| Abstract [eng] |
Short description of the work: This study explores, analyzes, and identifies potential problems related to innovative behavior in project teams within the context of implementing multiregional projects at the Xometry Company. The problem with this work: Although the mechanisms of innovative behavior in teams are known and project teams are considered as actors of innovation implementation in companies, it is still unclear how innovative behavior of teams is unfolding in multiregional projects and how to manage and support the process of team innovation effectively in a multiregional context. The aim of this work: through investigation of academic literature on innovative behavior, apply the latest model of team innovation to the project teams of the Xometry Company during the implementation of multiregional projects; identify key characteristics and barriers to innovation in project teams in multiregional projects, and provide possible solutions for overcoming the issues. The main tasks of the work: 1. Explore academic literature on concepts of innovation, innovations in projects, innovative behavior, and team innovation; 2. Develop research methodology, based on academic literature, find an appropriate framework for analysis of the team innovation process, develop a research model and questionnaire for interviews; 3. Carry out qualitative research, conduct analysis of the obtained data, and relate the data to the existing academic literature; 4. Make conclusions and provide recommendations. Research methods used in work: critical evaluation of academic literature on innovative behavior in teams, qualitative analysis of the team innovation process in relation to the multiregional projects implementation of the Xometry Company, and interpretation of the thematic analysis results based on the interview data. Research and results obtained: According to the input–mediator–output logic of the ImpAct Model, during the ideation phase, the aim for unification functions as a mediator alongside information processing and action regulation. In this model, team diversity serves as the input, moderated by team climate, and then passes to the mediator stage, where the aim for unification is applied. As the Technical Director explained, project teams may be diverse in knowledge and intentions, and while they can express ideas, these ideas must undergo the unification test. Thus, at the ideation phase in multiregional projects, the aim for unification acts as a mediator. At the innovation stage, the aim of innovation serves as input, where the product manager seeks the team's orientation towards process unification. During the implementation phase, it serves both as input — indicating whether ideas already have unification qualities — and as a mediator, requiring top management support to ensure the unification process continues effectively. Conclusions of the work: Effective innovation in multiregional projects relies on aiming for process unification across regions at three phases of innovation behaviour as per the ImpAct model: ideation, innovation, and implementation stages. Aim for process unification is required at the ideation stage when top managers set strategic direction and, at the implementation stage, when they provide resources to teams. Product managers of multiregional projects, during the innovation phase, aim for unification when translating strategy into actionable requirements, but must maintain a fine balance between global standards and local adaptations. Process unification at the team level is required during the implementation stage, particularly in strengthening cross-regional integration and developing a multiregional mindset within teams. This is essential for successful innovation in international projects, as limited multiregional skills and uneven adoption of unification practices can hinder innovation. |
