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Author
Title Contextual Moderators of the Effects Of Membership Change on Team Creative Performance and Team Viability
URL
Publication Date
Degree PhD
Discipline/Department Psychology
Degree Level doctoral
University/Publisher Penn State University
Abstract Common wisdom regarding changes in team membership suggests that such disruptions have inherently negative effects on team outcomes. However, the present study argues that the effects of membership change are far more nuanced, being influenced by a number of contextual factors. In a laboratory investigation of 476 participants in 119 teams, I investigated the effects of two types of membership change on team creative performance, and examined whether or not these effects varied as a result of the type of creative task team members were engaged in. I found that task type moderated the effects of membership change on creative performance, and that the creative outcomes for teams in which the most creative member changed teams were similar to those in which no change occurred. Implications and future directions are also discussed.
Subjects/Keywords Creativity; innovation; team creativity; team dynamics; conflict; team performance
Rights Unrestricted
Country of Publication us
Record ID oai:etda.libraries.psu.edu/oai/18805
Repository psu
Date Retrieved
Date Indexed 2017-01-24
Grantor Penn State University

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…Gilder, & Haslam, 2004), the nature of tasks themselves are often mutable (Madsen et al., 2004; Smith, 1997), and work team membership is frequently in flux, rather than stable (e.g., Arrow, 1997; Choi & Thompson, 2005; Levine, Choi…

…Moreland, 2003; Mathieu, Maynard, Rapp, & Gilson, 2008). Such uncertainty is a key consideration in the study of organizational teams, particularly teams engaging in creative work. The emergent consensus among innovation and teams scholars is that the…

…creative process is itself ambiguous and dynamic (Amabile, 1996), and team processes do not proceed in a linear fashion (Ilgen, Hollenbeck, Johnson, & Jundt, 2005; Mathieu et al., 2008). However, the majority of research on team creative…

…performance tends to treat these factors as wholly stable (cf. Sundstrom, 1999). The present study attempts to rectify such an oversight by testing a model of team creative performance which accounts for the complex and dynamic influences of teams…

…2000). Thus, it is vital to consider not only the creative 1 input of each member, but how they interact with one another, including the effects of shifts in team membership. However, such an undertaking is further complicated by the nature of…

…drives differences of opinion and competing visions that can have far-reaching influences on a team’s creative performance. In particular, organizational success demands that teams not only produce novel and useful products, but also that team members…

…examination of steps that lead up to the development of a creative solution. 2 Thus, more elaborate stage-based models of creative performance are a vital tool for the empirical examination of creativity and innovation. Such models open the “black box” of…

…creative thinking: “generative” stages, in which team members gather information and develop creative ideas, and “evaluative” stages, in which ideas are critically examined, plans for implementation are devised, and ultimately executed. Warr and O’Neill…

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