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The increasing use of collaborative technologies has seen huge growth in the use of dispersed and virtual teams in recent years. Virtual teams are designed to deliver unique flexibility by enabling the rapid formation and disbanding of teams using the best talent available from anywhere in the organisation, or anywhere in the world (Lipnack & Stamps, 1997). Another reported benefit of this new team type is its ability to combine a wide range of cultural, experiential, and industry-based perspective into a 'melting pot' of creativity and innovation. However, because interactions between team members are often electronic and sporadic, and the team members themselves are dispersed, issues can arise over how managerial control can be maintained while retaining creative 'flow'. Group-level research into creativity has suggested that there may be a trade-off between control and creativity (Nemeth & Staw, 1989). However, with a lack of evidence to draw upon, many organisations revert to employing traditional managerial controls in a virtual setting, risking the creative outputs that teams were established to achieve. This thesis describes and rejects the apparent paradox of creativity and control in virtual teaming. Using the survey responses of 194 virtual team workers, the impact of traditional managerial controls on creative behaviours is examined. Surprisingly, training and close supervision were found to be insignificant to creative behaviours of virtual team members. Traditional formal controls, such as policies, procedures, and codes of conduct, were also found to be unrelated to creative behaviours. Individual influence on team processes and outcomes, reward expectancy, rewards for creativity, and leader dominance were all found to be positively related to individual creative behaviours. Findings from this research suggest that managerial control in virtual teams can enhance creative behaviours, rather than stifling them. Geographic dispersion does not appear to influence relationships between control elements and creative behaviours, suggesting that traditional managerial controls may have a place in the virtual environment. Implications of these results for virtual team managers are discussed, and future research directions are outlined.
Creativity in Virtual Teams offers a well-researched and practical resource that outlines a new model for attaining high levels of creativity in virtual working arrangements to anyone who designs, manages, or participates in virtual teams. Written by Jill E. Nemiro—an expert in building organizations and virtual teams—Creativity in Virtual Teams provides a valuable tool that takes you beyond mere theory. Within these pages, the author leads you through a series of diagnostic tools, questions for reflection, checklists, and exercises that will help you assess and develop the five key components—design, climate, resources, norms and protocols, and continual assessment and learning—that will foster creativity in your virtual teams. In addition, Creativity in Virtual Teams is filled with illustrative lessons learned from nine highly successful and innovative virtual teams.
"This book presents advanced research on the concept of creativity using virtual teams, demonstrating a specific focus and application for virtual teams. It presents tools, processes, and frameworks to advance the overall concept that leveraging ideas from different locations in an organization and within extended networks is based on creativity, which can deliver innovation"--Provided by publisher.
Handbook of Organizational Creativity: Individual and Group Level Influences, Second Edition covers creativity from many perspectives in two unique volumes, including artificial Intelligence work, creativity within specific applied domains (e.g., engineering, science, therapy), and coverage of leadership. The book includes individual, team and organizational level factors and includes organizational interventions to facilitate creativity (such as training). Chapters focus on creative abilities and creative problem-solving processes, along with individual differences such as motivation, affect and personality. New chapters include the neuroscience of creativity, creativity and meaning, morality/ethicality and creativity, and creative self-beliefs. Sections on group level phenomena examine team cognition, team social processes, team diversity, social networks, and multi-team systems and creativity. Final coverages includes different types and approaches to leadership, such as transformational leadership, ambidextrous leadership leader-follower relations, and more. Focuses on the key need to increase creativity and innovation in organizations Identifies the factors influencing organizational creativity Includes individual, group and organizational influences Identifies personality traits and beliefs affecting creativity Discusses problem-solving processes, idea evaluation, and diverent thinking Contains new coverage of virtual teams, creative meetings, and multiteam systems This expanded second edition is divided into two volumes. For further information on Leadership, Interventions, and Macro Level Issues visit https://shop.elsevier.com/books/handbook-of-organizational-creativity/reiter-palmon/978-0-323-91841-1
Identifies the importance of a conscious, planned and shared collaborative environment that promotes teamwork, creativity and enthusiasm, revealing counter-intuitive facts while sharing research-based examples that identify the essential components of an effective team. 15,000 first printing.
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