Abstract
Organizations have become more reliant on teams to develop and implement innovative solutions. Unfortunately, we know relatively little about team-level structural factors that impact the innovative performance of teams. Team structure can be characterized by input variables, such as team size or diversity, which affect innovation performance in organizations. This paper addresses this gap in knowledge by disentangling the creativity and implementation stages from broader innovation process and exploring the effects of structure on each of these stages independently. We separate creativity from implementation by exploring scientific productivity – which is categorized as either adding knew knowledge to a field in the form of scientific articles, reports, books, and other publications and the eventual implementation of that knowledge through follow- up applications. We relied on data obtained from a UNESCO- sponsored international study of the scientific performance of 1,222 research teams from six countries, seven organizational types, and ten scientific fields to test our hypotheses that structural antecedents have independent effects on the two stages of the innovation process. Our results confirm our hypotheses that some structural variables have stronger relationships with creativity than implementation and vice versa. Implications for research and practice are discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
