Date of Award

Spring 3-12-2024

Degree Type


Degree Name

PhD Health Sciences


Health and Medical Sciences


Genevieve Pinto Zipp, EdD

Committee Member

Doreen Stiskal, PhD

Committee Member

Ning “Jackie” Zhang, PhD


Innovation, Team Climate, Creativity, Resilience, High Performing Teams, Healthcare R&D


This study evaluated the interaction between team climate, resilience, and innovation process. Studies of team resilience (within and outside of healthcare) have traditionally focused on the collective behaviors and activities of high resilience and high performing teams, and the process by which they purposefully fostered team resilience among their members. Many of the studies considered the macro-level environment in which a team operated, in other words, the culture or the climate of an organization, as a key factor or input into the potential resilience of a team. The majority of the literature examined these resilience behaviors in planned innovation process models – such as traditional R&D organizations that followed the Deming cycle (Plan-Do-Study-Act) or Quality Management (QM) frameworks with formal resilience processes baked into their process. Over the past 20 years, however, novel, emergent innovation models had been increasingly adopted by organizations. These models included Open Innovation, Disruptive Innovation, and Agile methodologies among others.

There was a lack of research published on the relationship between culture/climate and resilience behaviors in teams working in emergent innovation models. This study utilized two surveys to evaluate the relationship between team culture/work climate and innovation resilience behaviors between groups who self-identified as using planned versus using emergent innovation process models. Recruited participants, after completing informed consent and demographic and grouping questions in an online portal, completed the Innovation Resilience Behaviors Scale followed by the Situational Outlook Questionnaire®. Study results were tabulated to ascertain the relationship between team work climate, innovation resilience behaviors, and innovation process model.

Results show a significant correlation between Innovation Model and Team Voice Category, χ2(2) = 6.006, p = .05 and a multiple linear regression model showed that the factors of Team Psychological Safety Score, Team Leadership Score, Team Voice Score, Team IRB Score, Challenge/Involvement, Freedom, TrustOpenness, Idea/Time, Playfulness/Humor, Conflict, Idea/Support, Debate, and Risk-Taking significantly predicted Innovation Score, F (13, 108) = 2.015, p = .026 adj r = 0.098. Team Leadership Score and Playfulness/Humor added statistically to the prediction, p < .05. A post hoc Pearson’s r pairwise comparison demonstrated that Innovation Score correlated with Team Psychological Safety Score (r=-0.261), Team Voice Score (r=-0.224), Team IRB Score (r=-0.169), Challenge/ Involvement (r=-0.251), Freedom (r=-0.237), Trust/Openness (r=-0.264), Idea Time (r=-0.246), Conflict (r=0.159), Idea Support (r=-0.246), Debate(r=-0.228), and Risk-Taking (r=-0.264). Chronbach’s α for the study demonstrated an internal validity of α = .68.

These results suggest that Planned Innovation models are associated with higher conflict, and that Emergent Innovation is correlated with higher levels of team resilience and important markers of team climate.

Available for download on Thursday, April 24, 2025