Using the theories of social learning, social exchange, and information exchange, we proposed a theoretical model to explain the relationships of learning, trust, and creativity in top management teams (TMT), and introduced TMT reflexivity as a moderator of these relationships. Multiple regression analyses of data obtained from 594 executives in 54 TMTs revealed that team learning had a significant positive impact on TMT creativity, that team trust had a partial mediating effect in the relationship between team learning and TMT creativity, and that TMT reflexivity enhanced the positive influence of team learning on team trust. Our findings reveal the inherent relationships among team learning, team trust, team reflexivity, and TMT creativity, and can provide scientific guidance to strengthen TMT construction, team learning, and team reflexive practice.

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We examined whether team conflict affects top management team (TMT) creativity, and if team climate moderates this relationship. Multiple regression analysis results obtained with 684 executives in 71 TMTs showed that cognitive conflict had a significant positive impact and emotional conflict had a significant negative impact on TMT creativity. In addition, team climate positively regulated the impact of cognitive conflict on TMT creativity and negatively regulated the impact of emotional conflict on TMT creativity. Theoretical and practical implications, including ways for enterprises to strengthen team building and enhance TMT creativity, are discussed.