An Asia-centric approach to team innovation: Cultural differences in exploration and exploitation behavior
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An Asia-centric approach to team innovation : Cultural differences in exploration and exploitation behavior. / Hubner, Sylvia; Frese, Michael; Song, Zhaoli et al.
In: Journal of Business Research, Vol. 138, 01.01.2022, p. 408-421.Research output: Journal contributions › Journal articles › Research › peer-review
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TY - JOUR
T1 - An Asia-centric approach to team innovation
T2 - Cultural differences in exploration and exploitation behavior
AU - Hubner, Sylvia
AU - Frese, Michael
AU - Song, Zhaoli
AU - Tripathi, Neha
AU - Kaschner, Tamara
AU - Le Kong, Xing
PY - 2022/1/1
Y1 - 2022/1/1
N2 - This paper analyses how cultural differences across China, India, and Singapore influence team exploration, exploitation, and innovativeness. Previous cross-cultural and innovation literature mainly focused on Western cultures or East-West comparisons. In this research, we investigate innovation related cultural specifics that differentiate team behavior in China, India, and Singapore (e.g., guanxi, jugaad, and kiasu), and investigate differences in team exploration, exploitation, and innovativeness across those three cultures. We test our model in a survey study with matched answers of team members and their supervisors in innovation teams across China, India, and Singapore. In line with our theorizing, our findings suggest comparably high levels of team exploration in India, and comparably high levels of team exploitation in China. Additionally, we find team exploration, more than team exploitation, relates to team innovativeness in China, India, and Singapore.
AB - This paper analyses how cultural differences across China, India, and Singapore influence team exploration, exploitation, and innovativeness. Previous cross-cultural and innovation literature mainly focused on Western cultures or East-West comparisons. In this research, we investigate innovation related cultural specifics that differentiate team behavior in China, India, and Singapore (e.g., guanxi, jugaad, and kiasu), and investigate differences in team exploration, exploitation, and innovativeness across those three cultures. We test our model in a survey study with matched answers of team members and their supervisors in innovation teams across China, India, and Singapore. In line with our theorizing, our findings suggest comparably high levels of team exploration in India, and comparably high levels of team exploitation in China. Additionally, we find team exploration, more than team exploitation, relates to team innovativeness in China, India, and Singapore.
KW - Asia
KW - Exploitation
KW - Exploration
KW - National culture
KW - Team innovation
KW - Management studies
UR - http://www.scopus.com/inward/record.url?scp=85115958288&partnerID=8YFLogxK
UR - https://www.mendeley.com/catalogue/75a40990-3044-35c8-ad0d-721a55506392/
U2 - 10.1016/j.jbusres.2021.09.009
DO - 10.1016/j.jbusres.2021.09.009
M3 - Journal articles
AN - SCOPUS:85115958288
VL - 138
SP - 408
EP - 421
JO - Journal of Business Research
JF - Journal of Business Research
SN - 0148-2963
ER -