Does status stability benefit or hurt team creativity? the roles of status legitimacy and team conflict

被引:0
作者
Shiwen Luo
Jie Wang
Zaiyang Xie
David Yoon Kin Tong
机构
[1] Zhejiang Financial College,School of International Business
[2] Hangzhou Vocational & Technical College,Business & Tourism Institute
[3] Zhejiang University of Technology,School of Management
[4] Multimedia University,Faculty of Business
来源
Current Psychology | 2024年 / 43卷
关键词
Status stability; Relationship conflict; Task conflict; Status legitimacy; Team creativity;
D O I
暂无
中图分类号
学科分类号
摘要
Status stability, which refers to the stability of team members’ relative status levels, has a profound effect on team effectiveness, but this effect may be either constructive or destructive; the literature has failed to reach consensus on this topic. To reconcile two contradictory views based on differentiating between different types of conflict, we constructed a comprehensive theoretical model of the mechanism underlying the effect of status stability; this model features relationship conflict and task conflict as mediators, status legitimacy as a moderator, and team creativity as an outcome variable. We also proposed four hypotheses on the basis of theoretical analysis. In this study, we used SPSS 23.0, AMOS 24.0 and R software to conduct empirical analysis and testing of 369 valid questionnaires collected from 83 teams using a two-stage measurement method. The results revealed that status stability negatively affects team creativity via task conflict and positively affects team creativity via relationship conflict. However, under the influence of status legitimacy, the negative effect is restrained, while the positive effect is enhanced. This study thus expands the research on the process mechanism and boundary conditions associated with status stability, and can serve as a useful reference for the design of the status structure of modern enterprises.
引用
收藏
页码:942 / 953
页数:11
相关论文
共 151 条
  • [1] Aggarwal I(2019)Team creativity, cognition, and cognitive style diversity Management Science 65 1586-1599
  • [2] Woolley AW(2014)The riddle of heterarchy: power transitions in cross-functional teams Academy of Management Journal 57( 327-352
  • [3] Aime F(2010)The functions and dysfunctions of hierarchy Research in organizational behavior 30 55-89
  • [4] Humphrey S(2016)When the bases of social hierarchy collide: power without status drives interpersonal conflict Organization Science 27( 123-140
  • [5] DeRue DS(2010)Antecedents of team creativity: an examination of team emotional intelligence, team trust and collaborative culture Creativity and innovation management 19 332-345
  • [6] Paul JB(1986)The moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations Journal of personality and social psychology 51 1173-1182
  • [7] Anderson C(2001)Status differences and in-group bias: a meta-analytic examination of the effects of status stability, status legitimacy, and group permeability Psychological bulletin 127( 520-542
  • [8] Brown CE(1998)The importance of status legitimacy for intergroup attitudes among numerical minorities Journal of Social Issues 54( 759-775
  • [9] Anicich EM(2013)What happened to long-term employment? The role of worker power and environmental turbulence in explaining declines in worker tenure Organization Science 24( 1061-1082
  • [10] Fast NJ(2011)Toward a theory of social judgments of organizations: the case of legitimacy, reputation, and status Academy of management review 36( 151-179