Innovation Performance in New Product Development Teams in China's Technology Ventures: The Role of Behavioral Integration Dimensions and Collective Efficacy

Journal of Product Innovation Management, Forthcoming

42 Pages Posted: 15 Dec 2013 Last revised: 21 Feb 2014

See all articles by Jingjiang Liu

Jingjiang Liu

Zhejiang University

Jiyao Chen

Oregon State University

Yi Tao

Zhejiang University - School of Management

Date Written: December 13, 2013

Abstract

In emerging markets, technology ventures increasingly rely on new product development (NPD) teams to generate creative ideas, and to mold these innovative ideas into streams of new products or services. However, little is known about how behavioral integration (a behavioral team process) and collective efficacy (a motivational team process) jointly facilitate or inhibit team innovation performance in emerging markets — especially in China, the world’s largest emerging-market setting with collectivist and high power-distance cultures. Drawing on social cognitive theory and behavioral integration research, this article elucidates the relationships between behavioral integration dimensions (i.e., collaborative behavior, information exchange, and joint decision making) and innovation performance, and also examines how collective efficacy moderates these relationships in China’s NPD teams.

Results from a sample of 96 NPD teams in China’s technology ventures reveal that information exchange is positively associated with innovation performance. Collaborative behavior positively but marginally influences innovation performance, whereas joint decision making doesn’t relate to innovation performance. Moreover, collective efficacy demonstrates an important moderating role. Specifically, both collaborative behavior and joint decision making are more positively associated with innovation performance when collective efficacy is higher. In contrast, information exchange is less positively associated with innovation performance when collective efficacy is higher.

This study makes important theoretical contributions to the literature on team innovation and behavioral integration in emerging markets by offering a better understanding of how behavioral and motivational team processes jointly shape innovation performance in China’s NPD teams. This study also extends social cognitive theory by identifying collective efficacy as a boundary condition for the overall effectiveness of behavioral integration dimensions. In particular, this study highlights the condition under which behavioral integration dimensions facilitate or inhibit NPD team innovation performance in China.

Keywords: Behavioral Integration, Collective Efficacy, New Product Development Team, Emerging Market

Suggested Citation

Liu, Jingjiang and Chen, Jiyao and Tao, Yi, Innovation Performance in New Product Development Teams in China's Technology Ventures: The Role of Behavioral Integration Dimensions and Collective Efficacy (December 13, 2013). Journal of Product Innovation Management, Forthcoming, Available at SSRN: https://ssrn.com/abstract=2367384

Jingjiang Liu (Contact Author)

Zhejiang University ( email )

Jiyao Chen

Oregon State University ( email )

Corvallis, OR 97331
United States
5417376338 (Phone)

Yi Tao

Zhejiang University - School of Management ( email )

Hangzhou, Zhejiang Province 310058
China

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