The DOI matches its Crossref record; 77 of the 84 references it cites were found in a registry or an index; none of the 44 sources its claims cite is checked for support yet.
Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culture
Open accessAbstract
Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.
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Claims the paper makes
23 Own result · 22 No full text of the sources · 13 Own interpretation · 5 Own method · 3 Not checked yet · 2 No basis given · 1 Sources not found
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The lack of evidence to support a direct relationship between team emotional intelligence and a collaborative culture suggests that awareness and management of emotions is not necessary for team members to collaborate.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Discussion and Implications
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“only the two dimensions of trust had positive and significant regression coefficients”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Collaborative Culture
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Regression coefficients for awareness of own emotions and awareness of others' emotions were not significant.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Emotional Intelligence and Team Trust
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
In the paper
“Team trust, in turn, helps build a collaborative culture which leads to higher levels of team creativity.”
- Also stated in: § Discussion and Implications · boosted
“results of this study support prior research indicating that collaborative culture is a strong predictor of creativity”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Discussion and Implications
What the sources say
- Not checked — no full text of the sourcecites DeCusatis, 2008 source
boosteddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- Rests on an assumption: Collaborative teams possess qualities (openness to others' suggestions, risk-taking, and consideration of diverse viewpoints) that are necessary for creative efforts.
- Also stated in: § Discussion and Implications · boosted
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“cognitive trust and collaborative culture are significant predictors of creativity”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Creativity
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This process resulted in three items each for affective and cognitive dimensions that explained 83.2 per cent of the variance of the trust construct.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Analysis
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“while the coefficients for management of own emotions and awareness of others' emotions were not significant.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Emotional Intelligence and Team Trust
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“while the coefficients for management of own emotions and awareness of others' emotions were not significant.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Emotional Intelligence and Team Trust
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Regression coefficients for awareness of own emotions and awareness of others' emotions were not significant.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Emotional Intelligence and Team Trust
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“management of own emotions and management of others' emotions were significant in explaining cognitive trust among members”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Emotional Intelligence and Team Trust
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- It may state two separate claims as one. 14
- The quote only partly states this claim. 1
- Probably not a substantial claim. 17
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“our results indicate that emotionally intelligent teams create both cognitive and affective team trust.”
- Also stated in: § Discussion and Implications · hedged
“The positive influence of particular elements of team emotional intelligence on both cognitive and affective trust highlights the importance of team emotional intelligence in creating team trust.”
- Also stated in: § Discussion and Implications · plain
“team emotional intelligence creates trust, both affective and cognitive, among team members”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Discussion and Implications
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Also stated in: § Discussion and Implications · hedged
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“only the two dimensions of trust had positive and significant regression coefficients”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Collaborative Culture
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
The quote only partly states this claim.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Correlations among the constructs were significant and in the right direction providing support for the hypotheses.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Analysis
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Both collaborative culture and creativity scales were one-dimensional.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Analysis
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
In the paper
“Supporting the third hypothesis, Evans and Wolf (2005) state that when employees trust each other, they create a collaborative culture and thus are more likely to collaborate together in a productive manner.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust and Collaborative Culture
What the sources say
- Not checked — no full text of the sourcecites Evans and Wolf, 2005 source
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may state two separate claims as one.
In the paper
“Thus, the decision to trust reflects two dimensions, affect-based and cognitive, prevalent in the literature and supported by ample empirical evidence in organizational research (Jeffries & Reed, 2000).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust
What the sources say
- Not checked — no full text of the sourcecites Jeffries & Reed, 2000 source
boosted- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Team emotional intelligence has been shown to lead to stronger relationships with co-workers (Jordan & Troth, 2004), better information exchange and decision making (Pelled, Eisenhardt & Xin, 1999), and decreased team conflict (Jehn & Mannix, 2001;Jordan & Troth, 2004).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Theoretical Framework and Hypotheses
What the sources say
boosteddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Given that team trust is a critical antecedent of both of these constructs (Hattori & Lapidus, 2004;Evans & Wolf, 2005;DeCusatis, 2008)”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust, Collaborative Culture and Team Creativity
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
None of the sources cited for this claim have been checked yet.
In the paper
“Cognitive trust is based on one's willingness to rely on a team member's expertise and reliability (McAllister, 1995;Johnson & Grayson, 2005).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust
What the sources say
- Not checked — no full text of the sourcecites McAllister, 1995 source
- Not matchedcites Johnson & Grayson, 2005
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“Affective trust is the confidence one places in a team member based on one's feelings of caring and concern illustrated by that co-worker (McAllister, 1995).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust
What the sources say
- Not checked — no full text of the sourcecites McAllister, 1995 source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Prior research indicates that the quality of collaboration has a positive impact on creativity and team performance (Hoegl & Gemuenden, 2001;DeCusatis, 2008).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Introduction
What the sources say
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Trust acts as a facilitator and promotes interpersonal relationships prompting people to seek and give help leading to a more collaborative culture (Russ et al., 1998;Abrams et al., 2003;Middel, Boer & Fisscher, 2006).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust and Collaborative Culture
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
None of the sources cited for this claim have been checked yet.
In the paper
“Both team trust and a collaborative culture enable better communication, information sharing, focus and greater co-operation (Larson & LaFasto, 1989;Strutton, Pelton & Lumpkin, 1993;Calton & Lad, 1995;Littler, Leverick & Bruce, 1995;Whitener et al., 1998), thereby leading to greater creative efforts.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust, Collaborative Culture and Team Creativity
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
In the paper
“However, recent research has found that repeated collaboration may negatively affect a team's creativity (Skilton & Dooley, 2010).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust, Collaborative Culture and Team Creativity
What the sources say
- Not matchedcites Skilton & Dooley, 2010
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
hedgedconditional- Asserted: fails — The authors may not put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The authors may not put it forward as true. The paper’s conclusions may not depend on it.
- Not matched
None of the sources cited for this claim have been checked yet.
In the paper
“emotional intelligence has been touted as essential to the performance of a team (Druskat & Wolff, 2001a;Goleman, Boyatzis & McKee, 2002;Rego et al., 2007).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Introduction
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
In the paper
“Rousseau et al. (1998) propose that trust is a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behaviour of another.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Team Trust
What the sources say
- Not checked — no full text of the sourcecites Rousseau et al., 1998 source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“This concurs with research that shows that knowledge and skill about one's function is critical to creativity (Amabile, 1997;Taggar, 2002).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Discussion and Implications
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“When team members trust each other to be competent and reliable, they are even more willing to exhibit those behaviours leading to an even more creative solution.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Discussion and Implications
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“In relation, the study used team creativity as the dependent variable rather than a more practical measure of performance.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Limitations and Future Research
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Use of a convenience sample of students could be another limitation in terms of practical implications, even though student teams are known to provide useful insights into the dynamics of team work and creativity (Chiocchio & Essiembre, 2009;Qiu et al., 2009).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Limitations and Future Research
What the sources say
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“The study uses cross-sectional data and hence causality of the relationships between predictor and criterion variables should not be implied from results of this study.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Limitations and Future Research
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Thus, both emotional intelligence and trust are critical for effective teamwork.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Discussion and Implications
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For example, a kick-off meeting at the beginning of a project can help team members to get to know each other and start to build relationships that can ultimately lead to a creative approach to the task.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Implications for Managers
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“the impact of trust on a collaborative culture and cognitive trust on creativity reinforces that trust is a critical element of teams that managers need to pay attention to.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Implications for Managers
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence.
In the paper
“Individuals need to also possess skills such as working with others, being reliable and dependable, doing whatever is needed to accomplish the task, and being flexible (Barczak & Wilemon, 2003).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Implications for Managers
What the sources say
- Not checked — no full text of the sourcecites Barczak & Wilemon, 2003 source
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“In a trusting environment, individuals are more willing to take a risk by sharing information and co-operating with their team members (Mayer, Davis & Schoorman, 1995) thereby creating a sense of collaboration (Russ et al., 1998;Abrams et al., 2003;Hattori & Lapidus, 2004).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Discussion and Implications
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“Finally, to minimize social desirability bias, respondents were guaranteed anonymity and responses were collected by a student volunteer instead of their own instructor.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Limitations and Future Research
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
In the paper
“High cognitive trust teams are perceived to have members with strong functional as well as interpersonal capabilities which can create a feeling that the team can jointly make decisions, take risks and share ideas without fear of criticism (West, 1990) resulting in a creative solution to their task.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Discussion and Implications
What the sources say
- Not checked — no full text of the sourcecites West, 1990
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“To aid these perceptions, it is obviously most useful to hire functionally competent individuals.”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Implications for Managers
boosteddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
In the paper
“To build and sustain trust, managers need to create situations for both formal and informal communication among team members (Jarvenpaa, Knoll & Leidner, 1998).”
§ Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culturec aim_574 332..345 > Implications for Managers
What the sources say
- Not checked — no full text of the sourcecites Jarvenpaa, Knoll & Leidner, 1998 source
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
The paper relies on this without support.
Student teams working on class projects are representative of organizational work teams for the relationships studied.
“A sample of undergraduate students of a major university in the northeastern United States was used for this study.Students formed teams and worked closely to complete a class project that represented a major portion of their course grade.”
The paper relies on this without support.
The team-level aggregation of individual survey responses is valid for measuring team constructs.
“The measures were aggregated by team.”
The paper relies on this without support.
The causal ordering in the proposed model (team emotional intelligence → team trust → collaborative culture → team creativity) is correct.
“our findings suggest that team emotional intelligence promotes team trust.Trust, in turn, fosters a collaborative culture which enhances the creativity of the team.”
The paper relies on this without support.
Collaborative teams possess qualities (openness to others' suggestions, risk-taking, and consideration of diverse viewpoints) that are necessary for creative efforts.
“Collaborative teams are known to be open to others' suggestions, allow team members to take risks and are willing to consider diverse viewpoints; all of the qualities necessary for creative efforts.”
The paper relies on this without support.
Team members' trust is based on individuals' confidence that the actions of the members will be beneficial and not detrimental.
“Team members' trust is based on individuals' confidence that the actions of the members will be beneficial and not detrimental.”
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“Teamwork and collaboration are the foundation of creativity since the presence of team work could lead to internal constructive conflict with regard to attention and use of creative energy (Barczak, Lassk and Mulki 2010 ).”
BackgroundManager emotional intelligence and project success: The mediating role of job satisfaction and trust
Rezvani, A., Chang, A., Wiewiora, A. M., Ashkanasy, N. M., Jordan, P. J., & Zolin, R. (2016) · International Journal of Project Management · doi:10.1016/j.ijproman.2016.05.012 · Cited by 356
“Positive emotions have been linked to developing better social relationships and building trust with others (Barczak et al., 2010; Christie et al., 2015), but also in generating higher levels of job satisfaction compared to individuals who experience emotions such as disappointment, depression, and anger (Jordan et al.”
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Trust, knowledge sharing, and innovative work behavior: empirical evidence from Poland
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“Generally, previous research confirms the positive relationship between trust and IWB (Afsar et al., 2020; Barczak et al., 2010; Yu et al., 2018) and between KS and IWB (Anser et al., 2020; Kim and Park, 2017; Mura et al., 2013; Radaelli et al., 2014).”
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“Furthermore, despite widespread discussion, research and evidence to the contrary (Barczak et al., 2010), many organisational members continue to assume that creativity requires complete work place freedom, that creativity arrives unexpectedly or in a flash rather than after hard work, or that it demands a certain lif…”
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“Leaders' self-aware abilities to appraise and perceive own emotions may help organization exploit unique opportunities to maintain creativity, and the abilities of recognizing other participants' unhappiness or dissatisfaction are beneficial to creative problems solving (Barczak et al., 2010).”
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Darvishmotevali, M., Altınay, L., & Vita, G. D. (2018) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2018.01.014 · Cited by 182
“Barczak et al. (2010) show that team emotional intelligence enhances team trust in the workplace.”
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“(2010) [44] noted that trust climate was the most important dimension of creativity in a group.”
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“Trust depends heavily upon emotional connections and perceived competencies of individual members [53].”
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Creativity, trust and systematic processes in product development
Brattström, A., Löfsten, H., & Richtnér, A. D. (2012) · Research Policy · doi:10.1016/j.respol.2011.12.003 · Cited by 102
“Previous research has identified trust as an important element in product development because it enhances learning and stimulates creativity (Barczak et al., 2010).”
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“Therefore, creativity is an important asset for enterprises and also one of the main sources of maintaining long-term competitive advantages [64,80,81].”
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“In a project setting, collaborative culture encourages team members to openly discuss problems leading to beneficial collaboration and consensus (Barczak et al., 2010).”
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The effect of team emotional intelligence on team process and effectiveness
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Measuring team trust: A critical and meta‐analytical review
Feitosa, J., Grossman, R., Kramer, W. S., & Salas, E. (2020) · Journal of Organizational Behavior · doi:10.1002/job.2436 · Cited by 125
“In the past, numerous conceptualizations of trust have provided definitions that map onto both cognitive and affective trust (e.g., Barczak et al., 2010; Dirks, 1999).”
BackgroundHow knowledge sharing connects interpersonal trust and innovation capability
Lei, H., Nguyen, T. T., & Le, P. B. (2019) · Chinese Management Studies · doi:10.1108/cms-06-2018-0554 · Cited by 100
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Fostering Creativity in New Product Development through Entrepreneurial Decision Making
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Going Deeper into the S of ESG: A Relational Approach to the Definition of Social Responsibility
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Social capital and knowledge sharing in academic research teams
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“Trust can be understood as an expectation about the future conduct of another member, having confidence in their actions and recognizing that the vulnerability will not be exploited if opportunistic behaviour arises (Barczak et al., 2010).”
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“[67] found that team EI could enhance team creativity by promoting team trust and developing a collaborative culture in the team.”
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“’ (Barczak et al. 2010) – Learning takes time to mature — a crowded curriculum prevents participants from taking a critical perspective on their learning, and makes it difficult for them to think about what they are doing and why (Nielsen and Danielsen 2012).”
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Managing Creativity: A Critical Examination, Synthesis, and New Frontiers
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Supervisor Emotionally Intelligent Behavior and Employee Creativity
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The importance of a collaborative culture for teachers’ job satisfaction and affective commitment
Meredith, C., Moolenaar, N. M., Struyve, C., Vandecandelaere, M., Gielen, S., & Kyndt, E. (2022) · European Journal of Psychology of Education · doi:10.1007/s10212-022-00598-w · Cited by 90
“…is described as a culture that values teamwork and communication (Lopez, Peon & Ordas, 2004) in which organizational members are encouraged to discuss problems, offer different viewpoints, and exchange information, leading to constructive collaboration and consensus (Barczak, Lassk & Mulki, 2010).”
Trust antecedents: emotional intelligence and perceptions of others
Christie, A., Jordan, P. J., & Troth, A. C. (2015) · International journal of organizational analysis · doi:10.1108/ijoa-07-2013-0695 · Cited by 71
Meinel, M., Wagner, T. F., Baccarella, C. V., & Voigt, K. (2018) · The Journal of Creative Behavior · doi:10.1002/jocb.234 · Cited by 72
Antecedents and consequences of team sensemaking capability in product development projects
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“unfold their beneficial potential on team effectiveness by leveraging teams’ sensemaking capability (Barczak et al., 2010).”
Unveiling the microfoundations of multiplex boundary work for collaborative innovation
Bertello, A., Bernardi, P. D., Santoro, G., & Quaglia, R. (2021) · Journal of Business Research · doi:10.1016/j.jbusres.2021.10.039 · Cited by 60
Developing trust in face-to-face interaction of knowledge-intensive business services (KIBS)
Growe, A. (2018) · Regional Studies · doi:10.1080/00343404.2018.1473567 · Cited by 63
“Barczak, Lassk, and Mulki (2010) summarized that cognitive trust is based on the perception of the reliability and competence of work partners, indicated through professional behaviour by managing emotions, e.g., through rational balancing arguments.”
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Team trust over time: Modeling reciprocal and contextual influences in action teams
Grossman, R., & Feitosa, J. (2017) · Human Resource Management Review · doi:10.1016/j.hrmr.2017.03.006 · Cited by 69
The Influence of Trust on Creativity: A Review
Chen, Y., Yu, C., Yuan, Y., Lu, F., & Shen, W. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2021.706234 · Cited by 80
How is Creativity Best Managed? Some Empirical and Theoretical Guidelines
Epstein, R., Kaminaka, K., Phan, V., & Uda, R. (2013) · Creativity and Innovation Management · doi:10.1111/caim.12042 · Cited by 55
A Structural Equations Model of Leaders' Social Intelligence and Creative Performance
Rahim, M. A. (2013) · Creativity and Innovation Management · doi:10.1111/caim.12045 · Cited by 54
“Situational awareness is similar to Baron and Ensley’s (2006) finding regarding entrepreneurs’ ability to recognize new business opportunities.”
Development of an interprofessional competency framework for collaborative practice in Japan
Haruta, J., Yoshida, K., Goto, M., Yoshimoto, H., Ichikawa, S., Mori, Y., Yoshimi, K., & Otsuka, M. (2018) · Journal of Interprofessional Care · doi:10.1080/13561820.2018.1426559 · Cited by 53
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“This is in line with prior research on the role of team trust in catalyzing team creativity (Barczak et al., 2010).”
ResultBoadi, E. A., He, Z., Bosompem, J., Say, J., & Boadi, E. K. (2019) · SAGE Open · doi:10.1177/2158244019825920 · Cited by 52
Ennen, N. L., Stark, E. N., & Lassiter, A. (2015) · Social Psychology of Education · doi:10.1007/s11218-015-9306-x · Cited by 60
“Overall, there is evidence that trust affects the functioning of a group (Huff et al. 2002; De Hoyos Guevara 2004; Chang 2009; Barczak et al. 2010; Akgün et al. 2007).”
BackgroundThe CTSA as an Exemplar Framework for Developing Multidisciplinary Translational Teams
Calhoun, W. J., Wooten, K. C., Bhavnani, S. K., Anderson, K. E., Freeman, J. L., & Brasier, A. R. (2012) · Clinical and Translational Science · doi:10.1111/cts.12004 · Cited by 49
Human Capital Resources Emergence Theory: The Role of Social Capital
Ray, C., Nyberg, A. J., & Maltarich, M. A. (2021) · Academy of Management Review · doi:10.5465/amr.2020.0186 · Cited by 50
Critical review of emotional intelligence research studies in the construction industry
Kukah, A. S. K., Owusu‐Manu, D., & Edwards, D. J. (2022) · Journal of Engineering Design and Technology · doi:10.1108/jedt-08-2021-0432 · Cited by 46
Resources, state ownership and innovation capability: Evidence from Chinese automakers
Wang, L., Jin, J. L., & Banister, D. (2019) · Creativity and Innovation Management · doi:10.1111/caim.12305 · Cited by 46
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Innovative Entrepreneurial Teams: The Give and Take of Trust and Conflict
Khan, M. S., Breitenecker, R. J., Gustafsson, V., & Schwarz, E. J. (2015) · Creativity and Innovation Management · doi:10.1111/caim.12152 · Cited by 48
The innovation profile of nanotechnology team projects of face-to-face and online learners
Barak, M., & Usher, M. (2019) · Computers & Education · doi:10.1016/j.compedu.2019.03.012 · Cited by 45
Do Agile Managed Information Systems Projects Fail Due to a Lack of Emotional Intelligence?
Luong, T. T., Sivarajah, U., & Weerakkody, V. (2021) · Information Systems Frontiers · doi:10.1007/s10796-019-09962-6 · Cited by 45
“Teams with higher ability to monitor and regulate their emotions are more likely to motivate themselves (Barczak et al. 2010).”
BackgroundInfluentialEmotional intelligence and employee creativity in travel agencies
Tsai, C., & Lee, Y. (2013) · Current Issues in Tourism · doi:10.1080/13683500.2013.859232 · Cited by 44
“Barczak, Lassk, and Mulki (2010) focused on team research and indicated team EI promotes team trust.”
BackgroundRelationships between Trust and Collaborative Culture in The Context of Tacit Knowledge Sharing
Kucharska, W. (2017) · Journal of Entrepreneurship Management and Innovation · doi:10.7341/20171344 · Cited by 43
“Perez Lopez, Peon, and Ordas (2004), as well as Barczak, Lassk, and Mulki (2010) define collaborative culture as a “team’s shared values and beliefs about the organizations’ support for adaptability, open communication, and encouragement of respect, teamwork, risk-taking and diversity.””
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The Role of Collaborative Culture in Knowledge Sharing and Creativity among Employees
Ahmed, F., Shahzad, K., Aslam, H., Bajwa, S. U., & Bahoo, R. (2016) · Pakistan Journal of Commerce and Social Sciences · doi:10.13140/rg.2.2.17274.31687 · Cited by 43
Work and non-work identities in global virtual teams
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Cole, M. L., Cox, J. D., & Stavros, J. M. (2016) · Journal of Management & Organization · doi:10.1017/jmo.2016.43 · Cited by 43
The impact of R&D teams' gender diversity on innovation outputs
Sastre, J. F. (2015) · International Journal of Entrepreneurship and Small Business · doi:10.1504/ijesb.2015.066154 · Cited by 48
“Furthermore, as knowledge, life experiences, perspectives, levels of risk and competition aversion and management skills of men and women differ (Nkomo and Cox, 1996; Dessler, 2001; Bagshaw, 2004; Croson and Gneezy, 2009), gender diversity brings different backgrounds which contribute to innovation, as creativity emer…”
BackgroundCan virtuality be protective of team trust? Conflict and effectiveness in hybrid teams
Alves, M. P., Dimas, I. D., Lourenço, P. R., Rebelo, T., Peñarroja, V., & Gamero, N. (2022) · Behaviour and Information Technology · doi:10.1080/0144929x.2022.2046163 · Cited by 50
“This dimensional model of trust has been empirically supported at the group level (Barczak, Lassk, and Mulki 2010; Webber 2008).”
MethodEmpathy, CIO CEO relationship, and digital transformation
Liu, L., Du, K., & Li, G. (2023) · Information & Management · doi:10.1016/j.im.2023.103772 · Cited by 44
Mavri, A., Ioannou, A., & Loizides, F. (2021) · The Internet and Higher Education · doi:10.1016/j.iheduc.2021.100792 · Cited by 40
Vuong, Q., Napier, N. K., Vu, H. K., Cuong, N. M., & Tran, T. D. (2014) · NRCT Data Center · doi:10.14456/ajmi.2014.5 · Cited by 38
One for all and all for one - towards a framework for collaboration support systems
Siemon, D., Becker, F., Eckardt, L., & Robra-Bissantz, S. (2017) · Education and Information Technologies · doi:10.1007/s10639-017-9651-9 · Cited by 46
“These norms state that every group member is aware of his/her own emotions and of the emotions of the team, which decreases team conflicts, creates better interaction and leads to stronger relationships (Barczak et al. 2010; Druskat and Wolff 2001).”
BackgroundInfluential
Metadata
- Authors
- Barczak, G., Lassk, F., & Mulki, J.
- Affiliations
- Northeastern University (US)
- Venue
- Creativity and Innovation Management
- Publisher
- Wiley
- Published
- 2010-11-14
- Volume
- 19
- Issue
- 4
- Pages
- 332-345
- ISSN
- 0963-1690 (ISSN-L)
- 1467-8691
- OpenAlex
- W2101117239
- Cited by
- 479
- References
- 84
- Citations by year
- 2026: 17 · 2025: 32 · 2024: 31 · 2023: 47 · 2022: 44 · 2021: 49 · 2020: 49 · 2019: 40 · 2018: 35 · 2017: 31 · 2016: 33 · 2015: 24 · 2014: 20 · 2013: 12 · 2012: 14
- FWCI
- 11.81
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Locations
- Creativity and Innovation Management (publishedVersion)
- Topics
- Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
- Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
- Social Sciences › Psychology › Experimental and Cognitive Psychology › Creativity in Education and Neuroscience
- Keywords
- team creativity, team emotional intelligence, team trust, collaborative culture, cognitive trust, student teams, antecedents of creativity
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