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Using two distinct samples, this research unpacks the relationships between team innovation processes and effectiveness (measured as performance and reputation). Furthermore, we examine the moderating role of two team emergent states: goal clarity and commitment, and affective tone. We find that the relationship between innovation processes and performance is moderated by goal clarity and commitment, such that the relationship is more strongly positive when goal clarity and commitment is high. Conversely, innovation processes are more positively related to reputation when teams have lower levels of negative affective tone. Implications for research on innovation processes, emergent states, and effectiveness are discussed along with implications for practice.
Practitioner points �Innovation processes are beneficial for both team performance and reputation. However, these effects are influenced by the way team members view their goals and the emotions they experience in the team, respectively.
�We find that the effect of innovation processes on team performance is stronger when team objectives are clear and members are committed to their goals. The relationship between innovation processes and team reputation is weakened when team members experience negative affect.
�The findings, observed in both call centre and roller hockey teams, highlight that for the relationship between innovation and effectiveness to be positive, it is important to provide clear goals and manage team affect.
