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.

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.

Team and Individual Interactions With Reciprocity in Individual Knowledge Sharing

2019 ◽  
pp. 123-145 ◽  
Author(s):  
Megan Lee Endres ◽  
Sanjib Chowdhury
Keyword(s):  
Experimental Study ◽  
Knowledge Sharing ◽  
Functional Diversity ◽  
Future Research ◽  
Demographic Diversity ◽  
Team Diversity ◽  
Positive Effects ◽  
Individual Knowledge ◽  
Individual Variables ◽  
Ability Perceptions

The study investigated the effects of expected reciprocity on knowledge sharing, as moderated by team and individual variables. Data (n = 84) were collected in an experimental study from undergraduate business student participants. The effects of expected reciprocity on knowledge sharing depend on the levels of individual competence, positive team attitudes, functional diversity, and demographic diversity. Implications include that the effectiveness of reciprocity in knowledge sharing depends on several factors relating to the team and individual. Encouraging reciprocity may have positive effects, but these can be overridden by poor team attitudes, low ability perceptions, and team diversity. Future research suggestions are offered.

scholarly journals Interaction between the Knowledge Sharing on Innovation Behavior Based on the Viewpoint of Team Diversity: Empirical Research from China

2019 ◽  
Vol 64 ◽  
pp. 97-107 ◽  
Author(s):  
Meng-Hsiu LEE ◽  
Ming-Yu YEN ◽  
Louis PERROMAT
Keyword(s):  
Knowledge Sharing ◽  
Organizational Performance ◽  
High Tech ◽  
High Tech Industry ◽  
Mutual Cooperation ◽  
Growth And Survival ◽  
Team Diversity ◽  
Continuous Innovation ◽  
Positive Effects ◽  
Innovation Behavior

In the rapidly changing and challenging environment, the possession of continuous innovation ability is primary for organizations in high-tech industry, which have to constantly apply innovation to maintain and enhance the effectiveness, create corporate value, and pursue organizational excellence so as to promote the competitive advantage for enterprise growth and survival. For organizations toady, work teams are the basic units to complete tasks. A lot of management activities are mostly preceded with teams, relying on the mutual cooperation among members. Besides, team interaction and communication could effectively enhance team performance and organizational performance. Aiming at supervisors and employees of high-tech industry in Fujian Province, total 520 copies of questionnaire are distributed, and 351 valid copies are retrieved, with the retrieval rate 68%. The research results show that 1.team diversity presents positive and significant effects on knowledge sharing, 2.knowledge sharing shows positive and remarkable effects on innovation behavior, and 3.team diversity reveals positive effects on innovation behavior. According to the results, suggestions are proposed, expecting to stimulate team innovation behaviors for high-tech industry applying different value, experience, and professional knowledge of team members.

The Role of Expected Reciprocity in Knowledge Sharing

2013 ◽  
Vol 9 (2) ◽  
pp. 1-19 ◽  
Author(s):  
Megan L. Endres ◽  
Sanjib Chowdhury
Keyword(s):  
Experimental Study ◽  
Knowledge Sharing ◽  
Functional Diversity ◽  
Future Research ◽  
Demographic Diversity ◽  
Team Diversity ◽  
Positive Effects ◽  
Individual Variables ◽  
Ability Perceptions

The authors investigated the effects of expected reciprocity on knowledge sharing, as moderated by team and individual variables. Data (n = 84) was collected in an experimental study from undergraduate business student participants. Effects of expected reciprocity on knowledge sharing depended on the levels of individual competence, positive team attitudes, functional diversity and demographic diversity. Implications include that the effectiveness of reciprocity in knowledge sharing depends on several factors relating to the team and individual. Encouraging reciprocity may have positive effects, but these can be overridden by poor team attitudes, low ability perceptions and team diversity. Future research suggestions are offered.

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.

Effects of team diversity, transformational leadership, and perceived organizational support on team-learning behavior

2017 ◽  
Vol 45 (8) ◽  
pp. 1255-1269 ◽  
Author(s):  
Moonjoo Kim
Keyword(s):  
Transformational Leadership ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Team Learning ◽  
Deep Level ◽  
Learning Behavior ◽  
Negative Effects ◽  
Team Diversity ◽  
Attitudes Toward Diversity ◽  
Managerial Implications

I examined the effects of team diversity, and the moderating effects of transformational leadership and perceived organizational support, on team-learning behavior in South Korean companies. I classified diversity into surface-level diversity, deep-level diversity, and differential attitudes toward diversity. I conducted empirical research with 133 teams across 5 industries. As expected, the results showed that team diversity exerted negative effects on team-learning behavior. However, in teams with strong transformational leadership, the negative effects of deep-level diversity diminished, and in teams whose members had a strong perception of organizational support, the negative effects of differential attitudes toward diversity also decreased. Theoretical and managerial implications are discussed.

scholarly journals Fostering Team Creativity Through Team-Focused Inclusion: The Role of Leader Harvesting the Benefits of Diversity and Cultivating Value-In-Diversity Beliefs

2021 ◽  
pp. 105960112110096 ◽  
Author(s):  
Hannes Leroy ◽  
Claudia Buengeler ◽  
Marlies Veestraeten ◽  
Meir Shemla ◽  
Inga J. Hoever
Keyword(s):  
Leader Behaviors ◽  
Negative Effects ◽  
Inclusive Leadership ◽  
Team Creativity ◽  
Positive Effects ◽  
Negative Effect ◽  
Organization Study ◽  
Shed Light

This article advances prior theory on inclusive leadership to better understand how leaders foster team creativity through members’ experience that their uniqueness belongs within the team (i.e., team-derived inclusion). We argue that leaders can instigate such sense of inclusion in their team by engaging in two behaviors: stimulating all members of the team to fully express their unique viewpoints and perspectives ( harvesting the benefits of diversity) and facilitating beliefs about the value of differences in the team ( cultivating value-in-diversity beliefs). In Study 1 ( n = 491 employees), we validated newly developed scales measuring these two leader behaviors. Using a sample of 38 teams within one organization (Study 2), we showed that harvesting the benefits of diversity, without also cultivating value-in-diversity beliefs, has a negative effect on team-derived inclusion and indirectly team creativity. In Study 3, we demonstrated based on 93 teams from multiple organizations, while ruling out several alternative explanations, that harvesting the benefits of diversity positively relates to team-derived inclusion and indirectly team creativity, if leaders also cultivated value-in-diversity beliefs. Our model and findings across studies are the first to shed light on inclusive leadership as double-edged sword in that leaders may need to complement harvesting with cultivating to prevent negative effects and elicit positive effects on inclusion and, eventually, team creativity.

Designing creative teams from creative members: the role of reward interdependence and knowledge sharing

2020 ◽  
Vol 11 (4) ◽  
pp. 617-634
Author(s):  
Yong Zhang ◽  
Guiquan Li ◽  
Mingxuan Wang
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Individual Member ◽  
Team Leaders ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Positive Effects ◽  
Team Interactions ◽  
Team Design

Purpose This paper aims to extend understanding of how team creative potential translates into team creativity. Drawing on social exchange theories, the authors propose that reward interdependence produce cooperative intra-team interactions, which in turn enables aggregate levels of individual member creativity to translate into team creativity. Further, the authors propose that reward interdependence enhances this link indirectly by motivating collective norms around knowledge sharing. Design/methodology/approach Multi-source and multi-wave data was collected from 94 R&D teams in two large medical firms. At Time 1, team members assessed the degree of reward interdependence and knowledge sharing characterizing their team; team leaders rated each member’s individual creativity. Unit leaders reported on the team’s overall creativity at Time 2 (three months after Time 1). Findings The results indicate that the effect of aggregate member creativity (AMC) on team creativity is moderated by reward interdependence in such a way that when reward interdependence is high, AMC has stronger positive effects on team creativity. Furthermore, knowledge sharing, as motivated by reward interdependence, mediates this moderating effect. Originality/value By integrating the team design and team creativity literatures, this paper advances an interactive model in which team creative composition combines with reward interdependence and knowledge sharing to help team creativity.

Sign in / Sign up

Export Citation Format

Share Document