Managing innovation teams: a procedural justice perspective
Author: Korine, Harry D. INSEAD Area: StrategyPublisher: Fontainebleau : INSEAD, 1997.Language: EnglishDescription: Various pagings ; 31 cm.Type of document: INSEAD ThesisThesis Note: For the degree of Ph.D. in management, INSEAD, January 1997Bibliography/Index: Includes bibliographical referencesAbstract: Procedural justice may hold an important key to generating high performance in innovation teams. The primary aim of the thesis was to build on recent advances in procedural justice research to examine the relationship between procedural justice and team performance. The distinctive nature of the innovation team setting permitted a rigourous test of the central hypothesis of the procedural model performance proposed by Kim and Mauborgne (1993c, 1996b) and provided the seeding ground for an extensive inquiry into the operating mechanisms of the model.This inquiry yielded a new appreciation of team decision-making. The components of procedural justice in management and team decision-making were inductively defined, and survey data were collected and analysed to show that procedural justice in management and team decision-making independently affect team performance. The second part of the thesis employed case study methodology to probe the forces underlaying procedural justice effects List(s) this item appears in: Ph.D. Thesis| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives |
INSEAD KOR 1997
(Browse shelf) 900050018 |
Available | 900050018 | |||
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Europe Campus INSEAD Publications Display |
INSEAD KOR 1997
(Browse shelf) 32419000312078 |
Available | 32419000312078 |
For the degree of Ph.D. in management, INSEAD, January 1997
Includes bibliographical references
Procedural justice may hold an important key to generating high performance in innovation teams. The primary aim of the thesis was to build on recent advances in procedural justice research to examine the relationship between procedural justice and team performance. The distinctive nature of the innovation team setting permitted a rigourous test of the central hypothesis of the procedural model performance proposed by Kim and Mauborgne (1993c, 1996b) and provided the seeding ground for an extensive inquiry into the operating mechanisms of the model.This inquiry yielded a new appreciation of team decision-making. The components of procedural justice in management and team decision-making were inductively defined, and survey data were collected and analysed to show that procedural justice in management and team decision-making independently affect team performance. The second part of the thesis employed case study methodology to probe the forces underlaying procedural justice effects
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