Reconciling temporal conflicts in innovation ambidexterity: the role of TMT temporal leadership

Combining Structural and Sequential Ambidexterity: A Configurational Approach Using fsQCA

Structural and sequential ambidexterity are proved to be two prevalent approaches in managing tension between exploration and exploitation. Dominant studies have treated the two approaches as mutually exclusive but have provided less insight about their combination, and the organizational configurations that advance such combination, which is a major meaningful gap explored in the current study. This study aims to explore the configurations of organization design choices to combine structural and sequential approaches from a holistic perspective. We apply fuzzy-set qualitative comparative analysis (fsQCA) to analyze the empirical data collected from 102 firms in China. The results show that firms attain high ambidexterity with both separated and blended configurations. Blended ones demonstrate that the structural and sequential approaches can be combined in a way that one approach dominates and the other subordinates. Organizational design mechanisms regarding the configurations for combining structural and sequential approaches are concluded as multielements (complements and substitutes) and multilevels (fit and interaction). These findings are also interpreted through the Chinese ‘Yin-Yang’ framework, which introduces ‘Yin-Yang balancing’ into the ambidexterity literature.

Relationships Between Temporal Leadership, Transactive Memory Systems and Team Innovation Performance

Background

In recent years, temporal leadership has gradually attracted academic attention.

Purpose

This paper discussed the impact of temporal leadership on team innovation performance.

Methodology

Through the sample analysis of 385 team members in 98 teams. The measurements of temporal leadership, team innovation performance, transactive memory system, and team reflection were used to measure the relationships between temporal leadership, transactive memory systems and team innovation performance.

Findings/Results

It is found that temporal leadership has a positive impact on team innovation performance, which is transmitted through the credibility dimension and coordination dimension of transactive memory systems. Positive team reflection regulates the relationship between temporal leadership and transactive memory systems.

Value

This paper reveals the specific impact mechanism of temporal leadership on team innovation performance and provides a new perspective on how to improve team innovation performance in limited time resources.

Promoting teaching innovation of Chinese public-school teachers by team temporal leadership: The mediation of job autonomy and the moderation of work stress

This study examines the impact of team temporal leadership, leaders’ behaviors regarding scheduling, allocating time resources, and coordinating team members, on teachers’ innovative behavior. Questionnaire surveys on 2021 Chinese elementary and secondary public-school teachers show that team temporal leadership exerts a significant positive direct effect on teaching innovation and the effect can be facilitated through the mediation of job autonomy. Moreover, both the direct effect and the second-leg of the mediation effect are moderated by work stress. These suggest that, at least in certain educational settings, teaching innovation can benefit from leaders’ appropriate scheduling and synchronization of time resources. The results also emphasizing the roles of job autonomy and work stress during this time-based team management.

How incentive synergy and organizational structures shape innovation ambidexterity

Purpose

Organizational incentives and structures play a crucial role in realizing explorative and exploitative innovations in firms. Existing studies have neglected the role of trade-off mechanisms between the two on innovation ambidexterity. This study aims to investigate these trade-off mechanisms and their position on innovation ambidexterity.

Design/methodology/approach

Given the limited theoretical understanding, the authors conducted a case study with a sample of two Chinese firms with abundant interview and secondary data.

Findings

The results show that firms can develop innovation ambidexterity at two levels, namely, the time and space levels, using incentive synergy as well as organizational structures. Furthermore, the authors explain the role of the trade-off between incentive synergy and organizational structure in promoting a balance between explorative and exploitative innovation.

Originality/value

The authors propose trade-off mechanisms between incentive synergy and organizational structure and explore how trade-off mechanisms can play a role in promoting a balance of explorative and exploitative innovation at both time and space levels.

Every coin has two sides: the impact of time pressure on employees’ knowledge hiding

Purpose

Time pressure is the most common kind of work pressure that employees face in the workplace; the existing research results on the effect of time pressure are highly controversial (positive, negative, inverted U-shaped). Especially in the era of knowledge economy, there remains a research gap in the impact of time pressure on individual knowledge hiding. The purpose of this paper is to explore the impact of different time pressure (challenge and hindrance) on knowledge hiding and to explain why there is controversy about the effect of time pressure in the academics.

Design/methodology/approach

The authors collected two waves of data and surveyed 341 R&D employees in China. Moreover, they used regression analysis, bootstrapping and Johnson–Neyman statistical technique to verify research hypotheses.

Findings

The results show that challenge time pressure (CTP) has a significant negative effect on knowledge hiding, whereas hindrance time pressure (HTP) has a significant positive effect on knowledge hiding; job security mediates the relationship between time pressure and knowledge hiding; temporal leadership strengthen the positive impact of CTP on job security; temporal leadership can mitigate the negative impact of HTP on job security.

Originality/value

The findings not only respond to the academic debate about the effect of time pressure and point out the reasons for the controversy but also enhance the scholars’ attention and understanding of the internal mechanism between time pressure and knowledge hiding.

How to Solve the Time Dilemma? The Influence of Team Temporal Leadership on Team Innovation Performance

Time pressure (TP) is the most common kind of pressure faced by R&D teams. How to improve team innovation performance (TIP) when time resources are insufficient has been a concern of practitioners and scholars. The purpose of this paper is to put forward some suggestions to solve that time dilemma. We conducted a survey based on a sample of 163 teams. In the first-stage survey (time 1), we measured the team temporal leadership (TTL) and TP. In the second-stage survey (time 2), we measured team learning behavior (TLB). TIP was measured in the third-wave survey (time 3). The results are as follows: (i) TTL has a significant positive impact on the TLB and TIP; (ii) TLB plays a mediating role in the relationship between TTL and TIP; and (iii) TP can positively moderate the relationship between TTL and TLB, that is, the promoting effect of TTL on TLB is more pronounced under the higher level of TP. These findings reveal the influence mechanism of TTL on TIP from the perspective of TLB and TP.