Organizing for innovation: A contingency view on innovative team configuration

Vakili, K and Kaplan, S (2020) Organizing for innovation: A contingency view on innovative team configuration. Strategic Management Journal. ISSN 0143-2095 (In Press)

Abstract

While innovation has increasingly become a collaborative effort, there is little consensus in research about what types of team configurations might be the most useful for creating breakthrough innovations. Do teams need to include inventors with knowledge breadth for recombination or do they need inventors with knowledge depth for identifying anomalies? Do teams need overlapping knowledge to integrate insights from diverse areas or does this redundancy hamper innovation by creating inefficiencies? In this paper, we offer evidence that the answers to these questions may depend on the characteristics of the technologies. Focusing on the degree of modularity and the breadth of application in patent data, we identify empirical patterns suggesting that differing team configurations are associated with different technological domains.

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Item Type: Article
Subject Areas: Strategy and Entrepreneurship
Additional Information:

© 2020 Wiley. This is the peer reviewed version of the following article: Vakili, K. and Kaplan, S. (2020), 'Organizing For Innovation: A Contingency View On Innovative Team Configuration'. Strategic Management Journal. Accepted Author Manuscript, which has been published in final form at https://doi.org/10.1002/smj.3264. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions

This work is partially supported by the Canadian Social Sciences and
Humanities Research Council under grant #410-2010-0219.

Funder Name: Social Sciences and Humanities Research Council of Canada
Date Deposited: 06 Jan 2021 17:58
Date of first compliant deposit: 04 Jan 2021
Subjects: T > Team management
P > Product innovation
T > Technological innovation
Last Modified: 18 Feb 2021 12:08
URI: https://lbsresearch.london.edu/id/eprint/1618
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