子团队的结构与情感对团队创造力的影响

为细化现有团队研究,着眼于子团队并结合团队同质情感,挖掘了团队中的子团队平衡性、团队情感与团队创造力关系。通过对某高校333名学生的团队实验研究,得出主要结论认为：团队中子团队的平衡性与团队情感对影响团队创造存在交互作用,具有积极情感且子团队平衡的团队创造力更高。当子团队不平衡时,情感积极团队会比中性情感下的团队有更大的创造力波动性。     

团队多样性与组织支持对团队创造力的影响

采用实验法在专业异质性与群体断层两个水平上操纵团队多样性, 通过两个实验考察团队多样性与组织支持的交互作用对团队创造力的影响。研究结果表明：(1)在独创性维度上, 专业异质团队在工具支持条件下的独创性显著高于专业同质团队, 情感和物质支持条件下二者差异不显著。当团队出现群体断层时, 情感支持与工具支持具有同样的促进作用, 即在这两种组织支持下, 强断层团队的独创性显著高于弱断层团队; 物质支持条件下二者差异不显著。(2)在适宜性维度上, 组织支持的主效应显著, 两个实验一致地发现物质支持条件下的适宜性显著高于情感支持和工具支持。本研究从团队多样性与组织支持交互作用的角度考察不同复杂程度、不同组织目标的多样性团队所需要的组织支持条件, 对促进团队创造力具有一定的理论与实践价值。     

团队异质性研究回顾与展望

从团队异质性的分类与测量、异质性的结果变量、异质性研究中的调节变量等方面阐述了团队异质性研究的成果和进展,并在此基础上讨论了未来研究的趋势和发展方向。未来的团队异质性研究需要对不同维度的异质性的交互作用进行分析;其次,异质性研究不仅要关注易观察特质的异质性,同时也需关注深层特质的异质性;最后,需要综合组织的背景,在更大的范围内研究异质性的影响     

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。     

基于知识异质性团队的异质性知识网络运行机制

基于知识异质性团队的异质性知识网络是指团队内每个异质性知识成员因原来的学习经历或工作经历所建立起来的跨组织异质性知识网络.本研究旨在探明这一异质性知识网络的互动机制、创新路径与双向动态演变过程.努力将知识管理、社会网络、认知心理学理论结合起来,选择典型的高管团队,研发团队,以现场研究为主,综合运用实验研究和问卷调查等方法对异质性知识网络的三种基本形态、知识流运行特征和模式进行研究.同时考察基于网络交互记忆系统、知识冲突和个人图式拓展的多重创新路径,并在此基础上考察异质性知识网络的双向动态演变过程和相应的结网与优化策略.     

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。     

团队断裂带对团队绩效的影响：团队交互记忆系统的作用

对团队构成与团队绩效关系的认识有助于充分利用团队结构优势、提高团队效能、建立竞争优势。理论界对团队断裂带与团队绩效的关系给予了极大关注, 然而遗憾的是, 研究结果还存在较大分歧。通过明确团队断裂带的属性类别, 探索团队断裂带与团队绩效之间的中介机制, 试图系统解释分歧产生的原因。基于115个实际工作团队配对样本数据的结构方程模型分析表明, 信息相关断裂带通过提高团队交互记忆系统水平促进团队绩效; 社会属性断裂带与团队交互记忆系统或团队绩效都无显著关系。本研究结果有助于深化对团队断裂带内涵及效能机制的认识, 推动团队断裂带理论的发展。     

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。     

团队内隐异质性：内涵拓展及其效能机制

从内隐异质性的内涵维度及其效能机制, 包括内隐异质性作用于绩效的中间过程和情境因素、内隐异质性和外显异质性的交互作用、团队断裂带和内隐异质性的跨层次研究方面阐述了团队内隐异质性研究的最新成果和进展, 并在此基础上提出了未来研究的一个整合框架。未来的研究需要在内隐异质性内涵维度及其前因变量、内隐异质性的跨层次研究、团队断裂带及其与团队结果变量之间关系、社会网络背景下内隐异质性与团队绩效之间的关系等方面进一步探索。     

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。     

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).     

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.     

Building blocks of idea generation and implementation in teams: A meta-analysis of team design and team creativity and innovation

Although organizations increasingly rely on teams to innovate, little systematic knowledge exists about how to design teams to do so. Building on the model of collaborative creativity and innovation and synthesizing findings from published and unpublished studies, this meta-analysis examines the role of team design on team creativity and innovation. We used random-effects meta-analysis to cumulate the correlations between different features of team design and team creativity or team innovation from 134 field studies representing 11,353 teams and 35 studies representing 2,485 student teams. We found that team tenure is curvilinearly related, autonomy-supportive leadership, task interdependence, and goal interdependence are positively related, and demographic diversity and team size are unrelated to team creativity and innovation. Examining meta-analytic path models, we found that task interdependence and supportive leadership positively relate to team creativity and innovation via team collaboration and team potency. In accounting for the literature, we found a dearth of studies examining team processes, some types of diversity such as racial diversity, and the role of team member turnover. We conclude by providing directions for future research and practical guidance about increasing team creativity and innovation through team design.     

知识差异和知识冲突对团队创新的影响

通过情景模拟实验比较了高低知识差异和有无知识冲突两个变量四个水平下的团队创新度。结果表明,知识差异和知识冲突存在着交互作用;当知识差异较小时,知识冲突对于团队创新度具有积极作用;当知识差异较大时,知识冲突所起的是一种震荡作用;当团队不存在知识冲突时,较高的知识差异对团队创新度具有积极作用;存在知识冲突时,高知识差异团队和低知识差异团队的创新度没有显著差异     

The building blocks of shared leadership: The interactive effects of diversity types,team climate,and time

Despite the wealth of empirical studies and recent meta-analyses demonstrating the positive performance effects of shared leadership, knowledge regarding antecedents is limited. We draw upon a collective approach to leadership identity construction theory and team diversity in order to understand the member attributes that impact leadership sharing. We suggest that both informational/functional and social categorization diversity types are important dimensions when considering shared leadership antecedents. First, we suggest functional diversity will result in higher levels of shared leadership but will only be realized when teams elicit a cooperative climate. Second, we suggest that gender diversity, a salient social category, will have a negative impact on shared leadership, particularly in a low cooperative climate. We further hypothesize these effects will change over time as the positive effects of functional diversity strengthen and the negative effects of gender differences weaken. We test our hypotheses, including the impact on team performance, in a time-lagged sample of 267 undergraduate students in 73 teams competing in a complex business simulation and a constructive replication with 142 MBA students in 41 teams. Theoretical and practical implications are discussed.     

团队文化多样性对团队创新的影响及作用机制

随着经济全球化和跨国企业的迅速发展, 越来越多的企业中开始出现具有多样性文化背景的团队。企业管理者期待具有不同文化背景的员工能在团队工作中贡献新的观点和视角, 从而促进团队创新。因此, 探讨团队文化多样性与团队创新之间的影响关系已成为近年来学术界和企业界共同关注的焦点问题。所以, 采用社会分类-信息加工的理论视角, 首先厘清团队文化多样性的理论框架, 并进一步检验团队文化多样性与团队创新之间的影响关系及内在机制; 并且, 分别从团队内部和团队外部因素出发, 探讨团队文化多样性与团队创新影响关系中的边界条件。在实践上, 研究结论也将为企业有效管理跨文化团队, 推动企业创新提供一定的理论指导。     

自恋型领导对团队创造力形成过程的多视角研究

领导自恋是组织中的普遍现象, 自恋型领导是否能有效地整合团队知识形成创新是管理者不可回避的问题。在回顾已有研究基础上, 采用聚合观、过程观和社会网络三种视角, 全面地厘清自恋型领导对团队创造力的影响。其中, 聚合观强调个体创造力对形成团队创造力的重要作用, 过程观强调团队成员之间的交互作用在团队创造力形成过程中不可或缺, 而社会网络视角注重团队成员的相对位置和内外关系。三种视角相互补充, 明确了自恋型领导和团队创造力之间关系的内在机制以及边界条件。研究结论将为存在自恋型领导的团队干预策略提供参考, 有助于为管理者提高自恋型领导对团队作用的有效性提供借鉴。     

集体心理所有权、地位晋升标准与团队创造力

基于动机性信息加工理论, 本文首次实证探讨了集体心理所有权对团队创造力的影响机制。一项来自国内企业91个工作团队数据的统计分析发现, 集体心理所有权正向影响团队创造力; 信息深加工中介集体心理所有权与团队创造力的关系; 地位晋升标准显著性调节集体心理所有权与信息深加工之间的关系, 其中刻度型晋升标准增强集体心理所有权对信息深加工的正向影响, 而竞赛型晋升标准则减弱集体心理所有权对信息深加工的正向影响。     

A Multilevel Analysis of the Relationship between Shared Leadership and Creativity in Inter‐Organizational Teams

An inter‐organizational team, which consists of diverse members from different organizations to conduct an initiative, has been widely treated as a critical method to improve organizational innovation. This study proposes a multilevel model to test the relationship between shared leadership and creativity at both team‐ and individual level in the context of inter‐organizational teams. Multisource data were collected from 53 inter‐organizational teams. We obtain the following findings: first, shared leadership is positively related to both team creativity and individual creativity via knowledge sharing. Second, task interdependence positively moderates the relationship between shared leadership and knowledge sharing. Third, task interdependence positively moderates the relationship between knowledge sharing and team creativity, but does not moderate the relationship between knowledge sharing and individual creativity. We discuss the theoretical and practical implications of the findings.