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The Effect of Heterogeneity and Leadership on Innovation Performance: Evidence from University Research Teams in China

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  • Shufang Huang

    (School of Public Administration, Zhejiang University of Finance and Economics, Hangzhou 310018, China)

  • Jin Chen

    (School of Economics and Management, Tsinghua University, Beijing 100084, China)

  • Liang Mei

    (National School of Development, Peking University, Beijing 100871, China)

  • Weiqiao Mo

    (School of Public Administration, Zhejiang University of Finance and Economics, Hangzhou 310018, China)

Abstract

Interdisciplinary cooperation is an important way to achieve scientific innovation breakthrough. Currently, great scientific innovation often occurs in interdisciplinary areas. However, they still face challenges in relation to theoretical support and strategic choices. This paper identifies the extent to which interdisciplinary cooperation-induced heterogeneity affects team innovation performance in Chinese universities. The questionnaire survey is employed in this study and the samples selection covers a wide range of multidisciplinary or interdisciplinary collaboration. This study used Poisson regression analysis to create a new method to evaluate innovation performance. Then, the relationship between team heterogeneity and innovation performance was examined and the moderating role of transformational leadership was also introduced. The empirical results show that three independent variables (disciplinary heterogeneity, cognitive heterogeneity, and organisational heterogeneity) all had a significant positive effect on the team innovation performance. Transformational leadership has a significant positive effect on cognitive heterogeneity and innovation performance, but moderating effects did not appear to be seen in the other two relationships. Our study contributes to a deeper understanding of the value of interdisciplinary research collaboration.

Suggested Citation

  • Shufang Huang & Jin Chen & Liang Mei & Weiqiao Mo, 2019. "The Effect of Heterogeneity and Leadership on Innovation Performance: Evidence from University Research Teams in China," Sustainability, MDPI, vol. 11(16), pages 1-14, August.
    • Handle: RePEc:gam:jsusta:v:11:y:2019:i:16:p:4441-:d:258343
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    Cited by:

    1. Jia Zhou & Aifang Guo & Yutao Chen & Jin Chen, 2022. "Original Innovation through Inter-Organizational Collaboration: Empirical Evidence from University-Focused Alliance Portfolio in China," Sustainability, MDPI, vol. 14(10), pages 1-18, May.
    2. Qinwei Cao & Qiaoyu Meng & Can Wang & Jing Wang & Wanchun Duan, 2023. "The task coordination method of intelligence‐alliance innovation team of universities in Western China," Journal of Regional Science, Wiley Blackwell, vol. 63(2), pages 503-524, March.
    3. Lei Wang & Xinya Liang, 2020. "The Influence of Leaders’ Positive and Implicit Followership Theory of University Scientific Research Teams on Individual Creativity: the Mediating Effect of Individual Self-Cognition and the Moderati," Sustainability, MDPI, vol. 12(6), pages 1-24, March.

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