Understanding the Benefits and Detriments of Conflict on Team Creativity Process

Chen, Ming‐Huei

doi:10.1111/j.1467-8691.2006.00373.x

Cited by 138 publications

(106 citation statements)

References 39 publications

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“…In particular, conflict (especially destructive conflict) can be agonizing for team members, causing poor creativity (Chen, 2006) as well as poor decisions and process loss (Jehn, 1997). Is there a possibility that team efficacy (in the context of TMM similarity) has a role to play in minimizing intra-team conflict?…”

Section: Group and Organization Managementmentioning

confidence: 99%

The Importance of Transformational Leadership Behaviors in Team Mental Model Similarity, Team Efficacy, and Intra-Team Conflict

Ayoko

Chua

2014

Group & Organization Management

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Using data from 36 combat teams, we examined how transformational leadership is connected with team mental model (TMM) similarity. In addition, we investigated the mediating role of TMM similarity and team efficacy in the link between transformational leadership and intra-team conflict. Data analysis revealed that well-defined transformational leadership behaviors were positively associated with TMM similarity, whereas TMM similarity was positively connected with team efficacy. Results also indicated that higher levels of team efficacy were associated with lower levels of intra-team conflict (task, relationship, and process). In addition, both TMM similarity and team efficacy mediated the link between transformational leadership and intra-team conflict. Implications of findings are discussed.

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Section: Group and Organization Managementmentioning

confidence: 99%

The Importance of Transformational Leadership Behaviors in Team Mental Model Similarity, Team Efficacy, and Intra-Team Conflict

Ayoko

Chua

2014

Group & Organization Management

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“…According to Chen (2006), creativity in project teams is a complex social system since it involves a combination and integration of various inputs and knowledge from multiple and interdependent project team members. Although Chen's study concerned only collocated teams, the findings demonstrated from the present research show that this affirmation can be extended to GDT.…”

Section: Discussionmentioning

confidence: 99%

Creative Process within Globally Distributed Teams: Brazil, Sweden, France and India

Reis

2014

MOS

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The current complexity of economic, social, technological and business environments in which modern organizations are inserted have determined new forms of working relationships and configurations. This has in turn triggered numerous studies and comparative analyses about the processes enveloped by these new working patterns. The aim of this study is to explore and analyse how the creative process unfolds in globally distributed teams. Using a qualitative approach, we presented a case study conducted within Volvo 3P projects and more specifically the New Product Development team based in Brazil, which works alongside teams distributed in Sweden, France and India. Our empirical evidence shows that whilst individuals are the core element of the creative process in collocated teams; in globally distributed teams the fundamental foundation of the creative process is the organization.

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“…For instance, where studies into change-oriented extrarole behaviours have extended their criterion space to include elements of innovation, voice or taking charge as part of their dependent variable (Choi, 2007) or studies into creativity that incorporated innovation and task performance into their criterion (Chen, 2006). Here, construct contamination differs from construct confusion in that researchers have openly been influenced by other constructs, often referred to them in the literature review preceding their study, and have consciously incorporated aspects of other related constructs.…”

Section: Construct Contaminationmentioning

confidence: 99%

A constructively critical review of change and innovation-related concepts: towards conceptual and operational clarity

Potočnik

Anderson

2016

European Journal of Work and Organizational Psychology

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The aim of this paper is to examine and clarify the nomological network of change and innovation (CI) -related constructs. A literature review in this field revealed a number of inter-related constructs that have emerged over the last decades. We examine several such constructs -innovation, creativity, proactive behaviours, job crafting, voice, taking charge, personal initiative, submitting suggestions, and extra-role behaviours. Our conceptual analysis suggests each one of these constructs represents a specific component of CI-related behaviours. However, we also found that on occasion these concepts have been dysfunctionally operationalized with evidence of three dysfunctional effects: (i) construct confusion, (ii) construct drift, and (iii) construct contamination. Challenges for future research to enhance conceptual and operational clarity are discussed. (Suddaby, 2010, p. 350). KeywordsAcross the work and organizational psychology literature there has been an increasing number of concepts associated with how employees, teams, and organizations overall attempt to enact change and modify work roles, organizational processes, and outcomes at different levels of analysis (Anderson, Potočnik, & Zhou, 2014). For instance, the areas of creativity and innovation, proactive behaviours, and extra-role behaviours all aim to address and explain, in one way or another, how individuals, teams, and organizations introduce and implement changes to improve the organizational functioning. Given the importance of effective change management and innovation for the organizations to gain competitive advantage and secure their long-term success, it is not surprising that the research in this particular field has flourished during the recent years. In the present paper we coin the term 'Change and innovation (CI) literatures' to explore the nomological network of different concepts in this field. Perhaps more than any other area, the CI literatures comprises a number of distinct but related constructs and a proliferation of sub-constructs describing what could appear prima facie to be ostensibly similar phenomena in organizations. This has led to the rather complex construct space in the CI literatures and applied research, with several interdependent constructs all having distinct value but appearing to possess at least some similarities and notable overlaps. In their recent meta-analysis, for instance, Tornau and Frese REVIEW OF INNOVATION-RELATED CONCEPTS 4 (2013) have attempted to clean-up a construct space related to the proactive behaviours in particular and observed some overlaps. In our paper, however, we go beyond the proactivity to include several different concepts all related with enacting change and innovation in the organizations.Specifically, in the current paper, we examine nine specific constructs in these areas that have commanded increasing attention by researchers over recent years: (1) innovation, (2) creativity, (3) proactive behaviours, (4) job crafting, (5) voice, (6) taking charge, (7) personal in...

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Understanding the Benefits and Detriments of Conflict on Team Creativity Process

Cited by 138 publications

References 39 publications

The Importance of Transformational Leadership Behaviors in Team Mental Model Similarity, Team Efficacy, and Intra-Team Conflict

The Importance of Transformational Leadership Behaviors in Team Mental Model Similarity, Team Efficacy, and Intra-Team Conflict

Creative Process within Globally Distributed Teams: Brazil, Sweden, France and India

A constructively critical review of change and innovation-related concepts: towards conceptual and operational clarity

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