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Team autonomy is thought to be important for team innovation performance. However, the theoretical basis of the relationship between team autonomy and team innovation performance is not well understood, and previous studies have found inconsistent relations between them. Based on motivated information processing in groups (MIP-G) theory, this paper aims to explain how and when team autonomy could influence team innovation performance from a new team-level perspective.

Using a two-wave, time-lagged survey design, the authors collected data from 340 members of 86 teams in China. PROCESS 3.0 for SPSS was used to test hypothesized relationships.

The results show that team autonomy is positively related to team information exchange. Team information exchange mediates the positive relationship between team autonomy and team innovation performance. Furthermore, the positive relationship between team autonomy and team information exchange is stronger with less task conflict, which runs contrary to the hypothesis. Additionally, relationship conflict does not adjust the impact of team autonomy on team information exchange.

This study provides a new perspective to explain the mechanism between team autonomy and team innovation performance at team level from the information processing approach, specifically, MIP-G theory. It also incorporates team conflicts as important contextual factors to answer the call for a wider study of boundary conditions in the team autonomy research.

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.

Drawing on normal accident and high-reliability organizational theories, this study examines the impact of magnitude and likelihood of disruptions on surgical procedure performance. More importantly, the authors investigate the moderating role played by information exchange and risk management infrastructure in mitigating the negative effect of disruption on performance.

A nationwide multi-respondent survey was administered to operating room personnel to collect information on their experiences with disruptions experienced in surgeries. The survey data are analyzed to examine the relationship between operational disruptions and procedure performance. Additionally, the moderating roles of risk management infrastructure and information exchange on the relationship between disruptions and performance are investigated. The results obtained from the empirical analysis are validated using data from an ethnographic investigation of surgeries at a major hospital.

The results show that both the magnitude and the likelihood of a disruption adversely impact procedure performance. Interestingly, the authors find that risk management infrastructure and information exchange play different roles in mitigating the effect of disruptions on performance. The authors find that while risk management infrastructure helps mitigate the effect of magnitude of service disruptions, information exchange helps reduce the effects of likelihood of disruptions. The findings lend strong support to the theoretical assertions. By means of the participant–observer data collected from over 100 surgeries as part of the ethnographic investigation, the authors validate the key findings. The findings suggest that disruptions are common occurrences in surgical settings, but their performance impact may be lessened or altogether avoided with the proper information and risk management mechanisms in place.

This survey research extends the understanding of risk management by considering a context that is highly prone to disruptions. The authors adopt existing constructs pertaining to supply chain disruptions within this context and find new insights. The findings of the study show differential roles played by information exchange and risk management infrastructure in mitigating disruptions. This nuanced understanding provides directions for aligning efforts towards risk mitigation in surgical settings in a more focused way. This study supplements findings from survey data analysis with an examination of data collected by means of ethnographic investigation.

This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual/team creativity.

Data are collected from 122 research and development (R&D) teams (including 305 members and 122 team leaders). Hierarchical linear modeling analyses and hierarchical regression analyses are performed to test hypotheses.

The results show that PGAT facilitates individual creativity via enhanced work engagement, and increases team creativity via team information exchange. Supporting the substituting perspective, we found that the positive indirect effects of PGAT on individual/team creativity were attenuated when supervisory support is high.

Although all variables were collected at the same time and the individual-level variables were collected from the same source, our findings highlight the mechanisms explaining the beneficial effects of PGAT on individual/team creativity, and how supervisory support can substitute for such effects.

In order to make the individuals and teams more creative, the organizations need to promote PGAT via the selection of appropriated leader and members or team social events. Moreover, supervisors support is particularly salient in enhancing team creativity when PGAT is low.

This study is the one of the first study to test the motivational/social mechanisms linking the relationship between PGAT and individual/team creativity, and the competing theoretical perspectives regarding how supervisory support can moderate the PGAT–creativity linkage.

Through the study of visualizations, virtual worlds and information exchange, the purpose of this paper is to reveal the complex connections between technology and the work of design and construction. The authors apply the sociotechnical view of technology and the ramifications this view has on successful use of technology in design and construction.

This is a discussion paper reviewing over a decade of research that connects three streams of research on architecture, engineering and construction (AEC) teams as these teams grappled with adapting work practices to new technologies and the opportunities these technologies promised.

From studies of design and construction practices with building information modeling and energy modeling, the authors show that given the constructed nature of models and the loose coupling of project teams, these team organizational practices need to mirror the modeling requirements. Second, looking at distributed teams, whose interaction is mediated by technology, the authors argue that virtual world visualizations enhance discovery, while distributed AEC teams also need more traditional forms of 2D abstraction, sketching and gestures to support integrated design dialogue. Finally, in information exchange research, the authors found that models and data have their own logic and structure and, as such, require creativity and ingenuity to exchange data across systems. Taken together, these streams of research suggest that process innovation is brought about by people developing new practices.

In this paper, the authors argue that technology alone does not change practice. People who modify practices with and through technology create process innovation.

More studies are beginning to support the role of distributed, as opposed to solo, leadership in team performance, but distributed leadership (DL) has not always been linked to higher performance. It may need to be co‐ordinated, rather than misaligned or fragmented, and may be most effective in teams performing interdependent tasks. DL has not often been linked to team information processing, however; viewing leadership as involving information management, it is proposed that DL may be linked to higher levels of information exchange and information integration, of both shared and unshared information. A series of research propositions are then developed with the purpose of exploring further the role of DL in team decision making, especially in terms of information exchange and information integration processes in Chinese and Western groups.

The paper derives a number of research propositions from the literature on DL and information processing and applies them to decision making by Chinese and Western teams.

The paper presents a series of propositions on the factors affecting the effectiveness of DL and possible differences between Chinese and Western teams.

The paper presents a series of propositions about DL and relates the literature on DL to the literature on information processing in an original way.

This paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

Multilevel and multisource data were collected from 56 research and development (R&D) teams with 306 employees. Hypotheses were tested with multilevel path analysis.

The authors found that exchange ideology was negatively related to both perceived shared leadership and employee creativity, and perceived shared leadership mediated the relationship between exchange ideology and employee creativity. Moreover, we revealed that vertical moral leadership buffered the negative relationship between employee exchange ideology and perceived shared leadership and also the indirect effect of exchange ideology on employee creativity via perceived shared leadership.

Organizations should select employees with a relatively weak exchange ideology when forming teams to conduct creative tasks. Moreover, team leaders should make great efforts to facilitate the development of shared leadership among team members while to be a moral leader.

This study extends creativity literature by investigating the effect of exchange ideology on employee creativity. It also sheds lights on leadership research by examining the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

Despite widespread recognition of the importance of mindfulness in organizational science literature, little is known about how mindfulness motivates individuals to configure information processing and team member exchange relationships to increase creative process engagement. Drawing on motivated information processing theory, this study conceptualizes and empirically examines whether and how mindfulness motivates individuals toward creative process engagement.

The authors collected data through an online survey from 311 respondents working in the Research and Development (R&D) departments of organizations in multiple industries in Pakistan. For analytical purposes, the authors have applied the structural equation modeling technique.

This study advances a different view of individual mindfulness on the creative process engagement in the following ways. First, mindfulness enables individuals to self-regulate in specific situations and become effective in fostering creative process engagement. Second, this study extends research on relational information processing by linking it to mindfulness and creative process engagement. Relational information processing partially mediates the relationship between mindfulness and creative process engagement. Third, this study highlights that mindfulness motivates individuals to focus more on developing quality working relationships, but they seem less willing to participate in idea generation and problem-solving solutions.

The study findings provide implications for research on mindfulness, creativity and motivated information processing to enhance individuals’ creative process engagements. The authors also discuss the implications for executives on the relational and creative benefits of mindfulness.

Intuition, along with empirical research, suggests that the generation of creative ideas benefits from divergent thinking among team members. However, the generation of creative ideas represents only one stage of the innovative process; teams also must implement ideas. In this chapter, we propose that effective idea implementation may depend on the opposite of team divergence: team conformity. Specifically, we propose that conformity facilitates various group processes important for effective idea implementation, including team coordination, information exchange, conflict management, and collective efficacy. Next, we discuss the role of leaders in managing the magnitude and processes of conformity. The chapter concludes with a discussion of implications and important next steps for studying conformity in relation to team innovative effectiveness.

The design phase is generally characterized with two-way multiple information exchanges/overlaps between the interdependent entities. In this paper, entity is a generic term to represent teams, components, activities or parameters. Existing approaches can either capture a single overlap or lack practical application in representing multiple overlaps. The beeline diagraming method (BDM) network is efficient in representing multiple overlaps for construction projects. However, it considers any entity as indivisible and cannot distinguish partial criticality of entities. In reality, the design phase in any construction project is driven by need basis and often has numerous interruptions. Hence, there is a need to develop an alternate network analysis for BDM for interruptible execution. The paper aims to discuss these issues.

A pilot study is conducted to formulate the hypothetical examples. Subsequently, these hypothetical BDM examples are analyzed to trace a pattern for criticality. This pattern study along with the existing precedence diagramming method network analysis enabled to derive new equations for forward pass, backward pass and float. Finally, the proposed concepts are applied to two design cases and reviewed with the design experts.

The proposed network analysis for BDM is efficient for interruptible entity execution.

The proposed BDM network is an information-intensive network that enables the design participants to view the project holistically. Application to two distinct cases emphasizes that the concept is generic and can be applied to any project that is characterized with beelines.

An alternate network analysis for BDM is investigated for interruptible entity execution. This study also clarifies the related concepts – interdependency, iteration, overlaps and multiple information exchanges/linkages.