2016 - Reprints: Strategy, Innovation and Entrepreneurship
The power of caring and generativity in building strategic adaptability, Journal of Occupational and Organizational Psychology, 89, 46-72, 2016
A. Carmeli, C.D. Jones and G. Binyamin
(Reprint No. 315)
Research no. : 04040100
In this study, we integrate relational theory and the upper echelon perspective to explore how and why caring and generative relationships in top management teams (TMTs) can be a source for building strategic adaptability. We argue that when TMT members care for each other’s inner needs, a generative psychological space (which allows members to experience positivity and produce enduring transformative outcomes) is nurtured. This generative psychological space, in turn, helps to build a capacity to respond proactively to the external environment and adapt well to environmental jolts. The results lend support to our hypothesized model in which caring among TMT members nurtures generativity, which in turn enhances strategic adaptability. In so doing, we aim to further cultivate discussion on the micro-foundations of strategic management in general and increase interest in the micro-relational foundations of strategic capabilities in particular.
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams, International Journal of Project Management, 34, 862-873, 2016
J. P. Stephens and A. Carmeli
(Reprint No. 319)
Research no.: 04050100
Organizations are built around teams as a way to better manage complex work, such as technological projects. However, complex teamwork presents challenges that can often generate positive and negative emotions, as well as demand efforts to generate new knowledge. We examine whether and how the capacity of technological product development teams to constructively express negative emotions facilitates knowledge creation capabilities and thereby enhances project outcomes. Results indicate that with greater capacity for constructively expressing negative emotions, teams enhance their capability to access crucial knowledge and exchange and integrate that knowledge in ways that enhance both project performance outcomes and project budget adherence. In so doing, we hope to open up new avenues for research on how expressing negative emotions in project teams can help in building knowledge creation capabilities and drive multiple performance outcomes.
