Resource‐Based Framework of Innovation Implementation in Work Teams: Interplay Between Internal and External Resources

ABSTRACT As organizations increasingly rely on team‐based structures, understanding how to ensure effective innovation implementation within teams has become a strategic priority. Drawing on the internal–external efficacy framework, this study develops and tests a team‐level model of innovation implementation that explicates how internal capabilities and contextual resource inputs jointly shape implementation outcomes. Using multisource data from 247 members and 58 leaders across 58 teams, we find that leader support and time support enhance teams' implementation effectiveness through members' collective commitment to the innovation. Financial support shows a conditional indirect effect by strengthening implementation effectiveness only when teams possess high competence for implementation. In contrast, time support is most beneficial for teams with low competence. These findings demonstrate that internal and external resources may operate in synergistic or neutralizing ways, helping to explain why comparable external inputs can produce divergent implementation outcomes. The study advances innovation implementation research by integrating resource‐based perspectives at the team level and provides actionable guidance for managing team‐based innovation efforts.