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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: urn:nbn:se:kth:diva-193568ISBN: 978-91-7729-133-6 (print)OAI: oai:DiVA.org:kth-193568DiVA: diva2:1018831
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
List of papers
1. Social conduct, learning and innovation: An abductive study of the dark side of agile software development
Open this publication in new window or tab >>Social conduct, learning and innovation: An abductive study of the dark side of agile software development
2015 (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691Article in journal (Refereed) Published
Abstract [en]

Agile methodologies have been adopted by an increasing number of organizations to improve their responsiveness. However, few studies have empirically analysed the effect of Agile on long-term organizational goals such as learning and innovation. Using an abductive approach, this study examines the relationships between self-regulated teams’ social conduct and their resulting learning and innovation. Results indicate that the perceived time pressure to get the job done greatly impedes team engagement in learning and innovation activities. Time pressure is affected by the various control strategies deriving from the implementation of Agile, which constitute its dark side: concertive, belief, diagnostic and boundary controls.

National Category
Mechanical Engineering
Identifiers
urn:nbn:se:kth:diva-178445 (URN)000387336200007 ()2-s2.0-84962274187 (Scopus ID)
Note

QC 20170621

Available from: 2015-12-08 Created: 2015-12-08 Last updated: 2017-06-21Bibliographically approved
2. Self-organizing coordination and control approaches: the impact of social interaction processes on self-regulated innovation activities in self-managing teams
Open this publication in new window or tab >>Self-organizing coordination and control approaches: the impact of social interaction processes on self-regulated innovation activities in self-managing teams
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:nbn:se:kth:diva-193563 (URN)
Note

QC 20161005

Available from: 2016-10-04 Created: 2016-10-04 Last updated: 2016-10-05Bibliographically approved
3. The interaction of control systems and stakeholder networks in shaping the identities of selfmanaged teams.
Open this publication in new window or tab >>The interaction of control systems and stakeholder networks in shaping the identities of selfmanaged teams.
(English)Manuscript (preprint) (Other academic)
Abstract [en]

Team identity has received little research attention even though an increasing number of firms are moving to team-based organizations and there is evidence that teams form identities. We explore the extent to which team identity can be institutionalized as a central organizing principle of team-based firms. We argue that managerial and stakeholder interventions shape the self-construction of team identity as well as the team’s commitment to specific work objectives. We also suggest that team identity becomes isomorphic to organizational identity because of pressures related to: 1) the presence of a dense network of managers and stakeholders, which orients teams towards a focus on certain aspects of the higher-order identity; 2) the use of team routines and regular feedback loops, which force alignment with the organizational identity; and 3) the use of coordinating roles aimed at promoting, ratifying, and reinforcing the convergence of identity within the team. We analyze multiple cases from a major multinational corporation in the telecommunications industry, which we examine through the lens of a multi-level model of controls involving the micro, meso, and macro organizational levels. We expand and refine the model in the process.

National Category
Social Sciences
Identifiers
urn:nbn:se:kth:diva-193561 (URN)
Note

QC 20161005

Available from: 2016-10-04 Created: 2016-10-04 Last updated: 2016-10-05Bibliographically approved
4. A Multi-Level Study of Managerial Control Influence on Self-Managed Team Innovativeness
Open this publication in new window or tab >>A Multi-Level Study of Managerial Control Influence on Self-Managed Team Innovativeness
2015 (English)In:  Academy of Management conference, 2015Conference paper, Published paper (Refereed)
Abstract [en]

In this study we investigate organizational control systems as the underpinnings of large organizations’ ability to perform after transition to a flattened and decentralized structure. We consider horizontal social control mechanisms on team level (concertive control induced by high team identification) and vertical bureaucratic managerial control mechanisms on organization level (interactive and diagnostic management control systems), and examine their combined influence on the innovativeness of self-managing product development teams in a large company. We utilize a rich empirical data set including a multilevel multi-source survey of the members of 97 organizational teams, their internal team managers, and their higher-level managers. In contrast to some prior research findings, we find a negative effect of team’s concertive control on team’s innovativeness . In addition, managerial interactive control systems fostering a more prestigious team’s organizational image seem to strengthen the negative effect of concertive control on team’s innovativeness, while in combination with diagnostic control systems, legitimizing current external organizational team’s image, the effect of concertive control becomes positive. Interestingly, our analysis suggests that as team’s concertive control increases, managerial control systems show a converse relationship in such a way that the diagnostic control reduces and the interactive control increases the negative influence of concertive control.

National Category
Social Sciences
Identifiers
urn:nbn:se:kth:diva-193565 (URN)
Conference
75th Annual Meeting of the Academy of Management
Note

QC 20161005

Available from: 2016-10-04 Created: 2016-10-04 Last updated: 2016-10-05Bibliographically approved
5. A Multilevel Framework for Organizational Learning in Self-Managed Team Organizations: an abductive micro-foundations study
Open this publication in new window or tab >>A Multilevel Framework for Organizational Learning in Self-Managed Team Organizations: an abductive micro-foundations study
(English)Manuscript (preprint) (Other academic)
Abstract [en]

Drawing on the social cognitive learning perspective, this study advances a multilevel theory of organizational learning for team-based organizations, which integrates principles of cognition and motivation through team-level self-regulation mechanisms. We highlight and unpack these mechanisms, which have long been treated as black boxes in organizational learning research. We describe them using an empirical case from a multinational company, and we reveal their potential to affect motivation and socio-cognitive functions in self-managing teams. We also clarify the complexity of their relationships through a set of propositions and provide a definition of the team-level self-regulation mechanisms constructs.

National Category
Social Sciences Interdisciplinary
Identifiers
urn:nbn:se:kth:diva-193560 (URN)
Note

QC 20161005

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

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