DNA patents and scientific discovery and innovation: Assessing benefits and risks

This paper focuses on the question of whether DNA patents help or hinder scientific discovery and innovation. While DNA patents create a wide variety of possible benefits and harms for science and technology, the evidence we have at this point in time supports the conclusion that they will probably promote rather than hamper scientific discovery and innovation. However, since DNA patenting is a relatively recent phenomena and the biotechnology industry is in its infancy, we should continue to gather evidence about the effects of DNA patenting on scientific innovation and discovery as well the economic, social, and legal conditions relating to intellectual property in biotechnology. We should give the free market, the courts, researchers, and patent offices a chance to settle issues related to innovation and discovery, before we seek legislative remedies, since new laws proposed at this point would lack adequate foresight and could do more harm than good. However, we should be open to new laws or regulations on DNA patents if they are required to in order to deal with some of the biases and limitations of the free market.     

Building blocks of idea generation and implementation in teams: A meta-analysis of team design and team creativity and innovation

Although organizations increasingly rely on teams to innovate, little systematic knowledge exists about how to design teams to do so. Building on the model of collaborative creativity and innovation and synthesizing findings from published and unpublished studies, this meta-analysis examines the role of team design on team creativity and innovation. We used random-effects meta-analysis to cumulate the correlations between different features of team design and team creativity or team innovation from 134 field studies representing 11,353 teams and 35 studies representing 2,485 student teams. We found that team tenure is curvilinearly related, autonomy-supportive leadership, task interdependence, and goal interdependence are positively related, and demographic diversity and team size are unrelated to team creativity and innovation. Examining meta-analytic path models, we found that task interdependence and supportive leadership positively relate to team creativity and innovation via team collaboration and team potency. In accounting for the literature, we found a dearth of studies examining team processes, some types of diversity such as racial diversity, and the role of team member turnover. We conclude by providing directions for future research and practical guidance about increasing team creativity and innovation through team design.     

Linear and Nonlinear Thinking: A Multidimensional Model and Measure

Building upon previously developed and more general dual‐process models, this paper provides empirical support for a multidimensional thinking style construct comprised of linear thinking and multiple dimensions of nonlinear thinking. A self‐report assessment instrument (Linear/Nonlinear Thinking Style Profile; LNTSP) is presented and preliminarily tested across three studies with an overall sample of 778 respondents comprised of business students and managers. The results indicate that nonlinear thinking style consists of seven distinct, yet interrelated dimensions: intuition, creativity, values, imagination, flexibility, insights, and emotions. Convergent and discriminant validity estimates vis‐à‐vis a multidimensional creative thinking index and an emotional intelligence measure provide support for further development of the instrument. The implications of these results for future managerial cognition research are discussed, as well as potential practical applications of the LNTSP for management education and business practice.     

Organization-Level Predictors of Sustained Social Movement Participation

Long‐term sustained participation represents one of the most important resources available to community organizations and social movement organizations (SMOs). The participatory literature on community and SMOs has identified a host of individual‐level factors that influence participation beyond initial engagement, and has more recently identified contextual factors that influence participation. This study builds upon current understandings of participation in SMOs by examining how sustained participation in movement activities is affected by two qualities of SMO settings: repertoire of organizational activity, and equality of staff contact with organization members to cultivate and facilitate individual participation. To this end, we employ multi‐level regression techniques to examine longitudinal data on participation within 50 local chapters of a national congregation‐based community organizing federation. We find that the conduct of organizational activities previously shown to increase levels of participation among individual persons does not necessarily lead to increases in aggregate or organization‐level participation. Further, we find that conditions of unequal staff contact among organization members represent a notable drag on organization‐level participation over time. Our findings suggest that organizers and organizational leaders may well see greater levels of participation in their organizations by simply re‐distributing resources and opportunities more equitably within their organizations.     

上司人际公平如何影响员工工作结果:有中介的调节效应

本文探讨了上司的人际公平怎样影响员工工作满意度和人际层面组织公民行为,以及这种影响何时更强或更弱。通过对237名在职人员调查,结果发现:(1)员工的上司信任在人际公平与工作满意度、人际层面组织公民行为之间具有部分和完全中介作用;(2)上司权力对人际公平效应具有调节作用:当上司权力较高时,人际公平显著影响员工对他的信任,进而影响工作满意度和人际层面组织公民行为;而当其权力较低时,人际公平的影响不明显。     

Assessing Community Participation: Comparing Self‐Reported Participation Data with Organizational Attendance Records

How well do self‐reported levels of community and organizational participation align with recorded acts of community and organizational participation? This study explores this question among participants in social action community organizing initiatives by comparing responses on a community participation scale designed to retrospectively assess community participation (T1, n = 482; T2, n = 220) with individual participants' attendance records in various social action organizing activities over two 1‐year periods. By testing the self‐reported measure's overall and item‐by‐item association with documented participation in various types of organizing activities, we find that the self‐report measure is positively, but weakly correlated with actual participation levels in community organizing activities. Moreover, associations between self‐report and recorded acts of participation differ by types of activity. Examining this unique source of data raises important questions about how community participation is conceptualized and measured in our field. Implications are explored for theory and measurement of participation in community and organizational contexts.     

A job demands-resources perspective on salespersons’ market intelligence activities in new product development

Research shows that R&D's use of sales’ market intelligence positively influences innovation performance. However, little is known about whether this effect hinges on salespersons’ engagement towards and perceptions of market intelligence activities (MIA). Moreover, research remains incomplete regarding the drivers of salespersons’ MIA engagement. Using dyadic data from 359 salespersons and 239 R&D managers in a multi-level model based on the job demands-resources theory, we demonstrate that the positive effect of R&D's use of sales’ market intelligence on innovation performance is especially pronounced when salespersons’ market intelligence generation is high and role ambiguity is low. We also show that although salespersons’ self-set MIA goals are a strong driver of their MIA engagement, not assigning salespersons MIA goals may be a double-edged sword: in the short run, salespersons might engage in MIA voluntarily. However, in the long run, they could incur psychological costs in terms of role ambiguity and conflict, preventing them from engaging in MIA.     

Can Self‐Determination Theory Explain the Self‐Perpetuation of Social Innovations? A Case Study of Slow Food at the University of Wisconsin—Madison

This case study of Slow Food at the University of Wisconsin—Madison (SFUW) examines the success of a volunteer social innovation that promotes sustainable food access. Using inductive thematic analysis of 19 in‐depth, semi‐structured interviews of past and current members, advisors, and collaborators, we find that the success of SFUW is consistent with Self‐Determination Theory. We find that among the participants, the organization satisfies the basic psychological needs for autonomy, competence, and relatedness, which in turn support intrinsic motivation. In this way, volunteering tasks become interesting, fun, and are more likely to be performed over time. The findings suggest that needs fulfillment and intrinsic motivation are linked to creating a self‐propagating social innovation where volunteers generate new ideas and successfully transfer skills to others. Copyright © 2015 John Wiley & Sons, Ltd.     

L’appariement personne-organisation au service de la sélection du personnel

In order to address the market and workforce pressures and obligations, many organizations are now turning to person-organization fit (P-O fit) based on value congruence for their recruitment and selection activities. However, the various ways to ensure P-O fit are not very well known. This article presents concrete practices to measure and take into account P-O fit in selection, one of which is testing.