TY  - JOUR
AB  - Kevin McRider, the COO of a fledging research facility, needed to foster an environment where scientists explored the boundaries of the metals, chemicals, polymers and tools used to create innovating medical devices. The freshly-minted PhDs he hired were enthusiastic to design and conduct research projects that bridged their scientific disciplines, in a collaborative workplace, with time allocated to individual projects as well. Effectively managed, their research would help the parent corporation leapfrog over existing or near-future technology.The problem for McRider was how to get Lintell to realize his vision of a collaborative organizational culture that promoted revolutionary scientific discoveries. His challenges included managerial behaviors that prohibited critical interaction and information sharing, as well as disruptive organizational dynamics he himself had set in motion including pressures to focus only on certain research goals and projects at the expense of creative exploration, and the violation of the psychological contracts McRider himself had created with the scientists during recruitment.
VL  - 5
IS  - 1
SN  - 1544-9106
DO  - 10.1108/TCJ-05-2008-B005
UR  - https://doi.org/10.1108/TCJ-05-2008-B005
AU  - Levesque Laurie L.
AU  - Rousseau Denise M.
AU  - Ho Violet T.
PY  - 2008
Y1  - 2008/01/01
TI  - Creative Collaboration at Lintell Scientific
T2  - The CASE Journal
PB  - Emerald Group Publishing Limited
SP  - 91
EP  - 100
Y2  - 2024/04/23
ER  -