Team diversity, mood, and team creativity: The role of team knowledge sharing in Chinese R & D teams

2015 ◽  
Vol 22 (3) ◽  
pp. 420-434 ◽  
Author(s):  
Chaoying Tang ◽  
Stefanie E. Naumann
Keyword(s):  
Knowledge Sharing ◽  
Positive Mood ◽  
Team Work ◽  
Negative Effects ◽  
Team Creativity ◽  
Team Diversity ◽  
Value Diversity ◽  
Work Value ◽  
The Impact ◽  
Team Knowledge Sharing

AbstractResearch on the team diversity-team creativity relationship has been mixed. We present and empirically examine a model of mediated moderation in which team knowledge sharing intervenes in the impact of the interaction of team work value diversity and positive mood on team creativity. Survey participants included 458 employees working in 47 R&D teams from 17 research institutes in China. The interaction of team work value diversity and team positive mood positively affected team creativity and was mediated by team knowledge sharing. Our findings suggest that knowledge sharing and positive mood are necessary to facilitate the positive link between value diversity and creativity; otherwise, diversity can have negative effects on creativity. Thus, value diversity, mood, and knowledge sharing should be considered in the formation, training, and performance evaluation of teams.

scholarly journals Diversity and creativity in cross-national teams: The role of team knowledge sharing and inclusive climate

2016 ◽  
Vol 24 (5) ◽  
pp. 711-729 ◽  
Author(s):  
Ali Ahmad Bodla ◽  
Ningyu Tang ◽  
Wan Jiang ◽  
Longwei Tian
Keyword(s):  
Knowledge Sharing ◽  
Deep Level ◽  
Negative Effects ◽  
Team Creativity ◽  
Team Diversity ◽  
National Team ◽  
Positive Effects ◽  
Team Knowledge Sharing ◽  
Cross National ◽  
Inclusive Climate

AbstractDiversity literature has demonstrated negative effects of surface-level diversity and positive effects of deep-level diversity. How do two types of diversity among cross national team members influence team knowledge sharing and team creativity? The purpose of this study is to explore conditions that leverage the positive and restrain the negative effects of team diversity on team knowledge sharing, which leads to team creativity. We expect inclusive climate as the significant condition and knowledge sharing as the profound intervening mechanism between team diversity and team creativity relationship. We tested the hypotheses with data from a sample of 60 cross-national research teams from several universities in China. The results support the hypothesized relationships among inclusive climate, team knowledge sharing, and team creativity. Our findings contribute to the advancement of team diversity and team creativity literature, and their theoretical and practical implications are discussed.

Knowledge Sharing and Pervasive Computing

2011 ◽  
pp. 285-297
Author(s):  
Phillip W.J. Brook
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Pervasive Computing ◽  
Historical Context ◽  
Team Work ◽  
Social Aspects ◽  
To Come ◽  
Changing Attitudes ◽  
The Impact

This chapter explores the implications of knowledge sharing in an era of pervasive computing, and concludes that, perhaps counter-intuitively, people will need to come together more to establish the trust that is necessary for effective knowledge sharing. Practices such as team-work should result in closer ties between peers, and this relationship can encourage increased sharing of knowledge related to the work at hand. With the advent of pervasive computing, the question can be asked as to what the impact of this technology could/will have on the sharing of knowledge in a team situation. At the same time, the changing attitudes to how knowledge is acquired make it even more important that knowledge is acquired in its historical context, which may be best achieved by person-to-person knowledge transfer. It is argued that these social aspects will be more important in a world of pervasive computing than in conventional businesses.

When and how knowledge sharing benefits team creativity: The importance of cognitive team diversity

2017 ◽  
Vol 25 (6) ◽  
pp. 807-824 ◽  
Author(s):  
Chenghao Men ◽  
Patrick S W Fong ◽  
Jinlian Luo ◽  
Jing Zhong ◽  
Weiwei Huo
Keyword(s):  
Knowledge Sharing ◽  
Absorptive Capacity ◽  
Knowledge Integration ◽  
Knowledge Worker ◽  
Team Creativity ◽  
Team Diversity ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

AbstractIn this paper, we explored the role of knowledge sharing on team creativity through absorptive capacity and knowledge integration, and tested the condition under which knowledge sharing is positively related to absorptive capacity and knowledge integration. We tested our hypotheses with a sample of 86 knowledge worker teams involving 381 employees and employers in China. Results demonstrate that knowledge sharing was positively related to team creativity, fully mediated by both absorptive capacity and knowledge integration. In addition, cognitive team diversity played a moderating role in the relationship between knowledge sharing and absorptive capacity, as well as in the relationship between knowledge sharing and knowledge integration. Theoretical and practical implications of these findings on knowledge management and team creativity are discussed.

scholarly journals Team Social Media Usage and Team Creativity: The Role of Team Knowledge Sharing and Team-Member Exchange

2021 ◽  
Vol 12 ◽  
Author(s):  
Hui Wang ◽  
Yuting Xiao ◽  
Xinwen Su ◽  
Xiangqing Li
Keyword(s):  
Social Media ◽  
Knowledge Sharing ◽  
Team Member ◽  
Work Teams ◽  
Team Creativity ◽  
Media Usage ◽  
Work Related ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Team Knowledge Sharing

Given that work teams have been widely used in a variety of organizations to complete critical tasks and that the use of social media in work teams has been growing, investigating whether and how team social media usage (TSMU) affects team creativity is imperative. However, little research has empirically explored how TSMU affects team creativity. This study divides TSMU into two categories, namely, work-related TSMU and relationship-related TSMU. Basing on communication visibility theory and social exchange theory, this study constructs a moderating mediation model to understand how TSMU affects team creativity. In this model, team knowledge sharing is used as mediating role and team-member exchange (TMX) is used as moderating role. Two-wave research data collected from 641 employees in 102 work teams in Chinese organizations are used for regression analysis. Results show that (1) Work-related TSMU and relationship-related TSMU are positively affect team creativity. (2) Team knowledge sharing plays a partly mediating effect on the relationship between work-related TSMU and team creativity and that between relationship-related TSMU and team creativity. (3) TMX not only positively moderates the indirect effect of work-related TSMU and relationship-related TSMU on team creativity through team knowledge sharing. Theoretical and practical implications are also discussed.

Ubiquitous Communication

2010 ◽  
pp. 1052-1066
Author(s):  
Mikko Pynnönen ◽  
Jukka Hallikas ◽  
Petri Savolainen ◽  
Karri Mikkonen
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Pervasive Computing ◽  
Historical Context ◽  
Team Work ◽  
Social Aspects ◽  
To Come ◽  
Changing Attitudes ◽  
The Impact

This chapter explores the implications of knowledge sharing in an era of pervasive computing, and concludes that, perhaps counter-intuitively, people will need to come together more to establish the trust that is necessary for effective knowledge sharing. Practices such as team-work should result in closer ties between peers, and this relationship can encourage increased sharing of knowledge related to the work at hand. With the advent of pervasive computing, the question can be asked as to what the impact of this technology could/will have on the sharing of knowledge in a team situation. At the same time, the changing attitudes to how knowledge is acquired make it even more important that knowledge is acquired in its historical context, which may be best achieved by person-to-person knowledge transfer. It is argued that these social aspects will be more important in a world of pervasive computing than in conventional businesses.

No teleworker is an island: The impact of temporal and spatial separation along with media use on knowledge sharing networks

2019 ◽  
Vol 34 (3) ◽  
pp. 243-262 ◽  
Author(s):  
Nick van der Meulen ◽  
Peter van Baalen ◽  
Eric van Heck ◽  
Sipko Mülder
Keyword(s):  
Knowledge Sharing ◽  
Spatial Separation ◽  
Negative Effects ◽  
Temporal Separation ◽  
Media Synchronicity ◽  
Depth Study ◽  
Negative Effect ◽  
Effects Of Media ◽  
The Impact

Despite its prevalence, there is a lack of understanding regarding the effect of telework on an organization’s knowledge base. Recognizing the enabling role of electronic communication media, this article therefore addresses the interaction effects of media synchronicity and temporal as well as spatial separation among colleagues on sharing in knowledge networks. Special attention is paid to knowledge awareness (a form of metaknowledge representing “who knows what”) as well as homogeneous and heterogeneous knowledge sources to further explicate the relationship between coworker separation and knowledge sharing. Multiple surveys were placed between two smaller ethnographic investigations and combined with whole network data to form an in-depth study of 64 knowledge workers at a medium-sized European research and advisory organization. The results reveal that spatial separation directly reduces the frequency of knowledge sharing between colleagues, whereas temporal separation affects knowledge sharing through reduced knowledge awareness, resulting in lower job and proactive performance. The use of asynchronous media can serve to mitigate most of the negative effects of spatial separation on knowledge sharing but may also exacerbate the negative effect of temporal separation on teleworkers’ knowledge awareness of colleagues with identical expertise.

Entrepreneurial leadership and team creativity: the roles of team psychological safety and knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Shahid Mehmood ◽  
Zhang Jian ◽  
Umair Akram ◽  
Zubair Akram ◽  
Yasir Tanveer
Keyword(s):  
Knowledge Sharing ◽  
Small Sample Size ◽  
New Ventures ◽  
Psychological Safety ◽  
Small Sample ◽  
Entrepreneurial Leadership ◽  
Team Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship

PurposeCreativity is vital for the innovation and survival of organizations. The present study aimed to explore the impact of entrepreneurial leadership on team creativity through team psychological safety and knowledge sharing. Social learning theory (SLT) was used to explore the relationships in this study.Design/methodology/approachData were collected from the manufacturing sector of Pakistan, and a sample composed of 70 team leaders and 378 team members was used.FindingsThe results showed the positive influence of entrepreneurial leadership on team creativity. Furthermore, team psychological safety and knowledge sharing mediated the relationship between entrepreneurial leadership and team creativity. Finally, team psychological safety and knowledge sharing sequentially mediated the relationship between entrepreneurial leadership and team creativity.Research limitations/implicationsA small sample size and cross-sectional research design may hinder the generalizability of the findings. The findings suggest that leaders should practice entrepreneurial leadership principles to develop team creativity. Organizations should provide training and development programmes for their leaders and employees to learn the importance of entrepreneurial behaviors and how to explore and exploit entrepreneurial opportunities.Originality/valueThis study extends the leadership and creativity literature by exploring the role of entrepreneurial leadership in developing team creativity. Furthermore, this study was conducted in established organizations to explore entrepreneurial leadership's influence on team creativity. In contrast, earlier scholars recognized entrepreneurial leadership as a leadership style of entrepreneurs and thus examined its implications in new ventures or small and medium enterprises.

Intrinsic motivation and knowledge sharing in the mood–creativity relationship

2020 ◽  
pp. 1-13
Author(s):  
Chaoying Tang ◽  
Xiaoyang Lu ◽  
Stefanie E. Naumann
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Field Data ◽  
Positive Mood ◽  
Integrative Model ◽  
Team Members ◽  
Mechanism Research ◽  
The Relationship ◽  
Team Knowledge Sharing

Abstract Although studies have identified a link between employee intrinsic motivation (IM) and creativity and between positive mood and creativity, some of this study has been equivocal and little research has included these variables in an integrative model. Drawing from several theories of IM, we address this gap by proposing that IM is a critical intervening mechanism in the relationship between positive mood and creativity, and team knowledge sharing affects the power of this mechanism. Research on field data from 120 R&D team members in 30 teams found that team-level knowledge sharing moderated the relationship between employees' positive mood and IM, and IM mediated the relationship between employees' positive mood and their creativity. Implications of our findings are discussed.

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