ABSTRACT
This chapter examines synergy in innovation network teams and explore methods that can enhance corporate value and growth. Innovation leaders need to understand the psychological aspects of synergy for team composition and to more fully understand their role. Innovation leaders should carefully understand the capabilities of individuals and what they can contribute. Innovation leaders should reflect on work as a source of becoming self-actualized. Innovation leaders should understand the composition of personalities in an innovation network team. Innovation leaders and team members need to be open to possibilities from diverse group members and strive to attract and retain individuals using talent management strategies. Innovation leaders should demonstrate caring behaviors toward their employees and suggest team building activities to build synergy. Research and literature about synergy and its connection to innovation network teams has origins in sociology, management theory, organizational behavior, psychology, group and intergroup relations, network theory and modeling, and entrepreneurship and intrapreneurship.
