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PurposeUtilizing the expectation states theory in sociology, this study probes into the influence of the board's informal hierarchy on the quality of enterprise innovation, originating from the perspective of internal directorial interactions, while analyzing the boundary effects exhibited by the nature of property rights and the intensity of geo-culture.Design/methodology/approachThe study selects China's A-share listed companies from 2008 to 2021 as the research sample, employing the Tobit regression analysis method to scrutinize the hypotheses presented in the text.FindingsThe regression results demonstrate a positive correlation between the board's informal hierarchy and the enterprise innovation quality (EIQ). Upon introducing variables specific to property rights and geographical culture, the authors found that in comparison to non-state-owned enterprises (non-SOEs), the influence of the board's informal hierarchy on the quality of corporate innovation is diminished in SOEs. Conversely, the intensity of geo-culture across Chinese provinces enhances their mutual positive influence. In the additional analysis, the authors also found that the elevation of corporate risk tolerance is a significant pathway for the positive effect of the board's informal hierarchy on EIQ. Moreover, this positive influence is more profound in high-tech enterprises, businesses implementing equity incentive plans and companies that have subscribed to director and officer liability insurance.Originality/valueThe findings not only deepen the understanding of how the board's internal status characteristics influence corporate decision-making but also enrich the application scope of expectation states theory. Furthermore, this study offers valuable guidance for optimizing innovation decision-making by adjusting the personnel structures of corporate boards.

Quality management generally implies all the activities that are intended to bring about the desired level of quality. In order to improve the quality of a product or service in both private and public sectors, quality management has been exercised for a long time and broadly applied in various organizations. As many new buzz words emerge in both business and public management, however, it seems that its popularity has declined. Is quality management dead? Not really. Quality is a fundamental ingredient in innovation so it must not be disregarded, although there might be fluctuations in its popularity. This study reviews the developmental status of quality management in South Korea by looking at its status and conceptual changes from historical and comparative perspectives. Historically, quality management in modern Korea was influenced by Japanese and American practices. In a comparative perspective, however, European influence on quality management was not salient in Korea. Points for practitioners More buzz words or fads will be generated by issue entrepreneurs and business consultants. However, quality management will not fade away. Continuous improvement is an endless open-ended journey, as is quality management. It is fair to say that the need for government reform and innovation will never be exhausted. Therefore, the importance of quality management will be a continuing reality in the future, perhaps with some adjustment of its rhetoric or riding on an irresistible wave of reform for adaptation. Quality has been reflected through innovation, and vice versa.

Although teamwork shows stronger innovation ability than individuals and this advantage has been increasing over time, the negative effects of larger teams also appear as the number of inventor members increases. This study discusses the double-edged sword role of inventor teams in innovation quality at two extremes: the high quality and the low quality. We argue that, inventor team size influences innovation quality because diversity works in the evolutionary process of innovation, but different types of diversity play distinct moderating roles in these relationships. Using patent data from the US pharmaceutical industry, empirical results show that there is an inverted U-shape relationship between inventor team size and high-quality innovation, and a negative relationship between inventor team size and low-quality innovation. These relationships are moderated at different degree by technological and geographic diversity. Our findings contribute to existing literature of innovation and also provide meaningful implications for innovation management.