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Reflexivity, the extent to which teams reflect upon and modify their functioning, is widely considered a key factor for engendering team innovation. In this study, we propose that reflexivity is a necessary but not a sufficient condition for team innovation. Outcome interdependence, defined as the extent to which team members perceive that attainment of goals by their colleagues will facilitate their own goal achievement, and shared team vision, will moderate the effect of team reflexivity on team innovation. An empirical study with 332 team members of 34 software projects reveals that as predicted high outcome interdependence and shared team vision magnified the positive impacts of team reflexivity on team innovation. However, an increase in team reflexivity at low outcome interdependence and shared team vision had a negative impact on team innovation. Further, in general, agile software teams consistently demonstrated higher outcome interdependence and team reflexivity and thereby higher team innovation compared to teams adopting plan-driven methods of software development.

We find a class of metric structures which do not admit bilipschitz embeddings into Banach spaces with the Radon–Nikodým property. Our proof relies on Chatterji's (1968) martingale characterization of the RNP and does not use the Cheeger's (1999) metric differentiation theory. The class includes the infinite diamond and both Laakso (2000) spaces. We also show that for each of these structures there is a non-RNP Banach space which does not admit its bilipschitz embedding.

We prove that a dual Banach space does not have the RNP if and only if it admits a bilipschitz embedding of the infinite diamond.

The paper also contains related characterizations of reflexivity and the infinite tree property.

The paper discusses the relationship between learning, innovation and (institutional) reflexivity. It is often held that reflexivity is a crucial factor for learning and innovation processes. However, a rather formalistic approach to reflexivity is predominant. We propose to overcome this limitation and to develop a more meaningful concept of reflexivity which "reflects" the contingent, relational, dynamic and complex character of organizational environments and reality. Based on this broadened understanding it appears that reflexivity is imminently a dialectic category and, under specific circumstances, it can also inhibit innovation. This is especially the case when reflexive tools are abused to push performance only. In order to illustrate our concept and hypotheses we added two case studies which highlight the conflicting counterparts of reflexivity and innovation and pointed us to important cultural "success factors".

The IREC system aims to control the evolution of Eiffel classes to enable not only versionning, but also the most possible automatic reactualization of dependent entities: client or heir classes, instances migration, library merging…These reactualizations need a very sharp knowledge of classes' structure and semantics in order to compute deltas, to determine the consequences of changes from different points of view, to dynamically evaluate class invariants…in a both compiled and interpreted framework. This paper presents the reflexive representation chosen in IREC to give the needed knowledge for previous handling. It is presented in the form of an Eiffel language components library, which describes in a distributed way every structural and semantic aspect, from classes up to Eiffel language tokens. Each of these components is equipped with handling methods for the different life cycle phases of the application or library classes. The modularity of the representation and factorisations by inheritance enable to consider of other handlings and the adaptation of current components to other languages.