Managing Stakeholders in Team-Based Innovation: The Dynamics of Knowledge and Trust Networks

Abstract

Purpose-based requires a balance of creative and pragmatic processes both within teams and between teams and their . However, prior research has focused primarily on the internal dynamics that facilitate innovation, paying comparatively little attention to -stakeholder dynamics. This study addresses this limitation by studying the impact of -stakeholder networks and shared cognition on the effectiveness of innovation teams.Design/methodology/approach – This study investigates the knowledge and trust linkages between 51 new product development (NPD) teams and their organizational stakeholders using a mixed methods design that combines network analysis, surveys, and qualitative interviews. Multiple indicators of team effectiveness were collected at various stages of the innovation process.Findings – The results show that effective NPD teams establish knowledge ties with many non-redundant organizational stakeholders and foster a high level of agreement among stakeholders about team innovation factors. Conversely, effective NPD teams also establish highly centralized trust networks that are focused on only a few key stakeholders in the organization.Research limitations/implications – Our study focuses on NPD teams in chemical and pharmaceutical manufacturing. Future studies should seek to replicate our findings using larger samples of teams involving diverse innovation tasks.Practical implications – Our results have implications for the most effective way to build and manage innovation teams, considering both pre-existing stakeholder linkages and networking strategies for the future.Originality/value – Our results suggest that the optimal characteristics of differ and highlight the unique importance of shared understanding about risk-taking and creativity beyond higher overall levels.
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