The Effect of Heterogeneity and Leadership on Innovation Performance: Evidence from University Research Teams in China
Abstract
:1. Introduction
2. Theoretical Foundations and Hypothesis Development
2.1. Interdisciplinary Heterogeneity and Innovation
2.2. Cognitive Heterogeneity and Innovation
2.3. Organisational Heterogeneity and Innovation
2.4. The Moderating Role of Transformational Leadership
3. Material and Methods
3.1. Procedure and Sample
3.2. Measures and Variables
3.3. Data Analysis Methods
4. Results
4.1. Descriptive Statistics
4.2. Relationship between Heterogeneity and Innovation Performance
5. Discussion and Conclusions
5.1. Theoretical Implications
5.2. Managerial Implications
5.3. Future Directions and Limitations
Author Contributions
Funding
Conflicts of Interest
References
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Variable | Items |
---|---|
Cognitive heterogeneity | There are differences in the way you think about problems. |
There are differences in knowledge and technical backgrounds. | |
There are differences in task decisions. | |
There are differences in cognition of task influence factors. | |
There are differences in how you choose to complete a task. | |
There are differences in the world view. | |
There are differences in faith. |
Variable | Items |
---|---|
Transformational leadership | Very capable, courageous and confident |
Demonstrated determination in the process of accomplishing a goal | |
Make subordinates feel happy | |
For the benefit of the team, regardless of personal gains and losses | |
Express to subordinates their expectations of high performance | |
Talk passionately about the tasks that need to be done | |
Leaders to portray an inspiring future for all | |
To convey a sense of mission to all |
(1) | (2) | (3) | (4) | (5) | (6) | (7) | (8) | |
---|---|---|---|---|---|---|---|---|
Team age | 1 | |||||||
Number of researchers | 0.399 ** | 1 | ||||||
Annual funding | 0.299 ** | 0.421 ** | 1 | |||||
Disciplinary heterogeneity | −0.101 | 0.003 | 0.016 | 1 | ||||
Cognitive heterogeneity | −0.143 * | −0.012 | −0.018 | 0.026 | 1 | |||
Organisational heterogeneity | 0.171 ** | 0.159 * | 0.251 ** | 0.280 ** | −0.067 | 1 | ||
Transformational leadership | 0.013 | 0.115 | 0.096 | −0.055 | 0.107 | 0.014 | 1 | |
Innovation performance | 0.130 * | 0.079 | 0.063 | 0.071 | 0.146 * | 0.080 | 0.287 ** | 1 |
Mean | 3.07 | 2.38 | 3.19 | 0.525 | 0.335 | 0.690 | 5.560 | 2.333 |
∆R2 | 1.285 | 1.181 | 1.285 | 0.324 | 0.171 | 0.283 | 1.102 | 3.266 |
Dependent: Innovation Performance | |||
---|---|---|---|
Model 1 | Model 2 | Model 3 | |
Control variables | |||
Team age | 0.123 *** (0.0349) | 0.166 *** (0.0358) | 0.165 *** (.0360) |
Number of researchers | 0.029 (0.0391) | −0.029 (0.0416) | −0.036 (0.0421) |
Annual funding | 0.18 (0.0352) | −0.021 (0.0366) | 0.001 (0.0374) |
Independent variables | |||
Disciplinary heterogeneity | 0.111 * (0.0460) | 0.214 *** (0.0535) | |
Cognitive heterogeneity | 0.180 *** (0.0409) | 0.181 *** (0.0479 | |
Organisational heterogeneity | 0.087 † (0.0494) | 0.087 (0.0543) | |
Moderating variables | |||
Transformational leadership Z | 0.497 *** (0.538) | 0.530 *** (0.0546) | |
Cross terms | |||
Disciplinary heterogeneity × Z | −0.292 (0.0614) | ||
Cognitive heterogeneity × Z | 0.015 *** (0.0495) | ||
Organisational heterogeneity × Z | 0.091 (0.0566) | ||
Model statistics | |||
Likelihood Ratio Chi-Square | 20.683 | 162.653 | 185.501 |
df | 3 | 7 | 10 |
Sig. | 0.000 | 0.000 | 0.000 |
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Huang, S.; Chen, J.; Mei, L.; Mo, W. The Effect of Heterogeneity and Leadership on Innovation Performance: Evidence from University Research Teams in China. Sustainability 2019, 11, 4441. https://doi.org/10.3390/su11164441
Huang S, Chen J, Mei L, Mo W. The Effect of Heterogeneity and Leadership on Innovation Performance: Evidence from University Research Teams in China. Sustainability. 2019; 11(16):4441. https://doi.org/10.3390/su11164441
Chicago/Turabian StyleHuang, Shufang, Jin Chen, Liang Mei, and Weiqiao Mo. 2019. "The Effect of Heterogeneity and Leadership on Innovation Performance: Evidence from University Research Teams in China" Sustainability 11, no. 16: 4441. https://doi.org/10.3390/su11164441