Mindful infrastructure as antecedent of innovation resilience behaviour of project teams: Learning from HROs

Peter R. A. Oeij, C.V. van Vuuren, Steven Dhondt, Jeff Gaspersz, Ernst Vroome

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

Purpose
The purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep failure to a minimum level due to high alertness and resilience. Project teams working on innovation management could benefit from HRO principles and thus reduce their chances of failure.

Design/methodology/approach
A survey among in total 260 team members and team leaders of project teams in innovation management was conducted to study the relation between, on the one hand, organizational features of HROs (“mindful infrastructure”) and HRO principles (adjusted as “innovation resilience behaviour”, IRB), and on the other hand, between mindful infrastructure and IRB and project outcomes.

Findings
From the results it could be concluded that mindful infrastructure associates with IRB, and that IRB has a mediating role in the relation between mindful infrastructure and project outcomes. Innovation management project teams can thus learn from the practice of HRO teams.

Originality/value
To the authors’ knowledge, HRO-thinking has not been applied to team behaviour in innovation management. A fruitful transfer of insights from the domain of safety and crisis management seems applicable to the domain of innovation.
Original languageEnglish
Article number0045
Pages (from-to)435-456
Number of pages22
JournalTeam Performance Management
Volume24
Issue number7-8
DOIs
Publication statusPublished - Jul 2018

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Keywords

  • COMPLEXITY
  • CONFLICT
  • HIGH-RELIABILITY
  • Innovation resilience behaviour
  • LEADERSHIP
  • METAANALYSIS
  • Mindful infrastructure
  • ORGANIZATIONAL MINDFULNESS
  • PERFORMANCE
  • PSYCHOLOGICAL SAFETY
  • Project management
  • SATISFACTION
  • TEAMWORK
  • Teams

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