Do shared goals really enhance team innovation? A review

This study aims to uncover the missing link between shared goals and team innovation. Previous literature reflects positive direct effects of shared goals on team innovative performance. This research serves as supplement to past studies. Minority dissent, teamwork behavior and team potency are introduced as mediators and knowledge diversity, climate for innovation and environmental dynamism as the mechanisms moderating the relationship between shared goals and team innovation. Contrary to previous studies, present review proposes that instead of only positive direct effect, shared goals may produce direct and indirect negative effects on team innovation. Specifically, under dynamic environment, shared goals may have little impact on innovation. In addition, shared goals may lead to less frequent occurrence of minority dissent, while minority dissent has proven positive impact on team innovation, especially in R&D teams

Upper Echelon Theory: Role of Community and Strategy

In this paper I argue that community plays an important role in shaping the values and characteristics of top management teams. It builds on upper echelon theory to posit that community level characteristics are instrumental in framing the cognitions of CEOs and top executives. Strategic decisions made by managers in organizations represent the significant impact community has on top management teams. Examining the influence community has on top management teams provides additional implications about why certain firms perform better than others

Entrepreneurial Change in Social Responsibility

It is well known that social responsibility is a major driver of a firm’s image, it could take it south if the term “social responsibility” is totally neglected by the firm. Overwhelming in that term could also have a negative side effect specially if the thing the firm contributing in wasn’t something tangible to a specific segment of the community with demographics of pride and dignity. Upon our extended abstract, we demonstrated our project that we intend to implement a variety of departments that each has a task to perform

How do boards of directors contribute to IPO Returns? An empirical study of a multinational sample

Corporate governance literature argues that the board of directors performs three roles: monitoring the corporation, advising and providing services to management, and gaining access to critical resources. Previous empirical studies on IPO outcomes have typically focused on a single board role and/or examined IPOs in a single country. This study examines all three roles in nineteen different countries and demonstrates that all three roles are important for understanding IPO returns