Please use this identifier to cite or link to this item: https://doi.org/10.1016/j.jbusres.2021.09.009
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dc.titleAn Asia-centric approach to team innovation: Cultural differences in exploration and exploitation behavior
dc.contributor.authorHubner, S
dc.contributor.authorFrese, M
dc.contributor.authorSong, Z
dc.contributor.authorTripathi, N
dc.contributor.authorKaschner, T
dc.contributor.authorLe Kong, X
dc.date.accessioned2022-07-19T04:41:23Z
dc.date.available2022-07-19T04:41:23Z
dc.date.issued2022-01-01
dc.identifier.citationHubner, S, Frese, M, Song, Z, Tripathi, N, Kaschner, T, Le Kong, X (2022-01-01). An Asia-centric approach to team innovation: Cultural differences in exploration and exploitation behavior. Journal of Business Research 138 : 408-421. ScholarBank@NUS Repository. https://doi.org/10.1016/j.jbusres.2021.09.009
dc.identifier.issn0148-2963
dc.identifier.urihttps://scholarbank.nus.edu.sg/handle/10635/228818
dc.description.abstractThis 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.
dc.publisherElsevier BV
dc.sourceElements
dc.typeArticle
dc.date.updated2022-07-18T08:22:58Z
dc.contributor.departmentDEPT OF MANAGEMENT AND ORGANISATION
dc.description.doi10.1016/j.jbusres.2021.09.009
dc.description.sourcetitleJournal of Business Research
dc.description.volume138
dc.description.page408-421
dc.published.statePublished
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