Dynamic Creative Interaction Networks and Team Creativity Evolution: A Longitudinal Study

Jiang, Hui; Zhang, Qingpu; Zhou, Yang

doi:10.1002/jocb.141

Cited by 14 publications

(6 citation statements)

References 74 publications

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“…However, this chain of argument has not been directly tested. Despite some efforts in examining such temporal effects from network and evolutionary game-theoretic perspectives [18][19][20], it remains largely unclear how dynamic creative networks evolve with time, what laws they follow, and what implications such evolving has on creative ideation.…”

Section: Introductionmentioning

confidence: 99%

Creativity in temporal social networks: how divergent thinking is impacted by one’s choice of peers

Baten

Bagley

Tenesaca

et al. 2020

J. R. Soc. Interface.

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Creativity is viewed as one of the most important skills in the context of future-of-work. In this paper, we explore how the dynamic (self-organizing) nature of social networks impacts the fostering of creative ideas. We run six trials ( N = 288) of a web-based experiment involving divergent ideation tasks. We find that network connections gradually adapt to individual creative performances, as the participants predominantly seek to follow high-performing peers for creative inspirations. We unearth both opportunities and bottlenecks afforded by such self-organization. While exposure to high-performing peers is associated with better creative performances of the followers, we see a counter-effect that choosing to follow the same peers introduces semantic similarities in the followers’ ideas. We formulate an agent-based simulation model to capture these intuitions in a tractable manner, and experiment with corner cases of various simulation parameters to assess the generality of the findings. Our findings may help design large-scale interventions to improve the creative aptitude of people interacting in a social network.

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Section: Introductionmentioning

confidence: 99%

Creativity in temporal social networks: how divergent thinking is impacted by one’s choice of peers

Baten

Bagley

Tenesaca

et al. 2020

J. R. Soc. Interface.

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“…First, the TMT context provides a rare opportunity to shed a new light on team creativity research. Because research has focused on R&D and lower-level teams (Chen et al, 2020;Hu et al, 2018;Jiang et al, 2018;Lee et al, 2018;Pillay et al, 2020;Tu et al, 2019;Wang et al, 2019), which largely operate in an internal organizational environment, it has missed the opportunity to examine whether the effect of internal team creative environment is contingent on external environment. As boundary spanners, TMTs bridge the external and internal environmental forces for innovation (Smith & Tushman, 2005).…”

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confidence: 99%

From Creative Environment to Administrative Innovation: Creation and Implementation in Top Management Teams

Chen

Song

Wang

2021

Journal of Creative Behavior

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Drawing upon the stage model of innovation and the ability-motivation-opportunity (AMO) framework, we hypothesize the mediating role of top management team (TMT) creativity and the moderating roles of external social capital and environmental uncertainty in the relationship between TMT creative team environment and a firm's administrative innovation. We collected multisource data from 136 TMTs and tested the hypotheses using bootstrap method with SPSS 23.0. As hypothesized, TMT creativity mediated the relationship between a creative team environment and administrative innovation. Moreover, external social capital amplified the effect of a creative team environment on TMT creativity and subsequently its indirect effect on administrative innovation via TMT creativity, whereas environmental uncertainty weakened the effect of a creative team environment on TMT creativity and subsequently its indirect effect on administrative innovation via TMT creativity. We advanced team creativity theory and research by showing how internal and external environment jointly shape creativity and innovation. We not only tested the stage model of innovation by showing TMT creativity as a mechanism linking creative team environment and administrative innovation, but also extended it by revealing external boundary conditions for this mechanism. Finally, we contribute to the upper echelon research by revealing the negative role of environmental uncertainty in the TMT creation stage.

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“…This article is focused primarily on the context of using human resource when working in teams. The reason for this is clear: if we look at history, we discover that even such big ideas as the Airbus A380 or the Windows operating system were not the work of individuals but the result of effective creative social networks, which typically consists of the exchange of knowledge, skills, and experience among individual actors of these networks (Jiang, Zhang, & Zhou, 2018). Certain authors even discuss the need to focus on the context of innovation potential and human capital not only at the level of a team or company but also from a particular macro perspective, i.e., on a global scale.…”

Section: Literature Reviewmentioning

confidence: 99%

Innovation potential of cross-generational creative teams in the EU

Říhová

Písař

Havlíček

2019

Problems and Perspectives in Management

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The goal of this article is to define the key factors for the development of cross-generational creative teams, the application of which can help businesses achieve maximum use of their human capital and thereby increase their innovative potential. The need to explore this issue is due not only to technical and technological development, which is fundamentally changing the content of work and the approach to work, but also due to the current lack of workers on the labor market of the Czech Republic and other EU countries. Findings from this article are based on a quantitative study on the research sample of 341 SMEs from the EU for the period 2017–2019. The data examined were obtained based on a personalized questionnaire in the SMEs. The outputs of the key factors for innovation potential of cross-generational creative teams’ linear correlation were further validated by experimental testing on a selected set of successful creative teams. During this testing in the form of in-depth semi-structured interviews, key areas of human resource management were defined in order to achieve more efficient use of human capital. It was confirmed that cross-generational creative teams have an influence on the innovative planning or financial health of a company, and four key areas of HR management were defined to increase the innovation potential of human capital: care and motivation of existing creative team members; acquisition of new creative team members; defining the competencies of creative team members; communication and digital culture.

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Dynamic Creative Interaction Networks and Team Creativity Evolution: A Longitudinal Study

Cited by 14 publications

References 74 publications

Creativity in temporal social networks: how divergent thinking is impacted by one’s choice of peers

Creativity in temporal social networks: how divergent thinking is impacted by one’s choice of peers

From Creative Environment to Administrative Innovation: Creation and Implementation in Top Management Teams

Innovation potential of cross-generational creative teams in the EU

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