Management & Organization
Permanent URI for this communityhttp://hdl.handle.net/1903/2257
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Item VALUE IN THE EYE OF THE BEHOLDER: THE MODERATING EFFECTS OF MANAGERS’ SOCIAL NETWORKS ON THEIR IDEA VALUATION AND IMPLEMENTATION DECISION-MAKING(2019) Lu, Shuye; Bartol, Kathryn M; Venkataramani, Vijaya; Business and Management: Management & Organization; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)Many of employees’ novel ideas often cannot get appreciated or valued by their managers, thus precluding the opportunity for innovation. Drawing on the social-information-processing theory and the situated evaluation perspective, this paper investigates the moderating roles of managers’ social networks in the innovation process of idea evaluation and implementation decision-making. Through a field study with 85 managers in a ceramic company, I found that when managers evaluated product ideas proposed by employees, they manifested a disfavor to novelty. That is, idea novelty had a negative relationship with managers’ perceived value of the focal idea regarding the idea’s potential operational efficiency, likelihood of social support, and strategic fit. However, I also found that both managers’ advice network diversity and friendship network centrality mitigated the negative effect of idea novelty on their perceived value of the proposed product ideas. In addition, I found managers’ perceived value of the idea mediated the relationship between idea novelty and their decisions to implement the idea. Theoretical contributions and empirical strategies are discussed.Item How does creativity occur in teams? An empirical test(2010) Jin, Sirkwoo; Shapiro, Debra L; Business and Management: Management & Organization; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)Organizations benefit when workteams produce more rather than less creativity. What actions in organizations help this to occur - on the part of team leaders and team members? This is the primary question that my dissertation aims to answer. More specifically, I hypothesize that team leaders' behaviors (e.g., transformational, empowering, and boundary-working behaviors) lead to team members' affective and cognitive experiences (e.g., positive group affective tone, team empowerment) that in turn lead to teamwork processes (e.g., information sharing and boundary-spanning among team members) that ultimately lead to team creativity. Thus, my dissertation attempts to explain how and why team creativity occurs. Results from 52 organizational R&D teams suggest support for these hypothesized relationships and for the theoretical model overall. I conclude by discussing my findings' implications for managers and management scholars interested in enhancing team creativity.