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Employees' innovative work behavior (IWB) is crucial for organizations' long-term performance and success. Nonetheless, research on the antecedents of IWB has paid little attention to how leader-member exchange (LMX) translates into IWB through both motivational and cognitive factors of subordinates. Hence, our understanding is still limited as to why scholars presented mixed findings of the relationship between LMX and IWB. We address this shortcoming by building on LMX theory and examine how the relationship from LMX to IWB is translated through creative self-efficacy as motivational factor and subordinates' perceived support for innovation by their supervisors as cognitive factor. We conducted a field survey with 171 subordinates, matched them with their supervisors and found a positive association between LMX and IWB. However, we find that this relationship is not mediated by creative self-efficacy, but by support for innovation. Our study extends the empirical evidence of LMX theory by examining how LMX translates into IWB. [ABSTRACT FROM AUTHOR]

The present study investigates determinants and interactions of institutional- and individual-inventor-level variables that lead to varying patenting activity and success at academic institutions. Based on a sample of 148 academic institutions with 58,061 individual inventors, applying singleand multi-level analyses, and testing for cross-level interactions, we derive three main insights: First, a higher budget of an institution and a higher number of connections of inventors help increase patenting activity. Second, a higher network centrality of an institution's inventors in the inventor network increases patenting success. Third, higher institution reputation and budget strengthen the relation between betweenness centrality and patenting success. [ABSTRACT FROM AUTHOR]

Although the proportion of women in Science, Technology, Engineering, and Mathematics (STEM) professions has increased significantly in recent years, they are still striking underrepresented in study programs and companies of the STEM area. Moreover, women only occupy 21% of STEM leadership positions in Germany. These numbers underline a serious gender gap in the STEM field. To address this gender gap and benefit from the work and innovation potential of STEM women for companies in times of the digital disruption, we develop the competency-based learning game PlayMINT. PlayMINT intends to stimulate interest in and prepare female students for STEM beyond study programs to encourage women to start STEM careers and to promote them into STEM leadership positions. Based on existing research in leadership and management, we design PlayMINT with the goal of teaching concepts and competencies, which are relevant to leadership, innovation, and digital transformation. Our assumptions underlying PlayMINT are that creative selfefficacy, effective interpersonal communication, and general business knowledge are predictors for higher innovative work behavior in the STEM area and that empowering, envisioning, and general business knowledge promote digital leadership. PlayMINT aims to realize these suggestions for female STEM students, in particular from computer science, electrical engineering, and mechanical engineering, because these fields show the most pervasive gender gap within the STEM fields. PlayMINT leads participants through the innovation process in a robot company by playing the role of a female engineer. Her mission is to implement a medical robot for spinal surgeries as a new business idea. PlayMINT will provide valuable contributions to STEM study programs, to STEM companies, and society in general. [ABSTRACT FROM AUTHOR]

Understanding conflict behavior in new venture teams (NVTs) is crucial for identifying promising teams before objective measures of success become available. Despite its relevance, we lack empirical knowledge about conflict behavior in new venture teams and its effects on team satisfaction, a crucial antecedent of NVT exit. To address this research gap, we draw on insights from marriage research and examine the role of the "Four Horsemen" (criticism, contempt, defensiveness, and stonewalling) in NVT satisfaction. We tested our hypotheses in a quasi-experimental lab study involving 45 startups, measuring conflict behavior between co-founders in a lab setting and predicting team satisfaction through questionnaires. Our results reveal that criticism and contempt have a small negative impact on team satisfaction. The present study introduces a new perspective on conflict behavior in NVTs and helps identify promising teams based on their conflict behavior early in the entrepreneurial life cycle. [ABSTRACT FROM AUTHOR]

The female gender and gender diversity of women and men on teams are suggested to have a considerable impact on innovation in organizations. Theoretical and empirical evidence, however, is inconclusive and likely dependent on the context and type of innovation, i.e., input, output and subtypes such as tech or green innovation. On the basis of our meta-analysis of 86 empirical studies from 2010 to 2023, we test the relationship between two gender representations—1) binary (i.e., one woman or no woman) and 2) diversity (i.e., ratio of women)—on innovation input (i.e., investment in innovation) and output (i.e., product, process, or organizational innovation) and examine contextual factors at the firm, industry, and cultural levels. We find that both gender representations have a negative impact on innovation input and a positive impact on innovation output. The effect is greater for a diversity than for a binary gender representation. The relationship between any gender representation and innovation input is stronger in older and larger firms and weaker in more masculine and uncertainty-avoidant cultures. Our results show the importance of distinguishing between innovation input and output for innovation management research. We also show that there is indeed a "value of diversity", adding to the research on gender diversity in organizations. [ABSTRACT FROM AUTHOR]

Investors have been found to be subject to biases and homophily, which influence their evaluations of entrepreneurs and their subsequent investment decisions. Surprisingly, little is known about how investors perceive gender and ethnic diversity or intersectionality within a new venture team (NVT). To address this research gap, we use a large secondary dataset that puts the NVT diversity dimensions in relation to the investor funding raised. Our results reveal that gender diversity is significantly related to the total amount raised but not ethnic diversity or the simultaneous presence of gender and ethnic diversity. Our findings challenge studies that reveal a positive relation between gender or ethnic diversity of NVTs and funding. Our study is important because it indicates that the team setting does not mitigate gender-based biases as present for individual entrepreneurs. In addition, this study extends the perspective of past studies by not only differentiating between the male and female gender but including NVT members that are agender or non-binary. Finally, building upon a secondary dataset, this study limits shortcomings that usually result from primary studies, e.g., biases due to accessibility of participants. Overall, our findings pave the way for new discussions surrounding NVTs. [ABSTRACT FROM AUTHOR]

Gender bias is still a serious issue for organizations and their employees, harming women's wellbeing and equal rights and costing organizations billions of dollars, e.g., due to turnover. Many of the current diversity interventions fall short in effectively addressing gender bias at the workplace because of only affecting bias for a short time or effects being influenced by social desirability. We address this important research need by conducting a pre-registered experience sampling study in which a representative sample of 410 German-speaking working individuals either engages in a daily, digital mindfulness exercise or in no treatment. Our findings indicate that a short mindfulness intervention can effectively decrease gender bias and that this effect was mediated by a decrease of negative emotions. Thus, the bias-reducing effect of mindfulness has the potential to improve the work lives of those who practice it, as well as the targets of gender bias. [ABSTRACT FROM AUTHOR]

A crisis can cause a firm's demise or catalyze employees' innovative work behaviors (IWB), enabling the firm to thrive. Crises are complex, generating perceptions of both threat and challenge (i.e., ambivalence) and eliciting multifaceted behavioral reactions. We evaluate how ambivalence influences IWB during a crisis, taking the extreme case of the COVID-19 pandemic as a research setting. In a longitudinal quasi-experiment with 216 employees, we explore the relationship between ambivalence and IWB as the crisis unfolded through the first two government-mandated crisis phases of the COVID-19 pandemic, and how this relationship depends upon whether workers were classified as critical or non-critical. Our findings show that high ambivalence has both positive and negative effects on IWB that depend upon government mandated worker classification and crisis phases. In addition, we find that ambivalence has different effects on IWB over time. Based on our results, we explore differences and similarities between four different combinations of classification and work phase taking place in our quasi-experiment, and develop a conceptual model which suggests that during crisis, work phases of productivity enhance the relationships between ambivalence and IWB, but work phases of sensemaking and exhaustion reduce the relationship between ambivalence and IWB. Our study contributes to theory about the dual nature of ambivalence and drivers of IWB in crisis. [ABSTRACT FROM AUTHOR]

Over the last 20 years, there has been growing interest in the "dark" side of leadership. This pa-per systematically reviews the literature on dysfunctional leadership and synthesizes the diverse definitions, constructs, and measures. We identified 21 different constructs of undesirable su-pervisory behavior, including abusive supervision, destructive leadership, paternalistic leader-ship, and workplace bullying; disentangled their similar and different underlying dimensions, such as power asymmetry, the tendency to belittle others, and supervisor self-orientation; and analyzed 42 different construct operationalizations. We consolidated our findings in a compre-hensive dysfunctional leadership framework that includes the causes and consequences of dys-functional leadership on multiple levels and contextual and demographic factors as contingency factors. Based on this framework, we develop a research agenda that recommends dyad-related approaches to better understand the mutual causes of dysfunctional leadership and multilevel approaches to better understand the work- and person-related consequences of dysfunctional leadership. [ABSTRACT FROM AUTHOR]