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In emerging markets, technology ventures increasingly rely on new product development ( NPD) teams to generate creative ideas and to mold these innovative ideas into streams of new products or services. However, little is known about how behavioral integration (a behavioral team process) and collective efficacy (a motivational team process) jointly facilitate or inhibit team innovation performance in emerging markets-especially in China, the world's largest emerging-market setting with collectivist and high power distance cultures. Drawing on social cognitive theory and behavioral integration research, this article elucidates the relationships between behavioral integration dimensions (i.e., collaborative behavior, information exchange, and joint decision-making) and innovation performance and also examines how collective efficacy moderates these relationships in China's NPD teams. Results from a sample of 96 NPD teams in China's technology ventures reveal that information exchange is positively associated with innovation performance. Collaborative behavior positively but marginally influences innovation performance, whereas joint decision-making does not relate to innovation performance. Moreover, collective efficacy demonstrates an important moderating role. Specifically, both collaborative behavior and joint decision-making are more positively associated with innovation performance when collective efficacy is higher. In contrast, information exchange is less positively associated with innovation performance when collective efficacy is higher. This study makes important theoretical contributions to the literature on team innovation and behavioral integration in emerging markets by offering a better understanding of how behavioral and motivational team processes jointly shape innovation performance in China's NPD teams. This study also extends social cognitive theory by identifying collective efficacy as a boundary condition for the overall effectiveness of behavioral integration dimensions. In particular, this study highlights the condition under which behavioral integration dimensions facilitate or inhibit NPD team innovation performance in China. [ABSTRACT FROM AUTHOR]

While conflicts (cognitive and affective) have been considered as important process variables to better understand the mixed findings on the relationship between top management team functional diversity and organizational innovation, such an input-process-outcome model is still incomplete without considering the environmental factors. This study was formulated to assess the importance of both competitive and institutional environments in moderating such upper echelon effects within a transition economy. The chief executive officers and chief technology officers of 122 Chinese firms were surveyed and both competitive uncertainty and institutional support were found to shape top management team decision making processes and their outcomes. Copyright © 2012 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to examine how different conflict-handling approaches moderate the relationship between conflicts and TMT as well as firm performance by adopting the Thomas terminology. Design/methodology/approach - CEOs, TMT members, and lower-level employees of 200 firms in the telecommunication industry in Mainland China were surveyed. Survey data collected from 123 CEOs, 442 TMT members, and 894 employees and archival data of firm performance were matched for hierarchical regression modeling (FIRM) analyses. Findings - Results show relationship- conflict reduces team cohesiveness and both relationship and task conflicts are negatively related to firm performance. With relationship conflict, the results show using compromising approach could help reduce its negative effects on TMT cohesiveness and firm performance; but avoiding either type of conflict will undermine both team and firm outcomes. Accommodating approach does not have significant moderating effect on conflict-outcome relationships. Research limitations/implications - The study reveals some interesting insights, but it does not include any contextual variables such as firm culture or team norms or climate which are shown to relate to both conflict types and conflict management approaches. Originality/value - By examining the interplay between conflict types and conflict management approaches, the paper offers interesting insights into the connection between nature of conflicts, conflict management, employee-rated TMT effectiveness, and objective firm performance. [ABSTRACT FROM AUTHOR]