Team composition based on personality has been found to have important effects on team outcomes. However, little is still known about the effect of team personality composition on team creativity. To this end, this study examined the relationship of team members’ openness to experience and team creativity. Results from a study with 31 graduate student teams suggest that openness to experience is significantly related to team creativity. Furthermore, teams that are diverse on openness to experience have the highest levels of team creativity, as long as they have some team members that are low on openness and others that have a moderate level of openness to experience.

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The innovations of creative individuals are regarded as vital for business functioning and survival. To this end, efforts have been made to design measures of creative personality in hopes of predicting creative performance. Current measures of creative personality all reside at the explicit level, yet theory and research both suggest that a large proportion of personality can also be conceptualized at the implicit level. We address this issue by presenting a theoretical basis for creative personality that operates on an implicit level. Using conditional reasoning methodology, we describe five cognitive biases that serve as justification mechanisms for creative personality. Next, we link implicit creative personality to creative abilities through a developmental process. We then test this model and our new measure of creative personality in five different studies. Our results provide evidence in support of an implicit component of creative personality and suggest that it is a substantial predictor of creative performance. Finally, we describe the management and human resources implications of the conceptualization of creative personality as an implicit construct.

In two studies conducted in the United States and the People's Republic of China, we examined how the effects of organizational justice perceptions on employees' organizational citizenship behaviours (OCB) are influenced by individually held cultural value orientations. In Study 1, we did not find evidence of moderation by cultural value orientation. In Study 2, we re-examined the moderated relationships and found that the relationship between procedural justice and OCB was significantly influenced by masculinity-femininity orientation and that the relationship between distributive justice and OCB was significantly moderated by power distance such that the relationships were more strongly positive when followers were more masculine and higher in power distance. Also, we extended our model to include perceived supervisor support as a mediator of the direct and moderated effects of justice perceptions on OCB. We found support for the mediation model, but did not find the moderated mediation effects we predicted. Due to the large number of non-significant findings and inconsistencies across our two studies, we conclude with recommendations for scholars who face similar challenges in their research.