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Article
Publication date: 8 April 2019

The curvilinear effect of task conflict on idea generation: The mediating role of reflexivity and the moderating role of task complexity

Xingwen Chen, Jun Liu, Yiwei Yuan and Xun Cui

Previous research has yielded inconsistent findings of the effects that task conflict has on creative outcomes, with some research finding a negative relationship but…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

International Journal of Conflict Management, vol. 30 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/IJCMA-02-2018-0029
ISSN: 1044-4068

Keywords

  • Task conflict
  • Task reflexivity
  • Creative idea generation
  • Task complexity
  • Curvilinear relationship

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Article
Publication date: 11 October 2019

Novel and practical idea generation: Consumer-to-consumer interactive behaviors and brand knowledge

Chih-Huei Ko, Sou-Chin Wu and Chien-Yu Chen

Numerous studies have examined individual attitudes and behaviors in both face-to-face (FTF) communication and computer-mediated communication (CMC). However, little…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

International Journal of Innovation Science, vol. 11 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/IJIS-10-2018-0101
ISSN: 1757-2223

Keywords

  • Brand knowledge
  • Idea generation
  • Consumer-to-consumer interaction
  • Novelty and practicality ideas

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Article
Publication date: 1 June 2002

Individual and team‐based idea generation within innovation management: organisational and research agendas

Rodney McAdam and John McClelland

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…

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Abstract

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.

Details

European Journal of Innovation Management, vol. 5 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/14601060210428186
ISSN: 1460-1060

Keywords

  • Innovation
  • Creativity
  • Employees
  • Teamwork

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Article
Publication date: 16 December 2020

Can employee's boundary-spanning behavior exactly promote innovation performance? The roles of creative ideas generation and team task interdependence

Qiuping Zhang and Jin Li

The complex and changeable working environment makes individual cross-boundary activities inevitable. Yet, how employee's boundary-spanning behavior (BSB) stimulates…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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).

Practical implications

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.

Originality/value

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.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/IJM-06-2019-0302
ISSN: 0143-7720

Keywords

  • Boundary-spanning behavior
  • Ideas generation
  • Innovation performance
  • Team task interdependence

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Article
Publication date: 9 December 2020

The transmission mechanism of idea generation on idea implementation: team knowledge territoriality perspective

Xianmiao Li, Zhenting Xu and Chenghao Men

This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/JKM-02-2020-0140
ISSN: 1367-3270

Keywords

  • Team knowledge territoriality
  • Individual idea generation
  • Team idea implementation
  • Team information exchange
  • Team trust

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Article
Publication date: 13 October 2020

Trust, knowledge sharing, and innovative work behavior: empirical evidence from Poland

Roman Kmieciak

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…

Open Access
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Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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

Practical implications

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

Originality/value

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.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/EJIM-04-2020-0134
ISSN: 1460-1060

Keywords

  • Trust
  • Vertical trust
  • Horizontal trust
  • Knowledge sharing
  • Knowledge donating
  • Knowledge collecting
  • Innovative work behavior
  • Idea generation
  • Idea realization

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Book part
Publication date: 25 March 2008

Creativity and cognitive processes: Multi-level linkages between individual and team cognition

Roni Reiter-Palmon, Anne E. Herman and Francis J. Yammarino

This chapter provides an in-depth understanding of the cognitive processes that facilitate creativity from a multi-level perspective. Because cognitive processes are…

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Abstract

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.

Details

Multi-Level Issues in Creativity and Innovation
Type: Book
DOI: https://doi.org/10.1016/S1475-9144(07)00009-4
ISBN: 978-1-84950-553-6

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Article
Publication date: 20 November 2017

Idea-generation communities: when should host firms intervene?

Pradeep Kumar Ponnamma Divakaran

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…

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Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Originality/value

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.

Details

Journal of Business Strategy, vol. 38 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/JBS-04-2016-0041
ISSN: 0275-6668

Keywords

  • Online community
  • Firm-participation
  • Idea generation
  • Idea screening and selection
  • Member-participation
  • User comments

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Article
Publication date: 30 January 2007

How leaders influence employees' innovative behaviour

Jeroen P.J. de Jong and Deanne N. Den Hartog

To provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour.

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Abstract

Purpose

To provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour.

Design/methodology/approach

Based on a combination of literature research and in‐depth interviews, the paper explores leadership behaviours that stimulate employees' idea generation and application behaviour. The study was carried out in knowledge‐intensive service firms (e.g. consultants, researchers, engineers).

Findings

It was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees' innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour.

Research limitations/implications

Future quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees' idea generation and/or application behaviour, which contingency factors influence the leadership‐innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms.

Originality/value

Neither the innovation nor the leadership field provides a detailed overview of specific behaviours that leaders might use to stimulate innovation by individual employees. This paper fills that void.

Details

European Journal of Innovation Management, vol. 10 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/14601060710720546
ISSN: 1460-1060

Keywords

  • Leadership
  • Innovation
  • Employee behaviour
  • Ideas generation
  • Knowledge organizations

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Article
Publication date: 1 June 1997

Idea generation techniques in an industrial market

Nigel F. Coates, Iain Cook and Harry Robinson

There is a dearth of published research on the assessment of idea generation techniques. Helps to rectify this and examines idea generation techniques within the new…

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Abstract

There is a dearth of published research on the assessment of idea generation techniques. Helps to rectify this and examines idea generation techniques within the new product development process by an in‐depth study of the measuring, checking and precision instruments industry (SIC 3710). Data were collected from 47 companies using telephone interviews. Over 80 per cent of manufacturing respondents claimed to use some form of idea generation technique in their new product development process for new product idea generation or problem solving purposes, with larger companies using more techniques than smaller ones. However, none of the companies’ last new product was initiated by the use of an idea generation technique. It is therefore difficult to justify the resources that idea generation techniques presently consume. The origin of most new product ideas was the customer.

Details

Journal of Marketing Practice: Applied Marketing Science, vol. 3 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/EUM0000000004336
ISSN: 1355-2538

Keywords

  • Creativity
  • New product development
  • Industrial market

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