Team play: Heedful interrelating as the boundary for innovation

By Deborah J. Dougherty, C. Takacs. 2004

119 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/70ed5a12745e1c13be24259f0e585ec257b9518d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Social Psychology

1. N. J. Foss
2. F. V. D. van den Bosch
3. Henk W. Volberda
4. Chi-Cheng Huang
5. Siegwart Lindenberg
6. L. Steg
7. Maurizio Zollo
8. Oliver Gottschalg

In Sociology and Political Science

1. N. J. Foss
2. Henk W. Volberda
3. Chi-Cheng Huang
4. Siegwart Lindenberg
5. L. Steg
6. R. Gifford
7. Mustapha Harzallah Ibtissem

In Strategy and Management

1. Henk W. Volberda
2. N. J. Foss
3. Siegwart Lindenberg
4. F. V. D. van den Bosch
5. Chi-Cheng Huang
6. Paul W. L. Vlaar
7. Torben Pedersen
8. Keld Laursen

Citations in the corpus

• Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, background): “Dougherty and Takacs (2004) mentioned that when interrelations are heedful, people are mindful of the ‘big picture’ to which they contribute and, as a consequence, their activities are more likely to integrate and coordinate with the activities of others given a particular situation.”
• Towards a Dialectic Perspective on Formalization in Interorganizational Relationships: How Alliance Managers Capitalize on the Duality Inherent in Contracts, Rules and Procedures (2007, background): “Such an approach provides people with arenas for action, while it leaves the specific means to achieve outcomes open, enabling an improvised and energized flow of activities (Dougherty and Takacs 2004).”
• Microfoundations for Strategy: A Goal-Framing Perspective on the Drivers of Value Creation (2013, background): “The heedful interrelating discussed by Weick and Roberts (1993), and found to assist coordination in ambiguous situations (Weick & Roberts, 1993) and to promote innovation performance (Dougherty & Takacs, 2004), results from joint production motivation.”
• Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms (2011, background): “It involves the heedful interrelating that has been found to assist coordination in ambiguous situations (Weick & Roberts, 1993) and to promote innovative performance (Dougherty & Takacs, 2004).”