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 timelagged 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.

Purpose – The purpose of this paper is to explore the role of CEO transformational leadership in promoting ambidexterity of top managers. This paper posits that connecting CEO transformational leadership with the CEO-top manager interface offers a better explanation of heterogeneity in top manager ambidextrous behavior. Design/methodology/approach – This study is based on a questionnaire survey of 388 senior managers in 80 top teams nested in 80 small- to medium-sized Taiwan manufacturing firms. Findings – The findings indicate that transformational CEOs shape the CEO-top manager interface, characterized by senior team behavioral integration, decentralization of responsibilities, long-term compensation, and individual manager risk propensity, and in turn promote ambidexterity at the individual top manager level. Originality/value – Hence, the authors contribute to the existing understanding that transformational CEOs may not only have a beneficial influence on firm-level ambidexterity, but also may be particularly effective in enabling individual-level top managers to simultaneously explore and exploit.

The quality of service in the public sector has been a popular issue over the past two decades. All over the world, many governments and international organizations have set up some awards to evaluate the service performance of the public sector and encourage public organizations to devote themselves to improving their service quality. In Australia, the annual National Awards were established in 1986 and are run by the Department of Regional Australia, Regional Development and Local Government. This paper takes the National Awards for Local Government as an example to analyze important characteristics of this award, such as award themes, selection criteria, evaluation process, etc. At the end of this paper, some important findings will be discussed and some directions will be proposed for further studies on this topic.

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The website of cultural sectors in local governments aims to collect and propagate the information about local cultural activities. It plays an important role in the local development of cultural affairs. Therefore, the authorities have to emphasize and improve it.As the political, economic, and cultural center in central China area, Wuhan City has gained some achievements on the construction of the website of Culture Bureau. However, the planning and the design of the website can be further improved in the future.