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Article
Publication date: 27 December 2022

Zili Fan, Hao Sun, Pingli Zhu, Mengting Zhu and Xuan Zhang

As a new human resource management practice, developmental idiosyncratic deals (developmental I-deals) play an important role in attracting, retaining and motivating…

Abstract

Purpose

As a new human resource management practice, developmental idiosyncratic deals (developmental I-deals) play an important role in attracting, retaining and motivating employees to promote creativity. Based on the social cognitive theory, the purpose of this study is to examine the impact of developmental I-deals on team creativity through team creative-efficacy and the moderating role of error management atmosphere in this process.

Design/methodology/approach

To reduce the effects of common method biases and causal lag effect, this study was divided into three stages for data collection, with a time interval of a month. A total of 365 employee samples (72 team samples) from seven internet enterprises in Shanghai and Wuhan were selected, and Bootstrap method and Johnson-Neyman method were used to test the hypothesis.

Findings

The results of this study show that developmental I-deals positively affect team creativity, and team creative-efficacy mediates the relationship between developmental I-deals and team creativity. Error management atmosphere strengthens the impact of developmental I-deals on team creative-efficacy and further strengthens the indirect effect of developmental I-deals on team creativity through team creative-efficacy.

Originality/value

Based on the social cognitive theory, this study examines the impact of developmental I-deals on team creativity through team creative-efficacy and the moderating role of error management atmosphere in this process. First, the study of I-deals category was further refined. The existing research defines the concept of I-deals in a general way and does not classify it in detail. Second, the internal mechanism of I-deals is revealed. Third, it expands the multi-level research of I-deals.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 9 January 2023

Mieszko Olszewski

The purpose of this paper is to demonstrate how agile project management can foster creativity in project teams.

Abstract

Purpose

The purpose of this paper is to demonstrate how agile project management can foster creativity in project teams.

Design/methodology/approach

The study is based on an extensive literature review of agile project management and team creativity and is matching these two to answer the following research questions: (1) how agile project management approach can foster creativity in project teams? and (2) which principles and practices promoted by the most popular agile methodologies enhance creativity in project teams?

Findings

Five creativity-conducive spaces in agile project management were identified and integrated into a conceptual framework, namely, a space for generative social interactions, a space for learning, a space for change and adaptation, a space for exploration and a space promoting team members' well-being. In the next step, based on a thorough analysis of seven widespread agile project management methods, a large number of agile principles and practices were mapped into each of the five conceptual spaces.

Originality/value

This study provides new insights into how agile project management can foster creativity in project teams. The conceptual framework developed in this paper might be utilized to enhance creativity in agile teams, it can also serve as a starting point for future research.

Details

International Journal of Managing Projects in Business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 30 September 2022

Evelyn Mathuki and Jian Zhang

This study aims to determine how cognitive diversity at the workplace influences team creativity. In this regard, the authors examined knowledge sharing and team-focused…

Abstract

Purpose

This study aims to determine how cognitive diversity at the workplace influences team creativity. In this regard, the authors examined knowledge sharing and team-focused inclusion through which team members’ cognitive diversity was expected to elevate their positive work outcomes.

Design/methodology/approach

A quantitative method is used to accumulate the data. The authors surveyed workers and their respective managers at a single China-based food company. The supervisors rated the outcome variables (creativity and team effectiveness) regarding their employees, whereas employees were asked to rate the cognitive diversity, inclusion and knowledge sharing within the workgroup. The final valid sample size (n = 391) consisted of 137 workgroups with an adequate response rate (62.3%).

Findings

Cognitive diversity is related to team effectiveness but not creativity. The research found that cognitive diversity can increase creativity only through enhanced inclusion and knowledge sharing. Inclusion, likewise, explained the impact of cognitive diversity on effectiveness.

Originality/value

The originality of the current research lies in its contemporary exploration of inclusion and cognitive diversity and their pathways to team creativity and effectiveness. The social capital theory was applied to explain the proposed relationships.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Book part
Publication date: 9 November 2009

Francesca Gino, Gergana Todorova, Ella Miron-Spektor and Linda Argote

This chapter presents a theoretical framework for the effects of prior task experience on team creativity. We distinguish among different types of experience within teams

Abstract

This chapter presents a theoretical framework for the effects of prior task experience on team creativity. We distinguish among different types of experience within teams, namely direct and indirect prior task experience. We argue that different types of prior task experience differentially influence team creativity, and that the prior experience–creativity relationship is mediated by the development and use of transactive memory systems (TMS). We also argue that team characteristics such as identity and communication moderate the effect of prior task experience on TMS, and task characteristics such as uncertainty and interdependence moderate the effect of TMS on group creativity.

Details

Creativity in Groups
Type: Book
ISBN: 978-1-84950-583-3

Book part
Publication date: 9 November 2009

D. Scott DeRue and Brent D. Rosso

Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight…

Abstract

Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight timelines. On the other hand, teams need sufficient time to explore different perspectives, play with ideas, and overcome the process losses that occur from working in interdependent groups. In this chapter, we address this dilemma by developing a model for understanding how teams can maximize the speed of the team creative process. We propose that teams' potential for rapid creativity is a function of aligning the team structure and standardization of the creative process with the team development cycle. When these three elements are aligned, teams are more likely to generate creative outcomes in a rapid manner.

Details

Creativity in Groups
Type: Book
ISBN: 978-1-84950-583-3

Book part
Publication date: 26 August 2019

Nai-Wen Chi

This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual…

Abstract

Purpose

This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual/team creativity.

Design/Methodology/Approach

Data are collected from 122 research and development (R&D) teams (including 305 members and 122 team leaders). Hierarchical linear modeling analyses and hierarchical regression analyses are performed to test hypotheses.

Findings

The results show that PGAT facilitates individual creativity via enhanced work engagement, and increases team creativity via team information exchange. Supporting the substituting perspective, we found that the positive indirect effects of PGAT on individual/team creativity were attenuated when supervisory support is high.

Research Limitations/Implications

Although all variables were collected at the same time and the individual-level variables were collected from the same source, our findings highlight the mechanisms explaining the beneficial effects of PGAT on individual/team creativity, and how supervisory support can substitute for such effects.

Practical Implications

In order to make the individuals and teams more creative, the organizations need to promote PGAT via the selection of appropriated leader and members or team social events. Moreover, supervisors support is particularly salient in enhancing team creativity when PGAT is low.

Originality/Value

This study is the one of the first study to test the motivational/social mechanisms linking the relationship between PGAT and individual/team creativity, and the competing theoretical perspectives regarding how supervisory support can moderate the PGAT–creativity linkage.

Article
Publication date: 19 May 2021

Chenghao Men and Ruiqian Jia

Organizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between…

1016

Abstract

Purpose

Organizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.

Design/methodology/approach

The hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.

Findings

Results show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.

Originality/value

The study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

Details

Leadership & Organization Development Journal, vol. 42 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 7 October 2021

Muhammad Shahid Mehmood, Zhang Jian, Umair Akram, Zubair Akram and Yasir Tanveer

Creativity is vital for the innovation and survival of organizations. The present study aimed to explore the impact of entrepreneurial leadership on team creativity

1268

Abstract

Purpose

Creativity is vital for the innovation and survival of organizations. The present study aimed to explore the impact of entrepreneurial leadership on team creativity through team psychological safety and knowledge sharing. Social learning theory (SLT) was used to explore the relationships in this study.

Design/methodology/approach

Data were collected from the manufacturing sector of Pakistan, and a sample composed of 70 team leaders and 378 team members was used.

Findings

The results showed the positive influence of entrepreneurial leadership on team creativity. Furthermore, team psychological safety and knowledge sharing mediated the relationship between entrepreneurial leadership and team creativity. Finally, team psychological safety and knowledge sharing sequentially mediated the relationship between entrepreneurial leadership and team creativity.

Research limitations/implications

A small sample size and cross-sectional research design may hinder the generalizability of the findings. The findings suggest that leaders should practice entrepreneurial leadership principles to develop team creativity. Organizations should provide training and development programmes for their leaders and employees to learn the importance of entrepreneurial behaviors and how to explore and exploit entrepreneurial opportunities.

Originality/value

This study extends the leadership and creativity literature by exploring the role of entrepreneurial leadership in developing team creativity. Furthermore, this study was conducted in established organizations to explore entrepreneurial leadership's influence on team creativity. In contrast, earlier scholars recognized entrepreneurial leadership as a leadership style of entrepreneurs and thus examined its implications in new ventures or small and medium enterprises.

Details

Personnel Review, vol. 51 no. 9
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 14 December 2021

Zhiqiang Liu, Rong Zhou, Lihua Wei, Xi Ouyang and Kong Zhou

Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity

Abstract

Purpose

Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity via team information elaboration and explores the moderating role of inter-team competition.

Design/methodology/approach

Time-lagged and multisource survey data were collected from 86 team leaders and 409 employees in a Chinese company. Path analysis was used to test the hypotheses.

Findings

The results indicated that leader narcissism could impede team radical creativity via team information elaboration. Moreover, the negative indirect effects of leader narcissism on team radical creativity were more pronounced when the inter-team competition was low.

Originality/value

This study makes contributions to the literature on leader narcissism and team radical creativity by examining the detrimental indirect effects of leader narcissism on team radical creativity via team information. Furthermore, it broadens current literature by investigating the potential positive intervention of inter-team competition on the negative aspects of leader narcissism.

Details

Chinese Management Studies, vol. 17 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 29 April 2021

Chenghao Men, Lei Yue, Huo Weiwei, Bing Liu and Guangwei Li

Drawing on theories of social information processing and social identity, the authors explore how abusive supervision climate affects team creativity in a Chinese cultural…

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

European Journal of Innovation Management, vol. 25 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

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