法识别其网络特征与颠覆性创新绩效之间殊途同归的组态路径是一个亟待解决的重要问题。本文基于Incopat专利检索平台无人机领域139999条专利数据,采用社区发现算法在专利发明人合作关系数据中识别185个跨界团队,依据社会网络理论遴选跨界团队网络特征变量,利用k-means聚类算法对跨界团队进行类型划分,并运用决策树CART(classification and regression trees)算法挖掘不同类型跨界团队网络特征对其颠覆性创新绩效的影响。研究结果表明,①跨界团队共有二元合作、类完全合作和复杂合作3种合作类型,不同跨界团队类型对颠覆性创新绩效影响具有差异性,即类完全合作团队高颠覆性创新绩效占比最高,二元合作团队高颠覆性创新绩效占比最低;②合作强度具有普适性,它是影响不同跨界团队形成不同水平颠覆性创新绩效的核心因素;③合作强度正向影响二元合作团队颠覆性创新绩效,类完全合作团队的颠覆性创新绩效受聚集系数、合作强度与团队规模的共同影响,而对于合作强度较高的复杂合作团队而言,保持较低的网络密度有利于其提升颠覆性创新绩效。展开更多
Product innovation practices are documented in the historic 1968and 1982Booze,Allen&Hamilton(BAH)studies followed by the Product Development and Management Association’s(PDMA)four longitudinal best practices/comp...Product innovation practices are documented in the historic 1968and 1982Booze,Allen&Hamilton(BAH)studies followed by the Product Development and Management Association’s(PDMA)four longitudinal best practices/comparative performance assessment studies(CPAS)conducted since the 1990s.These significant NPD best practices benchmarking studies are reviewed within the context of evolution of product innovation practices during 1968-2012.The widening gap in share of profits from new products between the best NPD firms and the rest in 2012informs us that the Schumpeter’s theory of innovation is still relevant in current markets.The PDMA 2012CPAS found that in Asia,small enterprises were not very proficient in NPD.Where as large Asian enterprises needed 7ideas for one commercial success in line with the proficiency of North American enterprises,small Asian enterprises needed 18ideas for one commercial success.A key insight for small Asian enterprises from 2012PDMA CPAS is that it is more important to strive to become the"best"than endeavoring to introduce a large number of new products each year.Insights to improve NPD performance in SMEs are offered along with a systematic framework to achieve successful product innovation.SMEs can begin their improvement effort with self-assessment utilizing the three organizing principles for NPD and eight action categories outlined in the Thota framework for innovation.展开更多
国际团队跨界行为研究作为新型的研究领域,理论方面呈现碎片化特征,滞后于实践。本研究以Web of Science数据库中选取“team boundary spanning”为主题的624篇文献为数据源,基于CiteSpace可视化文献分析软件,分析近几年来,团队跨界行...国际团队跨界行为研究作为新型的研究领域,理论方面呈现碎片化特征,滞后于实践。本研究以Web of Science数据库中选取“team boundary spanning”为主题的624篇文献为数据源,基于CiteSpace可视化文献分析软件,分析近几年来,团队跨界行为的基本情况、研究热点与研究前沿,以此得出对应结论并提出相应建议,对我国团队跨界行为领域方面有重要参考价值与意义。展开更多
文摘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.
文摘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.
文摘Using a sample of 252 R & D teams in Guangzhou, Foshan, Shenzhen, the researcher empirically examines the relationship between knowledge heterogeneity and knowledge innovation performance, the mediating role of knowledge share. Results indicate that knowledge heterogeneity is positively related to knowledge share, the same with knowledge share and knowledge innovation performance. This paper analyzes the results comprehensively and makes recommendations from multiple perspectives including building the knowledge heterogeneous steams, advocating the collaborative spirit, building a knowledge shared platform, improving the organizational structure, and grooming the communication.
基金This work was supported by MOE(Ministry of Education in China)Project of Humanities and Social Sciences(No.20YJC630022)Shandong Province Natural Science Foundation(No.ZR2017MG033)Fundamental Research Funds for the Central Universities(No.HIT.HSS.201875).
文摘Despite a surge of studies examining the impact of firm’s social capital on the innovation performance,empirical research shows controversial results.To resolve this problem,this paper conducted a meta-analysis to restudy the relationship between firm’s social capital and innovation performance based on the empirical research results of 63 independent samples.This paper also identified some moderators affecting this relationship.The results indicated that the firm’s social capital-innovation performance link was positive and significant(r=0.363),and the age of the firm and the cultural context affected the impact of social capital on innovation performance to a large extent.Based on these findings,this paper developed recommendations for future research.
文摘跨界团队在企业等创新主体开展颠覆性创新活动中发挥重要作用,而运用机器学习方法识别其网络特征与颠覆性创新绩效之间殊途同归的组态路径是一个亟待解决的重要问题。本文基于Incopat专利检索平台无人机领域139999条专利数据,采用社区发现算法在专利发明人合作关系数据中识别185个跨界团队,依据社会网络理论遴选跨界团队网络特征变量,利用k-means聚类算法对跨界团队进行类型划分,并运用决策树CART(classification and regression trees)算法挖掘不同类型跨界团队网络特征对其颠覆性创新绩效的影响。研究结果表明,①跨界团队共有二元合作、类完全合作和复杂合作3种合作类型,不同跨界团队类型对颠覆性创新绩效影响具有差异性,即类完全合作团队高颠覆性创新绩效占比最高,二元合作团队高颠覆性创新绩效占比最低;②合作强度具有普适性,它是影响不同跨界团队形成不同水平颠覆性创新绩效的核心因素;③合作强度正向影响二元合作团队颠覆性创新绩效,类完全合作团队的颠覆性创新绩效受聚集系数、合作强度与团队规模的共同影响,而对于合作强度较高的复杂合作团队而言,保持较低的网络密度有利于其提升颠覆性创新绩效。
文摘Product innovation practices are documented in the historic 1968and 1982Booze,Allen&Hamilton(BAH)studies followed by the Product Development and Management Association’s(PDMA)four longitudinal best practices/comparative performance assessment studies(CPAS)conducted since the 1990s.These significant NPD best practices benchmarking studies are reviewed within the context of evolution of product innovation practices during 1968-2012.The widening gap in share of profits from new products between the best NPD firms and the rest in 2012informs us that the Schumpeter’s theory of innovation is still relevant in current markets.The PDMA 2012CPAS found that in Asia,small enterprises were not very proficient in NPD.Where as large Asian enterprises needed 7ideas for one commercial success in line with the proficiency of North American enterprises,small Asian enterprises needed 18ideas for one commercial success.A key insight for small Asian enterprises from 2012PDMA CPAS is that it is more important to strive to become the"best"than endeavoring to introduce a large number of new products each year.Insights to improve NPD performance in SMEs are offered along with a systematic framework to achieve successful product innovation.SMEs can begin their improvement effort with self-assessment utilizing the three organizing principles for NPD and eight action categories outlined in the Thota framework for innovation.
文摘国际团队跨界行为研究作为新型的研究领域,理论方面呈现碎片化特征,滞后于实践。本研究以Web of Science数据库中选取“team boundary spanning”为主题的624篇文献为数据源,基于CiteSpace可视化文献分析软件,分析近几年来,团队跨界行为的基本情况、研究热点与研究前沿,以此得出对应结论并提出相应建议,对我国团队跨界行为领域方面有重要参考价值与意义。
