What Makes the Glass Half Full and (How) Does it Matter? Material Resource Perceptions in Innovation Projects

Time, Date, Venue

May 9th, 2011 Monday 16.00-17.30

University College London

1st floor Exec-ed room, Engineering Front Building
("Malet place" in Google maps)

Abstract

In this research, we identify socio-cognitive drivers of team perceptions of material resource adequacy and how these perceptions, in turn, influence different aspects of innovation project performance (product quality and product novelty). As empirical studies on the relationship between material resources and innovation project performance yielded contradicting or non-significant results so far, we propose, and empirically validate, that this ambiguity may be accounted to a lack of detail in the conceptualization and measurement of innovation project outcomes (i.e., whether product novelty or product quality is used as a dependent variable). Results of 121 innovation projects point to three drivers of material resource adequacy perceptions: collective action repertoire, team potency, and workload. Our empirical analyses further reveal a significant positive relationship between adequacy perceptions of material resources and product quality, and a significant negative relationship between adequacy perceptions of material resources and product novelty. Implications for  theory and practice are discussed.

Biography

http://www.whu.edu/cms/fileadmin/redaktion/LS-FuPM/pdf/CV_Prof_Martin_Hoegl_e.pdf


Professor Martin Hoegl (Ph.D., Univ. of Karlsruhe, Germany; Habilitation, Technical
University of Berlin, Germany) holds the Chair of Leadership and Human Resource
Management at WHU – Otto Beisheim School of Management. Before joining WHU,
Professor Hoegl served on the faculties of Washington State University (USA) and Bocconi University (Milan, Italy). Moreover, Martin Hoegl held visiting professorships at the Kellogg School of Management (Northwestern Univ., USA) and at the National Sun Yat-Sen University (Taiwan), and has given guest lectures at various international universities. He has conducted research projects with major firms in the US and Europe. His main research interests include leadership and collaboration in organizations, management of R&D personnel, knowledge creation in innovation processes, resource-constrained innovation, the management of geographically dispersed and inter-organizational collaboration, as well as the influence of cross-cultural differences on individual and team behaviors in organizations. He has published in leading international journals including the Academy of Management Journal, Decision Sciences, Human Resource Management, Journal of Business Ethics, Journal of International Business Studies, Journal of Management, Journal of Management Studies, Journal of Product Innovation Management, MIT Sloan Management Review, Organization Science, Research Policy, and others. Professor Hoegl provides service to the academic community as an active reviewer for various leading international and national journals and as an editorial board member of the Journal of World Business and the Journal
of Engineering and Technology Management. He is co-guest editor of the Journal of Product Innovation Management, special issue on ‘Is less more? Resource constraints and innovation’.