Focus of contemporary organizations is continuous creativity and innovation to face market dynamism. Therefore, organizations need to encourage research and development teams to launch new and innovative products/ideas. This article reviewed literature to identify variables that propagate the innovation adoption process in research and development teams. The variables that promote creativity and innovation within team members are the emotionally intelligent resonant leadership style of supervisors, team members’ characteristics, information sharing processes and task reflexivity. This study adopted a systematic review of literature analyzing publications from the 1990s to 2014, followed by the development of a conceptual framework, a discussion including a critical analysis, conclusion and managerial implications.
AjzenI., & FishbeinM. (1977). Attitude–behavior relations: A theoretical analysis and review of empirical research. Psychological Bulletin, 84(5), 888–918.
2.
AmabileT.M. (1996). Creativity in context: Update to the social psychology of creativity. Boulder, CO: Westview Press.
3.
AmabileT.M., ContiR., CoonH., LazenbyJ., & HerronM. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154–1184.
4.
BanduraA. (1977). Social learning theory. New York, NY: General Learning Press.
5.
BarczakG., LasskF., & MulkiJ. (2010). Antecedents of team creativity: An examination of team emotional intelligence, team trust and collaborative culture. Creativity and Innovation Management, 19(4), 332–345.
6.
BassB.M., & AvolioB.J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training, 14(5), 21–27.
7.
BoyatzisR.E., & McKeeA. (2005). Resonant leadership: Sustaining yourself and connecting with others through mindfulness, hope, and compassion. Boston, MA: Harvard Business School Press.
8.
BoyatzisR.E., PassarelliA.M., KoenigK., LoweM., MathewB., StollerJ.K., . (2012). Examination of the neural substrates activated in memories of experiences with resonant and dissonant leaders. The Leadership Quarterly, 23(2), 259–272.
9.
BoyatzisR.E., SmithM.L., Van OostenE., & WoolfordL. (2013). Developing resonant leaders through emotional intelligence, vision and coaching. Organizational Dynamics, 42(1), 17–24.
10.
BoyatzisR.E., & SolerC. (2012). Vision, leadership and emotional intelligence transforming family business. Journal of Family Business Management, 2(1), 23–30.
11.
ChowdhuryS. (2005). The role of affect- and cognition-based trust in complex knowledge sharing. Journal of Managerial Issues, 17(3), 310–326.
12.
CockburnI.M., HendersonR.M., & SternS. (2000). Untangling the origins of competitive advantage. Strategic Management Journal, 21(10/11), 1123–1145.
13.
CooperJ.R. (1998). A multidimensional approach to the adoption of innovation. Management Decision, 36(8), 493–502.
14.
DamanpourF., & GopalakrishnanS. (1998). Theories of organizational structure and innovation adoption: The role of environmental change. Journal of Engineering and Technology Management, 15(1), 1–24.
15.
DasG.S. (2003). Preparedness for innovation: An Indian perspective. Global Business Review, 4(1), 27–39.
16.
DeCusatisC. (2008). Creating, growing and sustaining efficient innovation teams. Creativity and Innovation Management, 17(2), 155–164.
17.
De DreuC.K.W. (2007). Cooperative outcome interdependence, task reflexivity, and team effectiveness: A motivated information processing perspective. Journal of Applied Psychology, 92(3), 628–638.
18.
De VreedeT., BoughzalaI., De VreedeG., & Reiter-PalmonR. (2012). A model and exploratory field study on team creativity. In System Science (HICSS), 2012 45th Hawaii International Conference (pp. 227–236). IEEE Computer Society.
19.
Drach-ZahavyA., & SomechA. (2001). Understanding team innovation: The role of team processes and structures. Group Dynamic Theory, 5(2), 111–123.
20.
EdmondsonA. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
21.
ElkinsT., & KellerR.T. (2003). Leadership in research and development organizations: A literature review and conceptual framework. The Leadership Quarterly, 14(4), 587–606.
22.
FarrJ.L., & FordC.M. (1990). Individual innovation. In WestM.A. and FarJ.L. (Eds), Innovation and creativity at work (pp. 63–80). Chichester, UK: John Willey & Sons.
23.
GolemanD.P., BoyatzisR.E., & McKeeA. (2002). Primal leadership: Learning to lead with emotional intelligence. Boston, MA: Harvard Business Press.
24.
GopalakrishnanS., & DamanpourF. (1994). Patterns of generation and adoption of innovation in organizations: Contingency models of innovation attributes. Journal of Engineering and Technology Management, 11(2), 95–116.
25.
GopalakrishnanS., & DamanpourF. (1997). A review of innovation research in economics, sociology and technology management. Omega, 25(1), 15–28.
26.
HarrisR.C., & LambertJ.T. (1998). Building effective R&D teams: The senior manager’s role. Research Technology Management, 41(5), 28–35.
27.
HatfieldE., CacioppoJ.T., & RapsonR.L. (1993). Emotional contagion. Current Directions in Psychological Science, 2(3), 96–99.
28.
HirstG., & MannL. (2004). A model of R&D leadership and team communication: The relationship with project performance. R&D Management, 34(2), 147–160.
29.
HomansG.C. (1958). Social behavior as exchange. American Journal of Sociology, 63(6), 597–606.
30.
HuangC.C. (2009). Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan. Technovation, 29(11), 786–797.
31.
IshikawaJ. (2012). Leadership and performance in Japanese R&D teams. Asia Pacific Business Review, 18(2), 241–258.
32.
JordanP.J., & LawrenceS.A. (2009). Emotional intelligence in teams: Development and initial validation of the short version of the Workgroup Emotional Intelligence Profile (WEIP-S). Journal of Management & Organization, 15(4), 452–469.
33.
KichukS.L., & WiesnerW.H. (1997). The Big Five personality factors and team performance: Implications for selecting successful product design teams. Journal of Engineering and Technology Management, 14(3), 195–221.
34.
KleinK.J., ConnA.B., & SorraJ.S. (2001). Implementing computerized technology: An organizational analysis. Journal of Applied Psychology, 86(5), 811–824.
35.
KleinK.J., & KnightA.P. (2005). Innovation implementation overcoming the challenge. Current directions in psychological science, 14(5), 243–246.
36.
KleinK.J., & SorraJ.S. (1996). The challenge of innovation implementation. Academy of Management Review, 21(4), 1055–1080.
37.
KlimoskiR., & MohammedS. (1994). Team mental model: Construct or metaphor?Journal of Management, 20(2), 403–437.
38.
LePineJ.A., BuckmanB.R., CrawfordE.R., & MethotJ.R. (2011). A review of research on personality in teams: Accounting for pathways spanning levels of theory and analysis. Human Resource Management Review, 21(4), 311–330.
39.
LockeE.A., & LathamG.P. (1990). Work motivation and satisfaction: Light at the end of the tunnel. Psychological science, 1(4), 240–246.
40.
MathieuJ.E., HoffnerT.S., GoodwinG.E., SalasE., & Cannon-BowersJ.A. (2000). The influence of shared mental models on team process and performance. Journal of Applied Psychology, 85(2), 273–283.
41.
MayerJ.D., & SaloveyP. (1993). The intelligence of emotional intelligence. Intelligence, 17(4), 433–442.
42.
McClellandD.C. (1961). The achieving society. Princeton, NJ: Van Nostrand.
43.
McKeeA., & MassimilianD. (2006). Resonant leadership: A new kind of leadership for the digital age. Journal of Business Strategy, 27(5), 45–49.
44.
MountM.K., BarrickM.R., & StewartG.L. (1998). Five-factor model of personality and performance in jobs involving interpersonal interactions. Human performance, 11(2–3), 145–165.
45.
Nederveen PieterseA., van KnippenbergD., & van GinkelW.P. (2011). Diversity in goal orientation, team reflexivity, and team performance. Organizational Behavior and Human Decision Processes, 114(2), 153–164.
46.
NijhofA., KrabbendamK., & LooiseJ.C. (2002). Innovation through exemptions: Building upon the existing creativity of employees. Technovation, 22(11), 675–683.
47.
NonakaI. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14–37.
48.
RogersE.M. (1995). Diffusion of innovations (4th ed.). New York, NY: The Free Press.
49.
RouseW.B., Cannon-BowersJ.A., & SalasE. (1992). The role of mental models in team performance in complex systems. Systems, Man and Cybernetics, IEEE Transactions On, 22(6), 1296–1308.
50.
SchippersM.C., Den HartogD.N., & KoopmanP.L. (2007). Reflexivity in teams: A measure and correlates. Applied Psychology: An International Review, 56(2), 189–211.
51.
SomechA., & Drach-ZahavyA. (2011). Translating team creativity to innovation implementation: The role of team composition and climate for innovation. Journal of Management, 39(3), 684–708.
52.
StoutR.J., Cannon-BowersJ.A., SalasE., & MilanovichD.M. (1999). Planning, shared mental models, and coordinated performance: An empirical link is established. Human Factors: The Journal of the Human Factors and Ergonomics Society, 41(1), 61–71.
53.
TajfelH., & TurnerJ.C. (1979). An integrative theory of intergroup conflict. The Social Psychology of Intergroup Relations, 33(47), 74.
54.
TaylorJ., & McAdamR. (2004). Innovation adoption and implementation in organizations: A review and critique. Journal of General Management, 30(1), 17–38.
55.
TsaiW.C., ChiN.W., GrandeyA.A., & FungS.C. (2012). Positive group affective tone and team creativity: Negative group affective tone and team trust as boundary conditions. Journal of Organizational Behavior, 33(5), 638–656.
56.
Van OffenbeekM.A., & KoopmanP.L. (1996). Scenarios for system development: Matching context and strategy. Behaviour & Information Technology, 15(4), 250–265.
57.
WestM.A. (1990). The social psychology of innovation in groups. In WestM.A. and FarrJ.L. (Eds), Innovation and creativity at work: Psychological and organizational strategies (pp. 309–333). Chichester, UK: Wiley.
58.
WestM.A., & WallaceM. (1991). Innovation in health care teams. European Journal of Social Psychology, 21(4), 303–315.
59.
WoodmanR.W., SawyerJ.E., & GriffinR.W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293–321.
60.
WoodmanR.W., & SchoenfeldtL.F. (1990). An interactionist model of creative behavior. The Journal of Creative Behavior, 24(4), 279–290.
61.
YeoR.K., & GoldJ. (2011). The inseparability of action and learning: Unravelling Revans’ action learning theory for human resource development (HRD). Human Resource Development International, 14(5), 511–526.
62.
ZhangA.Y., TsuiA.S., & WangD.X. (2011). Leadership behaviors and group creativity in Chinese organizations: The role of group processes. The Leadership Quarterly, 22(5), 851–862.
