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How R&D Staff's Improvisation Capability Is Formed: A Perspective of Micro-Foundations
Hui He1, Yan Bai1, Junguang Gao1
1Business School, Beijing Technology and Business University, Beijing, China.
Research and Development (R&D) staff improvisation capability is enhanced by experience and external knowledge. Moderate levels of minimal structure positively influence R&D improvisation and its relationship with experience and knowledge gathering.
Area of Science:
- Organizational Behavior
- Innovation Management
- Knowledge Management
Background:
- Understanding the drivers of R&D staff improvisation capability is crucial for fostering innovation.
- Existing research often overlooks the interplay between individual, structural, and knowledge-related factors.
Purpose of the Study:
- To investigate the micro-foundations of R&D staff improvisation capability.
- To examine the individual (experience, external knowledge gathering) and structural (minimal structure) factors influencing improvisation.
- To analyze the moderating role of minimal structure on the relationship between experience, external knowledge gathering, and improvisation capability.
Main Methods:
- The study is based on the theory of micro-foundations.
- It analyzes the interaction of R&D individuals, experience, external knowledge gathering, and minimal structure.
- Statistical analysis was employed to determine linear and curvilinear effects and moderation.
Main Results:
- R&D staff experience and external knowledge gathering showed a linear positive impact on improvisation capability.
- Minimal structure exhibited a curvilinear effect on improvisation capability.
- Minimal structure demonstrated a curvilinear moderating effect on the relationships between experience, external knowledge gathering, and improvisation capability.
Conclusions:
- Managers should maintain a moderate level of minimal structure to optimize R&D staff improvisation.
- Balancing structure and flexibility is key to enhancing R&D team adaptability and innovation potential.
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