Cognitive pathways of team climate for creativity: Implications for member creativity and job performance

Psychosocial safety climate as a predictor of work engagement, creativity, innovation, and work performance: A case study of software engineers

Introduction

Creativity is vital for competitive advantage within technological environments facing the fourth industrial revolution. However, existing research on creativity has rarely addressed how a climate beneficial for worker psychological health, a psychosocial safety climate (PSC), could additionally stimulate the growth of workplace creativity, innovation, and performance in digital environments.

Method

To examine how individually perceived PSC influences subsequent work engagement promoting higher levels of computer-based radical and incremental creativity, innovation, and work performance, employees in a software engineering firm (N = 29, 86 observations) completed a weekly questionnaire for 4 consecutive weeks.

Results

At the between-person level PSC was positively related to average future weekly individual fluctuations of creativity (radical and incremental), work engagement, and job performance. Additionally weekly work engagement was related to future creativity (radical and incremental). Work engagement also mediated the between-person relationship between PSC and future creativity (both radical and incremental). PSC did not predict innovation.

Discussion

This study contributes to the theory on PSC, creativity, and work performance by elucidating the individual perceived PSC-creativity relationship and suggesting PSC systems as meaningful antecedents to digital work performance.

Psychological Safety and Creativity in Teams: A Mediated Moderation Model of Shared Leadership and Team Diversity

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.

Knowledge-oriented leadership, team learning and team creativity: the roles of task interdependence and task complexity

Purpose

Organizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.

Design/methodology/approach

The hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.

Findings

Results show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.

Originality/value

The study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

Perceived inclusion and team creativity climate: examining the role of learning climate and task interdependency

Purpose

This paper aims to investigate the relationship between perceived inclusion (individual and group-level) and team creativity climate (TCC) and explore the role of team learning climate (TLC) and task interdependency in the above relationship.

Design/methodology/approach

Data were collected using questionnaires from 24 Indian organizations. The respondents were junior and middle-level employees (N = 303) working in small teams (n = 73). The cut-off criteria for sample team selection were at least three team members within a team had responded and at least 60% within-group response rate was achieved.

Findings

Perceived inclusion (PI) of employees had a positive influence on TCC via TLC. However, the negative effect of team-level differences in perceived inclusion (TPID) was also mediated by the learning climate. Task interdependency moderated the PI-TLC relationship in such a way that in a high task interdependency situation, the negative effect of TPID on learning climate is reduced, while in a low task interdependency situation, the negative effect is enhanced.

Originality/value

The current research has contributed to the limited literature on PI and team creativity. This paper has uniquely investigated TLC as an intervening variable in the PI-TCC relationship. The paper has encapsulated the theoretical and practical underpinnings of inclusion beliefs in the modern organizational context.

The relationship between psychological capital and innovation behaviour in Chinese nurses

AIM

To explore the serial-multiple mediation of job control and perceived organisational innovation climate between psychological capital and innovation behaviour among Chinese nurses through structural equation modelling.

BACKGROUND

Nurses' innovation not only promotes the development of the nursing industry but also improves the quality of care and promotes patient prognosis. Thus, it is essential to clarify the factors affecting nurses' innovative behaviour and to provide a theoretical basis for improving nurses' innovative behaviour.

METHODS

A cross-sectional study was conducted among 4,677 Chinese nurses from 18 hospitals. The PCQ-R, Nurses' Job Control Scale, the Nurses' Organizational Innovation Climate Scale, and the Nurses' Innovation Behaviour Scale were used to conduct a questionnaire survey.

RESULTS

According to the serial-multiple mediation, the mediating role of job control and perceived organisational innovation climate between psychological capital and innovative behaviour is significant. (Z = 7.25, p < .05).

CONCLUSIONS

Higher psychological capital can promote nurses' innovation behaviour. Therefore, improving psychological capital can enhance the innovation behaviour of nurses.

IMPLICATIONS FOR NURSING MANAGEMENT

It is essential to change hospital working environments for enhancing the innovation behaviour of health professionals. Managers could promote nurses' innovative behaviour by strengthening nurses' psychological capital.