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Building on the territoriality perspective and innovation process theory, to the purpose of this study is to investigate the mechanism of transmission and influence of knowledge territorial behavior congruence on innovation process, which provides theoretical implications for innovative teams to execute territoriality management and create a constructive knowledge sharing climate and platform for sustainable innovation of individuals and organizations.

The data were collected by the paired method from 311 creative R&D members. In addition, polynomial regressions and response surface method were adopted to test the hypotheses.

The more congruent the marking behavior and defensive behavior were, the higher the creative idea generation and idea implementation became. The congruence of “high marking high defensive behavior” was more conducive to triggering creative idea generation and promoting idea implementation. Compared with the incongruence of “low marking high defensive behavior,” the incongruence of “high marking low defensive behavior” was more conducive to stimulating creative idea generation. However, there was no significant difference in the incongruence effect of marking defensive behavior on idea implementation. In addition, creative idea generation mediated the relationship between knowledge territorial behavior congruence and idea implementation. Furthermore, team territorial climate moderated the relationship between knowledge territorial behavior congruence and creative idea generation.

The study highlights the theoretical research of territoriality and innovation process. By deconstructing the relationship between the territorial behavior congruence and the innovation process, this study establishes that the congruence and incongruence of the marking defensive behavior in knowledge territoriality exerts different effects on creative idea generation and idea implementation.

Previous research has yielded inconsistent findings of the effects that task conflict has on creative outcomes, with some research finding a negative relationship but others holding a positive or even no significant relationship. Drawing on the too-much-of-a-good-thing effect approach, this paper aims to investigate the curvilinear relations between task conflict and creative idea generation as well as the mediating role of task reflexivity and the moderating role of task complexity.

Two studies were carried out to test the proposed relationship. In Study 1, multisource and lagged data collected from 533 employees and 140 corresponding supervisors were used to test the curvilinear relationship between task conflict and creative idea generation as well as the moderating effect of task complexity. In Study 2, the authors extended the findings by exploring the mediating effect of task reflexivity using a matched sample of 350 employees and 99 corresponding supervisors.

Task conflict had an inverted U-shaped relationship with creative idea generation, and task reflexivity partially mediated this relationship. Besides, this association was moderated by task complexity such that the curvilinear relationship was more pronounced for tasks with lower complexity.

This study was more or less contaminated by common method variance because some variables were derived from the same sources. Also, task conflict might be necessitated to differentiate and more situational variables should be considered to draw a complete picture.

Managers should undertake conflict management according to the levels of task conflict and task complexity. At a lower degree of task conflict, managers might motivate employees to think more about task-related issues; at higher levels of task conflict, managers should act as conflict mediators to reduce the underlying negative effects, especially for simple tasks.

These findings could help us understand the boundary conditions under, and the underlying mechanisms by, which task conflict has an impact on creative idea generation.

The aim of this paper is to critique and review the role of individuals and teams in idea generation as part of the overall organisational creativity and innovation process. Key objectives are to determine organisational development needs and research agendas in this area. Organisations continue to emphasise the need for increased creativity and innovation within their employees and markets. However, the literature and organisational practice relating to these areas remains somewhat lacking in regard to the front end of creativity and innovation, namely idea generation. First, this paper briefly reviews the creativity literature from individual and team perspectives, identifying the need for more research into idea generation as part of creativity. Second, this paper reviews the idea generation literature and identifies agendas for further research.

Numerous studies have examined individual attitudes and behaviors in both face-to-face (FTF) communication and computer-mediated communication (CMC). However, little research has focused on differences between FTF communication and CMC with respect to idea generation for new product development or on the role of their individual characteristics. Thus, the purpose of this study is to examine the influences of FTF, CMC and brand knowledge on idea generation.

This study conducted a 4 × 2 quasi-experimental design to examine the effects of four types of interactive groups (low and high level of FTF × low and high level of CMC) and brand knowledge (low and high) on novel and practical idea generation. Data from168 members of the Mondeo Motor Club in Taiwan were assessed.

Participants with more FTF interaction were more likely to generate novelty ideas than practicality ideas. In addition, participants with high brand knowledge produced more novel and practical ideas compared with participants with low brand knowledge. However, the empirical findings did not support the moderating role of brand knowledge in the relationship between interactive behaviors and idea generations.

The results of this study are relevant for facilitating the “novelty” and “practicality” ideas in virtual brand communities. However, this research examined a single community, which may limit the generalizability of its results to other virtual communities.

Few studies have focused on online idea generation from a consumer-to-consumer (C2C) interaction perspective. The results of this study can assist marketers to understand how C2C interactive behaviors differentiate the “novelty” and “practicality” ideas.

This chapter provides an in-depth understanding of the cognitive processes that facilitate creativity from a multi-level perspective. Because cognitive processes are viewed as residing within the individual and as an individual-level phenomenon, it is not surprising that a plethora of research has focused on various cognitive processes involved in creative production at the individual level and the factors that may facilitate or hinder the successful application of these processes. Of course, individuals do not exist in a vacuum, and many organizations are utilizing teams and groups to facilitate creative problem solving. We therefore extend our knowledge from the individual to the team level and group level, providing more than 50 propositions for testing and discussing their implications for future research.

The complex and changeable working environment makes individual cross-boundary activities inevitable. Yet, how employee's boundary-spanning behavior (BSB) stimulates innovation performance remains to be further explored. This study aims to analyze the intermediary mechanism and boundary conditions between employee's BSB and innovation performance based on knowledge integration theory.

The authors collected data in two waves (July and August 2017) and from two hierarchical levels (from the final sample of 286 employees and their 29 direct supervisors) within ten manufacturing firms located in Nanjing and Anhui, China.

The results indicate that creative ideas generation mediates the relationship between employee's BSB and innovation performance. Moreover, employees with higher levels of team task interdependence (TTI) lead to a stronger relationship between ideas generation and innovation performance compared to lower levels of TTI (positively moderates the second stage of mediation).

By verifying the key effects of ideas generation and TTI between employee's BSB and innovation performance, the findings of this study provide practical guidance for enterprises to improve the efficiency of employee's BSB.

First, the authors use knowledge integration theory (Grant, 1996a) to deduce the formation process of the mechanism between employee's BSB and his/her innovation results, which clearly shows the driving forces and integral power of the formation process within an individual knowledge integrating system. The authors’ second contribution is further exploring the conditions under which engaging innovative ideas generated by the integration of employee's BSB is more likely to lead to ideas for implementation by examining TTI as a team-level moderator.

This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge territoriality, team information exchange and team trust, which can better improve team knowledge sharing, decrease individual knowledge hiding or territoriality and assist the team in solving the predicament of idea implementation.

The data were collected by the paired method from 56 Chinese companies’ R&D teams, which comprised 356 valid samples. Besides, structure equitation modeling and hierarchical linear modeling were used to test the hypotheses.

Team knowledge territoriality had a significant positive impact on individual idea generation, team information exchange and team idea implementation. Team information exchange mediated the relationship between team knowledge territoriality and team idea implementation. Moreover, team information exchange positively moderated the relationship between team knowledge territoriality and individual idea generation. Furthermore, the relationship between individual idea generation and team idea implementation was mediated by team trust.

This study augments the theoretical research of territoriality and innovation process. From the viewpoint of knowledge territoriality to describe the coexistence of knowledge sharing and knowledge hiding in the organization, this study reveals the influence mechanism of team knowledge territoriality on team innovation process. Overall, this study provides empirical support that team territoriality can weaken the adverse impact of individual territoriality on innovation to a certain extent.

The purpose of this paper is to assess the effects of two types of trust (vertical and horizontal trust) on knowledge sharing (knowledge donating and knowledge collecting) and the impact of knowledge sharing on innovative work behavior (idea generation and idea realization). The study also explores the mediating role of knowledge sharing.

Partial least squares path modeling and data collected from 252 participants at one large Polish capital group were used to test the research hypotheses.

The results showed that both vertical trust and horizontal trust are positively related to knowledge donating and knowledge collecting. Contrary to knowledge collecting, knowledge donating is significantly related to idea generation, which is highly correlated with idea realization. There is no direct relation between knowledge sharing behavior and idea realization. Knowledge donating mediates the relationship between vertical trust and idea generation.

Self-reports and the cross-sectional nature of the data collection are the main limitations of this study.

The results allow managers to better understand what factors and processes contribute to greater employee innovativeness.

To the best of the author's knowledge, the study is the first to examine the relationships among vertical trust, horizontal trust, knowledge donating, knowledge collecting, idea generation and idea realization in an integrated way. This paper answered the questions (1) which type of trust is more important for knowledge sharing, and (2) which type of knowledge sharing behavior is more important for innovative work behavior. This paper investigated whether differences in the strength of relationships between constructs are significant.

This study aims to explore whether expected image outcomes (risk and gain) represent a mechanism through which perceived organizational climates, in the dimensions of tradition and reflexivity, affect key components of the innovation process (idea generation and idea realization).

Structural equation models have been conducted to empirically analyse 3 waves of longitudinal survey data from an Italian military organization (N = 410).

Results confirmed that image outcome expectations mediated the effects of perceived climate on idea generation, and that a serial mediation of image expectations and idea generation those on idea realization. Additionally, reflexivity was directly associated with idea generation.

The findings offer guidance for organizations that aim to strengthen employee-driven innovation, highlighting the importance of organizational climate and image outcomes expectations.

Advancing from existing organizational behaviour and individual innovation literature, this article contributes to extend knowledge about the role of organizational climate and image outcome expectations in enhancing innovative work behaviours.

The purpose of this paper is to explore when, why and to what extent firms should intervene in firm-hosted idea-generation communities, and to develop a framework for firm-intervention.

A single case-study is conducted in a highly successful firm-hosted idea-generation community called Dell IdeaStorm, whereby the netnographic approach is applied.

The findings indicate that, overall, firm-participation is minimal and passive, and varies according to the three stages of the idea lifecycle in the community, such as ideation stage – here firm-participation is limited to acknowledgement of new ideas, checking for redundancy, managing search tool and profanity filtering; discussion and development stage – here firm-participation is more active by providing feedback and clarification when needed, troubleshooting, asking for additional input on an idea, etc.; and completion stage – here a firm intervenes to screen and select the most promising ideas for implementation and also provides status updates on ideas.

This study contributes by developing a new framework for firm-participation, which is useful for the early diagnosis of community issues in idea generation. The framework is also a tactical tool which can be used to guide community managers in selecting the correct moderation approach, depending on the specific stage in the idea lifecycle.