Abstract
Despite extensive literature on innovative behavior, few studies have investigated this behavior within project teams in KIBS (Knowledge Intensive Business Services). Using the microfoundation approach, this study clarifies the transformation of individual innovative behavior to team innovative behavior through leadership. the focus is on project teams characterized essentially by their temporality and the unicity of the deliverables. On the other hand, these teams are constituted of mainly computer engineers, which is an interesting population being difficult to retain in the Tunisian context of brain drain. Thus, it is hard to adopt innovative behaviors even though they are necessary for projects. These talents are causing serious turnover issues which is hard to manage for the KIBS. The clarification of the path of innovative behaviors as well as the exploration of leadership dynamics within project teams are the main objectives of this study. We have opted for a qualitative approach through non-participant observation within a KIBS as well as semi-directive interviews with HR experts both internal and external to the company. Then, a multiple case study within four project teams belonging to different companies was observed. Semi-directive interviews were carried out among engineers for each case. Results reveal that team innovative behavior is a four-step process unleashed by several mechanisms and a variety of leadership styles depending on the step.
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
KEYWORDS
INNOVATIVEBEHAVIORS, LEADERSHIP, PROJECTTEAMS, MICROFOUNDATIONS, KIBS
