Home > Research > Publications & Outputs > Innovation in top management teams

Research

Links

Text available via DOI:

View graph of relations

Innovation in top management teams

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

Standard

Innovation in top management teams. / West, Michael; Anderson, Neil.
In: Journal of Applied Psychology, Vol. 81, No. 6, 12.1996, p. 680-693.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

West, M & Anderson, N 1996, 'Innovation in top management teams', Journal of Applied Psychology, vol. 81, no. 6, pp. 680-693. https://doi.org/10.1037/0021-9010.81.6.680

APA

West, M., & Anderson, N. (1996). Innovation in top management teams. Journal of Applied Psychology, 81(6), 680-693. https://doi.org/10.1037/0021-9010.81.6.680

Vancouver

West M, Anderson N. Innovation in top management teams. Journal of Applied Psychology. 1996 Dec;81(6):680-693. doi: 10.1037/0021-9010.81.6.680

Author

West, Michael ; Anderson, Neil. / Innovation in top management teams. In: Journal of Applied Psychology. 1996 ; Vol. 81, No. 6. pp. 680-693.

Bibtex

@article{355e19c167ae4ee6837068ccbee70630,
title = "Innovation in top management teams",
abstract = "A longitudinal study of the functioning of top management teams in 27 hospitals examined relationships between group and organizational factors and team innovation. A model of group inputs, processes, and outputs was used, and it was predicted that group size, resources, team tenure, group processes, and proportion of innovative team members would affect the level and quality of team innovation. The results suggested that group processes best predict the overall level of team innovation, whereas the proportion of innovative team members predicts the rated radicalness of innovations introduced. Resources available to teams do not predict overall team innovation. The quality of team innovation (radicalness, magnitude, and novelty) may be determined primarily by the composition of the team, but overall level of innovation may be more a consequence of the team's characteristic social processes. ",
author = "Michael West and Neil Anderson",
year = "1996",
month = dec,
doi = "10.1037/0021-9010.81.6.680",
language = "English",
volume = "81",
pages = "680--693",
journal = "Journal of Applied Psychology",
issn = "0021-9010",
publisher = "American Psychological Association Inc.",
number = "6",

}

RIS

TY - JOUR

T1 - Innovation in top management teams

AU - West, Michael

AU - Anderson, Neil

PY - 1996/12

Y1 - 1996/12

N2 - A longitudinal study of the functioning of top management teams in 27 hospitals examined relationships between group and organizational factors and team innovation. A model of group inputs, processes, and outputs was used, and it was predicted that group size, resources, team tenure, group processes, and proportion of innovative team members would affect the level and quality of team innovation. The results suggested that group processes best predict the overall level of team innovation, whereas the proportion of innovative team members predicts the rated radicalness of innovations introduced. Resources available to teams do not predict overall team innovation. The quality of team innovation (radicalness, magnitude, and novelty) may be determined primarily by the composition of the team, but overall level of innovation may be more a consequence of the team's characteristic social processes.

AB - A longitudinal study of the functioning of top management teams in 27 hospitals examined relationships between group and organizational factors and team innovation. A model of group inputs, processes, and outputs was used, and it was predicted that group size, resources, team tenure, group processes, and proportion of innovative team members would affect the level and quality of team innovation. The results suggested that group processes best predict the overall level of team innovation, whereas the proportion of innovative team members predicts the rated radicalness of innovations introduced. Resources available to teams do not predict overall team innovation. The quality of team innovation (radicalness, magnitude, and novelty) may be determined primarily by the composition of the team, but overall level of innovation may be more a consequence of the team's characteristic social processes.

U2 - 10.1037/0021-9010.81.6.680

DO - 10.1037/0021-9010.81.6.680

M3 - Journal article

VL - 81

SP - 680

EP - 693

JO - Journal of Applied Psychology

JF - Journal of Applied Psychology

SN - 0021-9010

IS - 6

ER -