Creativity research on the personality approach has focused on the relationship between individual attributes and innovative behavior. However, few studies have empirically examined the effects of positive psychological traits on innovative behavior in an organizational setting. This study examines the relationships among creative self-efficacy, optimism, and innovative behavior as well as the moderating effect of optimism. Longitudinal data across two periods were collected from 120 spa employees of a diet and beauty salon company in Taiwan. After controlling for the effects of job tenure and the Big Five personality traits, this study found that employees with a high level of creative self-efficacy demonstrate a high level of innovative behavior at work, and optimism does not have a direct effect on employees' innovative behavior, but it does play a moderating role. When employees' creative self-efficacy is high, those with greater optimism exhibit greater innovative behavior at work. Toward the end, this paper offers suggestions for future research and discusses the practical implications of this study.

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Purpose The purpose of this paper is to explore flow as an underlying mechanism linking psychological ownership (PO) and subjective happiness and identify how flow affects employees’ subjective happiness. Design/methodology/approach Two separate samples were used. Sample 1 examined the responses of 120 female spa workers. Sample 2 examined the responses of 334 male logistics technicians. Data were collected through paper-based questionnaires across two time points. Findings PO was positively related to employees’ subjective happiness across both samples. Furthermore, PO has distinct impacts on employees’ subjective happiness through two distinct measures of flow: immersion and mastery. The authors found that immersion fully mediates the relationship between PO and employee subjective happiness in Sample 1, and mastery in Sample 2. Originality/value This is one of the first empirical studies to examine whether and how PO increases employees’ subjective happiness. The results contribute to the literature by providing a theoretical rationale for and an empirical analysis of a model wherein flow mediates the linkage between employees’ feelings of PO and their subjective happiness.

Purpose Using interpersonal relationship development as a metaphor for team process, the purpose of this paper is to explore critical psychological mechanisms transforming team inputs into successful work outcomes, at the individual level. Design/methodology/approach The participants in this study were full-time employees in Taiwan. The authors employed a two-phase design to examine the developmental aspect of, and the enhancer for the team process. Paper-based questionnaires were used to collect data. All the research constructs were assessed at the individual level, thus analysis was conducted at the same level. Findings The results from 338 Taiwanese employees revealed that perceived psychological similarity (i.e. value and attitudinal congruence, a team input) led to favorable work outcomes (i.e. job satisfaction and team performance) through the linking mechanism of team cohesion. Furthermore, team members’ trait emotional intelligence (EI) amplified the positive relationship between psychological similarity and team cohesion. Practical implications First, managers should purposefully assemble employees with similar values and interests to work together, giving the team a good start with the like minds. Second, the results indicated that trait EI as a key personal resource enhances the positive relationship between psychological similarity and team cohesion. Workplace learning interventions should be implemented to improve employees’ emotion management skills. Originality/value Adopting the interpersonal relationship development perspective to study team process, the findings have confirmed the important roles of perceived psychological similarity among members and individual’s EI for team functioning. The authors’ endeavor has demonstrated the value of solid theoretical basis and the benefit of an individual-level analysis in delineating the mediating processes that explain why certain inputs affect team effectiveness and viability.