A Multilevel Study of Group Affective Tone and Team Innovation: A Moderated Mediation Model

Abstract

Drawing on broaden-and-build theory and threat-rigidity hypothesis, we theorized and tested a multilevel model to examine the moderating effects of transformational leadership (TFL) on the team-level process that links positive/negative group affective tone (PGAT/NGAT) to team innovation via information elaboration. Data were collected from 299 team members and 65 leaders from Taiwanese companies at two time points. The multilevel path analysis demonstrated support for a positive indirect effect of PGAT on team innovation via information elaboration and a negative indirect effect of NGAT on team innovation via information elaboration. The positive indirect effect of PGAT on team innovation via information elaboration was found to be stronger when TFL was high rather than low. However, TFL did not attenuate the negative effects of NGAT. Negative group affective tone was negatively related to information elaboration when TFL was high, whereas NGAT had no significant relationship with information elaboration when TFL was low. Theoretical and practical implications are discussed.

Being creative under the Covid-19 pandemic crisis: the role of effective inter-organizational relationship management

“…The strong association between satisfaction with the relationship and interpartner creativity during the Covid-19 pandemic highlights the importance of a positive affective state in broadening the thought-action repertoires of business partners and enhancing creative behavior (Amabile et al, 2005). This finding is consistent with those of studies conducted in the wider management field, revealing that: (a) there is a positive association between employee satisfaction with financial and non-financial rewards and individual creativity (Wang et al, 2019); (b) high levels of relationship quality are responsible for enhancing creativity among relationship members (Liu, 2013;Peralta et al, 2021); and (c) a group positive affective tone is conducive to encouraging team creativity (Huang et al, 2021;Shin, 2014).…”

“…, 2021); (2) high levels of relationship quality are responsible for enhancing creativity among relationship members (Liu, 2013; Peralta et al. , 2021); and (3) a group positive affective tone is conducive to encouraging team creativity (Huang et al. , 2021; Shin, 2014).…”

“…Although some studies (e.g., Andersen and Kragh, 2014) have stressed the importance of specific behavioral factors (e.g., trust) in successfully implementing the creative processes within organizations, the role of a satisfactory inter-organizational business relationship in boosting creativity has not yet been explored. However, management research (e.g., Huang et al, 2021;Kim and Shin, 2015;Peñalver et al, 2019;Shin, 2014) indicates that the existence of a positive affect among team members in organizations facilitates the broadening of cognitive and social resources (e.g., information elaboration) that can be helpful in generating novel, valued and useful products and outcomes by team members. Inspired by this research thinking, we posit in our study that satisfaction, defined as the positive emotional state derived from fulfilled expectations in a working relationship, can act as a critical psychological resource (denoting hope, resilience, and optimism) for relational parties to engage in creativity (Lin et al, 2016).…”

“…However, management research (e.g. Huang et al, 2021;Kim and Shin, 2015;Peñalver et al, 2019;Shin, 2014) indicates that the existence of a positive affect among team members in organizations facilitates the broadening of cognitive and social resources (e.g. information elaboration) that can be helpful in generating novel, valued and useful products and outcomes by team members.…”

Relationships among school principals' work values, organisational climate and organisational adaptation: Taiwan's 2018 TALIS data

“…When employees perceive an objective and fair organisational climate, they have higher affective commitment and work engagement (Cascio, 1991). In addition, employees with high work engagement are generally more devoted to their job, leading to more positive organisational adaptation and innovation (Huang and Huang, 2020; Toytok, 2016). Given the inevitable increase in the complexity of the educational environment, the third aim of this study was to explore whether the current organisational climate supports responses to environmental change.…”