טכניון מכון טכנולוגי לישראל
הטכניון מכון טכנולוגי לישראל - בית הספר ללימודי מוסמכים  
M.Sc Thesis
M.Sc StudentSegal Vered
SubjectSame Leadership and Team Characteristics, Yet Different
Effects on Innovation in R&D versus Manufacturing
DepartmentDepartment of Industrial Engineering and Management
Supervisors Professor Emeritus Miriam Erez
Professor Eitan Naveh


Abstract

The present research examine whether the leadership and team characteristics that lead to team innovative performance in the R&D phase of new product development differ from those enhancing team innovative performance in the manufacturing phase. Four hundred sixty-one engineers and technicians working in 21 R&D teams and 21 manufacturing teams of a large R&D company participated in the study. The research findings demonstrated that the three innovation aspects of technology, problem construction, and task design, created different environments in R&D versus manufacturing, that required different leadership orientation and team characteristics to enhance team innovation. Perceived team diversity had a positive effect on radical innovation in R&D teams, but a negative effect on innovation implementation in manufacturing teams. High task interdependence had a positive effect on innovation implementation in manufacturing teams, but not on innovative performance in R&D teams. In addition, leaders orientated toward radical innovation enhanced innovation in R&D teams, while leaders oriented toward improvements in methods and tools enhanced innovation in manufacturing teams. Furthermore, leadership orientation also moderated the effect of team characteristics on team innovative performance. In the R&D context, team potency and team reflexivity had positive effects on radical innovation, and team potency also had a positive effect on innovation implementation when the team leader was oriented toward radical innovation. Similarly, in manufacturing teams, positive effects of team potency on radical innovation and of team reflexivity on innovation implementation were found when the team leader was oriented toward improvements in methods and tools. The implications of these findings to the understanding of team innovation are further discussed.