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Barriers, power-bases and contributions

a) a specialization among different persons, 
b) the need for cooperation and coordination
c) a struggle for a power-balance of different key persons involved in a coalition for the innovation.

• 1. There is no innovation without external cooperation partners.
• 2. The cooperation with external partners is hindered by inter-organizational barriers.

>> Relationship promotors help to surmount these barriers

Main task Bridging Boundaries

A person

• who actively and intensively
• advances inter-organizational exchange processes
• through good personal relationships to key actors  who dispose of critical resources

Power sources

• Social competences
• Knowledge of networks
• A portfolio of relationships

• No knowledge of appropriate partners > matching prob
• No will to cooperate  > trust & commitment prob
• No ability to cooperate > understanding prob
• No permission to cooperate > third-party prob

>> Relationship Promotors help to surmount these inter-organizational barriers

inward-looking roles of expert-, process- and relationship-promotor show growing negative effects

The negative effects of the power promotor are explained by the highly innovative projects that could not be improved by increasing resources. Because of that, the common reason for positive effects of TMTs does not apply.

The higher the degree of innovation – the more heavily the top
management will be overstrained  – the more it should count on
lower and middle management, whose professional task it is to
deal with challenging projects. 

outward-looking roles of technological gatekeeper, relationship-
promotor and project leader show growing positive effects.

Explaination:
With a new technology not only the technological knowledge of the
innovating company changes, but also of their competitors, customers, suppliers and research partners. 

That is why the company also has to keep up with this newly arising
external knowledge and its new applications.

A team can be defined as a social system of three or more people, which is embedded in an organization (context), whose members have a common identity, and who collaborate on a common task (teamwork).

für Gemünden gilt team=group

1. forming orientation stage
> get to know each other

2. storming differentiation stage
> stage of power and coalition games

3. norming integration stage
> looking for harmony

4. Performing
> concentration on the goal

1. small number of people

2. complementary team members' skills

3. specific goals and meaningful purpose
> goals are defined
> goals are output-oriented and "SMART"

4. common approach

5. mutual and individual accountability

Viel zu einfach sagt Gemünden!
Input

• individual-level factors - skills, attitudes, personalities
• group-level factors - structure, level of cohesiveness, size
• environment-level factors - task characteristics, reward structure, level of stress

GROUP INTERACTION PROCESS

Output

• Performance outcome - quality, speed to solution, number of errors
• other outcomes - satisfaction, cohesiveness, attitude change--

1. productive output
should meet or exceed the performance standards of the "clients"

2. capability to work together should be enhanced through the social processes used

3. group experience should satisfy the personal needs of team members

Team design

• Team Composition
• Team Leadership

Process
Teamwork Quality

Outcomes

• Team Performance
• Personal Success

(1) Communication
(2) Coordination
(3) Balance of Member Contributions
(4) Mutual Support
(5) Effort
(6) Cohesion

Team members share important information on time.

The information received from other team members is precise.

The information received from other team members is useful.

The subtasks within the project are closely harmonized.

Goals for subtasks are clear and fully comprehended.

Goals for subtasks are accepted by all team members.

Recognition of specific potentials of individual team members. 

Team members contribute to the achievement of the team’s goals 
in accordance with their specific potential. 

Imbalance of member contributions causes conflicts in the team.

Team members help and support each other as the best they could.

Conflicts are easily and quickly resolved. Discussions and
controversies are conducted constructively.

Suggestions and contributions are respected by all team members. Suggestions are discussed and further developed.

The team is able to reach consensus regarding important issues.

Every team member fully pushes the project.

Team members make the project their highest priority.

The team puts much effort into the project.

There are conflicts regarding the efforts that team member
put into the project.

The team members are strongly attached to the project.

It is important for the team members to be part of the team.
Members feel proud to be in the team.

All team members are fully integrated in the team.

There is personal attraction between the team members.

Every team member feels responsible for maintaining and
protecting the team.

Evaluation of Team leaders and other team members korrelieren am meisten weil sie ihre eigene Leistung einschätzen. Außerdem haben sie mehr Kontaktkontakt.

Gemünden findet die Einschätzung der Team Leader am treffendsten

Zu Projektbeginn werden die wichtigen Entscheidungen getroffen, die den höchsten Einfluss auf die späteren Kosten haben.

TWQ is the most important predictor of team performance, followed
by integration between teams.

Commitment to the project and dysfunctional conflicts do not seem to be significant for team performance

WTC (=TWQ) is positively correlated with the three measures of BTC

Actively manage collaboration within and between teams to achieve high overall performance

Increase TWQ by appropriate team design (social skills) and
participative leadership style

Foster BTC by encouraging horizontal information flow, clarifying
interfaces between teams, setting integrative goals

At the team level only for a team climate of innovation less financial resources will lead to a higher success of innovation projects.

Stronger pattern of relationships between TCI factors and innovation in research teams, probably because of greater scope and expectation to be innovative

In research teams, the 2 TCI dimensions support for innovation and task orientation yielded the strongest positive relationships with 3 indicators of innovation.

"… a man willing to put himself on the line for an idea of
doubtful success. He is willing to fail. But he is capable of using any and every means of informal sales and pressure in order to succeed."

“Champions are defined as individuals who informally emerge in an organization and make a decisive contribution to the innovation
by actively and enthusiastically promoting its progress through the critical organizational stages.”

(1) Expresses Enthusiasm and Confidence
(2) Persists under Adversity
(3) Gets the Right People Involved

Barriers of Will
> Investment
> Acceptance

Barriers of Capability
> Development
> Implementation