Purpose -Innovation among team members has long been an area of interest to social scientists, and particularly to industrial/organizational psychologists. The purpose of this paper is to examine the factor structure of the Team Climate Inventory (TCI), a multidimensional team-level measure of team-working style, in Greece. Design/methodology/approach -The TCI was translated into Greek and administered to a total of 52 work teams (n ¼ 236 individuals) in clerical and shop floor working positions employed in a variety of jobs in the public and private sector. Findings -An item analysis indicated that all original TCI items, except one, should be retained in the Greek version of the TCI. Further analyses yielded high internal consistency both for the full scale and for the four dimensions, and also acceptable discriminant validity among the four scales. An exploratory factor analysis was also successful in extracting the four original factors, accounting for 55.67 percent of the total variance. Research limitations/implications -The results provided further support for the validity of the original version of the TCI. Practical implications -It is concluded that the Greek adaptation of the TCI is a potentially useful instrument to measure group climate dimensions that may facilitate work teams' innovative capacity. Originality/value -The findings provided support for the adequacy of the TCI to measure team climate for innovation in Greece

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The purpose of this study is first to explore the direct effects of team personality on team innovation implementation using different operationalizations for team‐level conscientiousness and emotional stability. Second, although past research offers guidance for the role of team personality in shaping team climate, only a few empirical studies have demonstrated this link. Thus, we examine how the operationalizations of the two personality characteristics at team level predict team innovation implementation via team climate for innovation. We test our model using a sample of 192 employees nested within 49 teams from different medium to large Greek organizations. Our results indicate that no effects for team mean personality are observed, but a range of effects emerge for team personality diversity. More specifically, team emotional stability diversity has a significant negative relation to team innovation implementation, whereas team conscientiousness diversity has not a direct effect on the performance criterion. However, team conscientiousness diversity is significantly related to team innovation implementation via its negative effect on team climate for innovation. Theoretical and practical implications for building innovative teams are discussed, and suggestions for future research are provided.

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