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Sharma S, Mehta S. Psychological Safety and Creativity in Teams: A Mediated Moderation Model of Shared Leadership and Team Diversity. IIM KOZHIKODE SOCIETY & MANAGEMENT REVIEW 2023. [DOI: 10.1177/22779752231163356] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 04/07/2023]
Abstract
The current study extends the literature on psychological safety and team creativity by exploring the questions of whether, how and when psychological safety influences team creativity positively. Specifically, the current study proposes that psychological safety has a positive impact on team creativity and this impact is mediated by shared leadership. Furthermore, the study introduces team diversity as a potential moderator in the relationships between psychological safety and team creativity through shared leadership. It is found that the direct effect of psychological safety on team creativity is more positive when team members perceive high diversity. Using a sample of 135 members working in teams in R&D departments in the electronics industry, the hypotheses were largely supported. Theoretical contributions, practical implications and future research directions are discussed.
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Affiliation(s)
| | - Sunita Mehta
- Indian School of Business, Hyderabad, Telangana, Hyderabad
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Isaksen SG. Assessing the Work Environment for Creativity and Innovation: Building on Mathisen and Einarsen’s Review (2004). CREATIVITY RESEARCH JOURNAL 2022. [DOI: 10.1080/10400419.2022.2112837] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/03/2022]
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Li R, Zheng L, Yuan L. TMT's decision-making on adoption of management innovation. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2022. [DOI: 10.1108/jocm-10-2021-0311] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeExternal environment drives established enterprises to employ management innovation. Drawing on dual-process theories, this paper purports to investigate TMT's intuitive and rational decision-making styles as mediating roles between perceived environmental turbulences and management innovation, and explain how organizational slack play an critical moderating role.Design/methodology/approachSPSS 25 is used to test 120 established enterprises' top management team (TMT) samples in China, and the moderated mediation model is empirically tested by using hierarchical regression analysis and conditional process analysis.FindingsPerceived environmental turbulences promotes management innovation. Organizational slack as contextual variable influences the relationship between technology turbulence and TMT's decision-making styles. Interestingly, only perceived technology turbulence indirectly affects management innovation through TMT's intuitive decision-making when moderated by organizational slack. However, the indirect effect from perceived market turbulence to management innovation through TMT's rational decision-making is not significant when moderated by organizational slack.Originality/valueBased on management innovation's human agency perspective, TMT's decision-making styles have not been discussed in research on management innovation. This paper sheds light on TMT's decision-making styles as mediating role.
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