Collaborating Beyond Borders: The Role of Social Ties in International Eco-Innovation Partnerships

We examine the impact of international social ties on international eco-innovation partnerships. Promoting eco-innovation partnerships or collaboration is crucial for environmental sustainability, which has been a global, pressing concern in the last decade due to the detrimental effects of global warming, climate change, and greenhouse gas emissions. This type of collaboration can be facilitated and enhanced by international knowledge spillovers through interpersonal networks. While previous studies explore the role of inter-organizational collaborative networks on different innovation outcomes at a regional level, there is a research gap regarding the impact of social ties across countries on international collaboration, especially within the context of eco-innovation partnerships. Our findings suggest that more socially connected countries are more likely to partner in eco-innovation activities. Our study advances our understanding of the role of social ties in facilitating collaborative eco-innovation efforts and expands the knowledge on cross-regional interpersonal networks and their implications for socio-economic outcomes

The Interaction between Personality, Social Network Position and Involvement in Innovation Process

Abstract This dissertation proposal investigates how personality and individuals’ social network position affect individuals’ involvement into the innovation process. It posits that people would feel inclined to become involved into the different phases of the innovation process depending on their Big Five personality traits. Additionally, this research elaborates on personality antecedents of social relationships and network structure. Furthermore, it accounts for the dynamic relationship between stages in innovation process and social network structure. Finally, it posits that there is potentially a mismatch between social network structure in different stages of the innovation process, and that this mismatch is caused by individuals’ personality. The suggested conceptual framework contributes to the innovation literature by enriching our understanding of why people create markedly different patterns of social ties in the workplace and how this tie formation process and personality influence innovation process. An empirical study aimed at testing the suggested propositions is suggested

Diversity and Social Network Structure in Collective Decision Making: Evolutionary Perspectives with Agent-Based Simulations

Collective, especially group-based, managerial decision making is crucial in organizations. Using an evolutionary theoretic approach to collective decision making, agent-based simulations were conducted to investigate how human collective decision making would be affected by the agents' diversity in problem understanding and/or behavior in discussion, as well as by their social network structure. Simulation results indicated that groups with consistent problem understanding tended to produce higher utility values of ideas and displayed better decision convergence, but only if there was no group-level bias in collective problem understanding. Simulation results also indicated the importance of balance between selection-oriented (i.e., exploitative) and variation-oriented (i.e., explorative) behaviors in discussion to achieve quality final decisions. Expanding the group size and introducing non-trivial social network structure generally improved the quality of ideas at the cost of decision convergence. Simulations with different social network topologies revealed collective decision making on small-world networks with high local clustering tended to achieve highest decision quality more often than on random or scale-free networks. Implications of this evolutionary theory and simulation approach for future managerial research on collective, group, and multi-level decision making are discussed.Comment: 27 pages, 5 figures, 2 tables; accepted for publication in Complexit

Imprints from idea origin on innovation and the development environment

This study builds on the evolutionary and organization literatures to explore how the nature of innovation outcomes was influenced by the innovation’s original idea and the environment in which it was developed. We use data from a survey of inventors on the development processes of three types of innovations: market success innovations, technologically novel innovations, and innovations that are both technologically novel and of market success. Our results suggest that the environment in which the project is developed erodes the effect of the original knowledge sources on the innovation outcome. Specifically, a stronger imprinting effect of knowledge sources is found for independent inventors, while ideas are more likely to be eroded in projects undertaken by inventors at technology leader firms

Wheel of Innovation : How Leaders\u27 Attitudes and Behaviors Drive Disruptive Technology in the U.S. Navy

Problem and Purpose Innovative solutions in national defense are needed to respond to national security threats in our uncertain environment. Leader attitudes and behaviors have a substantial impact on innovation. Unfortunately we did not completely understand the effect of leader attitudes and behaviors on innovation and the team dynamics that lead to innovation, especially in the military. The purpose of this study was to determine how leadership attitudes and behaviors contribute to product innovation within the U.S. Navy and how leadership emerges within this complex adaptive system of innovation. Method The research was a qualitative design based on a multiple or comparative case study. A theoretical/conceptual framework of complexity leadership theory was used as a meso model to understand adaptive innovative processes at work in the context of bureaucratic forms of organizing. Three teams based on three product innovations were selected because they demonstrated breakthrough innovation with disruptive technology and successfully fielded their capabilities within cost and schedule thresholds. Data from three project teams were collected using interviews, focus groups, and program documentation. Eighteen individuals participated in interviews and focus groups. The attitudes and behaviors of nine formal leaders and several emerging leaders were analyzed and evaluated. The results were summarized in six different themes that were apparent across all three projects and multiple leaders. Results These six themes were a combination of leader attitudes and behaviors that contributed to the success of the three projects. These attitudes and behaviors were observed at all levels of the organization from the program manager, to the IPT leaders, to the engineers getting the job done. The first theme was urgency driven by a heartfelt need. The second theme was that these leaders would listen and were open to ideas. The third theme was to know the process and challenge the process while managing risk and ensuring it is good enough. The fourth theme was vision, passion, assertive, persistence, and moderating setbacks. The fifth theme was trusted leader with credibility, integrity, and was professional. The last theme was collaboration, teamwork, and recognition. Communication was apparent throughout all the themes and links them together. Conclusions The attitudes and behaviors of the leaders in this study contributed to the innovation by keeping the polarity within these themes in creative tension. The leaders established a strong sense of urgency based on a heartfelt need while also creating an atmosphere and practice of making sure everyone had a voice and their voice counted. The leaders were professional with credibility and integrity. They knew the process, but also challenged the process, managed risk, and encouraged a solution that was good enough. The leaders were passionate about the vision and were assertive and persistent in removing obstacles. But they also encouraged collaboration and teamwork. They moderated setbacks and prevented the team from getting discouraged and took opportunities to recognize the team both informally and formally. These leader attitudes and behaviors contributed toward leaders emerging in the organization. A wheel of innovation is proposed that demonstrates the themes in a synergistic and balanced approach. While this improved our understanding of how leader attitudes and behaviors drive innovation, there are still significant areas for further study. Further case studies are needed to determine if this wheel of innovation is applicable outside of the U.S. Navy. Quantitative studies based on these findings are needed to expand the understanding and generalizability of the model

A Dynamic Network Analysis of Innovation and Leadership in Two-Year Colleges

The purpose of this study was to investigate the role of leadership and its influence on innovation at a two-year college, paying particular attention to the network structure, the influence of leadership (formal and informal), and environmental influence. The goal was to learn about the nature of innovation at two-year colleges by studying the environment and leadership at these institutions, relative to theory, specifically complexity theory and dynamic network analysis, to gain an understanding of the complex dynamics that makes up the two-year college. The study looked at these influences and innovation as dynamic, changing processes between interconnected agents within a network and, therefore, relied on dynamic network analysis as the methodology to gain an understanding of the network within this two-year college. Within the analysis, the inferential statistical procedures of MANCOVA and canonical correlation analysis provided insight about relationships. Data was also analyzed using network measures, near-term analysis simulation, belief propagation, and visualization tools available in the Organization Risk Analyzer software. Results show that leadership does play a role in attitudinal beliefs about innovation, but that leadership does not have a significant effect on diffusing innovation within the network. School administration was seen as much of an influence to the network as national and field specific concerns. The results indicate that leaders within education should focus on creating the dynamics for innovation and fostering positive attitudes about innovation