The Impact of Newcomer Socialization on Team Creativity

2020 ◽  
Vol 2020 (1) ◽  
pp. 21227
Author(s):  
Jia Yu
Keyword(s):  
Team Creativity ◽  
Newcomer Socialization ◽  
The Impact

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 Impact of Personality on Virtual Team Creativity and Quality

2011 ◽  
pp. 647-655
Author(s):  
Rosalie J. Ocker
Keyword(s):  
Virtual Teams ◽  
Synchronous Communication ◽  
Individual Member ◽  
Team Creativity ◽  
Face To Face ◽  
Team Outcomes ◽  
Individual Personality ◽  
High Level ◽  
The Impact

A series of experiments investigated creativity and quality of work-product solutions in virtual teams (Ocker, forthcoming; Ocker, 2005; Ocker & Fjermestad, 1998; Ocker et al., 1998; 1996). Across experiments, small teams with about five graduate students interacted for approximately two weeks to determine the high-level requirements and design for a computerized post office (Goel, 1989; Olson et al., 1993). The means of interaction was manipulated in these experiments such that teams interacted via one of the following treatments: (1) asynchronous computer-medicated communication (CMC), (2) synchronous CMC, (3) asynchronous CMC interspersed with face-to-face (FtF) meetings, or (4) a series of traditional FtF meetings without any electronic communication. A repeated finding across experiments was that teams interacting only using asynchronous CMC – that is, teams without any FtF or synchronous communication -- produced significantly more creative results than teams in the other treatments. Additionally, asynchronous virtual teams rated high in creativity were generally not the same teams that were judged high in terms of the quality of their deliverable. To further examine these findings, this chapter presents results of an exploratory study designed to investigate the impact of individual personality facets on team outcomes. The objective of this study is to determine whether differences in team outcomes – in terms of the level of creativity versus the quality of the team deliverable – can be predicted by individual member personality.no abstract

Does joint decision making foster team creativity? Exploring the moderating and mediating effects

2017 ◽  
Vol 46 (8) ◽  
pp. 1590-1604
Author(s):  
Weixiao Guo ◽  
Duanxu Wang
Keyword(s):  
Decision Making ◽  
Psychological Safety ◽  
Moderating Effect ◽  
Laboratory Research ◽  
Cross Sectional ◽  
Joint Decision ◽  
Team Creativity ◽  
Content Type ◽  
Membership Change ◽  
The Impact

Purpose The purpose of this paper is to investigate the potential moderating role of team membership change in the relationship between joint decision making and team creativity and to determine whether team psychological safety mediates the moderating effect. Design/methodology/approach Survey data from multiple sources on 78 teams were collected in the People’s Republic of China. Confirmatory factor analysis and hierarchical regression analysis were adopted to analyze the data. Findings The hypothesized mediated moderation model is supported. The results indicate that joint decision making is more positively related to team creativity under lower levels of team membership change and team psychological safety is a significant intermediate mechanism between the moderating effect and team creativity. Research limitations/implications The cross-sectional design of this study is insufficient to support the causal inferences in the theoretical model; therefore, further longitudinal or laboratory research is required. In addition, other possible boundary conditions and underlying mechanisms have yet to be tested. Originality/value The present paper complements the extant studies, which mainly focus on the implication of leadership empowerment behaviors for individual outcomes, by examining the impact of joint decision making on team creativity and, further, reveals when and how joint decision making is more likely to foster team creativity, which extends the literature on leadership and team creativity.

Shared leadership and team creativity

2020 ◽  
Vol 49 (9) ◽  
pp. 1805-1822 ◽  
Author(s):  
Shiji Lyndon ◽  
Ashish Pandey ◽  
Ajinkya Navare
Keyword(s):  
Mixed Method ◽  
Shared Leadership ◽  
Team Learning ◽  
Mediating Effect ◽  
Cognitive Trust ◽  
Team Creativity ◽  
Content Type ◽  
Mixed Method Approach ◽  
The Impact ◽  
Method Approach

PurposeThe purpose of this paper is to extend the theoretical understanding and conceptualization of shared leadership by examining the impact of cognitive trust as an antecedent of shared leadership. Further, the study examines the mediating effect of team learning on relationship between shared leadership and team creativity.Design/methodology/approachThe study adopted a mixed method approach with sequential explanatory research strategy. Using a survey questionnaire, data from 44 teams were collected at two different time points. Semistructured interviews were carried out with 22 teams to explain the results that emerged from the quantitative study.FindingsThe study found that cognitive trust positively influences shared leadership. Further, team learning fully mediates the relationship between shared leadership and team creativity. The major themes that emerged from the qualitative study are participant's experiences of shared leadership in team, reasons to exert leadership, reasons to accept leadership and consequences of shared leadership.Practical implicationsOrganizations can enhance team creativity by promoting shared leadership in the organization.Originality/valueThis study examines the mediating process of team learning between shared leadership and team creativity. Mixed method approach adopted in the study explains the shared leadership process by building on both quantitative and qualitative research.

How to make use of team knowledge variety? The role of power disparity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jin Yao ◽  
Xinmei Liu ◽  
Wenxin He
Keyword(s):  
Positive Impact ◽  
Interactive Effect ◽  
Underlying Mechanism ◽  
Interactive Effects ◽  
Open Communication ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Power Disparity ◽  
The Impact

Purpose Based on the social dominance theory, this study aims to theorize the moderating effect of power disparity in the impact of team knowledge variety on team creativity and further to verify team open communication as the mediating mechanism of the aforementioned interactive effect. Design/methodology/approach The multisource (team members and their team leaders) and longitudinal (separated by four months) survey data were collected from 67 research and development teams in China to test the research model. The authors used multiple regression analyses to validate all the proposed hypotheses. Findings Results reveal that team knowledge variety has a more positive impact on team creativity when teams have lower power disparity. Besides, team open communication is significantly and positively related to team creativity and mediates the interactive effect of team knowledge variety and team power disparity on team creativity. Originality/value This study reconciles the mixed findings in the previous study and provides new insights regarding the functionality of team knowledge variety. By identifying team power disparity as a moderator in shaping the effects of team knowledge variety, the authors extend the research that explores the moderators of the team knowledge variety–team creativity relationship, and make comprehensive consideration of the coexistence of multiple diversities within teams (i.e. knowledge variety and power disparity) and their joint effects on team creativity. Besides, this research identifies team open communication as an important underlying mechanism in transmitting the interactive effects of two different types of diversities on team creativity, thus offering new insights on how teams can perform creatively.

The impact of authentic leadership on individual and team creativity: a multilevel perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shen Lei ◽  
Cuijuan Qin ◽  
Muhammad Ali ◽  
Susan Freeman ◽  
Zheng Shi-Jie
Keyword(s):  
Self Efficacy ◽  
Authentic Leadership ◽  
Yangtze River Delta ◽  
Creative Industry ◽  
Team Creativity ◽  
Content Type ◽  
Individual Level ◽  
The Individual ◽  
Creative Self ◽  
The Impact

PurposeThe purpose of this study is to develop and test a multilevel conceptual model which explains how authentic leadership (AL), through an innovative team atmosphere and promotion of self-efficacy, influences creativity. The study delineates two pathways from AL to creativity. The first pathway is an indirect effect through an innovative atmosphere at the team level and self-efficacy at the individual level, while the second pathway focuses on the moderating effect of AL between self-efficacy and individual creativity.Design/methodology/approachData were collected from 58 team leaders and 283 employees in a creative industry park in the Yangtze River Delta region from China. Path analysis was conducted to test the proposed hypotheses using the statistical package M-plus (v. 7).FindingsThe results reveal that AL is an important antecedent of creativity. Furthermore, an innovation-based atmosphere at the team level mediates the theorized relationship between AL and individual creativity. However, creative self-efficacy at the individual level does not mediate this relationship. Finally, the study found that AL moderates the relationship between creative self-efficacy and individual creativity.Originality/valueThe implications of this study highlight important considerations for enterprises in creative industry parks within and beyond China. This study provides industry leaders with a clearer and more insightful and coherent means of understanding the mediating mechanism between AL and creativity, and the moderating effects of AL between individual self-efficacy and creativity through a new linkage model.

scholarly journals Injunctive and descriptive logics during newcomer socialization: The impact on organizational identification, trustworthiness, and self-efficacy

2016 ◽  
Vol 38 (4) ◽  
pp. 487-511 ◽  
Author(s):  
Laura G. E. Smith ◽  
Nicole Gillespie ◽  
Victor J. Callan ◽  
Terrance W. Fitzsimmons ◽  
Neil Paulsen
Keyword(s):  
Organizational Identification ◽  
Self Efficacy ◽  
Newcomer Socialization ◽  
The Impact

The dual effects of task conflict on team creativity

2019 ◽  
Vol 30 (1) ◽  
pp. 132-154 ◽  
Author(s):  
Eun Kyung Lee ◽  
Ariel C. Avgar ◽  
Won-Woo Park ◽  
Daejeong Choi
Keyword(s):  
Transformational Leadership ◽  
Harmful Effect ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Team Creativity ◽  
Content Type ◽  
Team Conflict ◽  
Positive Direct ◽  
The Impact

PurposeThe purpose of this paper is to explore the dual effects of task conflict on team creativity and the role of team-focused transformational leadership (TFL) as a key contingency in the task conflict–team creativity relationship.Design/methodology/approachData were collected from 325 teams across ten large companies in South Korea. The study tested the hypothesized moderated mediation model using an SPSS macro (PROCESS, Hayes, 2008).FindingsResults showed that task conflict is directly and positively related to team creativity and is negatively and indirectly related to team creativity via relationship conflict. Furthermore, the study found that team-focused TFL moderates all paths through which task conflict affects team creativity. Specifically, team-focused TFL enhances the positive direct effect of task conflict and alleviates the negative indirect effects of task conflict on team creativity.Research limitations/implicationsAlthough this study could not test the causal chains of the proposed relationships owing to a cross-sectional nature of data, the present research provides theoretical implications for the conflict, leadership and team creativity literatures. The study highlights the role of transformational leadership in the process through which team conflict is managed so as to increase team creativity.Practical implicationsTo capitalize on the creativity-related benefits associated with task conflict, managers will need to pay attention to the role they can play and their leadership that emphasizes collective goals and identity. Managers and team leaders are also expected to intervene in conflict situations to minimize the harmful effect of task conflict that may take place owing to the association between task conflict and relationship conflict.Social implicationsThe findings will have implications for any social contexts where people work together toward common goals. In such contexts, the study emphasizes the role of leadership in teams to use the creative potential associated with different opinions and values regarding what and how work to be completed.Originality/valueThe study’s examination of the dual paths through which task conflict affects team creativity brings insights into why the impact of task conflict on team creativity has been inconsistent or unclear in past research. This paper also articulates a leader’s role in teams in relation to managing team conflict to increase team creativity.

Sign in / Sign up

Export Citation Format

Share Document