• Title, Summary, Keyword: Team Creativity

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Multilevel analysis approach to analyzing the effects of team diversity on team members' individual creativity and creative activities such as exploitation and exploration

  • Chae, Seong Wook;Lee, Kun Chang
    • Journal of the Korea Society of Computer and Information
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    • v.20 no.11
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    • pp.77-88
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    • 2015
  • This study attempts to investigate the effect of team diversity on individual creativity and team members' creative activities such as exploration and exploitation. We have garnered 40 team data from 249 respondents who have been participating in the team learning activities during semester in a private university. They were asked by instructor to show their creativity, and exploration and exploitation activities. The 40 teams were made up of team diversity factors such as study hour and leisure activity. We used a multilevel analysis to analyze the effects of team diversity factors on team member's creativity, and exploration and exploitation. Results showed that in general, team diversity factors like study hour and leisure activities have significant effects on the individual creativity, and exploration and exploitation. Practical implications represent that teams need to be organized considering the team diversity factors in order to improve team member's creativity, and their exploration and exploitation activities.

A Study on the Definition of Team Creativity upon the Design Paradigm and Their Sub-domains and Element Extraction (공학 설계 패러다임 변화에 따른 팀 창의성의 정의 및 하위 영역과 요소 도출)

  • Kim, Taehoon
    • Journal of Engineering Education Research
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    • v.18 no.3
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    • pp.13-23
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    • 2015
  • This paper attempts to take an in-depth study of the importance of teams and their creativity according to changes of recent design paradigm in engineering and to draw conclusions of the sub-domains and their element extraction. For this purpose, theoretical consideration was reviewed to present the definition of creativity and its sub-domains and elements. Besides, the two steps of expert validation test were conducted to extract the definition of creativity and its sub-domains and elements. The team creativity is defined as a team ability to come up with fresh and useful ideas and to lead them to get meaningful results through cooperative interactions among team members to solve problems given to them based on each member's creativity. Totally, 4 subs -domains and 16 sub-elements were extracted to get to know their influence on the team creativity. This includes a team size, characteristics of team members, and a team structure in team organization domain. To evaluate team atmosphere, elements such as sensibility, fellowship, teamwork, reliability, autonomy and open minded feature are included. In the team activity domain, strategies for solving problems, activities for divergent thinking, activities for convergence thinking and team interaction are included. Also, the sub-domain for team management includes a task, process and conflict management.

Agent-Based Modeling Simulation Approach to Analyzing the Impact of Computer-Mediated Communication on Team Creativity Through Exploration and Exploitation (탐색 및 활용을 통한 컴퓨터 매개 커뮤니케이션의 팀 창의성에 관한 연구 : 에이전트 모델링 기법을 중심으로)

  • Lee, Kun-Chang;Hahn, Min-Hee;Seo, Young-Wook
    • Korean Management Science Review
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    • v.28 no.1
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    • pp.91-105
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    • 2011
  • Among various types of creativity, team creativity has been always receiving attention from both practitioners and researchers because most of works are done in a team format in organizations. Therefore, it would be the best way for corporate performance to increase when team creativity is managed carefully to increase in a steadfast way. Though there are lots of ways to grow team creativity, this study explores the issue of increasing the team creativity by adopting CMC (computer-mediated communication) and exploration and exploitation, which were studied separately, but never analyzed together in the same research framework. Experiments to prove the validity of the research questions are based on ABM (Agent-Based Modeling) simulation. Netlogo language was adopted to build a prototype engine for the simulation engine. Experiment results revealed that in the short-term, both broad CMC mode with high exploration and exploitation, and local CMC mode with high exploration and exploitation result in higher team creativity than other types of combination. However, in the long run, broad CMC mode yields higher team creativity level than local CMC mode.

Information Sharing and Creativity in a Virtual Team: Roles of Authentic Leadership, Sharing Team Climate and Psychological Empowerment

  • Hahm, SangWoo
    • KSII Transactions on Internet and Information Systems (TIIS)
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    • v.11 no.8
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    • pp.4105-4119
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    • 2017
  • Creativity is crucial in an ever-changing e-business environment. The creation of new value is essential for companies to gain the competitive edge and to pioneer new markets in e-business. Hence, many companies in e-business operate virtual teams as they are suitable to generate creativity. Even so, virtual teams possess the inherent weakness of a lack of cohesiveness. Hence, for a virtual team to be creative, team members should help each other and share information. This study emphasizes the importance of information sharing that is supposed to improve creativity and explains how to increase them for virtual teams. To explain these relationships, three dimensions are routinely examined in organizational behavior studies: leaders, teams, and members. As a consequence, and through empirical analysis, authentic leadership, sharing team climate, and psychological empowerment enhances information sharing and creativity through their respective roles, in addition to information sharing directly increasing creativity. To improve creativity and information sharing of virtual team members in e-business, this article has highlighted the importance of the three roles stated prior. Such factors can increase information sharing and creativity, and will help virtual teams and organizations to be more successful in e-business.

The Relationship between College Students' Team Learning Goal Orientation and Their Team Creativity: The Roles of Team Reflexivity, Team Efficacy, and Positive Group Affective Tone (대학생들의 팀 학습목표 지향성과 팀 창의성의 관계: 팀 성찰, 팀 효능감, 그리고 긍정적 집단 정서 분위기의 역할)

  • Kim, Mihee
    • Journal of the Korea Academia-Industrial cooperation Society
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    • v.20 no.10
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    • pp.159-168
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    • 2019
  • This study draws on goal orientation theory and proposes the team learning goal orientation as an antecedent of team creativity. In addition, an Input-Process-Output (IPO) model was adopted, in which the team reflexivity, team efficacy, and positive group affective tone (PGAT) are linking mechanisms in the relationship between team learning goal orientation and team creativity. Using 57 teams from three lectures of the college, hierarchical regression analysis was conducted at the team level. The results showed that the team learning goal orientation had positive associations with team creativity, team reflexivity, and team efficacy. In addition, team reflexivity and team efficacy positively predicted the team creativity. Furthermore, the relationship between team learning goal orientation and team creativity was mediated by the team reflexivity and team efficacy. In contrast to predictions, PGAT did not show significant relations with both team learning goal orientation and team creativity. In conclusion, this study integrated the team-learning goal orientation and team creativity literature and contributes to the understanding of team reflexivity as a cognitive process and team efficacy as a motivational process between the team property and team creativity. These results have practical implications for managing teams.

A Duet of Leadership by Leader and Member: The Synergy Effects of Leader Transformational Leadership and Transformational Leadership Shared by Members on Team Effectiveness (리더와 구성원의 리더십 이중주: 팀에서 리더의 변혁적 리더십과 구성원의 변혁적 리더십의 상호작용)

  • Kim, Moon-Joo;Lee, Jiye;Yoon, Jeongkoo
    • Knowledge Management Research
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    • v.14 no.3
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    • pp.55-85
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    • 2013
  • The present study examines the effects of transformational leadership exercised by team leader and transformational leadership shared by team members on team creativity and team performance at the team level. A growing body on leadership research highlights the role of team leadership in work organizations. In team settings, studies have focused exclusively on individual leaders who occupy formal leadership positions and exercise vertical influence over team members. In contrast to this traditional approach, shared leadership highlights a horizontal influence process where leadership is collectively carried out by team members. In this shared form of leadership, members actively participate in the leadership process and horizontally influence other team members. This mutual influence among team members constitutes a critical condition for the success of team-based organizations. The ability of team members to work together as a team is the key to the overall functioning of the team organization. To verify the effect of two leadership styles, we analyze the effect of a leader's transformational leadership and members' shared transformational leadership on team creativity and team performance for the same team. This study also predicts that the transformational leadership shared by members will moderate the effects of leader transformational leadership on team performance and creativity. Our findings show that both leaderships have a positive effect on team performance. However, the main effect of a leader's transformational leadership on team creativity is not significant when members' transformational leadership is employed into the model. With the effect of leader transformational leadership controlled for, the main effects of the transformational leadership shared by members on team creativity and performance are significant. In addition, we also found the significant moderation effects of member transformational leadership by leader transformational leadership on team creativity. Based on these findings, we strongly recommend that team based organizations shift the leadership focus from the leader focused leadership model to the shared leadership model. We also discuss managerial implications of our findings in details.

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Exploring Influence of Network Structure, Organizational Learning Culture, and Knowledge Management Participation on Individual Creativity and Performance: Comparison of SI Proposal Team and R&D Team (네트워크 구조와 조직학습문화, 지식경영참여가 개인창의성 및 성과에 미치는 영향에 관한 실증분석: SI제안팀과 R&D팀의 비교연구)

  • Lee, Kun-Chang;Seo, Young-Wook;Chae, Seong-Wook;Song, Seok-Woo
    • Asia pacific journal of information systems
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    • v.20 no.4
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    • pp.101-123
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    • 2010
  • Recently, firms are operating a number of teams to accomplish organizational performance. Especially, ad hoc teams like proposal preparation team are quite different from permanent teams like R&D team in the sense of how the team forms network structure and deals with organizational learning culture and knowledge management participation efforts. Moreover, depending on the team characteristics, individual creativity will differ from each other, which will lead to organizational performance eventually. Previous studies in the field of creativity are lacking in this issue. So main objectives of this study are organized as follows. First, the issue of how to improve individual creativity and organizational performance will be analyzed empirically. This issue will be performed depending on team characteristics such as ad hoc team and permanent team. Antecedents adopted for this research objective are cultural and knowledge factors such as organizational learning culture, and knowledge management participation. Second, the network structure such as degree centrality, and structural hole is used to analyze its influence on individual creativity and organizational performance. SI (System Integration) companies are facing severely tough requirements from clients to submit very creative proposals. Also, R&D teams are widely accepted as relatively creative teams because their responsibilities are focused on suggesting innovative techniques to make their companies remain competitive in the market. SI teams are usually ad hoc, while R&D teams are permanent on an average. By taking advantage of these characteristics of the two kinds of teams, we will prove the validity of the proposed research questions. To obtain the survey data, we accessed 7 SI teams (74 members), and 6 R&D teams (63 members), collecting 137 valid questionnaires. PLS technique was applied to analyze the survey data. Results are as follows. First, in case of SI teams, organizational learning culture affects individual creativity significantly. Meanwhile, knowledge management participation has a significant influence on Individual creativity for the permanent teams. Second, degree centrality Influences individual creativity significantly in case of SI teams. This is comparable with the fact that structural hole has a significant impact on individual creativity for the R&D teams. Practical implications can be summarized as follows: First, network structure of ad hoc team should be designed differently from one of permanent team. Ad hoc team is supposed to show a high creativity in a rather short period, implying that network density among team members should be improved, and those members with high degree centrality should be encouraged to show their Individual creativity and take a leading role by allowing them to get heavily engaged in knowledge sharing and diffusion. In contrast, permanent team should be designed to take advantage of structural hole instead of focusing on network density. Since structural hole can be utilized very effectively in the permanent team, strong arbitrators' merits in the permanent team will increase and therefore helps increase both network efficiency and effectiveness too. In this way, individual creativity in the permanent team is likely to lead to organizational creativity in a seamless way. Second, way of Increasing individual creativity should be sought from the perspective of organizational culture and knowledge management. Organization is supposed to provide a cultural atmosphere in which Innovative idea suggestions and active discussion among team members are encouraged. In this way, trust builds up among team members, facilitating the formation of organizational learning culture. Third, in the ad hoc team, organizational looming culture should be built such a way that individual creativity can grow up fast in a rather short period. Since time is tight, reasonable compensation policy, leader's Initiatives, and learning culture formation should be done In a short period so that mutual trust is built among members quickly, and necessary knowledge and information can be learnt rapidly. Fourth, in the permanent team, it should be kept in mind that the degree of participation in knowledge management determines level of Individual creativity. Therefore, the team ought to facilitate knowledge circulation process such as knowledge creation, storage, sharing, utilization, and learning among team members, which will lead to team performance. In this way, firms must control knowledge networks in permanent team and ad hoc team in a way mentioned above so that individual creativity as well as team performance can be maximized.

Relationships among Cognitive Team Diversity, Engineering Design Self-Efficacy, and Team Creativity in Engineering Design (공학설계에서 인지적 팀 다양성, 공학설계 자기효능감 및 팀 창의성의 관계)

  • Ahn, Joengho;Lim, Jeeyoung
    • Journal of Engineering Education Research
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    • v.18 no.6
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    • pp.11-17
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    • 2015
  • This study examined the moderating effect of engineering design self-efficacy on the relationship between cognitive team diversity and team creativity. For this study, 377 mechanical engineering students in engineering design classes were included in the analysis. The results showed that both cognitive team diversity and engineering design self-efficacy were positively correlated with team creativity. The analysis of moderating effect indicated that engineering design self-efficacy further reinforced the positive relationship between cognitive team diversity and team creativity. Finally, implications and limitations of this study were explored.

Relationships among Individuality-Relatedness, Cognitive Flexibility, and Team Creativity in Engineering Design (개별성-관계성 및 인지적 유연성과 팀 창의성의 관계: 설계 관련 교과목의 협동학습 사례를 중심으로)

  • Ahn, Jeongho;Lim, Jeeyoung
    • Journal of Engineering Education Research
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    • v.16 no.4
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    • pp.3-8
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    • 2013
  • This study was conducted to investigate the relationships among team individuality-relatedness, cognitive flexibility and team creativity. A total of 313 engineering college students who organized 64 teams were assessed on individuality-relatedness scale, cognitive flexibility scale, and team creativity. Relatedness and cognitive flexibility had significant main effects on team creativity. There was a significant interaction between individuality and cognitive flexibility to explain team creativity beyond individuality alone. Finally, limitations of this study and suggestions for future studies were discussed.

Investigating the Effect of Both Team Diversity and Task Difficulty on Team Creativity : Multi-Agent Simulation Approach (팀 다양성과 과업난이도가 팀 창의성에 미치는 영향 : 다중 에이전트 시뮬레이션 접근방법을 중심으로)

  • Chae, Seong Wook;Seo, Young Wook;Lee, Kun Chang
    • Korean Management Science Review
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    • v.32 no.2
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    • pp.111-124
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    • 2015
  • In the management literature, it has been widely accepted among both researchers and practitioners that the level of team creativity is significantly related to the organizational performance. Besides, researchers posited with confidence that team diversity and task difficulty would affect team creativity through team members' activities of exploration and exploitation. However, empirical approaches to proving this belief suffered from lack of real data and proper methods as well. To tackle the research void like this, we propose a multi-agent simulation (MAS) mechanism. By adopting a set of parameters which validity were proven in the related literature, we conducted a series of experiments in the environment of the MAS platform named NetLogo. There sults suggest that managers can differentiate team diversity strategies according to task difficulty. In the case of a difficult task, managers need to increase team diversity so that their teams can maximize team creativity through rigorous exploration and exploitation. It is desirable to maintain an average level of team diversity when performing an easy task.