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A team-learning framework for business model innovation in an emerging market

Published online by Cambridge University Press:  30 June 2014

Hao-Chen Huang ,
Mei-Chi Lai ,
Meng-Chun Kao  and
Chien-Hui Sung
Hao-Chen Huang*
Affiliation:
Department of Wealth and Taxation Management, National Kaohsiung University of Applied Sciences, Taiwan, ROC
Mei-Chi Lai
Affiliation:
Department of Health Administration, Tzu Chi College of Technology, Taiwan, ROC
Meng-Chun Kao
Affiliation:
Department and Graduate Institute of Business Administration, Yuanpei University, Taiwan, ROC
Chien-Hui Sung
Affiliation:
Department of Wealth and Taxation Management, National Kaohsiung University of Applied Sciences, Taiwan, ROC
*
Corresponding author: haochen@cc.kuas.edu.tw
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Abstract

This study investigated how cross-functional teams can influence their business model innovation and firm performance through team learning, consisting of multiple modes of within-team, cross-team, and market learning. Using a matched dyadic data set from a study of 330 cross-functional team members and their supervisors sampled from 165 electronics and information industries in China, the empirical results clearly indicate that within-team, cross-team, and market learning can improve business model innovation and firm performance. The results of the mediating model show how the business model innovation mediates the relationship between team learning and firm performance.

Keywords

business model innovationcross-team learningmarket learningwithin-team learning

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 20 , Issue 1 , January 2014 , pp. 100 - 120
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2014 

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