How do digital innovation teams function? Understanding the team cognition-process nexus within the context of digital transformation.

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Publisher: Elsevier B.V.
Document Type: Report; Brief article
Length: 325 words

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Keywords Digital innovation teams; Team process; Team cognition; Taskwork; Teamwork; Digital transformation Highlights * This study offers new insights on how digital innovation teams function. * Digital innovation teams are shaped by cognition-process in digital transformation. * Digital innovation teams rely on team-specific and project-specific cognitions. * Team-specific cognitions are shaped within a team socio-cognitive arena. * Project-specific cognitions unfold within a project socio-cognitive arena. Abstract Digital innovations are revolutionizing the way businesses and industries operate. Yet, the functioning of teams dealing with digital innovations remains elusive. This study offers new theoretical and empirical insights about how innovation teams function within the context of digital transformation through a better understanding of the team process-cognition nexus. In this study, a qualitative, in-depth investigation is carried out with three innovation teams, embedded in three telecommunications organizations. The innovation teams that are studied deal with the development of solutions based on digital technological innovations. The findings illustrate that digital innovation teams depend on two cognitive states to function: team-specific cognitions required for digital innovation and digital project-specific cognitions. Each cognitive state is shaped and transformed by distinct interactions between team cognition, teamwork, and taskwork throughout the digital innovation process. This study depicts a dynamic model that illustrates the functioning of innovation teams across the different stages leading to digital innovation materialization. Opportunities for further research are offered. Author Affiliation: (a) Department of Hotel and Tourism Management, Cyprus University of Technology, 115 Spyrou Araouzou Str., 3036 Limassol, Cyprus (b) Department of Entrepreneurship and Strategy, Lancaster University Management School, Lancaster LA1 4YX, UK (c) UCLan Cyprus, 12-14 University Avenue, Pyla, 7080 Larnaka, Cyprus (d) University of Nicosia, 46 Makedonitissas Avenue, CY-2417, P.O.Box 24005, CY-1700 Nicosia, Cyprus * Corresponding author. Article History: Received 21 May 2020; Revised 24 August 2020; Accepted 26 August 2020 Byline: Elias Hadjielias [elias.hadjielias@cut.ac.cy] (a,*), Olufunmilola (Lola) Dada [l.dada@lancaster.ac.uk] (b), Allan Discua Cruz [a.discuacruz@lancaster.ac.uk] (b), Stavros Zekas [stzekas@cytanet.com.cy] (c), Michael Christofi [christofi.mi@unic.ac.cy] (d), Georgia Sakka [g.vronti@unicaf.org] (d)

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Gale Document Number: GALE|A648491650