Team psychological capital and innovation: The mediating of team exploratory and exploitative learning

Abstract

Purpose: The purpose of this study is to investigate the impact of team psychological capital (PsyCap) on team innovation. The study also examines the mediating role of team learning, including exploratory and exploitative learning, in team innovation. Design/methodology/approach: A sample of 272 team leaders of firms in Vietnam was surveyed to validate the measures via confirmatory factor analysis and to test the model and hypotheses using structural equation modeling. Findings: The results demonstrate that team PsyCap has a positive effect on team innovation. Further, team exploratory learning mediates the relationship between team PsyCap and team innovation; however, team exploitative learning does not. Although team exploitative learning is explained by team PsyCap, it does not enhance team innovation. Practical implications: The study findings suggest that, to enjoy a high level of team exploratory and exploitative learning and innovation, firms should develop team PsyCap. This could be undertaken by implementing leader–subordinate mentoring programs, together with creating a social context that helps in interacting and communicating among team members. Originality/value: This study is among the first to examine the role of team PsyCap in team exploratory and exploitative learning and innovation, adding further insight to the literature on innovation at the team level.