What Makes for Successful Innovation Teams in Small and Medium Enterprises? A Multiple Case Study

Abstract

This study explores how training of facilitators and coordinators can promote the creation of high-performing innovation teams in SMEs, and analyzes why some trained teams are successful and others are not. Within a participatory action research framework, eight innovation teams were newly created in six SMEs in the Spanish service sector and were followed up over six months. Facilitators and coordinators underwent 12 h of training prior to creating new innovation teams in their own organizations, whose work was followed up over six months. Team processes and results were analyzed based on both quantitative (questionnaires) and qualitative (interviews, incident diaries, and open questions) data that were gathered longitudinally across the study period. Our results showed that, despite complaints about poor management of face-to-face meetings, difficulties in the use of information and communication technologies and work overload are surmountable. The greatest barrier for innovation teams is a lack of commitment on the part of top managers and low involvement and participation by team members. Reflexivity, both inside and outside the team (i.e. in follow up sessions), was one of the most valued and useful strategies for innovation teams. Our findings highlight the importance of training programs that can provide both technical and emotional support to team facilitators and coordinators and enable SMEs to create high-performing innovation teams despite their limited financial and human resources.