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Based on commitment system theory and commitment-trust theory, this study aims to reveal the effects of participating teams’ multiple commitments (i.e. synergistic commitments and conflicting commitments) on the performance of open innovation projects through the mediating role of trusted knowledge interaction and vigilant knowledge interaction.

Primary survey data collected from 242 respondents of 47 open innovation projects in the manufacturing industry was used to test eight hypotheses. Correlations between multiple commitments, knowledge interaction and the performance of open innovation projects were investigated.

The findings reveal that synergistic commitments improve the performance of open innovation projects through enhancing trusted knowledge interaction. Synergistic commitments reduce the level of vigilant knowledge interaction, and the performance of open innovation projects follows an inverted U-shaped relationship with vigilant knowledge interaction. Conflicting commitments negatively moderate the effect of synergistic commitments on trusted knowledge interaction and vigilant knowledge interaction.

The authors extend commitment system theory and commitment-trust theory to open innovation project field. The findings bridge the gaps in isolated and static focus in previous commitment literatures and innovation management literatures, and provide practical guidance for how to better manage the dynamic combination of multiple commitments and knowledge interaction among participating teams in open innovation projects.

This study examines how assurors make sense of sustainability assurance (SA) work and how interactions with assurance team members and clients shape assurors’ sensemaking and their actual SA work.

To obtain detailed accounts of how SA work occurs on the ground, this study explores three SA engagements by interviewing the main actors involved, both at the client firms and at their Big Four assurance providers.

Individual assurors’ (i.e. partners and other team members) sensemaking of SA work results in the crafting of their logics of action (LoAs), that is, their meanings about the objectives of SA work and how to conduct it. Without organizational socialization, team members may not arrive at shared meanings and deviate from the team-wide assurance approach. To fulfill their objectives for SA work, assurors may engage in socialization with clients or assume a temporary role. Yet, the role negotiations taking place in the shadows of the scope negotiations determine their default role during the engagement.

Two options are available to help SA statement users gauge the relevance of SA work: either displaying the SA work performed or making it more uniform.

This study theoretically grounds how assurors make sense of SA work and documents how (the lack of) professional socialization, organizational socialization and socialization of frequent interaction partners at the client shape actual SA work. Thereby, it unravels the SA work concealed behind SA statements.

This study aims to investigate how an individual’s perception of team goal priority can be affected by personal interaction, with co-worker support mediating the influence and communities of practice moderating the indirect effect of co-worker support.

Responses from 235 respondents working in private and public manufacturing and service enterprises in India collected through a structured questionnaire were statistically analysed using confirmatory factor analysis, structural equation modelling and PROCESS Macro with random bootstrap resample.

Findings showed a positive relationship between personal interaction and the perception of individuals about team goal priority that was partially mediated by co-worker support. Communities of practice moderated the influence of personal interaction on co-worker support and the conditional indirect effect of personal interaction on the perception of team goal priority.

The results highlight the need for greater employee collaboration towards prioritizing team goals, thus showing a psychologically collectivist attitude. Policies and procedures to create and sustain organization-level communities of practice with employees across departments and hierarchies can also be helpful. Emphasizing the social exchange perspective, the authors recommend improving the overall work climate of any organization.

This paper explains the motivating source of personal interactions and co-worker support for prioritizing team goals in an organization. Establishing the moderating role of communities of practice, the authors have confirmed the role of a social learning system in prioritizing team goals.

Although strategic scholars have made great effects to exploring the moderating roles of team interaction in explaining the effect of top management team (TMT) diversity, they have adopted seemingly conflicting theoretical perspectives to explain how it works. Drawing on ideas from the threat rigidity theory, the authors integrated these perspectives by proposing a contingency model in which the relationships between TMT diversity and adaptive firm performance depend on the matching between the internal context (i.e. overlapping team tenure) and external context (i.e. severity of threat).

This study sampled 579 Chinese A-share listed companies that have been severely affected by the COVID-19 pandemic, and multilevel linear regression analysis was used to test the hypothesis.

Results provided support for this hypothesis. Specifically, the interaction between TMT age/tenure diversity and overlapping team tenure is significant only when the severity of threat is high, while the interaction between TMT functional diversity and overlapping team tenure is significant only when the severity of threat is low.

The results of this study provide a comprehensive perspective to predict the performance impact of team diversity and contribute to diversity research and practice.

The purpose of this paper was to investigate the relationships among the intellectual ability of artificial intelligence (AI), cognitive emotional processes and the positive and negative reactions of human members. The authors also examined the moderating role of AI status in teams.

The authors designed an experiment and recruited 120 subjects who were randomly distributed into one of three groups classified by the upper, middle and lower organization levels of AI in the team. The findings in this study were derived from subjects’ self-reports and their performance in the experiment.

Regardless of the position held by AI, human members believed that its intelligence level is positively correlated with dependence behavior. However, when the AI and human members are at the same level, the higher the intelligence of AI, the more likely it is that its direct interaction with team members will lead to conflicts.

This paper only focuses on human–AI harmony in transactional work in hybrid teams in enterprises. As AI applications permeate, it should be considered whether the findings can be extended to a broader range of AI usage scenarios.

These results are helpful for understanding how to improve team performance in light of the fact that team members have introduced AI into their enterprises in large quantities.

This study contributes to the literature on how the intelligence level of AI affects the positive and negative behaviors of human members in hybrid teams. The study also innovatively introduces “status” into hybrid organizations.

The purpose of this study is to show that an important antecedent of perceived knowledge quality is an employee’s position in the organizational network due to their participation in different interest groups. In particular, this study theorizes that brokers establish a network of groups, which increases perceived knowledge quality vis-a-vis the social capital that employees draw on.

To test this study’s hypotheses on the influence of the structural position of knowledge brokers on the positive effects of social capital on perceived knowledge quality, this study combines data from an online survey with longitudinal archival data from a youth-care organization who used an enterprise social network (ESN) for knowledge sharing.

This study found a mitigating effect of being a broker on the relationship between trust and perceived knowledge quality, and also between inter-team interaction and perceived knowledge quality for lower levels of both trust and inter-team interaction on perceived knowledge quality.

Although the hypotheses are supported, in light of prior research, the authors would have expected stronger and positive effects.

This research is particularly interesting because it emphasizes the important role of social capital. For organizations that deal with trust issues, it might help to stimulate employees to broaden their activity on ESNs by becoming active in multiple groups.

While knowledge sharing on ESNs is generally conducive for creating organizational value, there is a lack of understanding of what drives employees’ perception of the quality of shared knowledge, and how this perception may depend on their position in the social network. To investigate this question, the authors turn to social capital theory.

This study aims to investigate the factors influencing team innovation from the perspective of strategic leaders. The study draws from the leader–member exchange (LMX) theory to propose that the quality of exchange the leaders perceive with the team members may provide a useful cue to identify the key elements and processes that may help drive team innovation.

A qualitative study using a hybrid approach was used, and a thematic analysis was performed. The data were based on 25 interviews collected from strategic leaders using the long interview technique.

The findings revealed themes and factors influencing innovation orientation among leaders and team members. Five themes were identified, namely modeling leadership behavior, autonomy and psychological safety for teams, organizational structure and technology, innovation and the decision-making process and innovation during times of uncertainty.

Because of the purposefully chosen sample of only leaders who were involved in the innovation process, the research results may lack generalizability. Therefore, researchers are encouraged to corroborate the finding using a sample of teams involved in the innovation process.

A conceptual model is proposed with guidance for implementing innovation decisions and strategies in practice.

While the strategic leadership and team innovation literature emphasizes the interaction between leaders and team members, research on how these interactions unfold is still nascent. This paper fulfills these needs from a strategic leader’s perspective.

Innovation originally meant ‘change’ or ‘renewal’. Over time, it became associated with creating new products, methods, materials, markets, and forms of organisation. Today, in everyday language, innovation is used as a much broader term that encompasses non-materialistic, non-economical ideas such as social, educational, philosophical, political, environmental, or spiritual innovations. What makes something innovative is subjective and depends not only on the perceived novelty of the content but also on the co-constructed meaning of what is possible or what it changes in our lives. Therefore, innovation leaders must also become experts in co-constructing meanings with their teams. In this chapter, a structured solution-focused framework will be introduced with the intent to support innovative teams in maintaining effective team dialogue, foster more innovative team collaboration, better innovations, or an improved innovation process. In fostering an interactive and dynamic team process, solution-focused leaders engage in deliberate interactions that often initiate a positive dynamic leading into an even more innovative future.

This study offers insight on the impact of virtual team projects (VTPs) of varying types (global vs domestic teams, technology vs non-tech projects) on competency and anxiety outcomes during the COVID-19 pandemic.

Paired-sample t-tests and ANOVA tests were performed on student survey responses pre- and post-engagement of different VTPs.

The results demonstrated positive effects of VTPs on intercultural sensitivity (ISS), computer self-efficacy, perceived ease of use of online learning and COVID-19 anxiety. ISS (“interaction confidence”) improved more for students in the global vs. domestic teams and technology-related outcomes (CSE, PEU and computer anxiety) and ISS (“respect for cultural differences”) improved more for students that participated in tech projects, whereas COVID-19 anxiety lessened more for those that participated in non-tech projects.

The study expands understanding of the Technology Acceptance Model and provides insight into the ISS literature showing that VTPs could be a worthwhile pedagogical approach for improving student competencies and anxiety during times of academic disruption, but that project type can influence these changes.

This paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.

The study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.

The authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.

This paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.