Diversified Knowledge, R&amp;D Team Centrality and Radical Creativity

Tang, Chaoying; Ye, Linna

doi:10.1111/caim.12110

Cited by 48 publications

(49 citation statements)

References 101 publications

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“…Two items ( α = 0.68) from Tang and Ye's () scale measured individual‐level acquired diversified knowledge (e.g., ‘The work‐related knowledge I get from my team is unique’). The variable was assessed on a 5‐point Likert scale ranging from ‘1’ (strongly disagree) to ‘5’ (strongly agree).…”

Section: Methodsmentioning

confidence: 99%

“…The generation of creative ideas is typically the result of the coming together of very different areas (Mumford and Gustafson, ). Research has found that diversified knowledge is positively associated with team radical creativity (Tang and Ye, ).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…The positive relationship between knowledge and creativity has been found at the organization‐ (Mascia et al, ), team‐ (Tang and Ye, ), and individual levels (Perry‐Smith, ). Diversified knowledge, in particular, is thought to be critical to the process of combining knowledge to generate radically creative ideas (Tang and Ye, ). Diverse perspectives help individuals strengthen creative‐relevant cognitive processes by making connections between different concepts.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

When do structural holes in employees' networks improve their radical creativity? A moderated mediation model

2017

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Previous research has found a relationship between structural holes of knowledge networks, tie strength of knowledge networks, and creativity. Our study extends these findings by proposing that characteristics of R&D employees' team knowledge networks influence their acquired diversified knowledge from the team, which is critical to creativity. Our results based on 558 members of 92 R&D teams demonstrated that, in order to benefit from their broker position in acquiring diversified knowledge, R&D employees should maintain their tie strength toward the team members with whom they are connected.

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Section: Methodsmentioning

confidence: 99%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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When do structural holes in employees' networks improve their radical creativity? A moderated mediation model

2017

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“…Organizations are increasingly willing to obtain and share information across organizational boundaries in order to facilitate innovation (e.g., Camelo, García, Sousa, & Valle, ; Ferreras‐Méndez, Newell, Fernández‐Mesa, & Alegre, ). External knowledge has been suggested to be especially important for exploration (Schultz, Schreyoegg, & von Reitzenstein, ; Tang & Ye, ), because communicating with diverse individuals brings diversified knowledge (Mannix & Neale, ). Exploration requires the development of new knowledge and not just learning how to use existing knowledge , and acquiring knowledge from external sources results in changes to schemas and the team's cognitive architecture (Perry‐Smith & Shalley, ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The benefit of external knowledge searching can also be found in the technology development field. For example, in pharmaceutical firms, R&D employees' access to diversified external knowledge increased creativity (Tang, ) and knowledge sourcing behaviours foster R&D employee creativity (Khedhaouria, Montani, & Thurik, ). Similar results come from studies at the firm level.…”

Section: Literature Reviewmentioning

confidence: 99%

Network centrality, knowledge searching and creativity: The role of domain

2020

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This study aims to determine the role of knowledge searching on creativity in the fields of science research and technology development. Creativity is a process of knowledge combination, thus internal and external knowledge searching is important for creativity in both fields, particularly in the open innovation age. However, the nature of the work across these fields is different. While science research aims to solve theoretical problems and generate new knowledge, technology development aims to apply new knowledge to solve practical problems. Compared to science research, technology development has clear task goals, which make it easier to identify the related external knowledge and integrate this knowledge and in turn improve employee creativity. Thus, employees' attention to external knowledge as well as the influence of external knowledge on creativity might be different in the two fields. Results based on an empirical study of 211 employees from science research and 257 employees from technology development showed that external knowledge searching increased employee creativity in the field of technology development but not in science research. Furthermore, employees' centrality in the intra‐team problem‐solving network moderated the relationship between external knowledge searching and creativity in the science research field. Suggestions about employee creativity management in science and technology fields are discussed.

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Exploring the combination of individual and organizational–environmental factors in the expression of radical and incremental creativity

Jung,

Hong

2024

Human Resource Dev Quarterly

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Innovative products and services are key factors in corporate competitiveness, and the expression “employee creativity” is the top priority factor in leading corporate innovation. This study aims to investigate the differences between the predictive variables for the expression of radical and incremental creativity and the combinations of the predictive variables, which aid in the expression of two types of creativity. A research survey was conducted with 600 employees working in newspaper, broadcasting, and film businesses. The results were derived by conducting a fuzzy‐set qualitative comparative analysis (fs/QCA) on 513 useful samples. Using necessity and sufficiency analysis of a fs/QCA, the results indicate that the three personal factors—job expertise, creative process engagement, and work engagement—are commonly required for two types of creativity. Conversely, organizational–environmental factors, a risk‐taking climate, and external networking behavior are only predictive variables of radical creativity. This study's results provide insights regarding the personal and environmental resources that employees must secure to express radical and incremental creativity. Because a clear difference was found in the factors required for the expression of the two types of creativity, based on the results of this study, Human Resource Development(HRD) can devise an effective method to support the expression of the two types of differential creativity.

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Diversified Knowledge, R&D Team Centrality and Radical Creativity

Cited by 48 publications

References 101 publications

When do structural holes in employees' networks improve their radical creativity? A moderated mediation model

When do structural holes in employees' networks improve their radical creativity? A moderated mediation model

Network centrality, knowledge searching and creativity: The role of domain

Exploring the combination of individual and organizational–environmental factors in the expression of radical and incremental creativity

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