TY - JOUR

T1 - Antecedents of team innovation in health care teams

AU - Moser, Karen

AU - Dawson, Jeremy

AU - West, Michael Alun

N1 - This is the peer reviewed version of the following article: Moser KS, Dawson JF, West MA. Antecedents of team innovation in health care teams. Creat Innov Manag. 2019;28:72–81. https://doi.org/10.1111/caim.12285 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/caim.12285 This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

PY - 2019/3/1

Y1 - 2019/3/1

N2 - We extend previous research on team innovation by looking at team-level motivations and how a prosocial team environment, indicated by the level of helping behaviour and information-sharing, may foster innovation. Hypotheses were tested in two independent samples of health-care teams (N1=72 teams, N2=113 teams), using self-report measures. The examples of team innovation given by the individual team members were then rated for innovativeness by independent health care experts to avoid common method bias for the outcome variable. Subsequently, the data was aggregated and analysed at team level. The study was part of a larger data-gathering effort on health care teams in the UK. Results supported the hypotheses of main effects of both information-sharing and helping behaviour on team innovation and interaction effects with team size and occupational diversity. Differences in findings between types of health-care teams can be attributed to differences in team tasks and functions. The results suggest ways in which helping and information-sharing may act as buffers against constraints in team work, such as large team size or high occupational diversity in cross-functional health care teams, and potentially turn these into resources supporting team innovation rather than acting as barriers.

AB - We extend previous research on team innovation by looking at team-level motivations and how a prosocial team environment, indicated by the level of helping behaviour and information-sharing, may foster innovation. Hypotheses were tested in two independent samples of health-care teams (N1=72 teams, N2=113 teams), using self-report measures. The examples of team innovation given by the individual team members were then rated for innovativeness by independent health care experts to avoid common method bias for the outcome variable. Subsequently, the data was aggregated and analysed at team level. The study was part of a larger data-gathering effort on health care teams in the UK. Results supported the hypotheses of main effects of both information-sharing and helping behaviour on team innovation and interaction effects with team size and occupational diversity. Differences in findings between types of health-care teams can be attributed to differences in team tasks and functions. The results suggest ways in which helping and information-sharing may act as buffers against constraints in team work, such as large team size or high occupational diversity in cross-functional health care teams, and potentially turn these into resources supporting team innovation rather than acting as barriers.

KW - team innovation

KW - helping

KW - information-sharing

KW - health care teams

KW - team diversity

KW - prosocial climate

U2 - 10.1111/caim.12285

DO - 10.1111/caim.12285

M3 - Journal article

VL - 28

SP - 72

EP - 81

JO - Creativity and Innovation Management

JF - Creativity and Innovation Management

SN - 0963-1690

IS - 1

ER -