When can culturally diverse teams be more creative? The role of leaders' benevolent paternalism

The current research examines the conditions under which cross‐cultural teams can realize their creative potential—a consequence of their cultural diversity. We propose that in more culturally diverse teams, team members are less open when communicating with each other, which impairs the team's ability to elaborate on the information contributed by different members, ultimately limiting team creativity. We further theorize that leaders' benevolent paternalism, a leadership style that is particularly prevalent in East Asian contexts, can reduce the negative consequence of intercultural diversity on intercultural communication openness. On the basis of multiwave, multisource data from 48 culturally diverse teams in China, we found that perceived intercultural diversity is negatively related to intercultural communication openness, which, in turn, is positively related to information elaboration, and ultimately, team creativity. Leader benevolent paternalism attenuates the negative relationship between intercultural diversity and intercultural communication openness. These findings enrich the literature on intercultural diversity by calling attention to communication‐related obstacles.     

From being diverse to becoming diverse: A dynamic team diversity theory

On the basis of the literature of open systems and team diversity, we present a new dynamic team diversity theory that explains the effect of change in team diversity on team functioning and performance in the context of dynamic team composition. Building upon the conceptualization of teams as open systems, we describe the enlargement and decline of team variety, separation, and disparity through member addition, subtraction, and substitution. Then, focusing on diversity enlargement, we theorize the contemporaneous and lasting effects of team diversity change on team performance change and on team processes and states leading to them. Dynamic team diversity theory expands the focus of team diversity research from teams' being more diverse than others to teams' becoming more diverse than before. It aims to advance team diversity research to be better aligned with the organizational reality of dynamic team composition. We also discuss methodological considerations in subsequent empirical testing of the theory and highlight how the theory and future research may help to guide organizational practice in recomposing work teams.     

Human capital diversity in the creation of social capital for team creativity

We highlight the social aspects of team creativity by proposing that team creativity is influenced by two types of team social capital: bridging and bonding social capital. Going beyond the structural perspective, we posit that team‐level human capital diversity is one of the potential antecedents of social capital for team creativity. We suggest that network structures are formed by teammates' interactions, which are largely the result of differences in their individual characteristics. The results of an empirical study using 36 teams of MBA students showed that the interaction of team‐bridging social capital with team‐bonding social capital was positively and significantly related to team creativity. Knowledge variety and knowledge disparity had a joint effect on team‐bridging social capital, and knowledge separation was negatively related to team‐bonding social capital. Moreover, team social capital mediated the effects of knowledge diversity on team creativity. Our study has several important implications for team creativity, social networks, and diversity research. Copyright © 2013 John Wiley & Sons, Ltd.     

The contingent effect of constructive confrontation on the relationship between shared mental models and decision quality

Work teams are being utilized more frequently to give organizations access to the broader knowledge and skill base of employees, as well as to provide for adaptive, efficient decision‐making. In teams, we argue that constructive confrontation norms are an important contingency variable in the relationship between mental model similarity and decision quality. Mental model similarity helps team members understand one another's perspectives and reduces the likelihood of conflict. Accordingly, mental model similarity improves decision quality. When strong norms of constructive confrontation are in place, however, teams are in a better position to reap the benefits of conflict (greater diversity of inputs) without experiencing its negative consequences. Thus, when constructive confrontation norms are strong, less mental model similarity (i.e., more diversity of perspectives) is likely to improve decision quality. Copyright © 2007 John Wiley & Sons, Ltd.     

Team creativity/innovation in culturally diverse teams: A meta‐analysis

This meta‐analysis investigates the direction and strength of the relationship between diversity in culturally diverse teams and team creativity/innovation. We distinguish the effects of two diversity levels (i.e., surface level vs. deep level) in culturally diverse teams and examine the moderators suggested by the socio‐technical systems framework (i.e., team virtuality and task characteristics in terms of task interdependence, complexity, and intellectiveness). Surface‐level diversity in culturally diverse teams is not related to team creativity/innovation, whereas deep‐level diversity in culturally diverse teams is positively related to team creativity/innovation. Moreover, surface‐level diversity in culturally diverse teams and team creativity/innovation are negatively related for simple tasks but unrelated for complex tasks. Deep‐level diversity in culturally diverse teams and team creativity/innovation is positively related for collocated teams and interdependent tasks but unrelated for noncollocated teams and independent tasks. We discuss the theoretical and practical implications.     

Team knowledge exchange: How and when does transformational leadership have an effect?

In this study, we examined how and when transformational leadership affected team knowledge exchange. Taking a goal pursuit perspective, we hypothesized two parallel mediating mechanisms—team knowledge goal generation and team knowledge goal striving—linking transformational leadership to team knowledge exchange. In addition, we investigated whether team-level team-member exchange served as a boundary condition that qualified the effects of transformational leadership on team knowledge goal generation and striving. We tested our hypotheses using time-lagged data from 118 work teams of a large Chinese manufacturing firm. Our findings provided support for the proposed parallel mediating mechanisms (i.e., team knowledge goal generation and team knowledge goal striving) that linked transformational leadership to team knowledge exchange. In addition, we found that team-level team-member exchange could strengthen the positive effect of transformational leadership on team knowledge exchange via team knowledge goal generation. By taking the novel lens of team goal pursuit, this study contributes to the literature on leadership and teams by shedding light on how transformational leadership triggers the goal pursuit process of team knowledge exchange.     

Differential implications of team member promotive and prohibitive voice on innovation performance in research and development project teams: A dialectic perspective

How and when does team member voice facilitate team innovation? Integrating research on member voice and a dialectic perspective of innovation, we advance a model in which team member promotive voice enhances team innovation through team knowledge utilization, whereas team member prohibitive voice enhances team innovation through team reflexivity in a nonlinear fashion. We further propose that the differential effects of team member promotive and prohibitive voice will be stronger at different stages (idea generation vs. idea implementation) of the innovation cycle. Survey data from 78 research and development project teams showed a positive indirect effect between team member promotive voice and team innovation through team knowledge utilization, although this relationship was also mediated through team reflexivity. Moreover, the indirect effect of team member promotive voice on team innovation via team knowledge utilization was stronger for teams in the idea generation stage of team innovation. Results also confirmed a nonlinear indirect relationship between team member prohibitive voice and team innovation via team reflexivity such that the positive effects of team member prohibitive voice tapered off at high levels. Contrary to our expectations, the effects of prohibitive voice held regardless of stage. Theoretical and practical implications are discussed.     

Antecedents and consequences of empowering leadership: Leader power distance,leader perception of team capability,and team innovation

The evidence that empowering leadership is an effective form of team leadership brings the question on what the antecedents of empowering leadership are into focus. We propose that empowering leadership is driven by considerations of the normative and situational appropriateness of empowering leadership that are associated with leader power distance value and leader perception of team capability. We propose that leader power distance and perceived team capability interact such that the influence of leader power distance on empowering leadership is stronger with higher perceived team capability. We extend our model to show that by affecting empowering leadership, the interaction of leader power distance and perceived team capability indirectly influences team innovation, an important team outcome associated with empowered teamwork. We tested our model in two multisource surveys in China: Study 1 of 84 technical teams and Study 2 of 83 financial service teams. We discuss how our study contributes to empowering leadership theory by providing a theoretical perspective that lends itself well to identifying other trait and situational antecedents of empowering leadership.     

To reflect or not to reflect: Prior team performance as a boundary condition of the effects of reflexivity on learning and final team performance

A small but growing body of literature adds to our understanding of the role of team reflexivity (i.e., reflecting upon team functioning) in predicting team performance. Although many studies conclude that reflexivity is an asset for teams, the contingencies of team reflexivity have received far less research attention. In this respect, we argue that team reflexivity may be especially helpful for teams with relatively low performance. Teams that are reflexive tend to learn from previous mistakes, errors, and group processes, which in turn will improve the performance of the team. We propose that this relationship will most likely positively affect learning and final team performance under conditions of relatively poor prior performance. When a team is doing relatively well, the relationship between reflexivity and final team performance will be less clear, as reflexivity and learning is less needed. In a longitudinal study (N = 73 teams), we found support for this idea. As predicted, results indicated that this interaction between team reflexivity and initial team performance on future performance was mediated by team learning. We outline how these findings are important for our understanding of the contingencies of team reflexivity and team performance dynamics. Copyright © 2012 John Wiley & Sons, Ltd.     

The emergence of team helping norms: Foundations within members' attributes and behavior

This research examined the antecedents of organizational citizenship behavior helping norms in teams, specifically with regard to how members' personality, values, beliefs, and helping behavior predict the emergence of helping norms in newly formed project teams. We drew from theory on emergent phenomena and team composition research to propose and test a compilation model of how helping norms are influenced by having at least one member with particularly low (minimum) or high (maximum) levels of attributes that may influence helping‐norm development (i.e., conscientiousness, agreeableness, other‐oriented values, personal helping beliefs). We further examined the extent to which members' helping behaviors, as rated by peers, predicted helping norms and whether these behaviors mediated the relationship between individual attributes and helping norms. The results of a longitudinal study of 47 student project teams revealed that teams' minimums on agreeableness, other‐oriented values, and personal helping beliefs had direct relationships with helping‐norm emergence, and the effects of agreeableness were mediated through mean helping behavior. By contrast, teams' maximums on these attributes showed no relationships with helping norms, and only a team maximum on agreeableness was associated with teams' mean helping behavior. Copyright © 2011 John Wiley & Sons, Ltd.     

Antecedents,consequences, and moderators of time perspective heterogeneity for knowledge management in MNO teams

Multinational organizations (MNOs), more so than other organizations, are likely to require individuals with different perspectives, experiences, and backgrounds to form teams and collaboratively manage knowledge. We develop a framework that shows why variations in time perspectives among members of teams occur and how such differences can exert significant but unacknowledged influences on knowledge management efforts in MNOs, including: (1) innovativeness of knowledge created (2) speed of knowledge creation and (3) speed of knowledge transfer between teams. We also provide new insights into benefits of time perspective heterogeneity for teams managing knowledge. Copyright © 2007 John Wiley & Sons, Ltd.     

Time perspective balance and team adaptation in dynamic task contexts

The concept of time perspective balance has attracted increased attention from scholars in the past decade, reflected in published evidence suggesting positive outcomes ranging from enhanced mood to life satisfaction for those individuals possessing balance among their past, present, and future time perspectives, and assumedly able to shift their time perspective to match situational demands. In this paper, we consider the notion of time perspective balance in an organizational setting within which much consequential adaptation often occurs—the team environment—and explore different configurations of time perspective balance in teams facing dynamic task contexts. Drawing from work on situational awareness, we first consider the mechanism by which time perspective balance likely influences individual adaptation in dynamic task-focused situations. Next, we postulate what types of team configurations—ones with more balanced time perspective uniformity or ones with more time perspective variety—might be more appropriate in dynamic contexts given key team conditions. We illustrate our analysis with examples from healthcare team settings and offer ideas for future research.     

Demographic antecedents and performance consequences of structural holes in work teams

This paper addresses two important questions concerning social fragmentation in work teams. First, from where do disconnections between team members, measured in terms of the proportion of structural holes within the work team, derive? Second, what are the consequences for team performance of having more or less structural holes between team members? In answering the first question, the research investigated whether demographic diversity in teams played a role in predicting the proportion of structural holes in team friendship networks. For 19 teams at a wood products company, there were no effects of ethnic and gender diversity on structural hole proportions. However, age diversity significantly reduced the extent of structural ‘holeyness.’ In investigating the second question, two countervailing tendencies were considered. In the absence of structural holes, teams are likely to be at low risk for new ideas. But fragmented teams in which team members are separated by many structural holes are likely to have difficulty coordinating. The researchers demonstrated a curvilinear effect: a moderate level of structural diversity in teams was positively associated with team performance. Thus, the research suggested that it is structural diversity (measured in terms of the proportion of structural holes) rather than demographic diversity that matters in the prediction of team performance. Copyright © 2006 John Wiley & Sons, Ltd.     

Antecedents and consequences of collective psychological ownership: The validation of a conceptual model

We investigate team member feelings of collective psychological ownership (CPO) over teamwork products, the psychological paths that lead to it, and its impact on team workers' evaluations of team effectiveness, turnover intentions, and intentions to champion teamwork products. We focus on the teamwork product as an important target of ownership feelings, building on theories of self-extension, psychological ownership, and team emergent states. In Study 1, we validate measures for three ownership activating experiences (OAE) that have been proposed as paths to CPO (control over, intimate knowledge regarding, and investment in the teamwork product) using two samples of individual team workers (n = 210 and n = 140). In Study 2 (n = 183) and Study 3 (n = 200), we use surveys and a multiwave design to show that team workers' feelings of CPO mediate the relationship between investment in and intimate knowledge regarding the product and team effectiveness evaluations, team turnover intentions, and intentions to champion the work product. In Study 4 (n = 48 teams), CPO was predicted by the ownership activating experiences, at the team level. This research additionally highlights the benefits to organizations of creating conditions for the emergence of employee feelings of shared ownership over teamwork products.     

Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict

The increased use of teams in organizations, coupled with an increasingly diverse workforce, strongly suggests that we should learn more about how team diversity affects functioning and performance. The purpose of this study was to explore the differential impact of surface‐level diversity (gender, ethnicity), deep‐level diversity (time urgency, extraversion), and two moderating variables (team orientation, team process) on relationship conflict over time. Hypotheses were tested by tracking 45 student project teams in a longitudinal design. Results revealed that team orientation and team process moderated the diversity–conflict link. Specifically, team orientation helped to neutralize the negative effects of surface‐level (gender) diversity on relationship conflict. In a similar manner, team processes worked to weaken the deleterious effects of deep‐level diversity (time urgency) on relationship conflict. In addition, relationship conflict resulted in lower perceived performance by team members. Copyright © 2004 John Wiley & Sons, Ltd.     

基于改进ANP-TOPSIS的电力应急救援队伍能力综合评估*

针对电力应急救援队伍能力传统评估方法未考虑指标数据类型多样化和权重分配不合理的问题,基于二元联系数理论构建1种改进网络层次分析法（ANP）与逼近理想点排序法（TOPSIS）相结合的综合评估方法,通过研究队伍能力基本属性和动态变化情况,从人员配置、队伍管理、装备配置及实战情况4个方面建立指标体系,利用二元联系数理论统一指标数据类型,结合ANP法确定各指标权重,以某省3队为例进行TOPSIS综合评估,并与AHP-TOPSIS评估结果进行对比分析。结果表明:3队能力水平排序为B>C>A,且ANP-TOPSIS比AHP-TOPSIS更贴合实际,能真实反映队伍能力及薄弱项情况,在实际运用中具有可行性,研究结果可为队伍建设和管理工作提供参考。     

Competency requirements for process hazard analysis (PHA) teams

Process hazard analysis (PHA) is a cornerstone of process safety management programs. The quality of the PHA performed directly affects the level of risk tolerated for a process. The lower the quality of a PHA, the more likely higher risk will be tolerated. There are few requirements for PHA team members in the U.S. Occupational Safety and Health Administration's process safety management regulations. More detailed requirements for participation in a PHA are desirable.A competency management program should be used to ensure PHA practitioners and teams are appropriately qualified. Criteria for selecting PHA team leaders, or facilitators, and other team members are key to such a program and are described in this paper. The criteria cover both technical and personal attributes. Application of the criteria is described and team performance metrics, which can be used to correlate performance with the assessment of competency to validate the criteria and methods used, are discussed.Owing to the importance of the role played by team leaders, certification of their competency is desirable. Criteria for certification are described and their application is discussed.     

Empirical analysis of shared leadership promotion and team creativity: An adaptive leadership perspective

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.     

Team job‐related anxiety and creativity: Investigating team‐level and cross‐level moderated curvilinear relationships

Researchers have examined the effects of individual job‐related anxiety on employee attitudes and behaviors but have yet to examine whether team job‐related anxiety would have similar or different effects. Building on prior research on negative group affective tone and creativity, we propose that team job‐related anxiety has an inverted U‐shaped curvilinear relationship with both team and individual creativity. Furthermore, we posit that team cooperativeness moderates those curvilinear relationships. Using a two‐wave research design and matched employee‐supervisor data from 290 employees nested in 65 teams, we found support for the proposed inverted U‐shaped relationships. Moreover, the intermediate level of team job‐related anxiety was associated with higher individual creativity in teams with higher cooperativeness. We conclude the study with a discussion of the theoretical and practical implications of our findings.     

The impact of team familiarity and team leader experience on team coordination errors: A panel analysis of professional basketball teams

To explore the dynamics involved in team coordination, we examine the impact of team familiarity and team leader experience on team coordination errors (TCEs). We argue that team familiarity has a U‐shaped effect on TCEs. We study the moderating effects of team leader prior experience and team leader team‐specific experience on the association between team familiarity and TCEs. We use panel data on teams from the National Basketball Association to test the hypotheses. Our findings support the U‐shaped relationship between team familiarity and TCEs and the moderating effect of team leader team‐specific experience on this relationship. The paper advances research on errors in organizations by analyzing the antecedents of TCEs, so far an underexplored empirical phenomenon. Moreover, it contributes to research on coordination in teams by empirically examining the interplay between formal and informal coordination mechanisms. Copyright © 2015 John Wiley & Sons, Ltd.