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Self-organizing coordination and control approaches: the impact of social interaction processes on self-regulated innovation activities in self-managing teams
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.ORCID iD: 0000-0002-9183-4355
KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.ORCID iD: 0000-0002-6024-7908
2016 (English)In: Innovation Management and Computing: Ecosystems and TechnologyIdea Generation and Content Model Processing / [ed] Cyrus Nourcan, Apple Academic Press, 2016Chapter in book (Refereed)
Abstract [en]

The development of social norms, as well as how and under which conditions social norms impact behavior, are determined by the social influence process. By leveraging the influence process we can create and handle change in self-managing teams in order to foster growth and steer team members in a positive direction, away from negative habits. At the same time, if poorly managed the developed social norms can inhibit change, and in the worst case result in conflict and resentment within the team.

If team members feel part of a group and consider that group membership is relevant for them, they will adapt their behavior to align to the group's norms and standards, which in turn will dictate context-specific attitudes and behaviors that are appropriate for the team.

This chapter focuses on teams’ social norms, distinguishing between descriptive- (what most others do) and injunctive (what most others approve or disapprove of) norms, investigating important moderators in the relationships between descriptive norms and behaviors, discussing the role of the social environment on the changes to and inculcation of injunctive social norms, and describing how individual team members' attributes refine the susceptibility of individuals to normative influences.

Place, publisher, year, edition, pages
Apple Academic Press, 2016.
National Category
Social Sciences
Identifiers
URN: urn:nbn:se:kth:diva-193563OAI: oai:DiVA.org:kth-193563DiVA: diva2:1017186
Note

QC 20161005

Available from: 2016-10-04 Created: 2016-10-04 Last updated: 2016-10-05Bibliographically approved
In thesis
1. Regulation and Self-Regulation of Team Learning and Innovation Activities
Open this publication in new window or tab >>Regulation and Self-Regulation of Team Learning and Innovation Activities
2016 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Self-regulated learning and innovation activities within teams are those processes with which team members collectively activate and sustain cognition, affects and behaviors which are systematically oriented towards the achievement of their team’s goals. Although research on self-managing teams exists, there remains considerable confusion on many issues including what self-regulation is and how regulation of self-regulated learning and innovation activities is carried out. A primary contribution of this dissertation is to introduce a theoretical framework for analysing and applying regulative actions in organizational environment. The aim of this dissertation is to advance the understanding on how regulation of self- managing team learning and innovation activities can happen starting from an analysis of the self-regulative learning processes of individuals within teams and of their own determinants.  This dissertation has  three objectives: 1) to present internal team mechanisms involved in the self-regulation  of teams’ learning activities, their interactive dynamics and their corresponding major organisational determinants; 2) to rely on this novel understanding to detect relevant regulative actions which are able to indirectly influence teams’ self-regulatory learning and innovative behaviour; 3) to offer empirical evidence of how specific regulative actions affect team learning and innovation performance. We discover that there are four major constructs associated with the regulation of teams’ learning and innovation activities: feedback loops and goals equally combining learning and performance items, networks of influence made up of managers and stakeholders interacting with teams through systematic routines, training programmes for team members, dialectical perspective on learning and innovation to force in the managerial layers. 

Place, publisher, year, edition, pages
Stockholm: KTH Royal Institute of Technology, 2016. 173 p.
Series
TRITA-MMK, ISSN 1400-1179 ; 2016:06
National Category
Social Sciences
Research subject
Industrial Engineering and Management
Identifiers
urn:nbn:se:kth:diva-193568 (URN)978-91-7729-133-6 (ISBN)
Public defence
2016-10-18, Sal Gladan, Innovationsstudion, Brinellvägen 85, Stockholm, 13:00 (English)
Opponent
Supervisors
Note

QC 20161005

Available from: 2016-10-05 Created: 2016-10-04 Last updated: 2016-10-05Bibliographically approved

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CiteExportLink to record
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