• East Asian Journal of Business Economics (EAJBE)
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• v.9 no.3
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• pp.57-69
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• 2021

Purpose - The purpose of this research is to test the impact of social connectedness and team psychological safety on the relationship between transformational leadership and employee performance (job performance and practiced creativity), and moderating role of usage frequency of SNS. Research design, data, and methodology - A total of 299 questionnaires, completed by Chinese employees, were analyzed using SPSS 22 and AMOS 22. For the assessment of goodness of fit of the models, TLI, CFI, RMSEA indices were used. Result -The empirical results are as follows. First, social connectedness had a mediating effect in the relationship between transformational leadership and job performance, practiced creativity. Second, team psychological safety had a mediating effect in the relationship between transformational leadership and social connectedness, job performance, practiced creativity. Finally, the moderating effect of frequency of employee SNS usage were not significant. Conclusion -This study analyzes the mediating role of employee social connectedness and team psychological safety on the relationship between transformational leadership and job performance, practiced creativity, which is helpful for the expansion of related theories and provides practical implications for effective human resource management.

• Archives of design research
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• v.19 no.5 s.67
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• pp.43-54
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• 2006

Creativity is an essential ability for a successful design task, mainly because design is an activity creating something new. As the sphere of design has expanded and become complex, the design task goes beyond an individual designer's capability. Therefore, it is necessary to organize a design team consisting of various team members with diverse expertises. The aim of this study is to find out the impact of fundamental attributes of members on the group creativity in order to establish a guideline for building a creative design team. Heterogeneous teams and homeogenous teams were created according to three main factors of group creativity namely, personality, field and experience. The group creativity of each team were evaluated through protocol analysis of design activities as well as the comparison of problem solving processes and outputs. It was identified that the impact of design teams on the group creativity was distinctively different in four phases of the design process (preparation, divergence, convergence, and execution) regarding creativity properties such as fluency, elaboration, originality, usefulness. Based on these findings, a schematic model for building a design team in order to enhance the group creativity by composing the most appropriate team members for each phases of the design process was developed.

• The Journal of the Korea Contents Association
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• v.22 no.10
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• pp.586-598
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• 2022

In research on the role of facilitators, studies on the effects of facilitators who conduct meetings and workshops within companies on innovation-oriented culture, team empowerment, and team creativity are insufficient. The purpose of this study is to verify the effect of the role of the facilitator (process management, change management) on innovation-oriented culture and team empowerment, and the effect on team creativity by mediating innovation-oriented culture and team empowerment. To this end, we surveyed members with experience in facilitating workshops at domestic companies and analyzed 299 collected data using SPSS 24 and Smart PLS 3.0. (+) had an effect. Second, innovation-oriented culture and team empowerment had a positive (+) effect on team creativity. Third, the role of the facilitator had a positive (+) effect on team creativity by mediating innovation-oriented culture and team empowerment. Through this study, the relationship between the role of the facilitator and other variables was explored and theoretically expanded, and practical implications for the role of the facilitator and enhancement of creativity required by the organization were presented.

• Journal of Information Technology Applications and Management
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• v.20 no.4
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• pp.279-291
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• 2013

Companies need to secure strong methods of new product development in a rapidly changing competitive environment. They overly focusing on the perception of consumers can not lead radical changes. They need to generate sufficient creative ideas in the early stages of new product development to make radical change. The purpose of this study is to examine the effect of a creative method on the generation of creative ideas. An enhanced creativity method was designed considering existing methodology and cognitive elements. This study specifically focused on team rather than individual level creativity. This arrangement reflects the fact that companies in practice rely on team unit in NPD process. The contribution of the study is two fold : enhancing existing methodology, and testing the effect of conceptual distance on making of creative ideas. The experimental results showed that appropriate conceptual distance help to make best creative output and that ABIS attribute is proved to be more effective than traditional association.

• Journal of Engineering Education Research
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• v.19 no.5
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• pp.13-24
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• 2016

The purpose of this research is to examine the characteristics of team interaction according to the creativity of team members. Research subjects to achieve this purpose included 28 students who are in engineering education in the College of Education at A University in Daejeon and have taken robot-related courses. Through first and second MBTI, and TTCT tests, the final homogeneous and heterogeneous teams were formed, and an experimental study was conducted by developing team design activity assignment. The major research results were as follows. In terms of a comprehensive view on interaction frequency, both homogeneous team and heterogeneous team suggested had the highest frequency in suggesting opinions. However, each of the team members in the homogeneous team had different communication frequency among each other while each team member in the heterogeneous team had almost similar frequency. A microscopic analysis of the communication process of homogeneous team showed that the team members' roles were divided among each other in communication. Next, according to the microscopic analysis of the heterogeneous team's communication process, the team members exchanged opinions in the beginning, talked to themselves in words that were hard to understand the meanings, and they stopped having conversations in the end. Due to such decrease in communication, two team members could not solve the confusing state of being unable to understand each other's opinions and failed to complete their assignments. The microscopic analysis demonstrated that the homogeneous team had a smooth interaction, because when one team member suggested an opinion during a conversation, other team members agreed with it through a discussion. However, the members in the heterogeneous team experienced confusion as they could not understand each other's conversation and could not overcome this problem, leading to lack of conversations.

• Journal of the Korea Convergence Society
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• v.11 no.8
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• pp.341-350
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• 2020

This study was conducted to investigate the relationship between authentic leadership of nursing managers and team creativity: the mediation role of positive psychological capital. The study participants were 124 staff nurses. The measurements included authentic leadership, psychological capital and team creativity. Data were analyzed using Pearson's correlation coefficient and Baron and Kenny's three-level hierarchical regression analysis with SPSS 25.0 to identify correlation among variables and mediating effect of positive psychological capital. The research results indicated that the higher the authentic leadership, the higher the team's creativity and the higher the nurse's positive psychological capital and confirmed that positive psychological capital has a partial mediating effect in the relationship between authentic leadership and team creativity. The findings suggest that in order to improve the team creativity of staff nurses, converged organizational behavior management strategies are needed to improve the authentic leadership of managers perceived by staff nurses and the positive psychological capital of staff nurses.

• Journal of Korean Academy of Nursing Administration
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• v.20 no.5
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• pp.587-598
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• 2014

Purpose:This study was conducted to identify the effects of an action learning based creative problem-solving (CPS) course on problem solving, creativity and team-member exchange in nursing students. Methods: A quasi-experimental study applying a non-equivalent control group pre-post design was employed. Sophomore nursing students (32 in the experimental group and 33 in the control group) were recruited from a university in G-city, Korea. Problem solving, creativity and team-member exchange were measured for the pretest and posttest using self-report questionnaires. Kolmogorov-Smirnov test, Chi-square, Fisher's exact test, t-test, and ANCOVA with SPSS/Win 20.0 program were used to analyze the data. Results: The scores for problem solving, creativity and team-member exchange in the experimental group were significantly higher than those of the control group. Conclusion: Results of this study indicate that an action learning based CPS course is an effective teaching method to improve nursing students' competencies. In the future longitudinal studies are needed to assess the long term effects of the course.

• Journal of Information Technology Services
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• v.15 no.3
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• pp.173-193
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• 2016

Start-ups do not have enough resources such as financial capital and established customer base. Knowledge base of start-up team members is the crucial and unrivaled resource. This study tries to explicate the knowledge sharing process occurring in this knowledge base of start-up teams. Adopting the knowledge process view, detail process of knowledge sharing process model is constructed consisting of knowledge sharing speed, quality and quantity in a form of nomological net and empirically tested. In addition, preceding antecedents and consequential outcomes of this knowledge sharing is also posited as part of the research model : knowledge state of the team leading to team creativity and agility via the explicated knowledge sharing process model. Also, as this knowledge based view are triggered by the advance of IT in general, IT support is conceptualized as an antecedent and measures are operationalized. 230 data points were collected from start-up teams. Via data analysis using PLS, theoretical relationships from knowledge state, IT support, knowledge sharing process and knowledge consequences are found to be empirically supported except a few not supported. Most of all, team agility and team creativity are theoretically supported and empirically validated as critical outcome variables beyond performance measures. Though agility and creativity has been discussed as critical construct in start-up teams, it has not be much validated empirically. Also, interestingly, IT support are found to be significantly impacting the knowledge sharing process as expected. Academic contributions and implications for practice are discussed at the end with limitations and further research.

• Journal of Korea Technology Innovation Society
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• v.20 no.3
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• pp.684-708
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• 2017

This paper investigates the effects of transformational leadership and transactional leadership on the creativity of members in R&D organizations. We also analyze the leadership mechanism and the influence of effective environment by using team climate as a mediator and using adhocracy and hierarchy organizational culture as moderator. Data were collected through surveys of Korean Public Research Institutes conducting mainly basic science and applied sciences. 327 valid samples were tested using a structural equation model (SEM). Empirical results confirm that transactional leadership exhibits stronger direct effect on the creativity than transformational leadership. However, in indirect effects mediated by creative team climate, transformational leadership is found to be stronger than transactional leadership. It may reflect the characteristics of R&D organization. Also, through the verification of the moderating effect of the organizational culture, the adhocracy organizational culture appears to improve the creativity and the hierarchical organizational culture appears to inhibit the creativity. It is confirmed that the influence of organizational culture is statistically significant in R&D organizations with strong autonomy and independence. It is suggested that the leadership on the creativity of the members in the R&D organization may be indirect in the context of the team and the organization as well as the direct effects according to the type.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.2
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• pp.717-724
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• 2014

Although team cohesion can be a double-edged sword, empirical studies have focused positive effect of team cohesion. This study claims that team cohesion can be divided social task cohesion, so we can investigate positive effect of social cohesion and negative effect of task cohesion on technological innovation. Cohesion emphasize homogeneity, thus creativity supporting team climate alleviate negative effect of social cohesion and increase positive effect of task cohesion. This study has used materials collected from 205 NPD teams The results show negative effect of social cohesion(${\beta}$=-.19, p<.01), positive effect of task cohesion(${\beta}$ =.18, p<.05), positive interactive effect between social cohesion and creativity supporting team climate(${\beta}$=.14, p<.10) and positive interactive effect between task cohesion and creativity supporting team climate(${\beta}$=.16, p<.05) on technological innovation.