透过跨文化视角,探索中美两国高管团队(TMT)冲突对产品创新的影响。首先通过对冲突类型和产品创新阶段分解,发现认知冲突有利于产品创新萌芽阶段,但易转变为情感冲突,因此不利于实现阶段。基于此结论,再从霍夫斯泰德文化维度、文化思想和企业模式三个角度对比中美文化特征,发现中国文化抑制团队冲突,不利产品创新萌芽阶段,有利于产品创新实现阶段；美国文化鼓励团队冲突,有利于产品创新萌芽阶段,不利于产品创新实现阶段。

This study explores how top management team(TMT) conflict impacts new product development from cultural perspective. First of all, through disassembling the form of conflict and the process of new product development, this study finds that cognitive conflict positively affects the initiation state of new product development, but negative in the implementation stage of new product development because it changes into affective conflict easily. Based on this result, this study compared the different cultural characteristics, including Hofstede’s cultural dimensions, cultural thoughts and enterprise model, between China and the United State, then finds that Chinese culture will prevents TMT conflict, and has negative effect on the initiation state of new product development but positive effect on the implementation stage. While American culture promotes TMT conflict, and has positive effect on the initiation stage but negative effect on the implementation stage.

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国家社科“团队过程视角下的高层梯队特征对企业行为和绩效的影响研究”(11BGL014) ；国家软科学研究计划项“复杂多变环境下科技型企业高管团队自反性行为对企业绩效的影响机制研究”(2013GXQ4D165)；上海市教委科研创新重点项目“基于团队自反的TMT认知特征演化对企业绩效的影响研究”(14ZS117)；上海市一流学科建设项目(S1201YLXK)；沪江哲社基金重点项目资助(14HJDZ006)