scholarly journals How Does Individual-Level Envy Affect Team Creativity? Effects of Knowledge Seeking and Moral Reflection

SAGE Open ◽  
2021 ◽  
Vol 11 (4) ◽  
pp. 215824402110525
Author(s):  
Fengdi Chu ◽  
Wei Zhang ◽  
Shaobo Wu ◽  
Guolei Liu
Keyword(s):  
Public Perception ◽  
Related Variable ◽  
Moral Reflection ◽  
Team Creativity ◽  
Team Members ◽  
Individual Level ◽  
Mba Students ◽  
Malicious Envy ◽  
Benign Envy ◽  
Knowledge Seeking

Where there is a team, there is envy emotion among team members. Prior studies argue that two opposite types of envy—benign envy and malicious envy differently influence team members’ interactions, thus impact team creativity differently. However, little literature has discussed whether envy has a direct influence on team creativity. This research is conducted to narrow this literature gap. Moreover, if their relationship was verified, the mechanism needs to be further explored. Previous studies have shown negative public perception of envy and strong behavioral motivation function of it. Therefore, a morality-related variable—moral reflection, and a competition-related variable—knowledge seeking are introduced as mediating variables. To test the relationships among the above variables, an experiment with 74 MBA students’ participation was conducted. The results show the positive relationship between benign envy and team creativity, while malicious envy gets the opposite result. Besides, knowledge seeking and moral reflection are proven to be bridges connecting envy and team creativity. Envy is more complicated than what previous studies have found. It has positive sides to team creativity.

Team Members’ Affective Responses to Patterns of Intragroup Interdependence and Job Complexity

2000 ◽  
Vol 26 (4) ◽  
pp. 633-655 ◽  
Author(s):  
Gerben Van Der Vegt ◽  
Ben Emans ◽  
Evert Van De Vliert
Keyword(s):  
Job Satisfaction ◽  
Affective Responses ◽  
Task Interdependence ◽  
Job Complexity ◽  
High Group ◽  
Affective Outcomes ◽  
Team Members ◽  
Job Commitment ◽  
Individual Level ◽  
Outcome Interdependence

In this questionnaire study, the relations between the affective reactions of 114 technical consultants and both intragroup interdependence and job complexity were examined. Individual-level task interdependence and job complexity were found to be positively related to individual job satisfaction, team satisfaction, job commitment, and team commitment. Cross-level interactions showed the positive relations between task interdependence and the affective outcomes to be stronger in high outcome interdependent teams than in low outcome interdependent teams. Specifically, a proper match between high task interdependence and high group-level outcome interdependence was found to produce more positive affective responses than “low-high” and “high-low” mismatches. The unfavorable effects of mismatched task and outcome interdependence on job satisfaction and job commitment were found to be mitigated by high levels of job complexity.

scholarly journals The Relationship between Team Hometown Diversity and Team Creativity: From the Chinese Perspective

2018 ◽  
Vol 10 (10) ◽  
pp. 3458
Author(s):  
Jingli Li ◽  
Min Zhao ◽  
Guanjun Xia ◽  
Chao Liu
Keyword(s):  
Information Exchange ◽  
Mediation Effect ◽  
Team Leaders ◽  
Team Creativity ◽  
Team Members ◽  
Chinese Perspective ◽  
New Perspective ◽  
The Impact ◽  
The Relationship

Since no specialized work has researched the relationship between team members’ hometown diversity (team hometown diversity) and team creativity, we investigated their underlying relationship by conducting a two-wave survey from 304 employees in 54 teams and 54 team leaders from 17 companies. The results proved that team hometown diversity was negatively related to both team information exchange and team creativity, while team information exchange was significantly positively associated with team creativity and the mediation effect of team information exchange between team hometown diversity and team creativity was verified. The moderation role of team identification in the relationship between team hometown diversity and team information exchange as well as the moderation function of team conformity on the relationship between team information exchange and team creativity were both verified. This work made at least four contributions. Firstly, it was among the first to research the impact of team hometown diversity on team creativity, which supplemented the gap and provided a new perspective for exploration of team creativity in future. Secondly, we adopted a two-wave design to check the dynamic impact of earlier team information exchange and team conformity on team creativity afterwards, which can be replicated for future studies. Thirdly, by using supervisor and subordinate ratings together and conducting electronic and paper surveys together, the results were more persuasive. Finally, we included a large dataset from a broad range of companies, which maximized the variables and generated our results. The implications and limitations were also illustrated.

Team Knowledge Diversity and Team Creativity: The Moderating Role of Status Inequality

2018 ◽  
Vol 46 (10) ◽  
pp. 1611-1622 ◽  
Author(s):  
Won-Woo Park ◽  
Joon Yeol Lew ◽  
Eun Kyung Lee
Keyword(s):  
Team Creativity ◽  
Team Members ◽  
Task Knowledge ◽  
Knowledge Diversity ◽  
Status Inequality ◽  
Using Data ◽  
Organizational Tenure ◽  
The Relationship ◽  
Moderating Role

We examined the relationship between team task knowledge diversity and team creativity, and the moderating role of team status inequality, with a focus on organizational tenure and rank inequality. By adopting an input–process–output framework, we hypothesized that teams would achieve high levels of creativity when they have a large pool of task-relevant expertise that is differentiated and specialized among team members, but the relationship would be weakened when team members have different statuses. We tested our hypotheses using data from 325 teams of employees at 10 companies in South Korea. Results showed that task knowledge diversity was positively associated with team creativity and a team's status inequality in terms of organizational tenure moderated the relationship in a negative way. Our findings contribute to the literature on team creativity by providing new insights regarding how status inequality, which is almost ubiquitous in workplaces, plays a role in a dynamic team process for creativity.

Coworkers’ Relationship Quality and Interpersonal Emotions in Team-Member Dyads in China: the Moderating Role of Cooperative Team Goals

2016 ◽  
Vol 12 (4) ◽  
pp. 687-716 ◽  
Author(s):  
Catherine K. Lam ◽  
Xu Huang ◽  
Frank Walter ◽  
Simon C. H. Chan
Keyword(s):  
Relationship Quality ◽  
Work Performance ◽  
Team Member ◽  
Performance Outcomes ◽  
Dyadic Relationships ◽  
Team Members ◽  
Individual Level ◽  
Interpersonal Emotions ◽  
Cooperative Team ◽  
The Individual

ABSTRACTThis study investigates the origins of discrete interpersonal emotions in team-member dyads using two independent samples from an education institute and a telecommunication services company in China. Results across both studies showed that the quality of team members’ dyadic relationships positively relates to interpersonal admiration, sympathy, and envy, and negatively relates to interpersonal contempt. Furthermore, teams’ cooperative goals moderate these dyad-level linkages. The association of relationship quality with interpersonal emotions is particularly pronounced in teams with less cooperative goals but buffered in teams with more cooperative goals. Finally, on the individual level of analysis, envy and contempt are inversely associated with team members’ work performance, objectively measured. These findings provide new insights about key antecedents and crucial moderators in the development of interpersonal emotions in Chinese work teams and reiterate the relevance of these emotions for tangible performance outcomes.

A framework for developing business intelligence systems: a knowledge perspective

2018 ◽  
Vol 41 (12) ◽  
pp. 1358-1374 ◽  
Author(s):  
Mandana Farzaneh ◽  
Mohammad Taghi Isaai ◽  
Mohammad Reza Arasti ◽  
Gholamhossein Mehralian
Keyword(s):  
Business Intelligence ◽  
Success Probability ◽  
Influential Factors ◽  
Successful Development ◽  
Content Type ◽  
Team Members ◽  
Individual Level ◽  
Business Intelligence Systems ◽  
Knowledge Perspective ◽  
Comprehensive Framework

PurposeThe purpose of this research is to propose a framework for developing business intelligence systems (BIS).Design/methodology/approachFollowing a qualitative research method, a comprehensive framework at organizational and individual level, as well as team level, was developed.FindingsThe findings revealed that team-level influential factors play a more significant role in BIS development success. The results also indicate that BIS development relies on suppliers, customers and their relationships, whereas the supplier side has a more significant impact on determining successful development. Drawing on these findings, embedded knowledge, knowledge management process capability and project team members’ interaction were identified at team level on supplier side which significantly influence the success of BIS development.Practical implicationsThis research provides insights into a framework toward successful development of BIS.Originality/valueThe findings of this exploratory study would be useful for planners and managers of BIS development projects to enhance success probability of such projects.

scholarly journals Team Perfectionism and Team Performance: A Prospective Study

2014 ◽  
Vol 36 (3) ◽  
pp. 303-315 ◽  
Author(s):  
Andrew P. Hill ◽  
Joachim Stoeber ◽  
Anna Brown ◽  
Paul R. Appleton
Keyword(s):  
Team Performance ◽  
Team Sports ◽  
Personality Characteristic ◽  
Latent Growth ◽  
Team Members ◽  
Individual Level ◽  
Curve Modeling ◽  
Personal Performance ◽  
A Prospective Study ◽  
Day By Day

Perfectionism is a personality characteristic that has been found to predict sports performance in athletes. To date, however, research has exclusively examined this relationship at an individual level (i.e., athletes’ perfectionism predicting their personal performance). The current study extends this research to team sports by examining whether, when manifested at the team level, perfectionism predicts team performance. A sample of 231 competitive rowers from 36 boats completed measures of self-oriented, team-oriented, and team-prescribed perfectionism before competing against one another in a 4-day rowing competition. Strong within-boat similarities in the levels of team members’ team-oriented perfectionism supported the existence of collective team-oriented perfectionism at the boat level. Two-level latent growth curve modeling of day-by-day boat performance showed that team-oriented perfectionism positively predicted the position of the boat in midcompetition and the linear improvement in position. The findings suggest that imposing perfectionistic standards on team members may drive teams to greater levels of performance.

Interpersonal Trust and Knowledge Seeking in China

2020 ◽  
pp. 127-147
Author(s):  
Michael J. Zhang
Keyword(s):  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Interpersonal Trust ◽  
Future Research ◽  
Research And Practice ◽  
Mba Students ◽  
Types Of Knowledge ◽  
Different Types ◽  
Using Data ◽  
Knowledge Seeking

In this chapter, a study that investigated the roles of interpersonal trust in knowledge seeking in China is presented. Specifically, the study examined and tested the effects of two distinct types of interpersonal trust (cognition-based and sincerity-based) on Chinese employees' willingness to seeking two different types of knowledge (explicit and tacit). Using data from a survey of 243 Chinese MBA students at two universities in China, the study found both types of interpersonal trust positively related to explicit knowledge seeking as well as tacit knowledge seeking. The study also found that cognition-based trust had a stronger relationship with seeking of both explicit and tacit knowledge than sincerity-based trust. Implications for future research and practice are discussed.

An empirical investigation of innovation process in Indian pharmaceutical companies

2019 ◽  
Vol 23 (3) ◽  
pp. 500-523 ◽  
Author(s):  
Usha Lenka ◽  
Minisha Gupta
Keyword(s):  
Information Sharing ◽  
Leadership Style ◽  
Innovation Process ◽  
Proactive Personality ◽  
Team Leaders ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Resonant Leadership ◽  
Creativity And Innovation

Purpose The purpose of this paper is to develop a conceptual framework exploring innovation process in research and development units of organizations. Research and development (R&D) teams of pharmaceutical firms operating in India were the unit of analysis. Design/methodology/approach Data were collected from 352 leaders and equal number of team members working in R&D teams. Responses were collected through questionnaire survey method. Questions to measure variables of members’ proactive personality, emotional intelligence, trust, task reflexivity, team creativity and innovation adoption were answered by team leaders. Similarly, questions on variables, resonant leadership style of team leaders, team information sharing process and climate for innovation were answered by team members. Out of 450 distributed questionnaires, 352 completely filled responses were finally obtained, with a response rate of 78 percent. Data were analyzed through structural equation modeling using AMOS 21.0 software package. Findings Findings of the study reveal that members’ proactive personality, emotional intelligence and trust enhance members’ learning ability called task reflexivity. This learning is further promulgated with the intervention of team information sharing process and support for innovation. Team creativity enhances innovation implementation in organizations. However, resonant leadership style of team leaders does not support task reflexivity. Practical implications Overall, the study highlights that creativity is promulgated when information is disseminated among members in a supportive climate for innovation. Organizations can create and innovate by developing capability of members who are proactive, emotionally intelligent and who trust their colleagues, so that team members can rationally judge organizational priorities, learn from their colleagues, plan and execute novice ideas to serve market needs. Originality/value R&D team enhances creativity and innovation in organizations by leveraging their talent and skills. This work is an attempt to develop an innovation process model in Indian pharmaceutical organizations to promulgate creativity and innovation through R&D teams.

scholarly journals The Approach of Hierarchical Linear Model to Exploring Individual and Team Creativity: A Perspective of Cultural Intelligence and Team Trust

2020 ◽  
Vol 2020 ◽  
pp. 1-10
Author(s):  
Chenhan Huang ◽  
Changqing He ◽  
Xuesong Zhai
Keyword(s):  
Shared Leadership ◽  
Cultural Intelligence ◽  
Hierarchical Linear Model ◽  
Team Creativity ◽  
Individual Level ◽  
Mediating Role ◽  
Interorganizational Teams ◽  
The Relationship ◽  
Team Trust

How to promote the creativity of interorganizational teams has always been the focus among scholars and management practitioners. From the perspective of leadership, this study explores the influence of shared leadership on creativity in interorganizational teams. Specifically, this study integrates leadership perspective with trust perspective and explores the mediating role of team trust between shared leadership and creativity at both team and individual level. In addition, this study examines the moderating effect of the leader’s cultural intelligence between shared leadership and team trust based on the perspective of leadership situation. The data comes from 275 employees within 54 interorganizational teams. The results show that shared leadership will promote team trust and team trust plays a key mediating role between shared leadership and creativity. Moreover, the relationship between shared leadership and team trust is moderated by the cultural intelligence of leader, such that the positive relationship will be stronger with high cultural intelligence and weaker with low cultural intelligence.

Team Creativity and Innovation

2017 ◽  
Author(s):  
Roni Reiter-Palmon ◽  
Mackenzie Harms
Keyword(s):  
The State ◽  
Organizational Success ◽  
Team Creativity ◽  
Research And Practice ◽  
Individual Level ◽  
Context Variable ◽  
The Past ◽  
State Of Research ◽  
The Individual ◽  
Creativity And Innovation

For the past two decades, creativity and innovation have been viewed by researchers as critical to organizational success and survival. Understanding the factors that facilitate or inhibit creativity and innovation at the individual level has been the focus of much of the research in the area. In recent years, research in organizational psychology and management has focused on understanding creativity and innovation in teams. However, while earlier work on teams and creativity focused on the team as a context variable, and individual creativity as the outcome, more recent research emphasizes creativity as the outcome. This chapter provides an overview of the state of research and practice as it relates to team creativity and innovation in organizations.

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