The Creative and Cross-Functional Benefits of Wearing Hearts on Sleeves: Authentic Affect Climate, Information Elaboration, and Team Creativity

2021 ◽  
Author(s):  
Michael R. Parke ◽  
Myeong-Gu Seo ◽  
Xiaoran Hu ◽  
Sirkwoo Jin

Team creative processes of generating and elaborating ideas tend to be laden with emotional expressions and communication. Yet, there is a noticeable lack of theory on how differences in teams’ management and support of affect expressions influence their ability to produce creative outcomes. We investigate why and when team authentic affect climates, which encourage members to share and respond to authentic affect, generate greater creativity compared with more constrained affect climates where members suppress or hide their genuine feelings. We propose that authentic affect climate enhances team creativity through greater information elaboration by the team and that these informational and creative benefits are more likely in functionally diverse teams. Results from three complementary studies—one multisource field study of management teams and two experiments—provide support for our predictions. In our experiments, we also examine the theorized affective mechanisms and find that authentic affect climate increases information elaboration and creativity through members’ affect expressions (Study 2) and empathic responses to each other’s expressed affect (Studies 2 and 3). We discuss the implications of our findings for the team creativity, diversity, and affect literatures.

2016 ◽  
Vol 24 (01) ◽  
pp. 55-77 ◽  
Author(s):  
Lisa K. Gundry ◽  
Laurel F. Ofstein ◽  
Javier Monllor

Innovation in entrepreneurial firms is influenced by team creative processes. This study investigates how perceptions of team creativity lead to the generation, promotion and implementation of new ideas and opportunities for the enterprise, increasing the firm’s innovation performance. The results of the study of respondents across industries disclose how teams develop ideas and solutions, and turn them into new opportunities for the organization. Creativity and innovation have been widely studied, yet few studies have focused on entrepreneurial team creative practices in pursuit of new ideas for business development. This study contributes to our understanding of the team behaviors that lead to the formation of new and useful ideas that are promoted and implemented to bring benefits to the team, organization, and marketplace.


Author(s):  
Lucy L. Gilson ◽  
Yuna S. H. Lee ◽  
Robert C. Litchfield

Although creativity research has historically focused on individuals, with more and more employees working in teams, researchers have started to explore the construct of team creativity. Rather than a comprehensive review, this article takes an in-depth look at the most recent team creativity research. To do this, key themes and trends are discussed, which are then tied back to prior reviews, and new avenues for future research are proposed. Team creativity is a challenging construct because it can be conceptualized as both an outcome and a process, and there is no clear definition of either. When considering team creativity as an outcome, research has employed both complex mediation models as well as a more nuanced examination of moderating variables and constructs that may strengthen or attenuate the effects of relationships related to team creativity. This growing avenue of research recognizes the variability in team creativity that is possible in different circumstances and contexts, and seeks to identify what drives different outcomes. These approaches also acknowledge that team creativity is not guaranteed even when enabling conditions are in place, and that other variables may exert forces in different ways. The recognition that team creativity is unlikely to be the simple sum of members’ creative processes is becoming very apparent, with researchers examining ways of encouraging, fostering, and sustaining creativity in teams over time. Researchers have also recognized that team creativity is more likely to unfurl over time as a process, rather than a discrete point-in-time event. To this end, the key areas examined are the roles of member diversity and leadership. For diversity, racio-ethno, cultural, gender, age, political orientation, and diversity training have all been examined. For leadership, the focus has shifted away from the more traditional transformational theories and to newer constructs such as humility, ethical and shared leadership, as well as what it means to have an ideational leader who facilitates idea generation. Taken together, what the most recent research tells us is that creativity in teams remains a growing and evolving area of inquiry. While no longer unexplored, much remains to be clarified such as the barriers to effective team creativity, and practices that may help transcend these barriers. A lot of promising areas for future research are highlighted, which will become more important as workplaces pivot toward cultivating team creativity in a systematic and intentional way.


2018 ◽  
Vol 30 (4) ◽  
pp. 343-361 ◽  
Author(s):  
David Cameron ◽  
Abigail Millings ◽  
Samuel Fernando ◽  
Emily C. Collins ◽  
Roger Moore ◽  
...  

Author(s):  
Yingjie Yuan

Viewing teams as evolving networks of intertwined social relations, the social network perspective has been increasingly adopted to understand the emergence of team creativity in the past decades. This network lens enables creativity scholars to accurately depict how creative inputs embedded in team structures combine to take effects in collective processes and eventually form team creative outcomes in a dynamic fashion. Yet applications of this network view in team creativity research are scarce, and not closely linked to the development of social network theories. Therefore, after introducing the core concepts and principles of social network theories, this chapter reviews the status quo of team creativity research in terms of three components—creative inputs, team structure, and creative processes from a social network perspective. Furthermore, this chapter puts forward three key directions for future studies on the emergence of team creativity—specialization, integration, and dynamics.


Author(s):  
Hélder Fanha Martins ◽  
Maria João Ferro

Accomplishing creative tasks collaboratively is particularly problematic when team members who are attempting to achieve the creative results are geographically dispersed throughout the globe in a virtual team. Therefore, sound communication tools are needed to ensure communication does not hamper team creativity. This chapter highlights the communication tools available for doing creative work, offering a short analysis of the most relevant synchronous and asynchronous communication tools. Some rules and tips are given to allow for a better choice of the communication tools to use according to both the nature of the team and the work it is performing in terms of creative processes in SMEs. This chapter also presents how knowledge experts and knowledge-based companies consider whether it would be any benefit to apply Web 2.0 in their organisational architecture to strengthen collaboration.


2019 ◽  
Vol 23 (3) ◽  
pp. 38
Author(s):  
Gerald F. Burch ◽  
Jana J. Burch ◽  
John H. Batchelor

<p><strong>Purpose:</strong> Team creativity is an important factor in developing new ideas for organisations. In spite of years of creativity research, little is known about various team aspects and their affect on team creativity. This study looks at the incremental explanatory value that team creative personality and divergent thinking skill processes have on team creativity.</p><p><strong>Methodology/Approach:</strong> Individual personality, creative personality, and divergent thinking skills were collected from 349 students at a large public university in the southeast US. These students were then randomly assigned to 105 teams where they developed a novel product. Individual attributes were averaged to create team attributes that were used to determine correlations with the product creativity. Hierarchical regression was used to evaluate incremental explanatory values for each of the independent variables.</p><p><strong>Findings:</strong> Group creative personality adds approximately 36 percent more explanatory power than cognitive ability and traditional personality measures in predicting team creativity. Creative processes, like team divergent thinking ability, further increased the R<sup>2</sup> of our model from 0.54 to 0.65 demonstrating that team processes affect team creativity.</p><p><strong>Research Limitation/implication:</strong> The task used in this study was not as complex as problems being considered by organizations. However, the results are expected to be indicative of the process used for more complex problems. It is also difficult to assign causality since correlations were used to verify some of our hypothesis.</p><strong>Originality/Value of paper:</strong> This research expands the findings of team creativity by identifying factors that increase team creativity.


2017 ◽  
Vol 6 (3) ◽  
pp. 283-293 ◽  
Author(s):  
Samuel West ◽  
Eva Hoff ◽  
Ingegerd Carlsson
Keyword(s):  

Author(s):  
Triparna de Vreede ◽  
Imed Boughzala ◽  
Gert-Jan de Vreede ◽  
Roni Reiter-Palmon
Keyword(s):  

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