Fostering team creativity: perspective taking as key to unlocking diversity's potential.

  title={Fostering team creativity: perspective taking as key to unlocking diversity's potential.},
  author={Inga Jasmin Hoever and Daan van Knippenberg and Wendy P. van Ginkel and Harry G. Barkema},
  journal={The Journal of applied psychology},
  volume={97 5},
Despite the clear importance of team creativity for organizations, the conditions that foster it are not very well understood. Even though diversity, especially diversity of perspectives and knowledge, is frequently argued to stimulate higher creativity in teams, empirical findings on this relationship remain inconsistent. We have developed a theoretical model in which the effect of a team's diversity on its creativity is moderated by the degree to which team members engage in perspective… 

Figures and Tables from this paper

Fostering Creativity in Intercultural and Interdisciplinary Teams: The VICTORY Model

This paper attempts to identify non-cognitive, cognitive and environmental enablers of team creativity and makes recommendations on how to foster creativity in intercultural and interdisciplinary teams.

Team Creativity, Cognition, and Cognitive Style Diversity

The paper introduces a new theoretical lens, the signal-detection perspective, which argues that cognitive diversity amplifies the signals to the location of critical cognitive resources within the team and aids in their detection, consequently enhancing the form of team cognition that is central to team creativity.

Fostering Team Creativity Through Team-Focused Inclusion: The Role of Leader Harvesting the Benefits of Diversity and Cultivating Value-In-Diversity Beliefs

This article advances prior theory on inclusive leadership to better understand how leaders foster team creativity through members’ experience that their uniqueness belongs within the team (i.e.,

Promoting Innovative Performance in Multidisciplinary Teams: The Roles of Paradoxical Leadership and Team Perspective Taking

A model theorizing that paradoxical leadership helps diverse teams overcome the differentiating-integrating paradox to promote innovation is developed, which suggests that teams with expertise diversity exhibit better innovative performance when Paradoxical leadership is prevalent.

Diversity and creativity in cross-national teams: The role of team knowledge sharing and inclusive climate

Abstract Diversity literature has demonstrated negative effects of surface-level diversity and positive effects of deep-level diversity. How do two types of diversity among cross national team

How to make use of team knowledge variety? The role of power disparity

This research identifies team open communication as an important underlying mechanism in transmitting the interactive effects of two different types of diversities on team creativity, thus offering new insights on how teams can perform creatively.

Managing diverse teams by enhancing team identification: The mediating role of perceived diversity

Although diversity provides a greater pool of knowledge and perspectives, teams often do not realize the potential offered by these additional informational resources. In this study, we develop a new

When Does Educational Level Diversity Foster Team Creativity? Exploring the Moderating Roles of Task and Personnel Variability

The empirical results indicate that educational level diversity is more conducive to team creativity when teams are confronted with more variable tasks and when teams experience less frequent personnel changes.



Understanding perspective taking and its role in relation to teamworking and diversity

In the current thesis I focus on perspective taking as a fundamental social process guiding productive and cooperative interactions within and between work teams. I define perspective taking as the

Cognitive Team Diversity and Individual Team Member Creativity: A Cross-Level Interaction

We theorized and tested the conditions under which cognitive team diversity is positively related to individual team member creativity. Hierarchical linear modeling results using 316 employees on 68

Managing diversity and enhancing team outcomes: the promise of transformational leadership.

This study suggests that transformational leadership can foster the utilization of the potential, but frequently untapped, benefits entailed by both demographic and informational/cognitive team diversity.

Team Polarity and Creative Performance in Innovation Teams

Creativity is essential for research and development efforts. Research and development endavours are typically organized in teams. Unfortunately, little is known about how the polarity or in other

Deepening our understanding of creativity in the workplace: A review of different approaches to creativity research.

At the societal level, creativity is essential for economic growth and social progress (Florida, 2004; Schumpeter, 1939). At the individual, team, and organization levels, it has also been argued

From Guilford to Creative Synergy: Opening the Black Box of Team-Level Creativity

Previous research, from Guilford's founding tradition to more modern research on individual creativity and general group processes, falls short of adequately describing team-level creativity. Alhough

Group creativity: Innovation through collaboration

1. Group creativity: An Introduction PART I: GROUP PROCESS AND CREATIVITY 2. The constraining effects of initial ideas 3. Diversity and creativity in work groups 4. Better than individuals? The

Using Perspective Taking to Manage Conflict and Affect in Teams

This article draws from the author's larger 1993 study on antecedents and consequences of conflict in teams. It looks at the influence of perspective taking on types of conflict and the influence of

When is educational specialization heterogeneity related to creativity in research and development teams? Transformational leadership as a moderator.

The authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that whentransformational leadership was high, teams with greater educational specialty heterogeneity exhibited greater team creativity.

9 Creativity in Organizations

Abstract In this chapter, I review contemporary theories and research on creativity in organizations. After discussing key definitional issues in this domain, I review the contemporary scholarly