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首页> 外文学位 >Innovation as group process: Hierarchy, status, and the dilemma of participative leadership.
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Innovation as group process: Hierarchy, status, and the dilemma of participative leadership.

机译：作为团队过程的创新：层次结构，地位和参与式领导的困境。

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摘要

Organizations that are characterized by vertical authority structures, where decisions are made and implemented through a clear chain-of-command, are commonly seen as less responsive, less innovative, and less dynamic than organizations that have authority distributed more horizontally. This study takes aim at this presumption by miniaturizing authority structures to the level of the group, where group process theory can be marshaled to predict, measure, and assess outcomes for group innovation in an experimental setting.;Using status theory, I propose that hierarchical groups will be more rather than less innovative than egalitarian groups. I conduct an experimental test by manipulating hierarchy in groups instructed to complete a common task, with outcomes mapped to innovative performance. Findings show that hierarchical groups are actually no more, and no less, innovative than egalitarian groups. Irrespective of authority structure, innovation appears to be most likely in groups in which a clear leader emerges who makes others in the group feel like her equal during group interaction.;Other findings are presented to explain the apparent no-effect of authority structure on innovation. I will show that status processes advantage each type of group differently with respect to innovation. Hierarchical groups are advantaged by the presence of a clear leader; egalitarian groups are advantaged by the participative interaction that comes naturally to status peers. But the two conditions must occur together to maximize the likelihood for innovation, and this poses a problem for groups who seek to innovate, because status dynamics that promote one of the conditions undercut the status dynamics that promote the other. In egalitarian groups, when authority seekers try to take charge and lead, participative interaction is endangered because members resent the status move. In hierarchical groups, when higher ranking members act participatively, group leadership is contested because others feel empowered to take charge. Each group type therefore faces a dilemma of participative leadership, and because the dilemma is reversed across group types, the net effect of authority structure on innovation is no apparent effect. Implications of the findings for theory and practice are discussed.
机译：具有垂直权限结构（通过清晰的命令链制定和实施决策）的组织通常被认为比具有水平权限分布的组织的响应速度慢，创新性和动态性差。这项研究旨在通过将权限结构最小化到组的级别来进行这种假设，在该组中，可以将组过程理论编组为在实验环境中预测，度量和评估组创新的结果。群体将比平等群体更具创新能力。我通过按指示完成一项常见任务的小组操作层次结构进行实验测试，并将结果映射到创新绩效上。研究结果表明，等级制群体实际上并不比平等主义者群体具有更多创新性。无论权力结构如何，创新似乎最有可能出现在这样的群体中：一个清晰的领导者出现，在团队互动过程中使团队中的其他人觉得自己与他人平等。;提出了其他发现以解释权力结构对创新的明显影响。我将展示状态流程在创新方面对每种类型的组都有不同的优势。有明显领导者的存在会有利于等级制团体；平等群体自然而然地参与了互动，因而有利于平等群体。但是，这两个条件必须同时出现，以最大程度地提高创新的可能性，这对寻求创新的团队造成了问题，因为促进一种条件的地位动态削弱了促进另一种条件的地位动态。在平均主义团体中，当寻求权威的人试图掌控和领导时，参与性互动将受到威胁，因为成员们对地位的变动感到愤慨。在等级分组中，当较高级别的成员参与时，由于其他人感到有能力承担责任，因此组领导受到竞争。因此，每种群体类型都面临着参与式领导的困境，并且由于这种困境在群体类型之间是相反的，因此，权力结构对创新的净效应并不明显。讨论了研究结果对理论和实践的影响。

著录项

  • 作者

    Huey, Wesley Scott.;

  • 作者单位

    University of Maryland, College Park.;

  • 授予单位 University of Maryland, College Park.;
  • 学科 Psychology Social.;Sociology Organizational.;Psychology Industrial.
  • 学位 Ph.D.
  • 年度 2010
  • 页码 199 p.
  • 总页数 199
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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