在小型高科技企业中，是什么让团队更具创新性

IF 1.4 Q3 MANAGEMENT

International Journal of Entrepreneurial Venturing Pub Date : 2020-06-26 DOI:10.1504/ijev.2020.10030042

A. Jahanshahi, Tahereh Maghsoudi, F. Babaei

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引用次数: 0

摘要

培养团队创新被认为是高科技企业的主要领导功能，因为他们面临激烈的市场竞争。在本研究中，我们分析了变革型领导对小型高科技企业团队创新的直接和间接影响。来自伊朗高科技行业的24名团队领导和133名员工参与了我们的研究。运用结构方程模型，我们发现变革型领导者在提升团队创新、促进团队信任和团队沟通质量方面发挥着至关重要的作用。然而，变革型领导与团队创新并无直接关系。我们还发现，变革型领导在提高团队内部的信任和沟通方面发挥了促进作用。在发展中国家的背景下，本研究提供了经验证据，证明变革型领导通过促进团队成员之间的沟通和信任，在鼓励团队创新方面发挥了突出作用。

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What makes teams more innovative in small high-technology ventures The role of leadership

Fostering team innovation has been considered as a major leadership function in high-technology ventures because they face intense competition in the market. In this research, we analysed the direct and indirect effects of transformational leadership on team innovation in small high technology ventures. A total of 24 team leaders and 133 employees from high tech industries in Iran participated in our study. Using structural equation modelling, we found that transformational leaders play a crucial role in enhancing team innovation, facilitating team trust and team communication quality. Nevertheless, transformational leadership was not related to team innovation directly. We also found that transformational leadership plays a facilitating role in improving trust and communication within a team. In the context of developing countries, this study provides empirical evidence of the prominent role of transformational leadership in encouraging team innovation by facilitating communication and trust among team members.

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来源期刊

International Journal of Entrepreneurial Venturing MANAGEMENT-

CiteScore

2.60

自引率

20.00%

发文量

期刊介绍： The journal name relates to Harvard Business School''s understanding of "The Entrepreneurial Venture" (Sahlmann/Stevenson/Roberts/Bhidé), the concept of entrepreneurship not only limited to new ventures/start-ups, but further understood as the concentration of opportunity/growth/value creation regardless of company size, age or kind. Hence, IJEV addresses organisational processes surrounding these concepts: from an idea to an innovation. To bridge the gap between innovation and entrepreneurship research, IJEV emphasises implications of this new knowledge for researchers, managers, public policy makers and business educators. Topics covered include: -Opportunity: identification; recognition; creation; selection; exploitation -Growth: management of rapidly growing enterprises; control -Value creation: for owners; for customers; other stakeholders; society -Entrepreneurship and intrapreneurship -New venture creation -Management of technology and innovation -New product development and creativity -SME management -Entrepreneurial and small enterprise finance -Crowdsourcing and crowdfunding -Family business -Gender and diversity -Global entrepreneurship and internationalisation -Public policy, the economy, and the small enterprise -Business and organisational failure