The reflexivity moderating effect on the relationship between team vision and the innovation process

Purpose The purpose of this study is to understand the inconsistent results found by various studies on the relationship between team vision, reflexivity and the innovation process by analyzing the moderating role of reflexivity on the relationship between team vision and both phases of the innovation process. Design/methodology/approach This paper analyzed the responses of 239 workers (50 R&D teams) to a questionnaire to assess levels of team vision, reflexivity, creativity and innovation, collected at two distinct time points. Data were analyzed at team level. Findings The results found a positive relationship between vision and innovation and between reflexivity and innovation. In addition, the results show that reflexivity moderates the relationship between vision and innovation, in such a way that the effect of vision on innovation is greater the lower the reflexivity, which suggests a possible detrimental role of reflexivity in the vision–innovation relationship. Research limitations/implications Given the cross-sectional design of the study, causal inferences are limited. Experimental and longitudinal studies are needed to infer causality. The results underscore the need for more comprehensive investigations into how team reflexivity may moderate the vision–innovation relationship. Future research might benefit from employing objective indicators of team innovation. Practical implications The results should inform leadership training programs, emphasizing the definition of clear goals and the strategic role of reflexivity for innovation. Originality/value These results suggest an explanation for the inconsistent effects previously found and this study fills the research gap on the interaction between vision and reflexivity.