Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： In today’s competitive marketplace, organizations considerably rely on radical innovation in a team to gain and maintain competitive advantages. Although scholars have studied the mechanism by which such innovation forms from different perspectives, few studies have focused on the potential impact of innovation expectation discrepancy and the self-regulation processes of team leaders. Drawing on self-regulation theory, the current research investigated creative process engagement among leaders as a vital mechanism through which innovation expectation discrepancy affects team radical innovation. We also examined the co-moderating effect of the perceived overqualification of leaders and criteria for organizational promotion on the relationship between innovation expectation discrepancy and team radical innovation. This examination was intended to ascertain at which point such discrepancy drives the strongest radical innovation in a team.To test our hypothesized model, we carried out an experiment (Study 1) and a field survey (Study 2). In Study 1, participants were randomly allocated to one of 68 teams, which were randomly assigned to one of three conditions (performance above expectations, below expectations, no discrepancy). Innovation expectation discrepancy was manipulated via expert evaluations of the outcomes of a creative task executed by different teams. In Study 2, our sample comprised 76 R&D teams from various organizations. At point 1, team leaders filled out scales about innovation expectation discrepancy, creative process engagement, perceived overqualification, and other control variables. One month later, at point 2, team superior leaders rated the radical innovation of these teams. At the same time, team leaders and team members assessed organizational promotion criteria. The results indicated that innovation expectation discrepancy has a U-shaped impact on a team leader’s creative process engagement. Such engagement mediates the U-shaped relationship between innovation expectation discrepancy and team radical innovation. Perceived overqualification and organizational promotion criteria jointly moderate the U-shaped effect of innovation expectation discrepancy on team radical innovation via creative process engagement. Compared with the situation of high perceived overqualification and absolute promotion criteria and the situation of low perceived overqualification and relative promotion criteria, the indirect effect of innovation expectation discrepancy on team radical innovation through creative process engagement is stronger when perceived overqualification is high and the organization implements relative promotion criteria. Beyond our expectations, there is no significant difference in the impact of innovation expectation discrepancy on team radical innovation in the case of high perceived overqualification and relative promotion criteria and in the case of low perceived overqualification and absolute promotion criteria. Our study contributes to the literature in several distinct ways. First, it derived novel insights into the cultivation of radical innovation in a team by focusing on the effects of innovation expectation discrepancy from the perspective of a team leader. Second, this study enriched extant knowledge about how team leaders promote radical innovation through self-regulation. Specifically, it identified the creative process engagement of a leader as an important mechanism by which innovation expectation discrepancy affects team radical innovation. Third, this research found that when organizations implement relative promotion criteria and a team leader’s perceived overqualification is high, the impact of innovation expectation discrepancy on team radical innovation via creative process engagement can be strengthened, which helps companies determine how to achieve radical innovation in teams.
Subjects: Psychology >> Management Psychology submitted time 2022-09-01
Abstract： In today’s competitive marketplace, organizations considerably rely on radical innovation in a team to gain and maintain competitive advantages. Although scholars have studied the mechanism by which such innovation forms from different perspectives, few studies have focused on the potential impact of innovation expectation discrepancy and the self-regulation processes of team leaders. Drawing on self-regulation theory, the current research investigated creative process engagement among leaders as a vital mechanism through which innovation expectation discrepancy affects team radical innovation. We also examined the co-moderating effect of the perceived overqualification of leaders and criteria for organizational promotion on the relationship between innovation expectation discrepancy and team radical innovation. This examination was intended to ascertain at which point such discrepancy drives the strongest radical innovation in a team. To test our hypothesized model, we carried out an experiment (study 1) and a field survey (study 2). In study 1, participants were randomly allocated to one of 68 teams, which were randomly assigned to one of three conditions (performance above expectations, below expectations, no discrepancy). Innovation expectation discrepancy was manipulated via expert evaluations of the outcomes of a creative task executed by different teams. In study 2, our sample comprised 76 R&D teams from various organizations. At point 1, team leaders filled out scales about innovation expectation discrepancy, creative process engagement, perceived overqualification, and other control variables. One month later, at point 2, team superior leaders rated the radical innovation of these teams. At the same time, team leaders and team members assessed organizational promotion criteria. The results indicated that innovation expectation discrepancy has a U-shaped impact on a team leader’s creative process engagement. Such engagement mediates the U-shaped relationship between innovation expectation discrepancy and team radical innovation. Perceived overqualification and organizational promotion criteria jointly moderate the U-shaped effect of innovation expectation discrepancy on team radical innovation via creative process engagement. Compared with the situation of high perceived overqualification and absolute promotion criteria and the situation of low perceived overqualification and relative promotion criteria, the indirect effect of innovation expectation discrepancy on team radical innovation through creative process engagement is stronger when perceived overqualification is high and the organization implements relative promotion criteria. Beyond our expectations, there is no significant difference in the impact of innovation expectation discrepancy on team radical innovation in the case of high perceived overqualification and relative promotion criteria and in the case of low perceived overqualification and absolute promotion criteria. Our study contributes to the literature in several distinct ways. First, it derived novel insights into the cultivation of radical innovation in a team by focusing on the effects of innovation expectation discrepancy from the perspective of a team leader. Second, this study enriched extant knowledge about how team leaders promote radical innovation through self-regulation. Specifically, it identified the creative process engagement of a leader as an important mechanism by which innovation expectation discrepancy affects team radical innovation. Third, this research found that when organizations implement relative promotion criteria and a team leader’s perceived overqualification is high, the impact of innovation expectation discrepancy on team radical innovation via creative process engagement can be strengthened, which helps companies determine how to achieve radical innovation in teams.
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Subjects: Psychology >> Management Psychology submitted time 2019-01-29
Abstract： " Collective psychological ownership has been studies as the latest issue in the field of psychology. Existing studies have not yet explored the mechanism of how collective psychological ownership affects team creativity. This study aims to address the above gaps by examining whether, when and how Collective psychological ownership has impacted on team creativity. Based on the Motived Information Processing in Group Model, this paper first empirically explores the mechanism of collective psychological ownership on team creativity. This study theorizes that collective psychological ownership could affect information elaboration, and in turn enhanced team creativity. At the same time, criteria for status promotion would moderated the positive relationship that collective psychological ownership affects team creativity through information elaboration. In order to test our hypothesized model, we invited 101 Knowledge–based team leaders and their 800 subordinates who came from 16 big companies located in Wuhan, Zhengzhou and Guangzhou to participate in this research survey. In the end, we got 91 leader–followers dyads. As for scale to measure criteria for status promotion, we learned from Liu et al. (2013) measurement method of how to measure criteria for status promotion. Also, we adopte two items which are Adapted from the scale of Pierce et al (2004) to measure collective psychological ownership ,as well as other measurements were well–established scales. Confirmatory factor analyses showed satisfactory model fit indices. Inter–rated agreement(Rwg) and intra–class correlation (ICC) value justified the aggregation of team information elaboration, Collective psychological ownership, Relationship conflict, Team Learning Behavior and Team Creativity. A hierarchical regression analysis method is adopted to test the hypothesized model. Results showed that collective psychology ownership has a positive impact on team creativity, and information elaboration mediates the relationship between collective psychological ownership and team creativity. Criteria for status promotion moderates the relationship between collective psychological ownership and information elaboration. However, criteria for status promotion does not significantly moderates the relationship between collective psychological ownership and team creativity through information elaboration. The present research makes some contributions to the Existing literature. First, by examining the positive effect of Collective psychological ownership on team creativity, this research proves the effectiveness of Collective psychological ownership beyond past literatures. Second, this study indicates the mediating role of information elaboration as well as its boundary conditions. For the practical implications, this research suggests that strengthening awareness of collective psychological ownership is conducive to the promotion of information elaboration and team creativity, also leaders should realize that criteria for status promotion will lead to different levels of competition, which impacts the relationship between collective psychological ownership and information elaboration. "
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