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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Creative Collaboration in Young Children’s Playful Group Drawing
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Akgün, A. E., & Keski̇n, H. (2021) · Journal of Engineering and Technology Management · doi:10.1016/j.jengtecman.2021.101660 · Cited by 16
La créativité dans les espaces de coworking : le cas de « La Cordée »
Mellard, M., & Parmentier, G. (2020) · Innovations · doi:10.3917/inno.pr2.0077 · Cited by 13
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Co‐creating the future through design thinking: Deconstructing the consumer co‐creation process
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“…where people feel safe to share ideas and problems with each other, value each other's contributions, and value team-work, has a positive effect on team learning (Edmondson, 1999) and stimulates being creative at the individual level (Amabile et al., 2005) and the team level (Barczak et al., 2010).”
Lambert, E. G., Elechi, O. O., Baker, D., Jenkins, M., Otu, S. E., & Lanterman, J. L. (2022) · Journal of Ethnicity in Criminal Justice · doi:10.1080/15377938.2022.2042451 · Cited by 12
“Part of team building efforts should include stressing communication between coworkers to share work information, job skill tips, and ideas, which can raise the level of coworker trust (Barczak et al., 2010).”
BackgroundBrattström, A., Löfsten, H., & Richtnér, A. D. (2015) · International Journal of Innovation Management · doi:10.1142/s1363919615500437 · Cited by 12
Bourdeau, S., Aubert, B. A., & Bareil, C. (2020) · Management Research Review · doi:10.1108/mrr-02-2020-0068 · Cited by 13
Shafique, S., & Naz, I. (2023) · SAGE Open · doi:10.1177/21582440231155074 · Cited by 15
“Barczak et al. (2010) argued that trust among the team members could provide a stage for exploring, communicating, and knowledge-sharing that enhances the team’s capacity to perform well.”
BackgroundConceptualising trust and collaboration among stakeholders in MaaS ecosystems
Kandanaarachchi, T. B., Nelson, J. D., & Ho, C. Q. (2024) · Transport Policy · doi:10.1016/j.tranpol.2024.08.009 · Cited by 11
Organizational Trust Perception and Innovative Behaviours of Teachers
Demir, S. (2021) · European Journal of Educational Management · doi:10.12973/eujem.4.1.25 · Cited by 11
Khanzada, B., Naeem, S., & Butt, H. (2018) · Journal of Health Education Research & Development · doi:10.4172/2380-5439.1000253 · Cited by 11
“This fact is supported by the verification of better performance of the managers who possess high emotional intelligence as compared to those managers who possess lower emotional intelligence [48,49].”
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Hurmelinna‐Laukkanen, P., Atta-Owusu, K., & Oikarinen, E.-L. (2016) · International Journal of Innovation Management · doi:10.1142/s1363919616400211 · Cited by 10
The impacts of diversity on team innovation and the moderating effects of cooperative team culture
Roh, J., & Koo, J. (2019) · International Review of Public Administration · doi:10.1080/12294659.2019.1688124 · Cited by 11
How can HR practices support front-end innovation and increase the innovativeness of companies?
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“The use of teams as a basic organising principle in innovative companies has received a great of attention, and several studies have revealed that teamwork plays an important part in fostering innovation (see Ledford et al., 1995; Norrgren and Schaller, 1999; McDonough, 2000; Leede et al., 2002; Kratzer et al., 2005;…”
BackgroundSankowska, A. (2016) · Innovar · doi:10.15446/innovar.v26n61.57117 · Cited by 10
Emotional intelligence, fear based silence and trust to manager : a case study
Kutanis, R. Ö., Ardıç, K., Uslu, O., & Karakiraz, A. (2014) · Polish Journal of Management Studies · Cited by 10
Relationships between Trust and Collaborative Culture in the Context of Tacit Knowledge SharingPreprint
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Ashraf, H., Ali, A., Sunindijo, R. Y., Maqsoom, A., Memon, S. A., & Hassan, M. U. (2022) · Engineering Construction & Architectural Management · doi:10.1108/ecam-02-2022-0122 · Cited by 13
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“Finally, we assessed perceived team creativity by adapting four items related to creativity from the scale of Barczak et al., (2010).”
Team Psychological Needs and Radical versus Incremental Creativity of Work Teams
Sung, S. Y., & Choi, J. N. (2021) · Human Performance · doi:10.1080/08959285.2021.1902330 · Cited by 9
“Specifically, we focus on team social competence that should govern the patterns of interpersonal engagements among members (Barczak et al., 2010).”
BackgroundWróbel, A. E., Lomberg, C., & Cash, P. J. (2021) · Design Science · doi:10.1017/dsj.2021.5 · Cited by 9
“impartiality – can support trust in design teams, and thus positively influence team performance as well as creativity, as inferred by prior literature (Barczak et al. 2010; De Jong, Dirks & Gillespie 2016).”
BackgroundLou, X., Zhu, Z., & Liang, J. (2022) · Sustainability · doi:10.3390/su142214935 · Cited by 9
A systematic literature review on collaborative innovation in the public sector
Kharazmi, O. A., & Dartoomi, S. (2023) · Innovation The European Journal of Social Science Research · doi:10.1080/13511610.2023.2266580 · Cited by 10
“Trust can increase commitment and has a positive impact on creativity and innovation (Barczak, Lassk, and Mulki 2010; De Clercq, Thongpapanl, and Dimov 2009; Tsai et al. 2012).”
BackgroundAgile work practices and team creativity: the mediating role of team efficacy
Uraon, R. S., Bharati, R., Sahu, K., & Chauhan, A. (2023) · Journal of Organizational Effectiveness People and Performance · doi:10.1108/joepp-04-2023-0115 · Cited by 11
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A Comparative Study of Temporary and Ongoing Teams on e-Environment
Kauffmann, D., & Carmi, G. (2019) · IEEE Transactions on Professional Communication · doi:10.1109/tpc.2019.2900909 · Cited by 12
“Both trust and communication have been identified as preconditions for collaboration [2].”
BackgroundEmotional intelligence and boundary‐spanning behavior among door‐to‐door salespeople
Yi, H., & Amenuvor, F. E. (2023) · Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration · doi:10.1002/cjas.1711 · Cited by 9
Jung, S.-H. (2023) · Religions · doi:10.3390/rel14040445 · Cited by 11
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Roberts, D., Wyk, R. V., & Dhanpat, N. (2017) · SA Journal of Human Resource Management · doi:10.4102/sajhrm.v15i0.793 · Cited by 9
Gheorghe, A., Fodor, O. C., & Pavelea, A. (2020) · Psihologia Resurselor Umane · doi:10.24837/pru.v18i1.459 · Cited by 10
“Moreover, empirical evidence has shown that team emotional intelligence promotes both cognitive and affective team trust, which in turn fosters a collaborative culture that promotes team creativity (Barczak et al., 2010).”
BackgroundKucharska, W. (2024) · SAGE Open · doi:10.1177/21582440241227280 · Cited by 13
“The collaborative culture involves a set of shared values and beliefs regarding an organization’s open communication and its encouragement of respect, trust, teamwork, adaptability, risk-taking, and diversity (Barczak et al., 2010; Pinjani & Palvia, 2013).”
Verma, J., Sinha, A., Bhattacharjee, S. B., & Luu, T. T. (2024) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-10-2023-0584 · Cited by 12
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Coffee Filters and Creativity: The Value of Multiple Filters in the Creative ProcessPreprint
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Trust in Supervisor and Employee Creativity: The Mediating Role of Information Sharing
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“Employees who trust their supervisors ’ competence (i.e., CTS) tend to collaborate and exchange information because they believe their supervisors will support them in the future (Barczak et al., 2010; Chen et al., 2021; Lyndon et al., 2020; Newman et al., 2014).”
Asare-Kyire, L., Ackah, O., Acheampong, E. O., & Korda, M. H. A. (2023) · World Journal of Environmental Biosciences · doi:10.51847/toxmgxohlu · Cited by 8
Roadmap to Achieve Green Project Performance: The Role of Knowledge Co-creation
Mubarak, N., Khan, J., Ali, M., & Pesämaa, O. (2024) · Journal of the Knowledge Economy · doi:10.1007/s13132-024-01779-2 · Cited by 14
“In order to measure green creativity, we looked into the scale provided by Rego et al. (2007) and Barczak et al. (2010) to measure green creativity.”
Akaki, M., & Maéno, T. (2024) · Creativity and Innovation Management · doi:10.1111/caim.12604 · Cited by 7
The Evolution, Tendency, and Theoretical Construction of Chinese Social Cognition Research
Yu, L. I., Pei, W. A. N. G., & Lianrong, S. U. N. (2014) · Advances in Psychological Science · doi:10.3724/sp.j.1042.2014.01691 · Cited by 6
Perceptions of Age and Creativity in the Workforce
Chan, K., Hui, A. N. N., Cheng, S., & Ng, Y.-L. (2013) · The Journal of Creative Behavior · doi:10.1002/jocb.34 · Cited by 7
Innovation Practices in Saudi Arabian Businesses
Nalband, N. A., Alkelabi, S., & Jaber, D. A. (2016) · International Journal of Business and Management · doi:10.5539/ijbm.v11n4p136 · Cited by 7
E-collaboration of Virtual Teams
Kauffmann, D., & Carmi, G. (2017) · International Conference on E-Business and Internet (ICEBI) · doi:10.1145/3092027.3092039 · Cited by 8
“Communication and trust have often been identified as important components for team collaboration building [8].”
BackgroundTowards Creativity Stimulating Design Intervention for Multidisciplinary Innovation Teams
Välk, S., & Mougenot, C. (2019) · Proceedings of the ... International Conference on Engineering Design · doi:10.1017/dsi.2019.27 · Cited by 7
Costa, A. C., & Anderson, N. R. (2017) · Wiley eBooks · doi:10.1002/9781118909997.ch17 · Cited by 7
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A new model for investigating the factors influencing the innovation in medical services
Yang, B., Ye, S., & Bandarchi, M. (2020) · VINE Journal of Information and Knowledge Management Systems · doi:10.1108/vjikms-07-2019-0114 · Cited by 6
Moral organizational creativity: Exploring ethical antecedents for a new construct
Mnisri, K., & Wasieleski, D. M. (2020) · Creativity and Innovation Management · doi:10.1111/caim.12367 · Cited by 7
Examining the fluidity of innovation teams: a conceptual framework
Linhardt, R. M., & Salas, E. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.1296651 · Cited by 9
“Team members who trust each other are more willing to consider others’ ideas more quickly and refine them using their expertise to determine if it is a creative solution (Barczak et al., 2010).”
BackgroundWhat We Know and What We Do Not Know about Trust in Work Teams: A Systematic Literature Review
Dumitru, C. D., & Mittelstädt, A. (2020) · European Journal of Business Management and Research · doi:10.24018/ejbmr.2020.5.3.303 · Cited by 7
“Both dimensions of trust, cognitive and affective, increase the ability of team members to work together [49].”
BackgroundDeveloping future translational scientists through authentic learning and assessments
Tumilty, E., Spratt, H. M., Cestone, C. M., Wooten, K. C., Aronson, J. F., Hommel, J. D., Hellmich, M. R., & Chao, C. (2022) · International Journal of Educational Research Open · doi:10.1016/j.ijedro.2022.100151 · Cited by 6
“(Barczak et al., 2010; Hall et al., 2018; Wooten et al., 2014).”
Dunaway, M., & Sabherwal, R. (2012) · Journal of the Association for Information Systems · Cited by 6
Influence of resonant leadership on creative performance: the mediating role of affective trust
Varghese, J. J., & Rao, M. K. (2024) · Cogent Business & Management · doi:10.1080/23311975.2024.2442089 · Cited by 11
“Furthermore, Barczak et al. (2010) elucidated the relationship between trust and creative performance. the rationale attributed to this relationship is predicated on the assumption that affective trust, which is based on a strong emotional bond, helps in fostering emotional security between…”
Huma, S., & Siddiqui, D. A. (2025) · Benchmarking An International Journal · doi:10.1108/bij-12-2023-0901 · Cited by 5
Sun, Y., Chen, S., & Wang, R. (2023) · Current Psychology · doi:10.1007/s12144-023-05092-0 · Cited by 5
“Team trust, in turn, helps build a collaborative culture which leads to higher levels of team creativity (Barczak et al., 2010).”
Innovation in Government: Strategies for Effective Public Service Delivery
Saragih, J. R. (2024) · International Journal of Scientific Research and Management (IJSRM) · doi:10.18535/ijsrm/v12i06.em10 · Cited by 6
“This finding is consistent with previous research indicating that rigid and non-adaptive bureaucracies hinder the growth of an innovation culture in many organizational settings (Barczak et al., 2010).”
ResultAnand-Kumar, V., Schreier, M., Bakshi, N., Messiha, K., Longworth, G. R., An, Q., Agnello, D. M., CHASTIN, S. F. M., & Lippke, S. (2025) · Public Health · doi:10.1016/j.puhe.2025.105847 · Cited by 5
Halder, A., Prügl, R., Kraiczy, N. D., & Hack, A. (2021) · Journal of Small Business Management · doi:10.1080/00472778.2020.1844484 · Cited by 5
“…special interest for the study at hand—for the benefits of collaboration between employees within a firm in terms of creativity and innovation (for example, Barczak et al., 2010; Santos-Vijande et al., 2016; Tjosvold, 1990), showing that collaboration strengthens the resolve to promote innovation.”
BackgroundAbid, A., Hanif, A., & Khan, A. (2022) · Business Review · doi:10.54784/1990-6587.1461 · Cited by 5
Emotional Intelligence and Team Cohesiveness
Beam, M. M. (2012) · Cited by 6
Value Creation in a Network Economy
Olalla, B., & Mata, M. (2016) · Advances in finance, accounting, and economics book series · doi:10.4018/978-1-5225-0097-1.ch006 · Cited by 5
Effects of Different Trust on Team Creativity: Taking Knowledge Sharing as a Mediator
Wu, J., Zhao, H., & Pan, D. (2016) · Communications in computer and information science · doi:10.1007/978-981-10-2857-1_4 · Cited by 5
Bullying versus creativity: Mutually exclusive workplace behaviors
Smith, G. (2017) · Advances in Social Sciences Research Journal · doi:10.14738/assrj.414.3522 · Cited by 5
Challenges Faced in Inter-Organizational Collaboration Process. A Case Study of Region Skåne
Kwibisa, N., & Majzoub, S. (2018) · Journal of Sustainable Development · doi:10.5539/jsd.v11n5p34 · Cited by 6
Sheppard, L. D., Cuttler, C., Shin, E., & McLaughlin, R. J. (2020) · Psychoneuroendocrinology · doi:10.1016/j.psyneuen.2020.105063 · Cited by 5
Zhu, T., Chen, Y., Asante, E. A., Zhu, Y., & Xu, T. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.818865 · Cited by 5
Gender diversity and knowledge innovation barriers
Sastre, J. F. (2016) · International Journal of Entrepreneurship and Small Business · doi:10.1504/ijesb.2016.073980 · Cited by 5
“, 2010, 2012, 2014; Hölzl and Janger, 2011) and the literature on gender diversity and innovation (Kwasniewska and Necka, 2004; Bassett-Jones, 2005; Parotta et al., 2010; Barczak et al., 2010; Østergaard et al., 2011; Díaz-García et al., 2013; Galia et al., 2015; Sastre, 2015), this paper analyses how the gender compo…”
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Interprofessional Collaborative Leadership in Health Care Teams: From Theorising to Measurement
Orchard, C., Rykhoff, M., & Sinclair, E. (2020) · Springer eBooks · doi:10.1007/978-3-030-40281-5_16 · Cited by 4
The Moderating Role of Team Conflict on Teams of Nursing Students
Liu, H. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19074152 · Cited by 4
Organizational trust and correctional staff job stress: a test among Nigerian prison officers
Elechi, O. O., Lambert, E. G., Otu, S. E., et al. (2023) · Psychology Crime and Law · doi:10.1080/1068316x.2023.2227753 · Cited by 4
“Training and interventions to raise the level and effectiveness of communication between staff should be completed to explore the impact of such efforts on the level of coworker trust (Barczak et al., 2010).”
Kurdi, B. H. A., Alrawabdeh, W. A., Alshurideh, M. T., et al. (2023) · International Journal of Theory of Organization and Practice (IJTOP) · doi:10.54489/ijtop.v3i1.240 · Cited by 4
“Understanding the impact of team creativity and work stress on competitive advantage is essential for organizations to harness the full potential of their teams while mitigating the negative effects of stress (Barczak et al., 2010).”
BackgroundTowards a Collaborative Innovation Catalyst
Bellandi, V., Ceravolo, P., Damiani, E., Frati, F., & Maggesi, J. (2012) · International Conference on Signal-Image Technology & Internet-Based Systems (SITIS) · doi:10.1109/sitis.2012.96 · Cited by 4
“More recently, research studies have focused on the role that emotion plays in the process of collaborative innovation [7], underlining in particular the positive effect on trustworthiness and change management [8].”
BackgroundCultivating Effective Marketing Student Teams: Making Instructors’ Tacit Theories Visible
Lindsay, S., Wagstaff, P. E., Jevons, C., et al. (2022) · Journal of Marketing Education · doi:10.1177/02734753221103998 · Cited by 4
“’s (2002) framework, which conceptualizes effective teamwork as an interplay between individual traits and behaviors, team-level processes, and team outputs, all of which affect team performance (Barczak et al., 2010; Deeter-Schmelz et al., 2002; Kreie et al., 2007).”
BackgroundSiswanti, Y. (2022) · Journal of International Conference Proceedings · doi:10.32535/jicp.v5i5.2087 · Cited by 4
Zhang, H., Li, R., & Wang, M. (2023) · Journal of Management & Organization · doi:10.1017/jmo.2023.5 · Cited by 5
Tkacz, M., Agirre-Aramburu, I., & Lizartza-Martín, A. (2023) · Journal of Entrepreneurship Management and Innovation · doi:10.7341/20231913 · Cited by 3
Yeon, J. H., & Jang, S.-H. (2023) · Sustainability · doi:10.3390/su15097116 · Cited by 4
Non-actual controller and enterprise technology innovation
Zhou, Z., Liu, Z., & Fan, H. (2024) · Annals of Operations Research · doi:10.1007/s10479-024-05832-w · Cited by 4
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“At Time 3, perceived creativity was assessed using the 8-item scale developed by Rego et al. [81] and adapted for teams by Barczak et al. [47].”
BackgroundMethod(2021) · Journal of International Business and Management · doi:10.37227/jibm-2022-01-5292 · Cited by 4
“Barczak et al. (2010) realized that successful innovation capability depends on the effectiveness of collaboration and knowledge sharing in organizations.”
BackgroundSwalhi, A., Mnisri, K., Amari, A., & Hofaidhllaoui, M. (2023) · International Journal of Innovation Management · doi:10.1142/s136391962350010x · Cited by 4
Huggins, R. A. C., & Scheepers, C. B. (2019) · Team Performance Management · doi:10.1108/tpm-12-2018-0071 · Cited by 4
Gautam, D. K., Poudel, R. L., & C., S. B. G. (2025) · SAGE Open · doi:10.1177/21582440251376435 · Cited by 3
“…a collective values and beliefs held by a team of organizations that endorse flexibility, transparent communication, teamwork, trust, risk toleration, and diversity management, and add a substantial role to developing organizations (Barczak et al., 2010; Park & Lee, 2014; Pérez López et al., 2004).”
de Abreu, R. B., & de Carvalho, M. M. (2026) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-01-2025-0028 · Cited by 7
Improving university students' cooperation skills through portfolio projects: A pilot study
Bánhegyi, M., & Fajt, B. (2023) · Journal of Adult Learning Knowledge and Innovation · doi:10.1556/2059.2022.00053 · Cited by 3
Ostrem, J., & Hvenegaard, G. T. (2023) · Journal of Environmental Planning and Management · doi:10.1080/09640568.2023.2240954 · Cited by 3
“At the individual scale, collaboration can increase professional confidence and enhance employee willingness to take risks (Barczak, Lassk, and Mulki 2010).”
Sajid, M., Awais, M., & Abrar, R. (2024) · International Journal of Management Research and Emerging Sciences · doi:10.56536/ijmres.v14i1.528 · Cited by 6
“Researchers such as Barczak (2010) indicated that EI significantly affects the satisfaction of the work of team leaders and their confidence in others.”
BackgroundYin, J., Chen, W., Wang, F., Wu, K., Gao, L., & Shang, H. (2024) · Scientific Reports · doi:10.1038/s41598-024-74999-w · Cited by 6
Foreign Language Use, Virtuality, and the Creative Performance of Dyadic Teams
Muehlfeld, K. S., Loderer, A., Semrau, T., & Wilken, R. (2025) · Management International Review · doi:10.1007/s11575-024-00557-1 · Cited by 3
“Second, we followed earlier research (Barczak et al., 2010) in accounting for the mean age of our team members in years ( team age ).”
Impact of Project Manager Competency on Owner’s Trust Level: Data from Infrastructure Megaprojects
Deng, J. Q., Huang, J., Li, X., & Gong, W. (2025) · Journal of Infrastructure Systems · doi:10.1061/jitse4.iseng-2432 · Cited by 3
Sözbilir, F., & Yeşil, S. (2015) · Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi · doi:10.17065/huiibf.70944 · Cited by 3
Reiter‐Palmon, R., & Dredge, C. (2021) · Cambridge University Press eBooks · doi:10.1017/9781108755726.026 · Cited by 4
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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