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 Transferring social capital from individual to team: An examination of moderators and relationships to innovative performance(2012) Edinger, Suzanne; Tesluk, Paul E; Business and Management: Management & Organization; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)In this dissertation, I explore the relationships between individual social capital, team social capital, and team innovative performance. The association between personal and group social capital is underexplored (Burt, 2000; Kilduff & Krackhardt, 2008), and is important to investigate so that we may improve our knowledge of how social capital transfers from individuals to their teams in ways that promote team innovation. I hope to contribute to the literature on social capital in teams in three important ways. Within team-based settings with high innovation requirements, I first propose that the structural bridging social capital (i.e., ties outside the team) of team members is an important predictor of the team's structural bridging social capital. Second, transferring social capital from the individual to team level, I suggest that a team member's sharing of his/her bridging social capital resources is influenced by relational, cognitive, and task components, including group identification, dyadic trust, team member exchange, and shared vision. Finally, I investigate the role of transactive memory systems and bonding social capital (i.e., ties inside the team) in explaining the relationship between team structural bridging social capital and team innovative performance. Study participants were 263 members of 38 project teams in the merchandising displays division of a large paperboard and packaging manufacturer in the United States. I find that individual bridging social capital predicts team structural bridging social capital. Additionally, psychological identification with team, psychological identification with organization, team member exchange, and shared vision moderate the relationship between individual and team structural social capital. I conclude by discussing the implications of these findings for social capital and team innovative performance theory and practice.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.Item Executive Information Search Within Top Management Teams and its Impact on Organizational Innovation(2006-06-12) Basdeo, Dax; Smith, Kenneth G; Management and Organization; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)The focus of this dissertation is an examination of an important yet understudied managerial activity - that of information search. Information is an essential component to the functions of managers, and the way in which information is gathered should therefore be of concern. Given a limited amount of research in this area, two major questions are addressed: What is the relationship between information search activities in top management teams and organizational innovation? To what extent is such a relationship affected by the capability of the top management team to integrate the information gathered through search? In this dissertation, I deal specifically with the search activities of top management teams, differentiating this research from the exclusively organizational focus on search that is present in the innovation literature. Executive information search is thus proposed as a relatively new concept for which I explore a more comprehensive and fine-grained characterization of search than has been attempted before. As a fundamentally individual-level behavior, the characteristics of search are poorly understood. This dissertation develops a model of search that makes the distinction between where search is conducted (terrain) and how search is carried out (process). Further, drawing on ideas from economics, decision-making, and innovation literatures, a set of key search characteristics are developed within the dimensions of both the search terrain and the search process. The findings of this study are in line with previous research that highlights the importance of search. Search that is more effortful, more adaptive, or which draws upon a mix of resource and market information, has a significant impact on organizational innovation. Other characteristics of search are also important, but must be considered in terms of the interaction between how the search is conducted and where the search is conducted. These findings support the view of search as a multi-dimensional construct with several important characteristics that have an impact on organizational innovation.