Team psychological capital and innovation: the mediating of team exploratory and exploitative learning
Journal of Knowledge Management
ISSN: 1367-3270
Article publication date: 28 December 2020
Issue publication date: 9 August 2021
Abstract
Purpose
The purpose of this study is to investigate the impact of team psychological capital (PsyCap) on team innovation. The study also examines the mediating role of team learning, including exploratory and exploitative learning, in team innovation.
Design/methodology/approach
A sample of 272 team leaders of firms in Vietnam was surveyed to validate the measures via confirmatory factor analysis and to test the model and hypotheses using structural equation modeling.
Findings
The results demonstrate that team PsyCap has a positive effect on team innovation. Further, team exploratory learning mediates the relationship between team PsyCap and team innovation; however, team exploitative learning does not. Although team exploitative learning is explained by team PsyCap, it does not enhance team innovation.
Practical implications
The study findings suggest that, to enjoy a high level of team exploratory and exploitative learning and innovation, firms should develop team PsyCap. This could be undertaken by implementing leader–subordinate mentoring programs, together with creating a social context that helps in interacting and communicating among team members.
Originality/value
This study is among the first to examine the role of team PsyCap in team exploratory and exploitative learning and innovation, adding further insight to the literature on innovation at the team level.
Keywords
Acknowledgements
This work was supported by a grant from the University of Economics HCM City and Western Sydney University Joint Research Program (Grant No. A-2018–02.2). The authors would like to thank Editage (www.editage.com) for English language editing.
Citation
Tho, N.D. and Duc, L.A. (2021), "Team psychological capital and innovation: the mediating of team exploratory and exploitative learning", Journal of Knowledge Management, Vol. 25 No. 7, pp. 1745-1759. https://doi.org/10.1108/JKM-06-2020-0475
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited