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Innovation has become one of the primary core competencies of effective organizations. It leads to changes in products, services, organizational design, processes, strategies, and the systems that support them. It occurs when someone has an idea, shares it with others, and all find ways to turn the idea into action. The sharing is a critical step. Creative ideas blossom in a collaborative environment. Implementation depends on collaboration. The chapters in this volume explore a variety of methods and settings that show how collaboration can be utilized to enable and enhance innovation. The innovation may be incremental or breakthrough and evident at any level of organization: team, community of practice, project or program, company, joint venture, alliance, partnership, or supply chain. In this volume, we refer to high quality interaction in the social network as collaboration. We believe creating the context for effective collaboration is a core competency of the organization. Working together well involves deepening trust among members and sharing ideas, perspectives, energy, and knowledge to address organizational challenges and opportunities. As innovation becomes the key to competitive advantage at company, supply chain, and regional levels, a shift from silos to collaboration becomes essential collaborating across boundaries becomes critical. World class levels of performance are impossible without mastery of collaborative methods, processes, and designs. Few companies have mastered the discipline of collaboration well enough to achieve the highest levels of performance. Inter-agency collaboration in government is equally challenging. The chapters in this volume explore collaborative approaches to innovation and the mechanisms and tools that contribute to the quality of collaborative effort. It discusses the importance of collaborative environments to improve innovation; and addresses how to create a collaborative environment within an organization

Research teams in an Australian biotechnology field : how intellectual property influences collaboration / Melissa Marot, John W. Selsky, William Hart, Prasuna Reddy -- Striving for a new ideal : a work environment to energize collaborative capacity across east and west boundaries / Jill Nemiro, Stefanus Hanifah, Jing Wang -- Team-member exchange and individual contributions to collaborative capital in organizations / Melvin L. Smith -- Leading together, working together : the role of team shared leadership in building collaborative capital in virtual teams / N. Sharon Hill -- Leadership, collaborative capital, and innovation / Xiaomeng Zhang, Henry P. Sims -- Minimizing the impact of organizational distress on intellectual and social capital through development of collaborative capital / Michael F. Kennedy, Michael M. Beyerlein -- Managing social entropy in the urban development of a city and the role of socio-engineering / Claudia Bettiol -- Knotworking to create collaborative intentionality capital in fluid organizational fields / Yrj(c)·o Engestr(c)·om -- Creating cultures of collaboration that thrive on diversity : a transformational perspective on building collaborative capital / Nancy L. Southern -- Exploiting intellectual and collaborative capital for innovation in knowledge-intensive industries / Anne H. Koch -- Connecting across miles and wires : examining collaborative capital development in virtual spaces / Lindsey Godwin, Julie Rennecker -- Introduction / Michael M. Beyerlein, Susan T. Beyerlein, Frances A. Kennedy

This study focuses on team members' perceptions of organizational support as antecedents of team processes and potency. Potency is team members' collective belief that the team can be effective. In a field study of 39 work teams in six organizations, the authors find a positive relationship between organizational support and potency that is mediated by effective team processes. The authors also find a positive relationship between team processes and managers' ratings of team performance that is mediated by potency. Understanding how organizational support affects potency is important because research has consistently found that potency is strongly associated with team performance, yet little is known about how organizational context affects potency. Therefore, this research has practical as well as theoretical implications.