{"title":"团队认同何时适用于创造性问题解决过程?","authors":"Satoru Goto, Hikaru Makino, Takuo Ando, Kazaru Yaegashi","doi":"10.1111/caim.12660","DOIUrl":null,"url":null,"abstract":"<p>Previous studies on the link between organisational identification and creativity have reported contradictory results, that is, both positive and negative effects. This may be because existing research has focused on mediating and moderating variables as antecedents of creativity, thus ignoring differences in capability in the creative problem-solving process. This study challenges this contradiction by exploring when organisational identification at a team level pertains to creative problem-solving process. Referring to the creative problem-solving process represented by design thinking, we propose a model with problem-finding and problem-solving capabilities as dependent variables, including the moderating effect of team reflexivity. Based on survey data from 350 Japanese employees, this study finds that team identification positively associates with the problem-finding capability when team reflexivity is high and is independent of team reflexivity in problem-solving capability. This study argues that there are different antecedents influencing problem-finding and problem-solving capabilities in creative problem-solving. Furthermore, it was empirically suggested that finding problems about what one should do in the context of social dynamics is more closely related to one's identity than resolving problems for technologies and solutions.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":"34 3","pages":"650-664"},"PeriodicalIF":4.2000,"publicationDate":"2025-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12660","citationCount":"0","resultStr":"{\"title\":\"When Does Team Identification Pertain to Creative Problem-Solving Process?\",\"authors\":\"Satoru Goto, Hikaru Makino, Takuo Ando, Kazaru Yaegashi\",\"doi\":\"10.1111/caim.12660\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>Previous studies on the link between organisational identification and creativity have reported contradictory results, that is, both positive and negative effects. This may be because existing research has focused on mediating and moderating variables as antecedents of creativity, thus ignoring differences in capability in the creative problem-solving process. This study challenges this contradiction by exploring when organisational identification at a team level pertains to creative problem-solving process. Referring to the creative problem-solving process represented by design thinking, we propose a model with problem-finding and problem-solving capabilities as dependent variables, including the moderating effect of team reflexivity. Based on survey data from 350 Japanese employees, this study finds that team identification positively associates with the problem-finding capability when team reflexivity is high and is independent of team reflexivity in problem-solving capability. This study argues that there are different antecedents influencing problem-finding and problem-solving capabilities in creative problem-solving. Furthermore, it was empirically suggested that finding problems about what one should do in the context of social dynamics is more closely related to one's identity than resolving problems for technologies and solutions.</p>\",\"PeriodicalId\":47923,\"journal\":{\"name\":\"Creativity and Innovation Management\",\"volume\":\"34 3\",\"pages\":\"650-664\"},\"PeriodicalIF\":4.2000,\"publicationDate\":\"2025-03-18\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12660\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Creativity and Innovation Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1111/caim.12660\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12660","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
When Does Team Identification Pertain to Creative Problem-Solving Process?
Previous studies on the link between organisational identification and creativity have reported contradictory results, that is, both positive and negative effects. This may be because existing research has focused on mediating and moderating variables as antecedents of creativity, thus ignoring differences in capability in the creative problem-solving process. This study challenges this contradiction by exploring when organisational identification at a team level pertains to creative problem-solving process. Referring to the creative problem-solving process represented by design thinking, we propose a model with problem-finding and problem-solving capabilities as dependent variables, including the moderating effect of team reflexivity. Based on survey data from 350 Japanese employees, this study finds that team identification positively associates with the problem-finding capability when team reflexivity is high and is independent of team reflexivity in problem-solving capability. This study argues that there are different antecedents influencing problem-finding and problem-solving capabilities in creative problem-solving. Furthermore, it was empirically suggested that finding problems about what one should do in the context of social dynamics is more closely related to one's identity than resolving problems for technologies and solutions.
期刊介绍:
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.