团队信任、共享领导力与新产品开发创新绩效关系

新产品开发是一项跨职能的项目组织活动，其创新绩效受到项目成员间信任关系、团队领导方式及项目组织结构形态的综合影响，。论文基于相互依存性理论研究了三者团队信任、共享领导力对新产品开发创新绩效的作用机理。研究结果表明：目标明确性和任务互依性能促进团队信任程度增加，共享领导力在团队信任对创新绩效的作用关系中起到完全中介作用。此外，新产品开发采取的项目组织结构形态在团队信任、共享领导力、创新绩效的作用路径中起到明显调节作用。研究成果明确了共享领导力的机制设计对于提升新产品开发绩效起到十分重要作用，这为跨职能组织的团队管理提供了参考。

A study of the relationship among team trust,shared leadership and innovation performance in new product development organization

New product development tasks are complex, in which many uncertain factors and multiple disciplines are involved. Mutual trust is important for team members to cooperate and create new solutions. Since members come from cross-functional departments, they often have different identities, personalities and work experiences, which may bring difficulties to cooperation. Team trust can effectively reduce conflicts, promote communication among members, and improve cooperation and team cohesion. At the same time, the project manager should grant the members enough power to deal with the different challenges.The importance of trust in new product development has been widely recognized, while there is little research on team trust affecting the effect of innovation. From the theory of motivation, shared leadership could be seen as fully empowerment. Team members participate in the management, make decisions together and share power and responsibilities, which can improve team members’ enthusiasm and make the team more vigorous and competitive. Therefore, shared leadership in the team is not only an effective way to solve the problems, but also a key mean to encourage team members.This paper uses empirical research methods to explore the relationship between team trust, shared leadership and team innovation performance. On the one hand, based on the characteristics of new product development tasks such as high degree of innovation, high task interdependence, and goals clarity, the paper posits that task interdependence and goal clarity have influence on team trust. On the other hand, the path that team trust affects innovation performance through shared leadership as mediating role is analyzed.The results show that in the new product development organization, team trust is positive related to innovation performance, that is, the higher the team trust level, the better the team’s innovation performance. Shared leadership fully mediates the relationship between team trust and innovation performance. Meanwhile, task interdependence and goal clarity is positive related to team trust respectively. In addition, different types of organization, such as the functional organization, project based organization, and matrix organization, play moderating roles in the relationship between shared leadership and innovation performance. In the project-based organization, shared leadership behaviors such as teamwork, member exchange, and participation in decision-making are more likely to be implemented substantively; but in the functional organization, project management still focuses on traditional vertical leadership. While in the matrix organization, team members have dual identities, and the degree of influence of shared leadership on innovation performance is different from that of shared leadership in the functional organization and project-based organization.There are some suggestions for improving innovation performance in new product development organization.(1)Trust is a key element in building cooperative relationship network among team members. On the one hand, team trust relies on the assignment of tasks among members, and on the other hand, team members need complementary professional competence and effective communication and cooperation network. Therefore, project managers need to establish an effective activities network and social relationship network to create a culture of team trust that is conducive to cross-functional teamwork.(2)Shared leadership is interaction behavior that involves mutual leadership in new product development organization. The focus of shared leadership is different through the process of new product development. Firstly, the project manager should change the traditional leadership style; let the team members feel the sincerity of implementing the shared leadership in the team. Secondly, the project manager shares the decision-making power with some important members, letting them share part of the leadership responsibility and encourage them actively to communicate and collaborate with each other. Finally, during the stable period of a project execution, most members of team members have the right to participate in decision-making, and the project manager needs to encourage conflicts of opinions among members and tolerate the risks of the innovation.(3)Different types of project organizations often lead to differences in team identification, management style, rules, the degree of risk and conflict tolerance, and reward criteria. Therefore, when designing the organization of a new product development project, it is necessary to comprehensively consider the organizational strategic, the number of cross-sectors involved, the novelty and innovation of the new product, etc., in order to establish more effective organizational structure and leadership style for new product development.Therefore, this paper fully reveals the relationship between team trust and team innovation performance, which laid the theoretical foundations for the management of new product development. Moreover, it offers some guidance for improving the level of team trust and innovation performance for developing new product.