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Article
Publication date: 5 February 2018

Ci-Rong Li, Chun-Xuan Li and Chen-Ju Lin

The purpose of this paper is to test how team regulatory focus may relate to individual creativity and team innovation; and address the fit/misfit issue of team regulatory focus

1595

Abstract

Purpose

The purpose of this paper is to test how team regulatory focus may relate to individual creativity and team innovation; and address the fit/misfit issue of team regulatory focus and team bureaucracy.

Design/methodology/approach

The authors collected data from 377 members and their leaders within 56 R&D teams in two Taiwanese companies.

Findings

A team promotion focus was positively related, whereas a team prevention focus was negatively related, to both team innovation and member creativity through team perspective taking and employee information elaboration, respectively. Furthermore, team bureaucracy played a moderating role that suppressed the indirect relationship between team regulatory focus and creativity.

Originality/value

This is one of first studies to explore an underlying mechanism linking team regulatory focus and both team innovation and member creativity. The authors provide a more complete view of the creative and innovation implications of team-level self-regulation.

Details

Personnel Review, vol. 47 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 9 November 2021

Dedong Wang and Yuxue Wang

Project conflicts are inevitable. Megaproject conflicts need to be managed across different levels. The purpose of this study is to investigate the role of individual-level…

Abstract

Purpose

Project conflicts are inevitable. Megaproject conflicts need to be managed across different levels. The purpose of this study is to investigate the role of individual-level regulatory focus and organization-level team mindfulness in managing megaproject conflicts.

Design/methodology/approach

By combining the individual motivation basis and organizational background of conflict resolution, this study constructed a multi-level structural equation model. The hypothesis is tested based on data collected from 182 respondents.

Findings

The findings of this study show that project manager's promotion focus has a direct positive effect on task conflict and a negative effect on relationship conflict. Prevention focus has a positive effect on relationship conflict and a negative effect on task conflict and process conflict. Team mindfulness has a negative effect on relationship conflict and process conflict and a positive effect on task conflict. Task conflict was negatively affected by the interaction between team mindfulness and promotion focus. The interaction between team mindfulness and prevention focus had a positive effect on relationship conflict.

Originality/value

This study verifies the positive role of project manager's promotion focus and prevention focus in conflict management and clarifies the strengthening role of team mindfulness in constructive conflict and the prevention role in destructive conflict. This study also confirms that team mindfulness can act as a reinforcement and complementary factor of regulatory focus in megaproject conflict, contributing to the current understanding of the project manager's role in megaproject mindfulness contexts.

Details

Engineering, Construction and Architectural Management, vol. 30 no. 2
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 18 July 2016

Philip T. Roundy, Ye Dai, Mark A. Bayer and Gukdo Byun

This paper aims to introduce the concept of top management team (TMT) regulatory focus to explain the differences in executive motivation. Upper echelons research has demonstrated…

1388

Abstract

Purpose

This paper aims to introduce the concept of top management team (TMT) regulatory focus to explain the differences in executive motivation. Upper echelons research has demonstrated that top managers’ willingness to deviate from their current strategies is a key determinant of organizational success. However, it is not clear why some TMTs are motivated to embrace strategic change while others are motivated to favor the strategic status quo.

Design/methodology/approach

Recent work in the psychology of motivation is used to develop a conceptual model explaining how the regulatory focus of TMTs can impact their outlooks toward strategic change.

Findings

It is theorized that there is a positive (negative) relationship between promotion (prevention)-focused TMTs and strategic change. It is also theorized that executives’ performance aspirations, firm maturity and the stability of the environment will influence the relationship between regulatory focus and strategic change.

Originality/value

Although the theoretical explanations provided by past research on top manager motivation are psychological in their general focus, with few exceptions research has not sought to understand the specific deep-level, socio-cognitive characteristics that shape executives’ perceptions of strategic change. By developing an understanding of the psychological determinants of strategic change, as well as the interplay between these determinants and firm- and environment-level factors, this paper represents a step in the direction of explaining why some TMTs are motivated to embrace strategic change while others seem “locked-in” to the status quo.

Details

Management Research Review, vol. 39 no. 7
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 10 October 2023

Li Ma and Yongqiang Lu

Existing research on innovation has mainly focused on how to promote technological innovation in megaprojects and management innovation (MI) in megaprojects is still an unknown…

Abstract

Purpose

Existing research on innovation has mainly focused on how to promote technological innovation in megaprojects and management innovation (MI) in megaprojects is still an unknown research field. The purposes of this study are to examine the effect of MI on megaproject performance and how the top management team (TMT) regulatory focus affects the use of MI in projects. At the same time, the moderating effects of project uncertainties are also tested.

Design/methodology/approach

On the basis of an explorative/exploitative ambidextrous analysis framework, this study divides MI into two dimensions: explorative and exploitative MI, and integrates the theoretical perspectives of the TMT regulatory focus and project uncertainties into a research model. Taking 314 responses from megaprojects’ TMTs in China as research data, this study empirically tests the above model.

Findings

Results show that exploratory MI has a U-shaped relationship with megaproject performance; whereas exploitative MI has an inverted U-shaped relationship with megaproject performance. The TMT promotion focus has a positive effect on exploratory and exploitative MI; and the TMT prevention focus has a negative effect on exploratory MI but has a positive effect on exploitative MI. Project uncertainties have a positive moderating effect on the positive relationship between TMT promotion focus and exploratory MI, whereas it has a negative moderating effect on the negative relationship between the TMT prevention focus and exploratory MI.

Originality/value

By empirically measuring the relationship between two types of MIs and megaproject performance, this study clarifies the differential mechanism of the effect of different MIs on megaproject performance. This study also examines the MI of megaprojects from the perspective of the TMT regulatory focus and expounds how changes in uncertainties affect the relationship between the TMT regulatory focus and MI.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 18 May 2023

Shin-Yuan Hung, Jacob Chia-An Tsai, Kuanchin Chen, Charlie Chen and Ting-Ting Yeh

The purpose of this study is to examine tacit knowledge sharing within information systems development (ISD) projects by exploring the combination of social interdependence theory…

Abstract

Purpose

The purpose of this study is to examine tacit knowledge sharing within information systems development (ISD) projects by exploring the combination of social interdependence theory and regulatory focus theory (RFT).

Design/methodology/approach

A survey was conducted on 198 ISD professionals to investigate the effect of social interdependence on tacit knowledge sharing. The survey data were analyzed using partial least squares structural equation modeling (PLS-SEM), and the results were discussed.

Findings

This study reveals that team members tend to share tacit knowledge in a way characterized by cooperative interdependence, and different patterns of social interdependence have an impact on tacit knowledge sharing. The RFT explains the disparities in attitude toward tacit knowledge sharing. Specifically, individuals with a prevention-focused orientation positively moderate the impact of competitive interdependence on tacit knowledge sharing, while those with a promotion-focused orientation have a negative moderating effect on the effect of competitive interdependence on tacit knowledge sharing. Moreover, promotion-focused individuals negatively moderate the effect of cooperative interdependence on tacit knowledge sharing.

Originality/value

The study identifies important aspects of social interdependence in ISD projects that affect the management of tacit knowledge. Furthermore, the study shows that the influence of cooperative and competitive interdependence on tacit knowledge sharing is moderated by the regulatory focus of an individual, providing new insights into ISD knowledge management.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 14 September 2017

Chen-Ju Lin

In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related to…

1288

Abstract

Purpose

In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related to actions intended to lead their own goal-directed activities. The purpose of this paper is to explore the boundary conditions of the effect of regulatory focus on employee self-leadership behaviors.

Design/methodology/approach

Considering the contextual influence, cross-level moderating effect of empowering leadership on the relationship between the promotion (prevention) focus and self-leadership has been examined. The research data were collected from 441 employees of 65 work teams from three software companies located in Northern Taiwan. A time-lagged design by implementing three time surveys was applied to minimize potential problems of cross-sectional design. At Time 1, employees completed the measures of promotion focus, prevention focus, empowering leadership, and individual-level control variables. At Time 2, employees reported the extent of their self-leadership at work. In the final survey, team leaders assessed the individual employee creativity.

Findings

This study concludes several findings. When self-leading behavior-focused strategies are considered as mediators, the indirect relationships that promotion focus and prevention focus had with individual creativity were confirmed. As an influential team-level indicator, empowering leadership could moderate the relatedness between employees promotion-focused strategies and behavior-focused strategies that positively influenced on individual creativity.

Originality/value

In this study, responding to the call by De Stobbeleir et al. (2011) to examine how employees actively manage their creative performance, the author zoomed in on self-leadership strategies and how these strategies relate to actual creative performance.

Details

Leadership & Organization Development Journal, vol. 38 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 7 November 2019

Dongwon Choi, Minyoung Cheong and Jihye Lee

While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader…

1911

Abstract

Purpose

While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader consideration and initiating structure. Building on self-expansion theory, this study suggest the effects of leader consideration and initiating structure on employee task performance. Also, integrating self-expansion theory and regulatory fit theory, the purpose of this paper is to propose and examine the moderating role of employee regulatory focus on the relationship between the Ohio State leadership behaviors and employee task performance, which was mediated by emloyees’ creative behavior as well as citizenship behavior.

Design/methodology/approach

To test the hypothesized model of this study, cross-sectional data were collected using questionnaires. Pairs of survey packages, which included group-member surveys and a group-leader survey, were handed out to employees in organizations. The authors collected data from 47 groups and 143 group members in 25 private companies in the Republic of Korea, including from financial, technology, manufacturing, and research and development organizations.

Findings

The results showed that leader consideration exerts significant effects on employee task performance. Also, the authors found the moderating role of employee regulatory promotion focus on the relationship between leader consideration/initiating structure and employee task performance, which were mediated by creative behavior and citizenship behavior.

Originality/value

This study contributes to the advancement of the Ohio State leadership approach by integrating self-expansion theory and regulatory fit theory to investigate the distinct mechanisms and boundary conditions of its leadership process. The current study also contributes to the literature on extra-role behavior that the Ohio State leadership behavioral dimensions can be considered as one of the antecedents of employees’ creative and citizenship behavior.

Details

Personnel Review, vol. 49 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 1 August 2008

Floor Rink and Naomi Ellemers

In this chapter, we introduce a theoretical model to explain under which conditions different insights or approaches within a team do not necessarily undermine team cohesiveness…

Abstract

In this chapter, we introduce a theoretical model to explain under which conditions different insights or approaches within a team do not necessarily undermine team cohesiveness or prevent the development of a common team identity, and can in fact even reinforce each other. We will review a program of research that examined the formation of a common identity in new collaborations, as well as the extent to which teams accept newcomers who possess unique resources. We show that clarity and congruence determine the likelihood that team members will maintain a common identity while they effectively use the differences among them and accommodate to team changes.

Details

Diversity and Groups
Type: Book
ISBN: 978-1-84855-053-7

Article
Publication date: 8 November 2016

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

268

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

There are significant factors at work which make executives more or less likely to want to embrace strategic change. Top management teams are likely to be influenced by their own performance aspirations, the firm’s maturity “with thrusting new enterprises far less change resistant” and the stability of the environment. All these factors will influence the relationship between regulatory focus and strategic change.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 32 no. 11
Type: Research Article
ISSN: 0258-0543

Keywords

Article
Publication date: 17 January 2020

Aybars Tuncdogan and Ismail Cagri Dogan

The purpose of this paper is to examine and gain further insight into the potential link between regulatory focus and exploration–exploitation at the individual manager level…

Abstract

Purpose

The purpose of this paper is to examine and gain further insight into the potential link between regulatory focus and exploration–exploitation at the individual manager level. More specifically, the authors hypothesised that temporal focus would act as a mediator in the relationship between managers’ regulatory foci and exploration–exploitation activities.

Design/methodology/approach

A survey was conducted with 541 managers from the USA. The model was tested using OLS regression models, followed by bootstrapped multiple-mediation analyses.

Findings

Managers’ promotion and prevention foci are associated with the extent to which they focus on the past, the present and the future, which is related to managers’ exploration and exploitation activities.

Research limitations/implications

The findings rely on self-report data.

Practical implications

This paper examines the chronic strategic tendencies of managers with different levels of promotion and prevention focus – in particular, the timeframes they are likely to focus on and exploration–exploitation levels they are likely to engage in. In doing so, this paper provides managers a way to detect and overcome their chronic strategic shortcomings.

Originality/value

This paper not only examines the link between regulatory focus and exploration–exploitation at the individual level, but also provides further insights regarding the nature of this relationship. More specifically, by putting forward temporal focus as a mediator of this relationship, this study contributes to the ongoing discussion about the potential link between regulatory focus and exploration–exploitation, and poses new questions for future research.

Details

Journal of Managerial Psychology, vol. 35 no. 1
Type: Research Article
ISSN: 0268-3946

Keywords

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