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This paper aims to explore the effect of perceived “self-to-team” deep-level diversity on team’s creative output from a social identity lens’ view.

An experimental study was designed (n = 30 in each experimental condition, namely, homogeneous, heterogeneous and mixed) and vignettes were used to manipulate the experimental conditions. Employees from four Indian organizations participated in the experimental study.

Results indicated that deep-level homogeneous group perceived higher team creative output as compared to the deep-level heterogeneous group. Perceived team creativity climate was found to mediate the effect of team diversity on team’s creative output. Further, it was observed that the quality of perceived creativity climate (positive and negative) moderated the relationship between diversity and team’s creative output.

The diversity–climate–creativity model presented in the paper may help managers to understand how “deep-level” group composition affects a group’s creative performance. The findings of this study may act as a platform for building effective diversity management policies.

The current research has contributed to the limited team diversity and creativity literature. Based on the experimental study, the paper has uniquely investigated team diversity and creativity link along with examining the role of a mediator (creativity climate) and moderator (quality climate) in the relationship. As the study was conducted in Indian settings, the findings were interpreted based on the typical Indian psycho-social characteristics.

Drawing on theories of social information processing and social identity, the authors explore how abusive supervision climate affects team creativity in a Chinese cultural context. The authors propose that this relation will be mediated by collective efficacy and group identification and moderated by task interdependence

The study conducted a confirmatory factor analysis and hierarchical regression to analyze the paired data from 67 research and development (R&D) teams involving 378 employees and employers in a Chinese cultural context.

Results demonstrate that abusive supervision climate was negatively related to team creativity, fully mediated by collective efficacy and group identification in a Chinese cultural context. In addition, task interdependence strengthened the positive relation between collective efficacy and team creativity, as well the positive relation between group identification and team creativity.

Although research has explored how abusive supervision climate influences individual creativity, few studies have investigated the relation between abusive supervision climate and team creativity in a Chinese cultural context. This study is one of the first to explore how abusive supervision climate affects team creativity in a Chinese cultural context and examine the moderating role of task interdependence in the relation between abusive supervision climate and team creativity.

The purpose of this paper is twofold. First, the study considers research on creativity and innovation in the field of general management and hospitality. Second, the paper develops a theoretical model to integrate individual- and group-level creativity particularly for service organizations.

This paper provides a comprehensive, albeit non-inclusive, review of research on creativity and innovation in organizations. The review reveals that hospitality research on creativity and innovation has not matched the new advances in management research, particularly the multilevel nature of creativity and the outcomes of creativity. Thus, to advance research in hospitality, this paper proposes a multilevel model of creativity based on a strategic contingency power theory. This model examines how individual- and group-level uncertainties hinder creativity. Moreover, the model also considers several uncertainty coping strategies and examines individual- and group-level outcomes of creativity.

The proposed theoretical model integrates individual- and group-level uncertainty determinants of creativity and yields a multilevel approach to creativity. Several testable hypotheses are proposed.

This paper highlights the strategic contingency power approach between individual- and group-level uncertainties in creativity. Uncertainty coping practices that alleviate the negative effects of uncertainties on creativity will be useful to managers and service organizations.

The proposed model provides plausible guidelines that advance creativity research in hospitality management.

The purpose of the paper is to test whether retail stores’ creativity predicts several indicators of performance through stores’ potency.

A sample of 45 stores (n = 317 employees) of a Brazilian retail chain was included, and a group/store level of analysis was adopted. Performance was measured through objective measures. To reduce the risks of common method variance, group creativity and group potency were measured with data from different store members.

The findings show that store creativity predicts indicators of store performance through store potency.

The study was carried out within a single organization, and the stores’ sample is small. Other causalities are plausible, and future studies should adopt a longitudinal design to test reciprocal effects between the variables of the study.

Cultivating creativity (via the selection of creative individuals and nurturing contextual conditions that encourage creativity) may have at least indirect effects on store performance.

While the few empirical studies relating group creativity (still an under-researched topic) and performance have mostly used subjective performance measures, this study uses objective measures.

The purpose of this paper is to analyze how the exchanges that employees maintain with their immediate superior and with their work group influence the creativity that they manifest.

A study was carried out among employees of a firm from the automotive sector. On the basis of previous works, the authors first built reliable multi‐item scales for each variable included in the model; then, a multiple regression analysis was conducted to ascertain the causal effect of those exchanges upon creativity.

The findings reveal that high‐quality exchanges between the employee and their work group and, to a lesser extent, their immediate superior, have a significant positive influence on their creative behavior.

All this underlines the importance of the composition of work groups for achieving the team environment necessary for creative production.

This paper provides new evidence about a still unexplored topic, trying to bridge the existing gap in the literature about the influence of leadership and group behavior on creativity.

The current research studies are inconclusive about the positive or negative effects of group faultlines, especially in the Chinese context. To address this issue, this study aims to adopt an interactive perspective to explore the group interaction process. Specifically, this study proposes a new construct “interactive faultlines” to integrate overall faultlines and separate faultlines, and based on categorization-elaboration model (CEM), develops an integrated moderated mediation model to examine when and how interactive faultlines facilitate or inhibit group creativity.

This study tests the model with the samples of 405 employees from 95 groups in China, carrying out confirmatory factor analysis, regression analysis and process.

This study finds that the indirect effect of informational faultlines on group creativity through information elaboration is positive when social faultlines are low, but negative when social faultlines are high.

This research provides some practical implications on how to manage group compositions and coordinate group interaction process to make full use of the potential benefits of diverse information and avoid the possible detriment from social categorization.

This study adopts an interactive perspective to consider informational faultlines and social faultlines simultaneously, and constructs a focal concept “interactive faultlines.” Based on CEM, it also offers a fine-grained picture of the double-edged relationship between informational faultlines and group creativity by identifying social faultlines as a moderator and information elaboration as a mediator, which advances knowledge about the linkages between interactive faultlines and group creativity. Particularly, this study is rooted in the Chinese context and brings in indigenous attributes derived from an analysis of Eastern cultures to elucidate the particular effect of informal social connections.

The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation.

The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity.

Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median.

Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity.

This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

The purpose of this study is to examine how different disciplines and sectors approach creativity, and how to improve cross-domain collaboration efficiency. Creativity is one of the most important factors that hugely contributes to the growth of economy, and the key to the modern organisation’s survival. There are considerable differences between disciplines regarding how they approach creativity since each discipline has a methodology which is designed to develop new ideas. Specialisation of disciplines can create difficulties when they start to interact in collaborations. Differences between sectors (Industry, Academia, Arts and Public) in definition of creativity, creativity measurement, management and collaboration motivators can hinder cross-sector collaboration efficiency.

A questionnaire was distributed over the Internet, and statistical tests were performed to find differences between groups how they view various dimensions of creativity.

By analysing various disciplines, the study revealed significant differences between the reward system, the creativity measurement, the required management support and the way how various disciplines solve complex problems. Sector analysis revealed significant differences in creativity quantification, personal traits, sensitivity to idea ownership, composition and size of the ideal team, communication and incentives to increase creativity.

In this study, only Internet users were sampled, and the majority of respondent were from Europe working in academic environment.

Misalignment of forces between disciplines causes inefficient cross- and multi-disciplinary collaborations, while inter-sector misalignment results in unproductive inter-disciplinary and trans-disciplinary teamwork. Special emphasis has to be placed on external factor, creativity measurement and collaboration motivator adjustment that were the most misaligned across the analysed groups.

The study indicates that to increase collaboration, efficiency factors that were scrutinised in this project have to be aligned across disciplines and sectors.

This research focuses on examining the dynamics of task and interpersonal conflict related to the creativity of teams over five stages of a project's life cycle. Data were collected from 142 respondents of information system development project teams of a service‐driven type, and from 106 respondents of new product development teams of a technology‐driven type. Results indicate that interpersonal conflict has a negative impact on creativity for a service‐driven project team. However, task conflict has a positive impact on creativity for a technology‐driven project team. The findings suggest that managing different types of project teams necessitates concern with the variations of conflict and creativity over a project's life cycle.

The aim of this paper is to survey the main creativity models, mediators as well as the enhancers of organizational creativity, all from a psychological perspective. In addition, the paper seeks to identify gaps in knowledge of organizational creativity. Aspects of creativity that require closer inspection are described.

A review of the literature on creativity within organizations from a psychological perspective was undertaken. A large number of research papers, mainly published after 1985 covering creativity and/or innovation, were identified and critically evaluated for relevance to the paper's purpose, and were judged on sufficient scholarship in order to create a narrative literature review.

Despite the great amount of psychological research on creativity and innovation, only a few models and theories appear to be defined. Moreover, their predictive value and incorporation of possible influencing factors is limited. In general, it can be concluded that the field of creativity requires more in‐depth research as well as a synthesis of results of various studies and models in order to effectively develop, promote and predict creativity within organizations.

The review focuses mainly on psychological aspects of creativity in organizations as published in research papers. In future studies for determining generic theories and conclusions, other aspects, e.g. sociological, cultural, economic and biological, should be taken into account.

A large and diverse number of studies on creativity in organizations have been conducted, but a comprehensive review paper on organizational creativity is still lacking. This paper supplies this need for survey. The findings of the current paper provide a well documented framework in addressing creativity enhancers in organizational environments. Furthermore, it articulates suggestions for further research and can be a good starting‐point for newcomers in this research domain.