Antecedents and Consequences of Unlearning in New Product Development Teams

Unlearning, which first appeared almost 30 years ago as a subprocess of the organizational learning process, has received only limited attention in the literature. Rather than building on empirical research, the existing scholarship is largely anecdotal, aimed at reviewing the literature and generating new insights. Further, unlearning studies tend to analyze the organizational level and neglect smaller units such as work groups and teams. To address this gap in the understanding of unlearning, this article empirically investigates unlearning in work groups in general and new product development (NPD) teams in particular. This study, based on the literature of organizational memory and change, operationalized team unlearning as changes in beliefs and routines during team‐based projects and then discussed the importance of unlearning behavior in NPD teams. Specifically it was argued that unlearning guards beliefs and routines against rigidity to cope with environmental turbulence. This is of particular note when rigid product development procedures and group beliefs inhibit the reception and evaluation of new market and technology information and reduce the value of perceived new information. To test the antecedents and consequences of the team unlearning model, 319 NPD teams were investigated. Using structural equation modeling, it was found that (1) team crisis and anxiety have a direct impact on team unlearning; (2) environmental turbulence also has a direct impact on both team crisis and anxiety and team unlearning; and (3) after team beliefs and project routines have changed, implementing new knowledge or information positively affects new product success. Specifically, the findings revealed that changes in team members' collective beliefs in accordance with environmental changes and the in‐process planning or adjustment of project work activities and procedures as the projects evolve enable teams to develop and launch new products successfully. Also, results indicated that team crisis and anxiety in NPD projects assist team members in revising their previous beliefs and routines when project teams are performing in turbulent environments. This article suggests that managers can enhance team unlearning by (1) creating a sense of urgency by introducing an artificial crisis; and (2) avoiding the groupthink phenomena by bringing in an outsider to challenge existing policies and procedures, and training the team on lateral thinking. In addition, managers can plan project activities in a flexible manner that allows changes as the project evolves to facilitate team unlearning. However, managers should also be cautious when promoting team unlearning. Without careful and considerable evaluation, change in beliefs and routines can cause information/knowledge loss.     

The Impact of Team Cognitive Styles on Performance of Radical and Incremental NPD Projects

Although prior studies increased our understanding of the performance implications of new product development (NPD) team members' functional backgrounds and demographic variables, they remained relatively silent on the impact of underlying psychological characteristics such as the team members' cognitive styles on project performance. The goal of this study is to explore the effects of NPD teams' cognitive styles on project performance in different kinds of NPD projects. Based on survey data from members of 95 NPD teams gathered in four Dutch manufacturing companies, hypotheses about the relationships between teams' cognitive styles and project performance of radical and incremental NPD projects are tested. Results of linear regression analyses show that the level of teams' analytical information processing positively affects project performance in both incremental and radical NPD projects, whereas the relationship between the level of teams' intuitive information processing and project performance depends on the radicalness of the project. These findings contribute to the academic discussion on team innovation, suggesting that, next to demographic and functional characteristics, cognitive styles in teams also significantly influence project performance.     

Team control mode,workers' creativity,and new product innovativeness

Scholars of creativity and innovation argue that successful innovations originate from the creative ideas of workers. However, few studies have empirically examined how management mechanisms, such as the control mode adopted by the new product development team, may work together with workers' creativity to deliver a successful new product. Drawing on the theory of opposing action strategies of team innovation, we propose that different team control modes may work together with team members' creativity to jointly influence the innovativeness of teamwork outcomes. With survey data collected from different sources in new product development teams, we find that restrictive control can effectively help teams composed of very creative members to successfully develop innovative new products. Conversely, promotive control can effectively help teams composed of less creative members to deliver innovative new products.     

Managing the Unexpected Across Space: Improvisation,Dispersion, and Performance in NPD Teams

Organizations are increasingly moving toward a team‐based structure for managing complex knowledge in new product development (NPD) projects. Such teams operate in an environment characterized by dynamic project requirements and emergent nonroutine issues, which can undermine their ability to achieve project objectives. Team improvisation—a collective, spontaneous, and creative action for identifying novel solutions to emergent problems—has been identified as a key team‐situated response to unexpected challenges to NPD team effectiveness. Geographic dispersion is increasingly becoming a reality for NPD teams that find themselves needing to improvise solutions to emergent challenges while attempting to leverage the knowledge of team members who are physically distributed across various locations. However, very little is known about how teams' improvisational actions affect performance when such actions are executed in increasingly dispersed teams. To address this gap in the literature, this paper draws on the emerging literature on different forms and degrees of team dispersion to understand how team improvisation affects team performance in such teams. In particular this paper takes into account both the structural and psychological facets of dispersion by considering the physical distance between team members, the configuration of the team across different sites, as well as the team members' perception of being distant from their teammates. Responses from 299 team leaders and team members of 71 NPD projects in the software industry were used to analyze the relationship between team improvisation and team performance, as well as the moderating effect of the three different conceptualizations of team dispersion. Results of the study indicate that team improvisation has a positive influence on project team performance by allowing team members to respond to unexpected challenges through creative and timely action. However, increasing degrees of team member dispersion (both structural and psychological) attenuate this relationship by making it difficult to have timely access to other team members' knowledge and by limiting real‐time interactions that may lead to the development of creative solutions. The results of this research offer guidance to managers about when to balance the desire to leverage expertise to cope with unexpected events. Moreover, the present paper provides directions for future research on improvisation and team dispersion. Future research is encouraged to investigate factors that may help highly dispersed teams to overcome the shortcomings of team dispersion in dealing with emergent events.     

Antecedents of Team Intuition and Its Impact on the Success of New Product Development Projects

Research on new product development (NPD) team decision making has identified a number of cognitive mechanisms (e.g., team intelligence, teamwork quality, and charged behavior) that appear to guide NPD teams toward effective decisions. Despite an extensive body of literature on these aspects of NPD team decisions, team intuition has yet to be investigated in the context of NPD teams. Intuition is regarded as a form of information processing that differs from cognitive processes, and is associated with gut feelings, hunches, and mystical insights. Past research on intuition suggests that many managers and teams embrace intuition as an effective approach in response to situations in a turbulent environment where decisions need to be made immediately. Past research also revealed various benefits of intuition in decision making. These are: to speed up decision‐making process, to improve decision outcomes such as higher product quality, and to solve less structured problems (e.g., new product planning). This research examines the impact of team‐related antecedents (e.g., team member experience) and decision‐specific antecedents (e.g., decision importance) on intuition in NPD teams. The moderating impact of environmental turbulence between antecedent variables and intuition, as well as between intuition and team performance, is investigated. To test hypotheses, data were collected from 155 NPD projects in Turkey. The results showed that past team member experience, transactive memory systems (TMS), team empowerment, decision importance, and decision motives are significantly related to team intuition. The results also revealed that team intuition is significantly related to product success and speed‐to‐market, with both high and low levels of market turbulence. The findings of this study present some interesting practical implications to managers in order to improve intuitive skills of NPD teams. First, managers should make sure that team members have the relevant expertise to facilitate effective intuition. Second, managers should encourage and enhance TMS for effective intuition. If team members are not able to gain timely and unhindered access to others who have the needed experience and knowledge, past team member experience becomes idle in order to make effective intuitive judgments. Third, managers concerned with achieving successfully developed products and helping teams to make immediate but accurate decisions during NPD process should assign more power to team members so that they can rely on their intuitive skills.     

Market Learning and Radical Innovation: A Cross Case Comparison of Eight Radical Innovation Projects

Does customer input play the same key role in every successful new-product development (NPD) project? For incremental NPD projects, market information keeps the project team focused on customer wants and needs. Well-documented methods exist for obtaining and using market information throughout the stages of an incremental NPD project. However, the role of market learning seems less apparent if the NPD project involves a really new product—that is, a radical innovation that creates a line of business that is new not only for the firm but also for the marketplace. In all likelihood, customers will not be able to describe their requirements for a product that opens up entirely new markets and applications. To provide insight into the role that market learning plays in NPD projects involving really new products, Gina Colarelli O'Connor describes findings from case studies of eight radical innovation projects. Participants in the study come from member companies of the Industrial Research Institute, a consortium of large company R&D managers. With a focus on exploring how market learning for radical innovations differs from that of incremental NPD projects, the case studies examine the following issues: the nature and the timing of market-related inquiry; market learning methods and processes; and the scope of responsibility for market learning, and confidence in the results. Observations from the case studies suggest that the market-related questions that are asked during a radical innovation project differ by stage of development, and they differ from the questions that project teams typically ask during an incremental NPD effort. For example, assessments of market potential, size, and growth were not at issue during the early stages of the projects in this study. Such issues came into play after the innovations were proven to work under controlled conditions and attention turned to finding applications for the technology. For several projects in the study, internal data and informal networks of people throughout relevant business units provide the means for learning about the hurdles the innovation faces and about markets that are unfamiliar to the development group. The projects in this study employ various techniques for reducing market uncertainty, including offering the product to the most familiar market and using a strategic ally who is familiar with the market to act as an intermediary between the project team and the marketplace.     

Determinants of New Product Development Team Performance: A Meta‐analytic Review

New product development (NPD) has become a critical determinant of firm performance. There is a considerable body of research examining the factors that influence a firm's ability to successfully develop and introduce new products. Vital to this success is the creation and management of NPD teams. While the evidence for the use of NPD teams and the factors that determine their success is accumulating, there is still a lack of clarity on the team‐level variables that are most impactful on NPD success. This meta‐analytic study examines the effects of NPD team characteristics on three different measures of success: effectiveness (market success), efficiency (meeting budgets and schedules), and speed‐to‐market, requiring incorporation of a broader set of team variables than previous studies in order to capture more factors explaining NPD outcomes. Unlike a typical empirical study that considered no more than two team variables to predict NPD performance, this study combines research spanning eight team variables including team input variables (team tenure, functional diversity, team ability, and team leadership) and team process variables (internal and external team communication, group cohesiveness, and goal clarity). Results from 38 studies were aggregated to estimate the meta‐analytic effect sizes for each of the variables. Using the meta‐analytic results, a path analytic model of NPD success was estimated to isolate the unique effects of team characteristics on NPD effectiveness and efficiency. Results indicate that team leadership, team ability, external communication, goal clarity, and group cohesiveness are the critical determinants of NPD team performance. NPD teams with considerable experience and led by a transformational leader are more successful at developing new products. Effective boundary spanning within and outside the organization and a shared understanding of project objectives are paramount to success. Group cohesiveness is also an important predictor of NPD outcomes confirming the importance of esprit de corps within the team. The findings provide product development managers with a blueprint for creating high‐performance NPD teams.     

New product development in Asia: An introduction to the special issue

Given the increasing importance of Asia, the purpose of this special issue is to broaden the scope of our understanding of New Product Development (NPD) by going beyond the traditional Western research settings and looking at how new products are developed in Asia. This paper introduces the special issue on NPD in Asia and identifies key patterns of similarities and differences between Asian and Western NPD practices. The paper highlights key similarities and differences in the areas of organizational/top management support; technological proficiency; customer/market orientation; information sharing; cross-functional interface; entrepreneurship orientation; NPD strategies; innovation orientation; contingencies of innovation orientation; innovative marketing strategies; NPD process; appointment of project managers; rewarding team members; success rate; and cycle time.     

An investigation of the use of global, virtual, and colocated new product development teams

This paper presents the results of an investigation of differences between global, virtual and colocated new product development (NPD) teams. Specifically, we examined whether and how these three types of teams differed in terms of usage, challenges, and performance. A survey of PDMA members was undertaken to collect the data. Out of 103 firms participating in the survey, 54 had used or were using global teams for some of their NPD efforts. Overall, we found that the use of global teams in our respondent firms is rapidly increasing. Our respondents indicated that by the year 2001, approximately one out of every five NPD teams in their companies are likely to be global. However, our respondents also expect that their companies will be using multiple types of teams that is, global, virtual, and colocated, to develop their new products. Our findings also suggest that global teams generally face greater behavioral and project management challenges than either colocated or virtual teams. Global team performance is also lower than the performance of virtual or colocated teams. Are these challenges associated with poorer performance? In examining this question, our results suggest that greater project management challenges are associated with lower performance, for all three types of teams. Surprisingly, behavioral challenges were not associated with performance for any team type. Our results suggest that firms face different problems associated with managing each type of NPD team—global, virtual and colocated. To effectively manage each type of team may, in turn, require that companies and their managers employ different solutions to these different problems. Additionally, companies may find that the preparation they provide to their managers and team members to work in these different team environments may also need to be different. Further research is clearly needed to address these managerial implications.     

An Exploratory Model of Interpersonal Cohesiveness in New Product Development Teams

There has been a heavy emphasis in new product development (NPD) research on intrateam issues such as communication, trust, and conflict management. Interpersonal cohesiveness, however, has received scant attention. In addition, there are conflicting findings regarding the effects of close‐knit teams, which seem to have a beneficial effect up to a point, after which the tight bond becomes a detriment. This paper addresses these issues by introducing an exploratory model of interpersonal cohesiveness→NPD performance that includes antecedents, consequences, and moderating factors. Antecedents of interpersonal cohesiveness include clan culture, formalization, integration, and political dominance of one department, while consequences are groupthink, superordinate identity, and, ultimately, external/internal new product (NP) performance. The relationships among interpersonal cohesiveness, groupthink, and superordinate identity appear to be influenced by two moderating factors: team norms and goal support. Additionally, product type is identified as a moderator on the effects of both groupthink and superordinate identity on external NP performance. The model is built from two sources: a synthesis of the literature in small group dynamics and NPD, and qualitative research conducted across 12 NPD teams. Individual team leaders were interviewed first, followed by interviews with two additional members on each team, for a total of 36 interviews. In keeping with the goals of qualitative research, the interviews and analysis were used to identify and define aspects of interpersonal cohesiveness rather than to test a preconceived model. Representation of different industries and product types was sought intentionally, and variance in NP innovativeness as well as in NP market success/profitability became key criteria in sample selection. The exploratory model and propositions developed in this study provide a framework for understanding the role of interpersonal cohesiveness in NPD teams and its direct and indirect effects on NP performance. Although a significant amount of research on cohesiveness has been conducted in previous studies of small groups, the narrow laboratory settings of that research have limited the generalizability of the findings. This study therefore serves as a useful starting point for future theory development involving interpersonal cohesiveness in NPD. It also provides a guide for managers in dealing with team cohesiveness.     

Upper management control of new product development projects and project performance

While some degree of freedom and flexibility is an essential ingredient to productive cross‐functional NPD teams, upper‐managers are faced with the challenge of instituting effective control mechanisms which head projects in the right strategic direction, monitor progress toward organizational and project goals, and allow for adjustments in the project if necessary. But too much or the wrong type of control may constrain the team's creativity, impede their progress, and injure their ultimate performance. Therefore, this study examines formal and interactive control mechanisms available to upper‐managers in controlling new product development (NPD) projects, and the relationship between these mechanisms and NPD project performance. Formal output and process controls are examined which consist of the setting and monitoring of outcomes, such as goals, schedule and budgets, and of processes and procedures, respectively. This study also looks at how the effectiveness of these control mechanisms may be contingent upon the degree of innovativeness in the project and the degree to which the project is part of a broad product program. In addition, the use of formal rewards for achieving team performance as opposed to rewards for individual achievement is investigated. Lastly, interactive controls are examined which consist of upper‐managers interacting directly with project members in the development of strategy and operational goals and procedures prior to the start of the project, and upper‐managers intervening in project decision‐making. Questionnaire data are collected on 95 projects across a variety of industries. The findings suggest that while NPD projects teams need some level of strategic direction concerning the objectives to be accomplished and the procedures to be followed, upper‐level managers can exert too much control. In particular, the findings showed a negative association between the use of upper manager‐imposed process controls and project performance. The findings also indicated that the degree to which upper‐managers intervened in project‐level decisions during the project was negatively related to project performance. However, the results showed support for the notion that early and interactive decision‐making on control mechanisms is important for effective projects. In particular, early team member and upper‐management involvement in the setting of operational controls, such as goals and procedures for monitoring and evaluating the project, was positively associated with project performance. This study provides additional insight into our understanding of upper‐management support in new product development. The study suggests that upper‐managers can over control with the wrong type of controls, and suggests effective ways of implementing participative and interactive control mechanisms.     

Who Knows What in NPD Teams: Communication Context,Mode, and Task Contingencies

The use of cross‐functional teams in new product development (NPD) benefits firms in many ways. One benefit is the diverse knowledge team members bring to the project, but that benefit can only be appreciated if team members fully utilize and integrate the differentiated expertise of members. As reliance on cross‐functional NPD teams grows, however, firms struggle to exploit the full potential of functionally diverse groups, the biggest obstacle being integrating team members' varied knowledge, expertise, and abilities. Therefore, understanding how information is integrated and used is a primary concern for both practitioners and researchers. Databases and other forms of hard data are methods team members can use to effectively share and integrate knowledge; another method based on social cognition is transactive memory systems (TMS). TMS indicates who will learn what and from whom. The notion is that knowledge is distributed among people in the group, and to make effective use of it, individuals need to know who knows what and who knows who knows what. Grounded in the knowledge‐based theory of the firm, this study investigates the influence of different communication contexts and modes on TMS under different NPD task environments (i.e., exploitation and exploration) in cross‐functional NPD teams. A theoretical model is developed and empirically tested using data collected from 272 ongoing NPD teams of 128 Chinese high‐tech companies. Findings suggest that when teams face tasks defined by exploration, informal communication and face‐to‐face communication are positively associated with TMS, whereas for tasks defined by exploitation, formal communication and computer‐mediated communication are positively related with TMS. Additionally, this study found that TMS is positively related to NPD performance both in terms of project performance and in terms of market performance. Based on these findings, theoretical and managerial implications are drawn regarding resource deployment that encourages the development of effective TMS leading to successful NPD projects.     

Antecedents and consequences of team sensemaking capability in product development projects

With the increasing popularity of organizational sensemaking in the literature, sensemaking capability of firms attracts many researchers and practitioners from different fields. Nevertheless, sensemaking capability is rarely addressed in the new product development (NPD) project teams in the technology and innovation management literature. Specifically, we know little about what team sensemaking capability is, its ingredients and benefits, and how it works in NPD projects (e.g., its antecedents and consequences). By investigating 92 NPD project teams, we found that (1) team sensemaking capability, which is composed of internal and external communication, information gathering, information classification, building shared mental models, and taking experimental actions, has a positive impact on the information implementation and speed‐to‐market; (2) information implementation and speed‐to‐market mediate the relationship between team sensemaking capability and new product success; and (3) team sensemaking capability mediates the relationship between team processes and information implementation and partially mediates the relationship between team processes and speed‐to‐market. We also found that team autonomy, interpersonal trust among team members, and open‐mindedness of team members positively influence the development of team sensemaking capability. Theoretical and managerial implications of the study findings are discussed.     

The Effect of Interactional Fairness on the Performance of Cross‐Functional Product Development Teams: A Multilevel Mediated Model*

Cross‐functional product development teams (CFPDTs) are receiving increasing attention as a fundamental mechanism for achieving greater interfunctional integration in the product development process. However, little is known about how team members' interactional fairness perception—fairness perception based on the quality of interpersonal treatment received from the project manager during the new product development process—affects cross‐functional communication and the performance of CFPDTs. This study examines the effects of interactional fairness on both team members' performance and team performance as a whole. It was predicted that interactional fairness in CFPDTs would significantly affect team members' task performance, both task‐ and person‐focused interpersonal citizenship behaviors, as well as team performance. Additionally, commitment would partially mediate the effects of interactional fairness on these performance outcomes. Analyzing survey responses from two student samples of CFPDTs with hierarchical linear modeling techniques, it was demonstrated that team members' task performance, interpersonal citizenship behavior, and team performance are enhanced when team members are dedicated to both the team and the project, and such dedication is fostered when project managers are fair to team members in an interpersonal way.     

Soaking It Up: Absorptive Capacity in Interorganizational New Product Development Teams

Prior research has acknowledged the importance of an organization's absorptive capacity—the ability to acquire new knowledge and information, assimilate, transform, and exploit it—for innovation purposes. Because innovations are usually developed by project teams, this suggests that absorptive capacity, as a construct, may also be usefully applied at the team level. Consequently, this study developed a measure for team‐level absorptive capacity, investigated the potential influencing factors, and examined its relationship to team effectiveness in terms of product innovativeness in an interorganizational context. Specifically, building on the theory of homophily and information and decision‐making theories, three factors (social‐category similarity, work‐style similarity, and knowledge complementarity between the recipient and the partner organization teams) were identified as likely antecedents of team absorptive capacity. The hypotheses were tested on data from 98 interorganizational new product development teams and included responses from team members, team leaders, and team‐external managers. With regard to the antecedents of team absorptive capacity in interorganizational settings, the results showed a significant positive association with partners' work‐style similarity and an inverted U‐shaped relationship with partners' knowledge complementarity. Social‐category similarity was not significantly associated with team absorptive capacity. We also examined whether team absorptive capacity was related to interorganizational team effectiveness and found a significant positive relationship between team absorptive capacity and product innovativeness. The study demonstrates that absorptive is indeed related to team effectiveness outcomes in an interorganizational context, which underlines the importance of team‐level absorptive capacity for product innovation management and suggests paying more attention to the lower levels of absorptive capacity.     

Reflexivity,stress, and unlearning in the new product development team: the moderating effect of procedural justice

The success of new product development (NPD) depends on a team's abilities to integrate, build, and reconfigure internal and external competences and the flexibility to address rapidly changing environments. To develop innovative products it is desirable that these processes should not be constrained by current beliefs and routines. NPD teams therefore need to engage in an unlearning process to overcome any resistance to new ideas and to facilitate a fresh approach. The paper recognizes that the controlled experience of stress plays a part in unlearning (e.g., confusion about technology or market change can encourage changes) and argues that teams should systematically reflect on the progress they are making in projects and in unlearning. The fairness of procedures used by the management moderates the proposed relationships. Two hundred and ninety eight team members and 77 NPD team leaders participated in the study. The results indicate that team reflexivity positively influences unlearning and product innovation, while team stress has a negative effect. The perceived fairness of management procedures strengthens the positive effects of team reflexivity on unlearning and product innovation, and reduces negative effect of team stress.     

The impact of structural and contextual factors on trust formation in product development teams

This study examines antecedents of trust formation in new product development (NPD) teams and the effects of trust on NPD team performance. A theoretical framework relating structural and contextual factors to interpersonal trust and project outcomes was built, including task complexity as a moderating variable. Hypotheses from this model were tested with data on 93 product development projects carried out in Turkey. The findings showed that structural factors such as moderate level of demographic diversity, proximity of team members, team longevity, and contextual factors (procedural and interactional justices) were positively related to the development of interpersonal trust in NPD teams. The findings also revealed that interpersonal trust had an impact on team learning and new product success, but not on speed-to-market. Further, the findings showed that the impact of interpersonal trust on team learning and new product success was higher when there was higher task complexity. Theoretical and managerial implications of the study findings are discussed.     

Architectural Redesign, Interpersonal Communication, and Learning in R&D

An effective R&D organization needs information from a complex web of sources, including customers, suppliers, sales and marketing, and company management. Within the R&D organization, information must flow into and among numerous teams. This network of interpersonal communications can go a long way toward determining the success of a company's innovation efforts. In an exploratory study of a Belgian company operating in the telecommunications industry, Rudy K. Moenaert and Filip Caeldries examine the effects of interpersonal communication on market and technological learning in R&D. Trying to improve the flow of information into and within its R&D organization, this company designed its new R&D facility with an eye toward improving both market and technological learning throughout the organization. By locating R&D personnel in closer proximity to one another, management hoped to provide them with improved access to market and technological information, and thus increase their innovativeness. Contrary to expectations, placing R&D professionals in closer proximity to one another did not increase technological learning in this organization. In fact, technological learning actually decreased slightly during the period studied, though the change is not statistically significant. On the other hand, market learning and product innovativeness improved significantly during the period studied. For an R&D professional in this company, members of other R&D teams seem to be more important as sources of market information than as sources of technological information. Surprisingly, the relocation of R&D personnel also did not increase the amount of communication that takes place, either within a project team, between members of different teams, or between R&D professionals and the management steering committee. However, the architectural redesign does appear to have improved the quality of communication. R&D team leaders report that since the relocation, the information flowing into R&D has been more customer focused. This is attributed to the company's ongoing efforts to provide the tools and structures necessary for supporting the objectives of the architectural redesign. For example, implementation of quality function deployment (QFD) has helped innovation team members to focus more clearly on relevant information. The success of the architectural design required approaching this effort as a complex, ongoing process, rather than a quick-fix solution.     

创新团队公平感知与知识共享行为关系研究——以成员信任为中介变量

创新团队组织形式的蓬勃发展使得团队成员的绩效激励方式成为众多管理者的研究课题。团队中掌握独特隐性知识的成员往往不愿意共享自身的有利于团队的创新知识,从而给团队的发展带来困难。如何针对这类员工做出有利于团队整体绩效提升的激励活动,是创新团队管理者和所有创新团队工作模式研究者的共同目标。通过数据模型的回归,得出如下结论:创新团队的成员公平感知与成员知识共享行为正向相关,成员对互动公平的感知对知识共享行为的影响最为显著。验证了创新团队成员信任在成员公平感知与知识共享行为之间的中介效用。