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Teamwork and organizational innovation: the moderating role of the HRM context

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Teamwork and organizational innovation: the moderating role of the HRM context. / Fay, Doris; Shipton, Helen; West, Michael Alun et al.
In: Creativity and Innovation Management, Vol. 24, No. 2, 06.2015, p. 261-277.

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

Harvard

Fay, D, Shipton, H, West, MA & Patterson, M 2015, 'Teamwork and organizational innovation: the moderating role of the HRM context', Creativity and Innovation Management, vol. 24, no. 2, pp. 261-277. https://doi.org/10.1111/caim.12100

APA

Fay, D., Shipton, H., West, M. A., & Patterson, M. (2015). Teamwork and organizational innovation: the moderating role of the HRM context. Creativity and Innovation Management, 24(2), 261-277. https://doi.org/10.1111/caim.12100

Vancouver

Fay D, Shipton H, West MA, Patterson M. Teamwork and organizational innovation: the moderating role of the HRM context. Creativity and Innovation Management. 2015 Jun;24(2):261-277. Epub 2014 Dec 17. doi: 10.1111/caim.12100

Author

Fay, Doris ; Shipton, Helen ; West, Michael Alun et al. / Teamwork and organizational innovation : the moderating role of the HRM context. In: Creativity and Innovation Management. 2015 ; Vol. 24, No. 2. pp. 261-277.

Bibtex

@article{dab2785d5efd4c03b9f8e9ae7d43a792,
title = "Teamwork and organizational innovation: the moderating role of the HRM context",
abstract = "Evidence is accumulating on the role of teams in shaping a variety of business outcomes, but our knowledge on the effect of teamwork on organizational innovation is still evolving. This study examines whether the extent to which two staff groups are organized in teams (production staff and management/administrative staff) affects organizational innovation and whether human resource management (HRM) systems, which can be of facilitating or constraining nature, enhance the teamwork/innovation relationships. Hypotheses were tested with lagged and longitudinal data derived from 18 to 45 organizations from the UK manufacturing sector. Results suggest that the more widespread the use of teamwork in organizations, the higher the level of organizational innovation. Furthermore, this effect depends, particularly for production teams, on the overall quality of the HRM systems that exist in their organizations. Teamwork/innovation relationships are further moderated (for management and administrative teams) by an HRM practice that provides teams with time for thoughtful reflection. Thus, HRM systems can be of more or less facilitating or constraining nature for teams in organizations.",
author = "Doris Fay and Helen Shipton and West, {Michael Alun} and Malcolm Patterson",
year = "2015",
month = jun,
doi = "10.1111/caim.12100",
language = "English",
volume = "24",
pages = "261--277",
journal = "Creativity and Innovation Management",
issn = "0963-1690",
publisher = "John Wiley and Sons Ltd",
number = "2",

}

RIS

TY - JOUR

T1 - Teamwork and organizational innovation

T2 - the moderating role of the HRM context

AU - Fay, Doris

AU - Shipton, Helen

AU - West, Michael Alun

AU - Patterson, Malcolm

PY - 2015/6

Y1 - 2015/6

N2 - Evidence is accumulating on the role of teams in shaping a variety of business outcomes, but our knowledge on the effect of teamwork on organizational innovation is still evolving. This study examines whether the extent to which two staff groups are organized in teams (production staff and management/administrative staff) affects organizational innovation and whether human resource management (HRM) systems, which can be of facilitating or constraining nature, enhance the teamwork/innovation relationships. Hypotheses were tested with lagged and longitudinal data derived from 18 to 45 organizations from the UK manufacturing sector. Results suggest that the more widespread the use of teamwork in organizations, the higher the level of organizational innovation. Furthermore, this effect depends, particularly for production teams, on the overall quality of the HRM systems that exist in their organizations. Teamwork/innovation relationships are further moderated (for management and administrative teams) by an HRM practice that provides teams with time for thoughtful reflection. Thus, HRM systems can be of more or less facilitating or constraining nature for teams in organizations.

AB - Evidence is accumulating on the role of teams in shaping a variety of business outcomes, but our knowledge on the effect of teamwork on organizational innovation is still evolving. This study examines whether the extent to which two staff groups are organized in teams (production staff and management/administrative staff) affects organizational innovation and whether human resource management (HRM) systems, which can be of facilitating or constraining nature, enhance the teamwork/innovation relationships. Hypotheses were tested with lagged and longitudinal data derived from 18 to 45 organizations from the UK manufacturing sector. Results suggest that the more widespread the use of teamwork in organizations, the higher the level of organizational innovation. Furthermore, this effect depends, particularly for production teams, on the overall quality of the HRM systems that exist in their organizations. Teamwork/innovation relationships are further moderated (for management and administrative teams) by an HRM practice that provides teams with time for thoughtful reflection. Thus, HRM systems can be of more or less facilitating or constraining nature for teams in organizations.

U2 - 10.1111/caim.12100

DO - 10.1111/caim.12100

M3 - Journal article

VL - 24

SP - 261

EP - 277

JO - Creativity and Innovation Management

JF - Creativity and Innovation Management

SN - 0963-1690

IS - 2

ER -