Later Additions Flashcards
Taylor and Greve (2006)
Study explored focuses of knowledge and experience on mean and variance measures of individual and team innovations. Found that the most innovative teams function more similarly to the “Fantastic Four” than to superman.
Contribution 1: Teams benefit from combining diverse perspectives. This is especially true with teams who are experienced – helps apply diverse knowledge sets.
Contribution 2: Wider range of success outcomes, from highly successful to failure. Tied into the nature of diverse teams, as sometimes there is trouble coordinating the efforts.
Contribution 3: Fantastic Four-type functioning helps ease the inconsistency associated with teams where there is a superman-like innovator.
Enwereuzor (2021)
Study explores the relationship between diversity climate and workplace belongingness and tacit knowledge sharing in organizations.
Contribution 1: Tacit knowledge is highly personal and context-specific. Makes it a difficult but important part of organizational knowledge sharing.
Contribution 2: Strong diversity climate and feelings of workplace belonging facilitate tacit knowledge sharing as they provide an environment in which people are comfortable sharing personal and potentially vulnerable tacit knowledge.
Contribution: This optimal situation can be achieved through inclusive policies, diversity training, employee resource groups, and leadership commitment to diversity and inclusion.
Carmeli et al. (2009)
High quality interpersonal relationships > psychological safety -> learning behaviors.
Edmondson and Lei (2014)
Traces the renaissance of psych safety. Revived by Edmondson through using it as a way to measure team safety for speaking up, taking risks, voicing ideas, etc.
Contribution 1: Psych safety crucial for a number of important organizational outcomes: performance, innovation, learning.
Contribution 2: Facilitated by leadership behavior, org culture, team dynamics.
Contribution 3: Call for the integration of psych safety with diversity, trust, resilience and for studies into the antecedent strategies for developing psych safety.
Argote and Miron-Spektor (2011)
Summary: the context of organizations can aid or hinder learning and creativity.
Contribution 1: Paradoxical frames – help individuals hold and integrate opposing ideas, fostering a more dynamic and flexible thinking process.
Contribution 2: Conflict and integration can breed creativity through encouraging people to think more deeply and broadly.
Contribution 3: Cultivating environments where paradoxes are openly discussed can enhance overall creativity and innovation.
Argote et al. (2021)
Explores learning at the org level of study.
Contribution 1: Create and acquire knowledge through R/D, training, hiring new talent.
Contribution 2: Effective transfer (through things like training and informal interactions) helps retain knowledge and enhance organizational performance.
Contribution 3: Barriers to learning = silos, cultural barriers, technological limitations.
Rothschild-Whitt (1979)
Summary: Explores collectivist organizations as contrasts to traditional bureaucratic models.
Contribution 1: Structure and characteristics along lines of structure, decision making, flexibility, ownership structure, etc. opposite of traditional bureaucracy.
Contribution 2: Highly engaging, open addressing of conflict, intrinsic motivation is key.
Contribution 3: Challenges = efficiency, scalability, sustainability.
Mair and Rathert (2019)
Summary: discusses alternative forms of organizing that deviate from traditional corporate structures, focusing on integrating social and environmental purposes with business goals. Future directions include an expansion of scaling and sustaining practices, as well as the need for interdisciplinary approaches and collaboration between multiple spheres.
Contribution 1: Alternative organizing seeks to balance profit-making with broader societal contributions, promoting sustainability and ethical practices.
Contribution 2: Stakeholders are expanded to employees, customers, communities, and the environment.
Contribution 3: Challenges = conflicts, difficulty of measurement. Opportunities = innovation, stakeholder engagement, ability to address social problems.
Kim, Pil, et al. (2010)
Found a nuanced, positive relationship between voice and organizational performance.
