LAUSR

Despite a wealth of research on the interaction behavior patterns among team members from different angles, few studies focus on the combination of innovation management and innovation team. With the “Input-Process-Output” theoretical framework, this study takes the coding analysis to explore the differences in the interaction behavior patterns of members caused by the cognitive differences in the higher and lower innovative-performing teams. An innovation experiment was conducted in 12 innovation teams based on an experimental paradigm proposed for team innovation tasks. Subsequently, team members’ 1,754 behaviors were coded to analyze the similarities and differences in the interaction behavior patterns between higher and lower innovative-performing teams with lag sequential analysis. The results revealed that both higher and lower innovative-performing teams showed some same interaction behavior patterns. More specifically, the probability of idea facilitation behaviors being followed by team spirit facilitation behaviors was significantly higher than expected, while the probability of idea facilitation behaviors recurring was significantly lower than expected. However, in lower innovative-performing teams, there were some special interaction behavior patterns, such as “the probability of idea facilitation behaviors being followed by neutral interaction or idea inhibition behaviors was significantly lower than expected.” These phenomena may reflect some realistic situations in our life, such as “One echoes the other,” “Sitting on the sidelines” and “A gentleman is ready to die for his bosom friends” in the members’ interaction after cognitive differences happen. This paper provides opinions and suggestions for the research on the interaction behavior observation and coding analysis among members of innovation teams, as well as theoretical contributions to the research on the behavior observation of innovation teams.