团队互依性视角下个体创造力-团队创造力的转化机理及干预策略研究

How to effectively convert individual creativity into team creativity has received burgeoning scholar attention in the past few years. Team member creativity composition has two core dimensions: average member creativity and dispersion of member creativity. Whereas high average member creativity may lead to conflict among team members, high dispersion of member creativity may result in the barrel effect and opportunities for free riding behaviors within a team. This research project seeks to explore appropriate interventions of team design in an attempt to enhance team creativity in different conditions of team member creativity composition. Specifically, drawing from team interdependence theory, we aim to explore the impact of task interdependence, reward interdependence, and goal interdependence on the transforming process from team members’ individual creativity to overall team creativity. We hypothesize that when task interdependence or reward interdependence is high, average member creativity is more positively related to team creativity, whereas dispersion of member creativity is more negatively related to team creativity. In addition, goal interdependence is hypothesized to further strengthen the moderating effects of task interdependence and reward interdependence. Finally, we hypothesize that team creative efficacy mediates the moderating effect of task interdependence and reward interdependence on the relationship between team member creativity composition and team creativity. On the basis of our research findings regarding the relationships among individual creativity, team creativity, and team interdependence, our ultimate purpose is to provide new insights into the team creativity literature and offer some practical suggestions for managing team creativity by designing the team interdependence wisely.

近年来，团队成员的个人创造力如何转化为团队创造力得到了学者们的广泛关注。团队成员创造力构成包括平均和差异两个维度：高平均说明团队有更多的创造力资源，但也容易因观点差异而导致冲突和矛盾；而高差异则隐含着潜在的木桶效应和搭便车效应。如何根据团队成员的创造力构成状况，辅以合适的团队设计来有效利用团队的创造力资源是本项目要研究的问题。基于团队互依性理论，本项目拟探讨任务互依性、奖励互依性和目标互依性对个体创造力-团队创造力转化过程的影响及其作用机制。研究试图论证以下关键假设：高任务互依或高奖励互依情境下，成员创造力平均值越高越有利于团队创造力，成员创造力差异越大越不利于团队创造力；目标互依性有助于强化任务互依性和奖励互依性的积极效应并缓冲其消极效应；团队创新效能中介了任务互依性和奖励互依性的调节效应。研究结果有助于指导管理者根据团队成员创造力构成设计合理的团队互依性组合来提升团队的创造性绩效。

基于团队互依性理论、社会交换理论和创造力要素理论，本项目对个体创造力向团队创造力转化的机制、边界条件等进行了深入的理论和实证分析，检验了任务互依性、奖励互依性、目标互依性和团队领导的教练行为在个体创造力-团队创造力转化过程中的作用。同时，还对个体创造力、团队创造力的前因，工作场所消极因素以及员工-组织关系对个体与团队创造力的影响机理进行了系统研究。主要得到如下研究发现：（1）奖励互依性能通过促进成员间的知识共享行为，进而强化了个体创造力向团队创造力的转化过程；（2）任务互依性通过强化个体创造力与团队创新效能的关系进而提升了个体创造力向团队创造力的转化效率；（3）目标互依性影响个体创造力向团队创造力的转化，在高目标互依性情境下，团队最有创造力的成员决定了团队创造力的上限，在低目标互依性情境下，团队最没有创造力的成员决定了团队创造力的上限；（4）团队领导的创造力通过提升团队成员的创造力进而提升了团队创造力，团队领导对团队成员的教练行为强化了这一间接效应；（5）能力提升人力资源实践通过团队效能正向影响团队创造力；动机提升人力资源实践通过知识共享正向影响团队创造力；（6）分配公平调节挑战性压力通过自我效能对创造力的间接效应：对高分配公平感的员工而言，挑战性压力通过自我效能对创造力的正向间接效应更强；阻碍性压力通过破坏自我效能进而破坏了员工创造力；（7）社会交换中介了相互投资型员工-组织关系和过度投资型员工-组织关系对员工不道德亲组织行为的影响；（8）高绩效工作系统对员工工作绩效有积极的影响，高绩效工作系统差异对高绩效工作系统与员工基于组织的自尊之间的关系具有调节作用。通过对这些问题的探讨，丰富了个体创造力和团队创造力的形成机制、个体创造力-团队创造力的转化、工作场所负面因素与创造力的关系等领域的理论研究，对企业的创新管理和创新团队的打造具有重要的实践价值。