Group Climate and Creativity in Temporary Innovation Camp Settings

Abstract

This study examines how perceived group climate shapes the creativity of groups in temporary, collaborative and non-virtual innovation setting. As no previous studies have examined antecedents of group creativity in temporary non-virtual innovation settings, this study takes as a starting point the findings of the current studies in conventional ongoing groups to examine the conditions of temporary group innovation camp settings. Through a survey study and partial least squares-structural equation modelling (PLS-SEM), the paper sheds light on the antecedents of group creativity in temporary conditions. According to the results, task orientation was the only significant antecedent of group creativity, supporting the assertion that temporary work settings tend to be more task oriented than relationship oriented. The results indicate that many aspects of the social working environment that have been found to affect group creativity in ongoing and stable settings do not exert a similar influence in temporary settings.

The role of temporal coordination for the fuzzy front-end of innovation in virtual teams

“…In the VT context, temporary VTs appear to have a typically short and predefined lifespan (Panteli & Davison, 2005;Saunders & Ahuja, 2006). Such short VT lifecycle is not without challenges; it may have an adverse effect on the quality of relationships and interactions among team members, especially on the development of trust and team cohesion (Crisp & Jarvenpaa, 2013;Gibbs, Sivunen, & Boyraz, 2017); and also on tea s a ilit to innovate and meet their goals, by challenging team climate and enhancing outcome uncertainty (Halbesleben, Novicevic, Harvey, & Buckley, 2003;Nisula & Kianto, 2016). As innovation efforts nowadays are increasingly The Role of Temporal Coordination for the Fuzzy Front-End of Innovation in Virtual Teams conducted in temporary (e.g.…”

Plural creativity: Overview, challenges, and perspective for academic production in Management

“…Additionally, within an organization, task structures, limits, functions, and technology support are identified as significant factors in the performance of plural creativity (Cirella, 2016(Cirella, , 2021Cirella et al, 2014;Nisula & Kianto, 2016). In turn, management and leadership styles are factors that directly impact creativity performance (Jia et al, 2021;Wang et al, 2020).…”

“…Therefore, innovation is necessary for creativity. Successful organizations are those that have a collective capable of producing useful and creative ideas and can materialize them in the products or services innovation processes, in response to the demand and expectations of their audience (Im et al, 2013;Nisula & Kianto, 2016). This ability to innovate reflects how dedicated work teams are to creative collaboration.…”

“…This ability to innovate reflects how dedicated work teams are to creative collaboration. New and useful ideas arise from the sharing and interaction of collective work, in which individuals are dedicated to work together promoting innovative solutions to complex problems that appear within the organization (Nisula & Kianto, 2016;Oddane, 2015;Parjanen & Hyypiä, 2019). Therefore, plural creativity is important for innovation.…”

“…It is from the gathering of different individuals and their experiences that ideas and solutions are shared, and new interpretations are produced, leading to the implementation of innovations in products, services and processes (Im et. Al., 2013;Nisula & Kianto, 2016;Oddane, 2015;Parjanen & Hyypiä, 2019;Somech & Drach-Zahavy, 2013).…”