Innovation Performance in New Product Development Teams in China's Technology Ventures: The Role of Behavioral Integration Dimensions and Collective Efficacy Public Deposited

http://ir.library.oregonstate.edu/concern/articles/pc289p60w

This is an author's peer-reviewed final manuscript, as accepted by the publisher. The published article is copyrighted by the Product Development & Management Association and published by John Wiley & Sons, Inc. It can be found at:  http://onlinelibrary.wiley.com/journal/10.1111/%28ISSN%291540-5885

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  • In emerging markets, technology ventures increasingly rely on new product development (NPD) teams to generate creative ideas, and to mold these innovative ideas into streams of new products or services. However, little is known about how behavioral integration (a behavioral team process) and collective efficacy (a motivational team process) jointly facilitate or inhibit team innovation performance in emerging markets—especially in China, the world’s largest emerging-market setting with collectivist and high power-distance cultures. Drawing on social cognitive theory and behavioral integration research, this article elucidates the relationships between behavioral integration dimensions (i.e., collaborative behavior, information exchange, and joint decision making) and innovation performance, and also examines how collective efficacy moderates these relationships in China’s NPD teams. Results from a sample of 96 NPD teams in China’s technology ventures reveal that information exchange is positively associated with innovation performance. Collaborative behavior positively but marginally influences innovation performance, whereas joint decision making doesn’t relate to innovation performance. Moreover, collective efficacy demonstrates an important moderating role. Specifically, both collaborative behavior and joint decision making are more positively associated with innovation performance when collective efficacy is higher. In contrast, information exchange is less positively associated with innovation performance when collective efficacy is higher. This study makes important theoretical contributions to the literature on team innovation and behavioral integration in emerging markets by offering a better understanding of how behavioral and motivational team processes jointly shape innovation performance in China’s NPD teams. This study also extends social cognitive theory by identifying collective efficacy as a boundary condition for the overall effectiveness of behavioral integration dimensions. In particular, this study highlights the condition under which behavioral integration dimensions facilitate or inhibit NPD team innovation performance in China.
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  • Liu, J., Chen, J., & Tao, Y. (2015). Innovation Performance in New Product Development Teams in China's Technology Ventures: The Role of Behavioral Integration Dimensions and Collective Efficacy. Journal of Product Innovation Management, 32(1), 29-44. doi:10.1111/jpim.12177
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