教导何以有方？教师辩证反馈对大学生团队创造力的作用机制

采用实地问卷调查和纵向现场实验相结合的研究方法,从社会信息加工理论视角探讨了教师辩证反馈对大学生团队创造力的作用机制。结果发现:教师辩证反馈与团队创造力呈正相关关系;团队信息深加工中介了教师辩证反馈对团队创造力的影响;精熟氛围在教师辩证反馈与团队信息深加工关系间起正向调节作用,而绩效氛围在二者间起负向调节作用;教师辩证反馈能够通过团队信息深加工对团队创造力产生有条件的、正向的间接影响,当精熟氛围水平高、绩效氛围水平低时,教师辩证反馈对团队创造力的间接促进作用更为显著。研究从理论上提出教师辩证反馈并实证探索其对团队创造力的作用机制,从团队创新层面上丰富和深化了“教育与发展”这一经典理论范畴,并为促进大学生团队创造力发展提供了实践启示。     

差异化变革型领导对知识分享与团队创造力的影响:社会网络机制的解释

差异化变革型领导是团队领导领域的最新议题,现有的研究局限于探讨其社会心理方面的作用机制。本文从社会网络机制出发解释差异化变革型领导对团队知识分享及团队创造力的影响。基于65家企业的225个工作团队样本的结构方程模型分析表明,团队一致性变革型领导正向影响团队交流网络密度从而提高团队知识分享;个体差异性变革型领导正向影响团队成员交流网络密度差异性从而降低团队知识分享;团队知识分享正向影响团队创造力。本文的证据表明,在中国情境下,差异性团队领导行为不利于创造稠密的团队交流网络,以及团队知识分享,从而不利于提升团队创造力水平。     

知识异质性对知识型团队创造力的影响机制:基于互动认知的视角

知识型团队的创造力不仅受到团队知识异质性和成员创造力的影响,同时还取决于团队成员之间的认知互动过程。通过391份知识型团队的领导与成员的配对问卷调查,从互动认知的视角,采用多层线性模型分析了认知冲突和任务知识协调对知识异质性与团队及其成员创造力之间关系的影响。研究结果表明,认知冲突在知识异质性和团队及其成员创造力之间有着显著的中介作用;任务知识协调则调节了知识异质性对团队及其成员创造力的影响。当任务知识协调水平高时,知识异质性与团队及其成员的创造力之间的关系均正向显著;当任务知识协调水平低时,知识异质性与团队创造力之间呈倒U型关系,但与个体成员创造力之间的关系并不显著。     

创业团队目标导向、内隐协调与创造力的关系研究

基于目标导向理论和内隐认知理论,探讨了团队目标导向对团队创造力的影响,以及内隐协调在其中所起的作用。通过分析参加浙江省大学生挑战杯创业大赛的100个团队的有效数据,得出团队学习目标导向和团队绩效趋向目标导向能够正向影响团队创造力,团队绩效规避目标导向能够负向影响团队创造力;团队学习目标导向和团队绩效趋向目标导向对内隐协调产生显著正向影响;内隐协调分别在团队学习目标导向和团队绩效趋向目标导向与团队创造力的关系中起完全中介作用的结果。     

团队心智模型相似性与正确性对团队创造力的影响

现代组织越来越依赖团队进行创造与创新活动, 团队创造力成为理论与实践共同关注的热点问题。最新理论指出, 与个体类似, 团队也是信息加工者, 团队决策实质上也是信息搜寻、编码、存储和提取的认知加工过程。从团队认知角度开展研究是团队创造力领域的新方向。鉴于此, 本研究从团队认知的角度出发, 探讨共享心智模型与团队创造力之间的关系。基于80个信息平台运行维护团队的数据, 研究结果表明, 心智模型的相似性与正确性均能影响团队创造力, 但方向正好相反。心智模型相似性负向预测团队创造力, 而心智模型正确性则正向预测团队创造力。两者还共同影响团队创造力, 当成员心智模型正确性高且相似性低时, 团队创造力最高; 而当成员心智模型彼此相似但错误时, 团队创造力最差。本研究首次将团队认知和团队创造力两个研究领域结合起来, 研究结果有望丰富和拓展两个领域研究成果。     

心理弹性如何影响员工创造力：心理安全感与创造力自我效能感的作用

摘 要 通过对350名知识型员工及其领导的配对问卷调查,探讨心理弹性对知识型员工创造力的作用机制。结果表明,心理弹性对心理安全感有显著的正向影响;心理安全感完全中介了心理弹性对创造力的影响;创造力自我效能感调节了心理安全感对创造力的正向作用;创造力自我效能感调节了心理安全感在心理弹性与创造力之间的中介作用。     

团队权力结构对多层次创造力的影响机制研究

基于动机性信息加工理论，探讨了团队权力结构影响个体创造力和团队创造力的中介机制。结果显示：（1）平等化的团队权力结构正向影响个体创造力和团队创造力；（2）团队信息共享在团队权力结构与个体创造力间起完全中介作用；（3）团队目标共享在团队权力结构和团队创造力间起部分中介作用。     

成就目标导向、团队绩效控制对员工创造力的跨层次影响

成就目标导向在团队绩效控制情境下能否有效预测员工创造力是个值得关注的话题。以研发团队为研究对象, 运用线性阶层模型考察了三者间的跨层次关系。结果发现, 低绩效控制下, 精熟目标导向、表现–趋近导向对创造力有正向影响, 表现-回避导向有负向影响; 高绩效控制下, 精熟导向对创造力有“S型”非线性影响, 表现-回避导向有正向影响。结果表明, 高精熟目标导向在高绩效控制情境下抑制员工创造力, 而表现导向也并非总是与缺乏创造力联系起来, 提高表现-回避导向个体的绩效控制程度或者降低表现-趋近导向个体的绩效控制程度同样可以促进创造力。启示在于, 管理者不仅应关注成就导向的个体差异, 更应重视构建相应的绩效控制情境, 从二者交互作用出发激活员工创造力。     

创新期望差距与团队突破性创新：自我调节理论视角

本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。     

绩效薪酬对员工突破性创造力和渐进性创造力的影响

研究分别从认知评价理论和习得性努力理论视角考察了绩效薪酬对员工突破性创造力和渐进性创造力的影响及其作用机制, 并检验了变革型领导和交易型领导对上述两条路径的调节效应。基于24家企业的364对上下级匹配数据的研究结果表明：绩效薪酬对内在动机和突破性创造力没有显著的影响, 对外在动机和渐进性创造力有显著的正向影响。变革型领导调节绩效薪酬与突破性创造力的关系：高变革领导情境下, 绩效薪酬通过正向影响内在动机间接对突破性创造力产生正向影响; 低变革领导情境下, 绩效薪酬通过负向影响内在动机间接对突破性创造力产生负向影响。交易型领导调节绩效薪酬与渐进性创造力的关系：交易型领导通过强化绩效薪酬对外在动机的影响进而放大了绩效薪酬对渐进性创造力的正向效应。针对上述结果, 讨论了本文的理论与实践意义。     

团队异质性的平衡性对团队创造力的影响

团队异质性的平衡性是指团队中异质性属性的相对分布情况, 是一个从不平衡到平衡的连续谱概念。作为对团队构成维度的补充, 本研究探究其如何通过团队信息深化施加影响于团队创造力。通过对浙江理工大学451名学生的团队实验研究, 得出结论认为：团队知识异质性的平衡性能够积极影响团队创造力, 且团队信息深化在这一过程中起中介作用, 性别异质性的平衡性与团队创造力之间的关系不显著。这一研究结果将有助于打开团队构成和团队创造力研究的新局面。     

A Multilevel Model of Team Cultural Diversity and Creativity: The Role of Climate for Inclusion

We developed a multi‐level model to test how team cultural diversity may relate to team‐ and individual‐level creativity, integrating team diversity research and information‐exchange perspective. We proposed that the team climate for inclusion would moderate both the relationship between cultural diversity and team information sharing and between cultural diversity and employee information elaboration. We collected time‐lagged data from 384 members and their leaders within 57 multicultural work teams. The results showed that team cultural diversity was positively related to both team creativity and individual creativity through team information sharing and employee information elaboration, respectively. We also found that the indirect positive relationship with team creativity and individual creativity was stronger for team cultural diversity when climate for inclusion of multicultural work teams was stronger.     

如何消除子团队的消极作用——子团队成员交换的作用

本文探究子团队层面的团队构成动态变化, 即子团队成员交换是否有助于消除子团队的消极影响。本文将存在两个平衡的以认同为基础的子团队的团队作为研究对象, 试图通过实验的研究方法来探讨子团队成员交换是否能够消除子团队对团队的消极影响。通过对75组子团队进行实验后发现: (1)相较于无子团队成员交换的团队, 有子团队成员交换的团队其团队信息深化及团队决策质量更佳; (2)团队信息深化在子团队成员交换与团队决策质量关系间呈中介作用。     

Information elaboration and team performance: Examining the psychological origins and environmental contingencies

Information elaboration enables functionally diverse teams to transform their breadth of knowledge resources into actionable solutions to complex problems. The current study advances information elaboration theory and research in two ways. First, we identify how team ability and social motivation composition characteristics provide the psychological origins of complex information processing efforts. Second, we identify environmental turbulence as an important boundary condition, clarifying when information elaboration benefits team performance and when it does not. These ideas were tested in a sample of 4-person self-managed teams (N = 68) which were functionally diverse and performed a cooperative strategic decision-making task. Results indicate that cognitive ability equips teams with the “can do” ability for complex elaboration efforts through emergent team mental models, whereas low preferences for self-reliance provide the “will do” motivation for in-depth information exchange through collective leadership. In turn, teams benefited from information elaboration in turbulent but not stable environments.     

Team Mental Models,Team Goal Orientations,and Information Elaboration,Predicting Team Creative Performance

This study aimed to enhance understanding of team creativity by investigating the type of team mental models that team members develop during their work on a creative problem solving task. We hypothesized that teams that develop dissimilar team mental models, compared to similar and complementary team mental models, will achieve a higher information elaboration. This effect will be moderated by the development of a high learning-performance team goal orientation. Information elaboration in turn was hypothesized to predict team creative performance. In a 3 (similar/dissimilar/complementary team mental models) × 3 (learning/performance/learning-performance goal orientation) experimental study on a sample of 33 teams (N = 98) we found that teams that developed more dissimilar team mental models and experienced a learning-performance goal orientation intervention engaged in more information elaboration. Information elaboration, in turn, mediated the relationship between the interaction between team mental models and team goal orientations and team creative performance. Implications for research on team mental models and team creativity are discussed.     

Fostering team creativity: Perspective taking as key to unlocking diversity's potential

Despite the clear importance of team creativity for organizations, the conditions that foster it are not very well understood. Even though diversity, especially diversity of perspectives and knowledge, is frequently argued to stimulate higher creativity in teams, empirical findings on this relationship remain inconsistent. We have developed a theoretical model in which the effect of a team's diversity on its creativity is moderated by the degree to which team members engage in perspective taking. We propose that perspective taking helps realize the creative benefits of diversity of perspectives by fostering information elaboration. Results of a laboratory experiment support the hypothesized interaction between diversity and perspective taking on team creativity. Diverse teams performed more creatively than homogeneous teams when they engaged in perspective taking, but not when they were not instructed to take their team members' perspectives. Team information elaboration was found to mediate this moderated effect and was associated with a stronger indirect effect than mere information sharing or task conflict. Our results point to perspective taking as an important mechanism to unlock diversity's potential for team creativity. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

团队领导组织公民行为的有效性：以双维认同为中介的多层次模型检验

本研究旨在考察团队领导组织公民行为对团队员工角色内绩效的影响及其以团队员工的共享团队认同和领导认同为中介的作用机制。采用团队领导—团队员工匹配问卷的调查方法,使用29个团队的样本数据对相应的多层次模型进行检验。结果显示：团队领导组织公民行为对团队员工角色内绩效有显著的正向影响;团队员工的共享团队认同和领导认同分别和同时在团队领导组织公民行为与团队员工角色内绩效之间起到完全的跨层次中介作用。     

Exploring Collective Mathematical Creativity in Elementary School

This study combines theories related to collective learning and theories related to mathematical creativity to investigate the notion of collective mathematical creativity in elementary school classrooms. Collective learning takes place when mathematical ideas and actions, initially stemming from an individual, are built upon and reworked, producing a solution which is the product of the collective. Referring to characteristics of individual mathematical creativity, such as fluency, flexibility, and originality, this paper examines the possibility that collective mathematical creativity may be similarly characterized. The paper also explores the role of the teacher in fostering collective mathematical creativity and the possible relationship between individual and collective mathematical creativity. Many studies have investigated ways of characterizing, identifying, and promoting mathematical creativity. Haylock (1997), for example, and more recently, Kwon, Park, and Park (2006) assessed students' mathematical creativity by employing open‐ended problems and measuring divergent thinking skills. Leikin (2009) explored the use of multiple solution tasks in evaluating a student's mathematical creativity. These studies focused on an individual's mathematical creativity as it manifests itself in the solving of various problems. Yet students, acting in a classroom community, do not necessarily act on their own. Ideas are interchanged, evaluated, and built‐upon, often with the guidance of the teacher. The resultant mathematical creativity of an individual may be a product of collective community practice. The question which then arises is: Who is being mathematically creative, the individual or the community? This study focuses on the collective, not as the aggregation of a few individuals, but as a unit of study. Although some of the studies mentioned above acknowledged the effect of classroom culture on the development of mathematical creativity, and others considered the creative range of a group of students, those studies did not necessarily investigate mathematical creativity as a collective process or as the product of participating in a collective endeavour. This study combines theories related to collective learning and theories related to mathematical creativity to investigate the notion of collective mathematical creativity. The notion of collective creativity has been used to investigate creativity in several contexts including the work place (Hargadon & Bechky, 2006) and the global community (Family, 2003). In those cases, collective creativity was considered to occur when the social interactions between individuals yielded new interpretations that the individuals involved, thinking alone, could not have generated. Can the notion of collective creativity also be applied to the classroom community?     

中国情境下团队伦理决策的过程机制及影响因素

尽管绝大多数商业伦理决策都是由团队而非个人所做出的,但目前对团队伦理决策的研究还很少,尤其缺乏基于理论的深入研究。在前人研究的基础上,借鉴个体伦理决策和团队决策方面的研究成果,结合中国文化强调反省、中庸、威权领导等特点,我们对团队伦理决策的过程机制及影响因素的作用模式展开理论驱动的深入研究。具体来讲,将综合利用多种方法来进行两个方面的4项子研究。在团队伦理决策的过程机制方面,拟开展团队伦理决策的过程机制模型构建研究,然后聚焦于团队伦理决策和个体伦理决策的核心区别,展开基于社会决策图式理论的团队伦理决策观点整合机制研究;在团队伦理决策的影响因素作用模式方面,拟从成员和领导两个方面来进行:基于信息加工和团队冲突的成员多样性对团队伦理决策的影响机制研究,基于信息取样模型的领导特征对团队伦理决策的影响机制研究。     

Cognitive pathways of team climate for creativity: Implications for member creativity and job performance

ABSTRACT

The present study examines the contextual effects of team climate for creativity on creative behavior and job performance of employees. Drawing on the team-knowledge management perspective, we identify team-learning orientation and collective problem solving as main intermediate cognitive processes. The results, based on 856 employees across 102 work units of a high-tech company, demonstrate that these 2 team-level cognitive processes mediate the cross-level effects of team climate for creativity on creative behavior and job performance. This study reveals the cognitive ramifications of team climate for creativity as a favorable social context for employee creativity. By highlighting the cognitive process activated by team climate for creativity, this work complements existing studies focusing mostly on the affective and motivational mechanisms that underlie the team context–creativity relationship.