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Why Didn’t You Tell Me? Voicing Concerns Over Objective Information About a Project’s Flaws

By: Shepherd, Dean A.
Contributor(s): Patzelt, Holger | Berry, Christopher M.
Material type: materialTypeLabelBookDescription: 1087-1113 p.Subject(s): Corporate venturing | Entrepreneurial cognition/psychology | Innovation management | Employee voice | Entrepreneurship In: DEBORAH E. RUPP JOURNAL OF MANAGEMENTSummary: Innovation contributes to firm performance. An important task of effective innovation management is to terminate poorly performing projects and reallocate their resources to other, more promising projects. Despite the challenges of such a task, some actors quickly terminate flawed projects while others persist. To investigate decisions about a project’s flaws, we build on theoretical insights from the voice literature to offer a model of voicing concerns over a project’s flaws based on the amount of information available to project team members. We test the model using 3,760 decisions nested within 235 project team members from the research and development (R&D) departments of large firms operating in innovative industries. We find that more information about a project’s flaw increases project team members’ willingness to voice concerns and that this positive effect is stronger for project team members who believe that they have more open-minded supervisors and who themselves are more prosocially motivated. This theorizing and set of findings provides new insights into our understanding of facilitating voice in organizations and managing innovation and entrepreneurial projects
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Item type Current location Call number Vol info Status Notes Date due Barcode Item holds
Journal Article Journal Article Main Library
Vol 45, Issue 3/ 55510280JA10 (Browse shelf) Available 55510280JA10
Journals and Periodicals Journals and Periodicals Main Library
On Display
J.O.M./Vol 45, Issue 3/55510280 (Browse shelf) Vol 45, Issue 3 (01/01/2019) Not for loan Journal of Management - March 2019 55510280
Total holds: 0

Innovation contributes to firm performance. An important task of effective innovation management is to terminate poorly performing projects and reallocate their resources to other, more promising projects. Despite the challenges of such a task, some actors quickly terminate flawed projects while others persist. To investigate decisions about a project’s flaws, we build on theoretical insights from the voice literature to offer a model of voicing concerns over a project’s flaws based on the amount of information available to project team members. We test the model using 3,760 decisions nested within 235 project team members from the research and development (R&D) departments of large firms operating in innovative industries. We find that more information about a project’s flaw increases project team members’ willingness to voice concerns and that this positive effect is stronger for project team members who believe that they have more open-minded supervisors and who themselves are more prosocially motivated. This theorizing and set of findings provides new insights into our understanding of facilitating voice in organizations and managing innovation and entrepreneurial projects

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