Too much of a good thing

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fláviade Souza Costa Neves Cavazotte ◽  
Fábio de Oliveira Paula
Keyword(s):  
Absorptive Capacity ◽  
Shared Leadership ◽  
Structural Equation ◽  
Empirical Test ◽  
Equation Modeling ◽  
Curvilinear Relationship ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Very High

PurposeThis study investigates the influence of shared leadership on creativity and absorptive capacity in R&D teams. Based on theories of intragroup processes, it proposes that shared leadership positively affects such team outcomes up to a certain point, but at very high levels could cause loss of synergy and effectiveness, and therefore the relationship will follow an inverted U-shaped curve.Design/methodology/approachThe study was conducted with 76 independent teams from the R&D unit of one of the largest energy companies in Brazil. Data were collected with two questionnaires answered by external team managers and team members. The study applied structural equation modeling to test the hypotheses.FindingsResults indicate that there is a curvilinear relationship between shared leadership and external assessments of creativity and absorptive capacity in R&D teams. Although leadership shared among team members tends to favor creativity and realized absorptive capacity, at very high levels it yielded less than optimal outcomes. Team creativity had a direct positive effect on the teams' ability to explore and transform knowledge.Originality/valueThe study is the first empirical test of the influence of shared leadership on team creativity and absorptive capacity that proposes and confirms a quadratic effect. These results shed new light on the authors’ understanding of how intrateam leadership affects creative processes and absorptive capacity in the R&D context. These findings offer novel insights to inform practice as firms manage innovation performance.

Shared leadership and team creativity: a team level mixed-methods study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lei Xie ◽  
Soo Jeoung Han ◽  
Michael Beyerlein ◽  
Jiacheng Lu ◽  
Lillian Vukin ◽  
...  
Keyword(s):  
Mixed Methods ◽  
Shared Leadership ◽  
Structural Equation ◽  
Research Question ◽  
Self Report ◽  
Equation Modeling ◽  
Team Creativity ◽  
Content Type ◽  
Video Recordings ◽  
Multi Level

Purpose This paper aims to conduct two studies to investigate shared leadership and team creativity (TC) in leaderless short-term project teams (STPTs). Design/methodology/approach To answer the research question, this paper used a multi-level mixed-methods design. This paper analyzed video recordings, transcripts of STPTs’ collaboration and self-report surveys from an international engineering competition. In Study 1, this paper attempted to connect relation-oriented shared leadership (ROSL) and task-oriented shared leadership (TOSL) with TC by coding video recordings. In Study 2, this paper further investigated the proposed positive relationship between shared leadership and TC by surveying a sample of 166 students in 51 teams. Findings In Study 1, this paper found that shared leadership covaries with TC following a similar behavioral pattern. In Study 2, multi-level structural equation modeling results suggested that both TOSL and ROSL are positively correlated with TC. Originality/value In this mixed-methods multi-level research, this paper found that when the team’s shared leadership increases, their TC activity becomes frequent. This paper confirmed the qualitative finding by quantitatively investigated the relationship between shared leadership and creativity at the team level.

Conflict and creativity in inter-organizational teams

2017 ◽  
Vol 28 (1) ◽  
pp. 74-102 ◽  
Author(s):  
Nan Hu ◽  
Zhi Chen ◽  
Jibao Gu ◽  
Shenglan Huang ◽  
Hefu Liu
Keyword(s):  
Shared Leadership ◽  
Negative Relationship ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Curvilinear Relationship ◽  
Team Creativity ◽  
Content Type ◽  
Conflict Situations ◽  
Organizational Teams ◽  
Study Offer

Purpose This paper aims to examine the effects of task and relationship conflicts on team creativity, and the moderating role of shared leadership in inter-organizational teams. An inter-organizational team normally comprises employees from collaborated organizations brought together to conduct an initiative, such as product development. Practitioners and researchers have witnessed the prevalence of conflict in inter-organizational teams. Despite significant scholarly investigation into the importance of conflict in creativity, a deep theoretical understanding of conflict framework remains elusive. Design/methodology/approach A questionnaire survey was conducted in China to collect data. Consequently, 54 teams, which comprised 54 team managers and 276 team members, were deemed useful for the study. Findings By testing our hypotheses on 54 inter-organizational teams, we found that relationship conflict has a negative relationship with team creativity, whereas task conflict has an inverted U-shaped (curvilinear) relationship with team creativity. Furthermore, when shared leadership is stronger, the negative relationship with team creativity is weaker for relationship conflict, whereas the inverted U-shaped relationship with team creativity is stronger for task conflict. Research limitations/implications The main limitation is cross-sectional, which cannot establish causality in relationships. Despite this potential weakness, the present research provides insights into conflict, leadership and inter-organizational collaboration literature. Practical implications The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams. Social implications Managers are struggling to identify ways to effectively manage team conflict when a team of diverse individuals across organizational boundaries are brought together to solve a problem. The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams. Originality/value This paper provides understandings about how relationship and task conflicts affect team creativity in inter-organizational teams.

Comprehending a knowledge framework as a source of dynamic capabilities in IJVs through PLS-SEM

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Madhavi Kapoor ◽  
Vijita Aggarwal
Keyword(s):  
Knowledge Transfer ◽  
Absorptive Capacity ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Global Market ◽  
Innovation Performance ◽  
International Joint Ventures ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Content Type

Purpose This study aims to investigate the relationship among knowledge transfer enablers, knowledge transfer process, absorptive capacity and innovation performance in the context of Indian international joint ventures (IJVs). These elements are woven with the thread of dynamic capabilities theory (DCT) into an integrated framework. Design/methodology/approach Data analysis is conducted on a quantitative survey of 196 IJVs with partial least squares structural equation modeling as the statistical technique. Findings Co-learning strategy, collaborative trust culture, information technology-based resources and systems and organizational structural design are found to be significant knowledge transfer enablers. Absorptive capacity has a complementary partial mediation effect on the positive relationship between knowledge transfer and innovation performance of Indian IJVs. Research limitations/implications The study has pioneered in explicating the criticality of IJV’s internal dynamics to cope with the global market dynamism in a much needed Indian context. Practitioners must focus on building dynamic capabilities in IJVs to make them sustainably competitive, as proposed and evaluated by this study. Further, IJV managers need to strategize their resources, routines and structure dynamically to foster knowledge transfer and innovativeness. Originality/value The comprehensive model on DCT offered by this study is rare to match in literature with a completely new context, which is the need of the hour.

scholarly journals From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation

2021 ◽  
Vol 13 (20) ◽  
pp. 11280
Author(s):  
Jue Wang ◽  
Hae-Ryong Kim ◽  
Byung-Jik Kim
Keyword(s):  
Ethical Leadership ◽  
Social Information Processing ◽  
Shared Leadership ◽  
Structural Equation ◽  
Role Theory ◽  
Equation Modeling ◽  
Leader Member Exchange ◽  
Team Creativity ◽  
Moderated Mediation Model ◽  
Member Exchange

Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to explain the influence of ethical leadership on team-level creativity. Moreover, the dispersion value of leader–member exchange (LMXD) moderates the influence of ethical leadership on shared leadership. To empirically test our hypotheses, this paper used multisource samples and team-level data with moderated mediation model with PLS-SEM method. This study targeted a sample of 30 leaders and 233 team members who work at HRD Korea where a team structure is utilized. The results of structural equation modeling showed that ethical leadership increased shared leadership, and ethical leadership and shared leadership both positively affected team creativity. Shared leadership functioned as a crucial mediating factor in the ethical leadership–team creativity link. Moreover, the team-level LMXD moderated ethical leadership effectiveness on creativity via shared leadership.

scholarly journals Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

SAGE Open ◽  
2019 ◽  
Vol 9 (3) ◽  
pp. 215824401987629 ◽  
Author(s):  
Muhammad Waseem Bari ◽  
Muhammad Abrar ◽  
Sadia Shaheen ◽  
Mohsin Bashir ◽  
Meng Fanchen
Keyword(s):  
Absorptive Capacity ◽  
Structural Equation ◽  
Time Lag ◽  
Negative Relationship ◽  
Motivational Climate ◽  
Equation Modeling ◽  
Future Research ◽  
Team Creativity ◽  
Mastery Motivational Climate ◽  
Knowledge Hiding

The present study explains how different factors of knowledge hiding (e.g., evasive, playing dumb, and rationalized) influence on team creativity. Drawn on social exchange theory, the present study theorizes that factors of knowledge hiding have a negative relationship with team creativity, and absorptive capacity mediates this relationship. In addition, the perceived mastery motivational climate (PMMC) as a moderator attenuates the negative relationship between factors of knowledge hiding and team creativity. Study 1, an investigation (through the experience sampling method) from 41 participants of social media, confirms the existence of knowledge hiding practices in Pakistan. Study 2 applied a partial least squares, structural equation modeling approach on randomly selected time lag data of 282 respondents from state-owned universities of Pakistan. Results show that evasive hiding and playing dumb have a significant negative relationship with team creativity; however, rationalized hiding does not affect significantly on team creativity. The absorptive capacity also does not mediate the relationship between factors of knowledge hiding and team creativity. The PMMC attenuates the negative influence of evasive hiding and playing dumb on team creativity; however, the PMMC does not moderate the influence of rationalized hiding on team creativity. The implications and future research directions are discussed in the last section of this study.

Shared leadership, diversity, and information sharing in teams

2014 ◽  
Vol 29 (5) ◽  
pp. 541-564 ◽  
Author(s):  
Julia E. Hoch
Keyword(s):  
Information Sharing ◽  
Team Performance ◽  
Shared Leadership ◽  
Structural Equation ◽  
Equation Modeling ◽  
Demographic Diversity ◽  
Content Type ◽  
Mediating Variables ◽  
Leadership Diversity

Purpose – Shared leadership is increasingly important in today's organizations. The purpose of this paper is to examine the association between shared leadership and team performance, the moderating role of demographic diversity and the mediating role of information sharing on this relationship. Design/methodology/approach – The research used a field study design, quantitative data of employees from two different organizations. Data were analyzed with structural equation modeling analyses. Findings – Shared leadership was positively associated with team performance and this association was mediated by information sharing. Demographic diversity moderated the relationship between shared leadership and team performance, such that shared leadership was more strongly associated with team performance in more diverse teams and less in less diverse teams. Research limitations/implications – The results found support for moderating and mediating variables, explaining under what conditions and how shared leadership is associated with team performance in organizations. Practical implications – The findings highlight the importance of nurturing shared leadership, in particular as teams tend to grow more diverse in our todays’ work settings. They also highlight the importance of diversity in how shared leadership unfolds its potential. Social implications – The research highlights that shared leadership, diversity, and information are increasingly important in today's organizations and should be considered from a more positive standpoint. Originality/value – This research explored the association between shared leadership, demographic diversity, and information sharing with team performance. It represents a first step in examining the moderating and mediating variables of the shared leadership and team performance association.

Shared and transformational leadership in the police

2015 ◽  
Vol 38 (1) ◽  
pp. 40-55 ◽  
Author(s):  
Doris Masal
Keyword(s):  
Transformational Leadership ◽  
Shared Leadership ◽  
Structural Equation ◽  
Large Scale ◽  
Online Survey ◽  
Positive Influence ◽  
Equation Modeling ◽  
Transformational Leaders ◽  
Content Type ◽  
Organizational Goals

Purpose – Although an increasingly complex work environment requires shared forms of leadership in the police, there is little empirical evidence on how to facilitate shared leadership in the police. The purpose of this paper is to explore the role of transformational leaders in supporting shared leadership. Design/methodology/approach – The study is based on an online survey in a German state police (3,000 invited participants, a 39 percent response rate). The empirical analysis relies on a structural equation modeling (SEM) approach. Findings – The study findings reveal that transformational leaders exert a direct, positive influence on shared leadership and have an indirect, positive influence through their capacity to clarify organizational goals and create job satisfaction for followers. Originality/value – This large-scale study is the first to examine antecedents of shared leadership in the police. The results expand on the literature on transformational leadership by highlighting transformational leaders’ role as “SuperLeaders” in supporting shared leadership.

Innovation with IS usage: individual absorptive capacity as a mediator

2014 ◽  
Vol 114 (8) ◽  
pp. 1110-1130 ◽  
Author(s):  
Weiwei Wang ◽  
Luning Liu ◽  
Yuqiang Feng ◽  
Tienan Wang
Keyword(s):  
Absorptive Capacity ◽  
Business Intelligence ◽  
Structural Equation ◽  
Equation Modeling ◽  
Research Model ◽  
Content Type ◽  
Is Implementation ◽  
Business Intelligence Systems ◽  
Investment Returns ◽  
Innovation Model

Purpose – After information systems (IS) implementation, many organizations report that system underutilization causes the failure to meet expected IS investment returns. It is imperative to understand the way to leverage employees’ fullest potential in the IS usage. The paper aims to discuss these issues. Design/methodology/approach – Anchoring on absorptive capacity (ACAP) theory, the authors develop an employee innovation model. Using survey data and structural equation modeling, this research investigates how perceived organizational levers affect innovation with IS usage (INVU) by introducing individual ACAP as a mediator. Findings – The authors find general support for the research model through a survey of 205 employees using SAP business intelligence systems in China. The empirical data shows that three interrelated components of individual ACAP significantly contribute to INVU. The findings also suggest that, both fairness of reward and job autonomy are key organizational levers for the utility of individual ACAP. Furthermore, their effects on INVU can be fully mediated by individual ACAP. Originality/value – The authors empirically unpack and validate individual ACAP in IS innovation situation. The findings provide academics and practitioners with an understanding of how management can inspire employees’ potential in implemented system innovation.

A dialectical model of buyer‐seller relationships

2009 ◽  
Vol 24 (3/4) ◽  
pp. 207-217 ◽  
Author(s):  
Maud Dampérat ◽  
Alain Jolibert
Keyword(s):  
Structural Equation ◽  
Empirical Test ◽  
Level Structure ◽  
Data File ◽  
Equation Modeling ◽  
Business Relationships ◽  
Measurement Scales ◽  
Content Type ◽  
Customer Data ◽  
Four Levels

PurposeThe purpose of this paper is to focus on building and testing a model of buyer‐seller relationships from a dialectical perspective. It aims to provide both academics and managers with a better understanding of the relationships among the key relational variables in business settings. The model distinguishes four levels of social complexity (individual, interaction, relationship, and intergroup level) and includes the key relational variable for each level.Design/methodology/approachData were collected from 151 French professional buyers. Exploratory and confirmatory factor analysis was used to test the validity of the measures. The hypotheses were tested using structural equation modeling. The empirical test includes linear, non‐linear, moderating, and mediating effects testing.Research limitations/implicationsThe limitations of the study relate to the sample of respondents and the measurement scales. More precisely, the sample is based on a unique company's customer data file and a single informant source. Results confirm the hypothesized model and its four‐level structure.Practical implicationsThis study demonstrates that buyer relational orientation as well as seller expertise influence the course of business relationships. Although the necessity to train salespeople is obvious, the importance of training buyers is not as well documented. This study shows that they both need to be trained to manage business relationships appropriately.Originality/valueThis research examines the relationships among the key relational variables within a framework of four successive levels of explanation. It provides an alternative approach to studying business relationships.

scholarly journals Entrepreneurial Team Knowledge Diversity and Creativity: A Multilevel Analysis of Knowledge Sharing, Individual Creativity, and Team Creativity

2021 ◽  
Vol 12 ◽  
Author(s):  
Fei Hou ◽  
Yu Su ◽  
Mingde Qi ◽  
Lihua Wang ◽  
Qian Wang
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Academic Community ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Team Creativity ◽  
Team Members ◽  
Entrepreneurial Teams ◽  
Knowledge Diversity ◽  
Entrepreneurial Team

Although the academic community has consistent with the key role of entrepreneurial team knowledge diversity (ETKD), which serves as a critical catalyst of creativity in organizations, the extant research on the link between knowledge diversity and creativity is mainly concerned with individual creativity in single-level analyses. With emerging entrepreneurial ventures increasingly relying on innovation enhancement in the form of teams, there is research motivation to explore how team-level creativity develops. In this sense, this study attempts to investigate the underlying mechanism through which ETKD is associated with team-level creativity. Through a multilevel mediation model, this study proposes that ETKD can facilitate team creativity (TC) sequentially transmitted through individual-level team members' knowledge sharing (KS) and creativity. Based on a survey of 252 team members from 42 entrepreneurial teams in China, multilevel structural equation modeling (MSEM) is applied to test the top–down relationship between ETKD and KS, as well as the bottom-up link between individual creativity and TC. The findings show that our hypotheses are supported. Our findings provide some of the first empirical evidence to examine how knowledge-based diversity of entrepreneurial teams facilitates TC potential by multilevel approach. Theoretical contributions and practical implications are also offered.

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