scholarly journals Formalization Structure and Team Creativity in High Tech Firms

2019 ◽  
Vol 8 (4) ◽  
pp. 199-214
Author(s):  
Rodney Manyike
Keyword(s):  
Factor Analysis ◽  
Multiple Linear Regression Model ◽  
Task Conflict ◽  
High Tech ◽  
Team Leaders ◽  
Team Creativity ◽  
Team Members ◽  
Confirmatory Factor ◽  
The Relationship

This research paper investigated the effect of the role of formalization structure on team creativity mediated by task conflict. The object of this research is high tech organizations in China, while the subject is 417 employees in 67 teams and 55 team leaders. Data was gathered through a questionnaire in two waves, first, through the employees’ survey questionnaires administered to team members and three months later to team leaders. The measurements were assessed using the Exploratory Factor Analysis (EFA) in SPSS, and Confirmatory Factor Analysis (CFA) was conducted using AMOS version 23. A multiple linear regression model was fitted to the data to test how far structure affects team creativity using the SPSS 24.0 version. Findings indicated that the formalization structure affects team creativity, and that task conflict mediated the relationship between formalization structure and team creativity. Thus, teams with a formalization structure have moderate task conflict, which in turn contribution towards team creativity.

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.

The relationship between R&D team diversity and team creativity

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jinyong Kim ◽  
Chanhoo Song
Keyword(s):  
Transformational Leadership ◽  
Mediating Effect ◽  
Task Conflict ◽  
Team Leaders ◽  
Multiple Sources ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Team Diversity ◽  
The Relationship

PurposeThis study aims to explore how and what type of team diversity is related to team creativity in R&D organizations, incorporating conflict as a mediator and transformational leadership as a moderator.Design/methodology/approachSurvey questionnaires were used to collect data from 24 Korean R&D teams (185 team members, 24 team leaders and 24 managers) in the public and private sectors. The dependent variable, team creativity, was measured by questioning R&D team managers to whom R&D team leaders report directly, and the antecedents, mediator and moderator were answered by team members and their leaders.FindingsThe data confirmed that team diversity, particularly informational diversity, was positively associated with team creativity. However, conflict did not show a significant mediating effect between team diversity and creativity. Transformational leadership had a negative moderating effect between informational diversity and task conflict in such a way that when transformational leadership was high, teams with higher informational diversity showed lower task conflict between team members.Originality/valueA growing number of R&D projects require interdisciplinary efforts resulting in incorporating scientists and engineers from multiple disciplines, and growing numbers of women and minorities now choose careers in science and technology. Naturally, R&D project teams have become more diverse than before. This study provides empirical evidence from multiple sources, showing both mediating and moderating effects on the relationship between R&D team diversity and creativity.

Ups and downs on the roller coaster of task conflict: the role of group cognitive complexity, collective emotional intelligence and team creativity

2020 ◽  
Vol 18 (1) ◽  
pp. 23-37
Author(s):  
Andreea Gheorghe ◽  
Oana Fodor ◽  
Anișoara Pavelea
Keyword(s):  
Emotional Intelligence ◽  
Cognitive Complexity ◽  
Empirical Support ◽  
Task Conflict ◽  
Team Creativity ◽  
Mediating Role ◽  
Low Levels ◽  
Explanatory Mechanism ◽  
The Relationship

This study explores the association between task conflict and team creativity and the role of group cognitive complexity (GCC) as a potential explanatory mechanism in a sample of 159 students organized in 49 groups. Moreover, we analyzed the moderating effect of collective emotional intelligence (CEI)in the relationship between task conflict and GCC.As hypothesized, we found that task conflict has a nonlinear relationship with GCC, but contrary to our expectations, it follows a U-shaped association, not an inversed U-shape. In addition,the moderating role of CEI was significant only at low levels. Contrary to our expectation, the mediating role of GCC did not receive empirical support. Theoretical and practical contributions are discussed.

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.

Leader dark personality and team agreeableness: a recipe for volatile team performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nishant Uppal
Keyword(s):  
Team Performance ◽  
Dark Triad ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Sales Team ◽  
Performance Variability ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship. Design/methodology/approach The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India. Findings From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability. Originality/value The theoretical and practical implications of the study are also discussed.

Disentangling the relationship between empowering leader behaviors and adaptive performance in work teams

2019 ◽  
Vol 23 (5) ◽  
pp. 761-777
Author(s):  
Vincent Rousseau ◽  
Caroline Aubé
Keyword(s):  
Shared Leadership ◽  
Work Teams ◽  
Adaptive Performance ◽  
Leader Behaviors ◽  
Team Leaders ◽  
Access To Resources ◽  
Team Members ◽  
Mediating Role ◽  
The Relationship

When teams operate in a dynamic and complex environment, their ability to adapt to changing demands is crucial for organizational success. The aim of this study is to investigate the role of empowering behaviors exhibited by team leaders in team adaptive performance by taking into account the mediating role of shared leadership displayed by team members and the moderating effect of access to resources. Data were collected from 82 work teams (i.e., 394 members and 82 immediate supervisors) in a public safety organization. Results of path analyses show that the relationship between empowering leader behaviors and team adaptive performance is mediated by shared leadership. Moreover, we found that the relationship between empowering leader behaviors and shared leadership is moderated by access to resources, such that this relationship is stronger when the level of access to resources is high. Overall, the findings shed light on the process through which team leaders can enhance the adaptive performance of their team.

Structuring leadership and team creativity: The mediating role of team innovation climate

2017 ◽  
Vol 45 (3) ◽  
pp. 369-376 ◽  
Author(s):  
Guanxiong Pei
Keyword(s):  
Leadership Style ◽  
High Tech ◽  
Team Creativity ◽  
Team Innovation ◽  
Mediating Role ◽  
Subsequent Effect ◽  
Innovation Climate ◽  
Fierce Competition ◽  
The Relationship

Because of rapid technological progress, shortened production cycles, and fierce competition, fostering team creativity has become an important leadership function. However, few empirical researchers have examined the relationship between a structuring leadership style and team creativity. I surveyed 54 participant teams working in Chinese high-tech enterprises to examine the influence of structuring leadership on team innovation climate and its subsequent effect on team creativity. Results indicated that structuring leadership was positively related to both team innovation climate and team creativity. In addition, the results supported the role of team innovation climate as a mediator in the relationship between structuring leadership and team creativity. Theoretical and practical implications are discussed with regard to the ways in which leaders can enhance team creativity.

The mobility of team members and team creativity: exploring the mediating role of team cognition

2020 ◽  
Vol 33 (6) ◽  
pp. 1111-1122 ◽  
Author(s):  
Weixiao Guo ◽  
Chenjing Gan ◽  
Duanxu Wang
Keyword(s):  
Team Member ◽  
Knowledge Worker ◽  
Team Cognition ◽  
Bootstrap Analysis ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Mediating Role ◽  
The Relationship

PurposeThe purpose of this paper is to investigate how the mobility of team members affects team creativity in knowledge-worker teams and the mediating role of team transactive memory system (TMS) and team creative efficacy.Design/methodology/approachMultiple surveys were conducted on team leaders and members in knowledge-worker teams in China. A total of 94 teams were analyzed by adopting the confirmatory factor analyses, hierarchical regression analysis and bootstrap analysis method.FindingsThe results show that frequent team member mobility is negatively related to a knowledge-worker team's creativity, and the relationship is mediated by team TMS and creative efficacy.Originality/valueThis study contributes to a deeper understanding of how the mobility of team members affects team creativity in knowledge-worker teams by exploring the underlying mechanisms from the perspective of team cognition. Specifically, team TMS and creative efficacy mediate the relationship between team member mobility and team creativity.

scholarly journals Adaptation of the Relationship and Motivation Scale to the Turkish Culture

2017 ◽  
Vol 6 (3) ◽  
pp. 181
Author(s):  
Munevver Ilgun Dibek ◽  
Hatice C Yavuz ◽  
Ezel Tavsancil ◽  
Seher Yalcin
Keyword(s):  
Factor Analysis ◽  
Cultural Comparison ◽  
Test Results ◽  
Cross Cultural Comparison ◽  
Explanatory Factor Analysis ◽  
Confirmatory Factor ◽  
Turkish Culture ◽  
Using Data ◽  
The Relationship

The purpose of the present study was twofold: first to adapt the Relationship and Motivation (REMO) scale addressing role of peers and teachers in students’ motivations into Turkish culture, and second to determine whether there were any differences between girls and boys regarding the scores obtained from this scale. To achieve these aims, the present research was designed to be comprised of three consecutive studies. In Study 1, linguistic equivalence was established, and results of an Explanatory Factor Analysis (EFA) performed on data obtained from 202 students showed that structure of the original scale was supported. In Study 2, a Confirmatory Factor Analysis (CFA) was conducted using data obtained from 496 Turkish students, and the results confirmed the results of EFA. Additionally, the validity evidence was obtained by conducting another EFA with 528 students. Moreover, reliability coefficients were also found to be varying in an acceptable range. Including the same participants of Study 2 in Study 3, t-test results showed that girls had significantly higher mean scores on the subscales of peers and teachers as positive motivators, and teachers as negative motivators. On the other hand, boys had significantly higher mean scores on the scale of peers as negative motivators. Results of these studies suggest that Turkish version of REMO is conceptually equivalent to original REMO, and similarly reliable and valid. Therefore, the adapted scale can not only be used in cross-cultural comparison and but also for determining the differentiation in the relations of students with their peers and teachers.

scholarly journals “Be a Man”: The Role of Social Pressure in Eliciting Men’s Aggressive Cognition

2020 ◽  
Author(s):  
Adam Stanaland ◽  
Sarah Gaither
Keyword(s):  
Social Psychology ◽  
Factor Analysis ◽  
Social Pressure ◽  
Social Psychology Bulletin ◽  
Identity Threat ◽  
The Social ◽  
Confirmatory Factor ◽  
Younger Men ◽  
The Relationship

[Pre-print accepted for publication in Personality and Social Psychology Bulletin on November 20, 2020.] Threatening a man’s manhood—but not a woman’s womanhood—elicits aggression. In two studies, we found evidence that this aggression is related to the social pressure men experience to “be a man.” In Study 1a, we conducted an exploratory factor analysis to isolate participants’ (N = 195; Mage = 19.92) differential motivations for conforming to gender norms. Study 1b then showed that pressure to be masculine moderates the relationship between gender identity threat and aggressive cognition for men. In Study 2a, we conducted a confirmatory factor analysis to validate the aforementioned scales with an age-diverse sample of men (N = 391; Mage = 33.16, range 18-56 years). Study 2b replicated Study 1b, most notably with younger men. In all, these findings reveal one pathway—the pressure men experience to be stereotypically masculine—that elicits aggressive cognition when under threat in a U.S. context.

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