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Innovation in top management teams

West, Michael and Anderson, Neil (1996) Innovation in top management teams. Journal of Applied Psychology, 81 (6). pp. 680-693. ISSN 0021-9010

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Abstract

A longitudinal study of the functioning of top management teams in 27 hospitals examined relationships between group and organizational factors and team innovation. A model of group inputs, processes, and outputs was used, and it was predicted that group size, resources, team tenure, group processes, and proportion of innovative team members would affect the level and quality of team innovation. The results suggested that group processes best predict the overall level of team innovation, whereas the proportion of innovative team members predicts the rated radicalness of innovations introduced. Resources available to teams do not predict overall team innovation. The quality of team innovation (radicalness, magnitude, and novelty) may be determined primarily by the composition of the team, but overall level of innovation may be more a consequence of the team's characteristic social processes.

Item Type: Article
Journal or Publication Title: Journal of Applied Psychology
Subjects: H Social Sciences > HD Industries. Land use. Labor
Departments: Lancaster University Management School > Lancaster University Management School - Other > Centre for Performance-Led HR
ID Code: 57365
Deposited By: ep_importer_pure
Deposited On: 05 Oct 2012 09:31
Refereed?: Yes
Published?: Published
Last Modified: 10 Apr 2014 00:00
Identification Number:
URI: http://eprints.lancs.ac.uk/id/eprint/57365

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