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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“For example, the study of Barczak et al. (2010), who considered team EI as the ability of a team to share the same sense of managing emotional processes, found that team EI had a significant relationship with team trust and collaborative culture.”
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My colleague is an AI! Trust differences between AI and human teammates
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Political Skill, Trust, and Efficacy in Teams
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Stimulating learning by empowering leadership
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An empirical investigation of innovation process in Indian pharmaceutical companies
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Customer value co-creation and employee silence: Emotional intelligence as explanatory mechanism
Boadi, E. A., He, Z., Boadi, E. K., Antwi, S., & Say, J. (2020) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2020.102646 · Cited by 39
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“Second, a highly credible team can be more tolerant of and accept different ideas and opinions, and members can devote more energy to communicating with and supporting each other.(65) When team members have a high level of trust in each other’s knowledge and abilities, their related information will establish a certai…”
BackgroundAagaard, A. (2017) · Journal of Product Innovation Management · doi:10.1111/jpim.12387 · Cited by 34
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“…et al. 2006), and when employees collaborate and share their knowledge, their frame of reference is widened, which can promote individual creativity (Coleman 1988; Gurteen 1998; Reagans and McEvily 2003; Obstfeld 2005; Barczak, Lassk, and Mulki 2010; Brennan, Monroy-Hernández, and Resnick 2010).”
BackgroundWork and innovations: The impact of self‐identification on employee bootlegging behaviour
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Let the computer evaluate your idea: evaluation apprehension in human-computer collaboration
Siemon, D. (2022) · Behaviour and Information Technology · doi:10.1080/0144929x.2021.2023638 · Cited by 38
“…is extended with other individuals that in fl uence the collective performance with comments, further information, their ideas and other input, which are responsible for further enhancing existing ideas (Barczak, Lassk, and Mulki 2010; Fink et al. 2012; Mamykina, Candy, and Edmonds 2002).”
BackgroundPro‐active neutrality: The key to understanding creative facilitation
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Development and Validation of Team Creativity Measures: A Complex Systems Perspective
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“Previous research shows that team EI enhances social relationships, trust, information exchange, and reduces team conflict during collaborative work (Ayoko et al., 2008; Barczak et al., 2010; Chang et al., 2012; Jordan & Troth, 2004).”
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“Taking advantage of different experiences and backgrounds is seen as a way to enhance a collaborative flow of ideas, rather than destabilize the group (Barczak et al., 2010; Jiang and Zhang, 2014).”
Is “Do it right the first time” necessarily right?
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Impact of organizational culture on strategic planning
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Being Intelligent with Emotions to Benefit Creativity: Emotion across the Seven Cs of Creativity
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“Several studies have indicated that higher levels of team EI are associated with higher levels of mutual trust among team members and found that the impact of team EI on team outcomes is mediated by the intrateam trust (e.g., Barczak et al., 2010; Chang et al., 2012; Rezvani et al., 2018).”
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“This interpersonal attribute is one of the important elements of teamwork and is based on both emotional bonds and perceived competencies of individual members (Barczak et al., 2010).”
BackgroundInfluentialIS Learning: The Impact of Gender and Team Emotional Intelligence
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Opening up to innovation: emotional intelligence as an intrapersonal resource
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Emotional intelligence and organizational learning at trade shows
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“…Wong 2017; Zhang et al. 2019), team output and functioning (Jamshed and Majeed 2019), team’s shared mental model (Xiang et al. 2016), team trust (Barczak et al. 2010; Chang et al. 2012), social network structure (Zhang et al. 2019), conflict duration (Ayoko et al. 2008), team cohesion (Lee and…”
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Trust-culture leadership in local public administrators’ work
Fairholm, M. R., Dzordzormenyoh, M. K., & Aka, B. G. (2018) · International Journal of Public Leadership · doi:10.1108/ijpl-06-2018-0031 · Cited by 24
Soyadi, Y. (2019) · Business and Economics Research Journal · doi:10.20409/berj.2019.159 · Cited by 20
“It is suggested that how team members interact with each other and how they work together influences team creativity in a positive or negative direction (Barczak et al., 2010).”
BackgroundGedik, Y., & Özbek, M. F. (2020) · Creativity and Innovation Management · doi:10.1111/caim.12409 · Cited by 21
The Mediating Effect of Interpersonal Trust on Virtual Team's Collaboration
Kauffmann, D., & Carmi, G. (2017) · International Journal of Knowledge Management · doi:10.4018/ijkm.2017070102 · Cited by 22
An integrated understanding of academics knowledge sharing behaviour
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Differentiating two facets of trust in colleagues
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Acheampong, A., Owusu‐Manu, D., Kissi, E., & Tetteh, P. A. (2021) · International Journal of Construction Management · doi:10.1080/15623599.2021.1958279 · Cited by 22
“The project team’s EI is a team’s potential for ingenuity, by eliminating task-related hurdles and seizing task-related opportunities using its intense thought process (Barczak et al. 2010).”
BackgroundOrganizational Trust and Job Stress: a Preliminary Study Among Police Officers
Lambert, E. G., Qureshi, H., Nalla, M. K., Holbrook, M. A., & Frank, J. (2021) · Asian Journal of Criminology · doi:10.1007/s11417-021-09355-2 · Cited by 26
Minority Dissent, Openness to Change and Group Creativity
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Impact to culinary chefs' individual innovativeness levels on service innovation performance
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Competencies supporting high-performance translational teams: A review of the SciTS evidence base
Brasier, A. R., Burnside, E. S., & Rolland, B. (2023) · Journal of Clinical and Translational Science · doi:10.1017/cts.2023.17 · Cited by 23
“Other studies have shown that developing trust encourages learning, risk-taking, cohesiveness [17,20], knowledge sharing [21], project effectiveness [22], team member satisfaction [23], and creativity [24].”
BackgroundBornay‐Barrachina, M., & Herrero, I. (2017) · Journal of Business and Psychology · doi:10.1007/s10869-017-9495-8 · Cited by 23
“Barczak et al. (2010) mentioned team trust and collaborative culture as antecedents of team creativity.”
BackgroundCreativity and Organizational Culture
Maliakkal, N. T., & Reiter‐Palmon, R. (2023) · Palgrave studies in creativity and culture · doi:10.1007/978-3-031-28206-5_4 · Cited by 21
The measurement of collaborative culture in secondary schools: An informal subgroup approach
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“For instance, the research of Barczak, Lassk, and Mulki (2010) found that team trust impacts collaborative culture.”
BackgroundA monstrous matter: The three faces of artificial creativity
Edgell, R. (2024) · Journal of Creativity · doi:10.1016/j.yjoc.2024.100075 · Cited by 21
Zhang, Z. J. (2024) · Humanities and Social Sciences Communications · doi:10.1057/s41599-024-03174-3 · Cited by 18
“We utilized GC ’ s mediating constructs based on six items from the insights of Barczak et al. (2010) and Chen and Chang (2013), using sustainable business as the context.”
Buehring, J. H., & Moore, P. (2018) · Journal of Innovation Management · doi:10.24840/2183-0606_006.002_0002 · Cited by 18
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“Furthermore, TMT creativity requires team members to interact and cooperate with one another to share their information and perspectives, and develop new and improved ideas (Pearsall et al., 2008; Barczak et al., 2010).”
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Jalali, A., Jaafar, M., Rfoa, S. K. A. A., & Abhari, S. (2021) · Journal of Facilities Management · doi:10.1108/jfm-07-2021-0073 · Cited by 21
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Shared leadership and team creativity: a team level mixed-methods study
Xie, L., Han, S. J., Beyerlein, M., Lu, J., Vukin, L., & Boehm, R. (2021) · Team Performance Management · doi:10.1108/tpm-11-2020-0097 · Cited by 17
Yang, M., Tuấn, L. T., & Qian, D. (2022) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-05-2021-0688 · Cited by 17
Boon, A., Vangrieken, K., & Dochy, F. J. R. C. (2015) · Human Resource Development International · doi:10.1080/13678868.2015.1096635 · Cited by 22
“It is proposed that how team members interact with each other and work together strongly predicts team creativity (Barczak, Lassk, and Mulki 2010).”
Lenka, U., Gupta, M., & Sahoo, D. K. (2016) · Global Business Review · doi:10.1177/0972150916630841 · Cited by 19
The Price of Team Spirit for Sensemaking Through Task Discourse in Innovation Teams
Ratzmann, M., Pesch, R. N., Bouncken, R. B., & Climent, C. M. (2018) · Group Decision and Negotiation · doi:10.1007/s10726-018-9561-2 · Cited by 22
“Team creativity relates to team members’ development of novel ideas and solutions that progress a firm’s competitive advantages (Amabile 1996; Barczak et al. 2010; Elsbach and Hargadon 2006).”
BackgroundLe, P. B., & Vu, K. D. (2025) · Journal of Asia Business Studies · doi:10.1108/jabs-11-2023-0460 · Cited by 15
Stimulating Team Creativity: The Influence Of Swift-Trust On The Team Creativity Process
Berthold, J. (2015) · Journal of Sustainability Management (JSM) · doi:10.19030/jsm.v3i1.9518 · Cited by 16
“In the practical world, however, it is recognized that most ideas which lead to innovation stem from the collaborative environment, where groups of people work together to solve complex tasks (Barczak et al., 2010).”
BackgroundConsistency at different levels
Su, T., Chen, C., Cui, X., Yang, C., & Ma, W. (2020) · Nankai Business Review International · doi:10.1108/nbri-01-2020-0005 · Cited by 21
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“Several studies found effective communication, being receptive to others’ suggestions, letting team members take risks, sharing knowledge, being willing to explore diverse viewpoints and increased cooperation are antecedents of team creativity (DeCusatis, 2008; Barczak et al., 2010).”
Stolaki, A., Satratzemi, M., & Xinogalos, S. (2023) · Thinking Skills and Creativity · doi:10.1016/j.tsc.2023.101415 · Cited by 16
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Innovator or collaborator? A cognitive network perspective to vision formation
Zasa, F. P., Verganti, R., & Bellis, P. (2022) · European Journal of Innovation Management · doi:10.1108/ejim-05-2021-0237 · Cited by 15
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Slåtten, T., Lien, G., Fredheim, A., & Gangnes, M. T. (2017) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2017.1310706 · Cited by 14
“Emotional intelligence has been suggested to be an essential factor for good team performance (cf. Rego et al., 2007) and it seems to have an impact on factors such as commendation, receptiveness to diverging opinions and team effectiveness (Barczak et al., 2010).”
BackgroundResultInfluentialTransformational Leadership and Employees’ Creativity: A Multi-Mediation Model
Saleem, M., & Mahmood, F. (2018) · Journal of Management and Research · doi:10.29145/jmr/51/0501005 · Cited by 14
The impact of collaborative atmosphere on innovative work behavior of college teachers, North China
Liu, Q., & Sun, Y. T. (2025) · Frontiers in Psychology · doi:10.3389/fpsyg.2024.1497503 · Cited by 14
“These findings are consistent with DeCusatis (2008), Barczak et al. (2010), and Peters et al. (2010).”
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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