Despite growing evidence that family life spills over into the workplace, little is known about how family rituals relate to employee behaviors at work. Drawing on interaction ritual chains theory, we develop a dual pathway-moderated mediation model linking family rituals to employee change-oriented behaviors. We propose that family rituals are positively associated with employee change-oriented behaviors via the resource pathway (emotional resources and vigor at work) but negatively associated with them via the motivation pathway (family identity salience and family motivation). Additionally, employees' need for social inclusion strengthened both mediation pathways. Results from a multisource, time-lagged survey of 465 employees and 240 supervisors supported our model. We discussed theoretical implications for the literature on family rituals and change-oriented behaviors, as well as practical implications for organizations and managers. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Purpose This study investigated the effect of individual perceptions of innovation-oriented human resource system (IHRS) on individual innovative work behavior (IWB) and how this effect is realized. Design/methodology/approach The authors conducted an online questionnaire survey at three time points with 481 employees in three Chinese organizations. Structural equation modeling was used to test the hypothesized relationships among the variables. Findings Perceived IHRS was found to positively influence IWB, and this effect was sequentially mediated by individual perceptions of innovative culture and intrinsic motivation. Practical implications In order to elicit IWB, HR systems should be constructed around the strategic objective of innovation. Moreover, there should be a match between IHRS and innovative culture to trigger intrinsic motivation and ultimately IWB. Originality/value This study examines the effect of perceptions of IHRS on individuals' IWBs; Moreover, it integrates organizational culture and individual motivation and finds a chain mediating role of individual perceptions of innovative culture and intrinsic motivation in the relationship between IHRS and IWB.

Membership change has been found to stimulate collective idea generation but to not always benefit group creativity—the generation of final outcomes that are novel and useful. Based on motivated information processing theory, we propose that membership change challenges group members to generate more ideas, but that this only contributes to group creativity when members have high levels of prosocial motivation and are willing to process and integrate each other’s ideas. In a laboratory study of 56 student groups, we found that incremental, but not radical, idea generation mediated the positive effect of membership change on group creativity, and only when group members were prosocially motivated. The present study points to different roles of incremental versus radical ideas and underscores the importance of accounting for prosocial motivation in groups for reaping the benefits of membership change in relation to group creativity.

Research has advanced two perspectives on the fundamental issue of the relationship between member creativity and team creativity: the additive model (predicting with average member creativity) and the disjunctive model (predicting with highest member creativity). Inconsistent evidence raises the question of possible moderators. We address this question by developing moderating roles of task characteristics – task interdependence and task creativity requirement. In a meta‐analytic review of team creativity (and innovation) research, we hypothesized and supported that the additive model is more predictive in tasks with high interdependence and with low creativity requirements, and that the disjunctive model is more predictive for less interdependent tasks. The effectiveness of the disjunctive model, however, did not differ as a function of task creativity requirements. Further, our supplementary analysis showed that the additive model is more effective in tasks requiring only generating creative ideas than in tasks involving both generation and implementation of creative ideas.Practitioner points Because creative employees are in high demand, it is important to effectively select and assign creative individuals to teams for managing creativity. Managing team creativity by selecting creative individuals for the team can be done following two strategies: an additive strategy prioritizing high levels of average member creativity or a disjunctive strategy prioritizing one particularly creative member. Whether the additive or the disjunctive strategy is more effective is contingent on task characteristics: with high task interdependence, it is better to prioritize mean member creativity; with low task interdependence and with higher creativity requirements, it is better to prioritize one particularly creative team member.

The social network perspective provides a valuable lens to understand the effectiveness of team leaders. In understanding leadership impact in team networks, an important question concerns the structural influence of leader centrality in advice-giving networks on team performance. Taking the inconsistent evidence for the positive relationship of network centrality and leadership effectiveness as a starting point, we suggest that the positive impact of leader centrality in advice-giving networks is contingent on team needs for leadership to meet communication and coordination challenges, which we argue are larger in larger teams. Developing our analysis, we examine the mediating role of member collaboration in the relationship of leader network centrality and team performance as moderated by team size. Based on a multi-source dataset of 542 employees and 71 team leaders, we found that leader centrality in advice-giving networks related positively to team performance in larger teams but negatively in smaller teams. Results supported the mediated moderation model via member collaboration in smaller teams, but not in larger teams.

The increasingly globalized workforce and the growing need for boosting employee energy have engendered both practical and research interest in stimulating employee energy in intercultural interactions. Yet neither the culture research nor the energy literature has explored the link between cultural distance and employee relational energy—the heightened level of psychological resources in social relations. This paper presents empirical evidence of cultural distance stimulating relational energy. Further, building upon the threat-rigidity theory, I propose that cultural distance stimulates relational energy more when employees perceive high levels of psychological safety. Two studies were conducted to test these two hypotheses. One laboratory experiment on 202 international students at a Dutch university provided causal evidence of the positive relationship between cultural distance and relational energy. Next, a two-wave field study on 373 international employees was conducted to replicate this main effect of cultural distance and further investigate the moderating role of psychological safety. Results supported that employees with higher levels of psychological safety are more prone to experience enhanced relational energy as a result of cultural distance. These findings contribute to the scarce research on possible positive influence of cross-cultural communication at work, and also advance the growing research on the antecedents of employee relational energy. The implications for practitioners to energize employees are also discussed.

One of the most fundamental questions in team creativity research is the relationship between individual member creativity and team creativity. The two answers that team creativity research has advanced–teams are more creative when their average member creativity is higher (the additive model) and teams are more creative when their most creative member is more creative (the disjunctive model) are straightforward. Surprising, however, is that neither the additive model nor the disjunctive model is consistently supported, begging the question of what moderates the predictive power of these models. We address this question by integrating individual-to-team creativity models with team process research. We propose that team information elaboration is a key moderating variable, such that average member creativity is more positively related to team creativity with higher information elaboration, and the highest member creativity is more positively related to team creativity with lower information elaboration. A multi-source study of 60 sales teams (483 employees) in a Chinese bakery chain supported these hypotheses. In addition, the study did not support the prediction that the most creative member’s outgoing advice ties (as a conduit for the dissemination of ideas) would further moderate the joint effect of the highest individual creativity and team information elaboration on team creativity.

Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads and in a controlled laboratory experiment, we find that when a leader feels a low sense of belongingness, there is a positive relationship between a leader’s sense of uniqueness and perceptions of leader authenticity. When a leader feels a low sense of uniqueness, there is a positive relationship between a leader’s sense of belongingness and perceptions of leader authenticity. This is because followers perceive this leader as having high self-concept consistency.

Viewing teams as evolving networks of intertwined social relations, the social network perspective has been increasingly adopted to understand the emergence of team creativity in the past decades. This network lens enables creativity scholars to accurately depict how creative inputs embedded in team structures combine to take effects in collective processes and eventually form team creative outcomes in a dynamic fashion. Yet applications of this network view in team creativity research are scarce, and not closely linked to the development of social network theories. Therefore, after introducing the core concepts and principles of social network theories, this chapter reviews the status quo of team creativity research in terms of three components—creative inputs, team structure, and creative processes from a social network perspective. Furthermore, this chapter puts forward three key directions for future studies on the emergence of team creativity—specialization, integration, and dynamics.

In this paper, we examined when and how team membership change benefited team creativity in terms of the usefulness and novelty of team outcomes. Drawing on the Motivated Information Processing in Groups model (MIP-G, De Dreu, Nijstad, & Knippenberg, 2008), we predicted that team membership change exerted more positively influence on team creativity when teams were pro-socially motivated via collective rewards compared to teams without collective rewards. We also predicted that when rewarded collectively, team membership change contributed to team creativity because members were epistemically motivated to engage in team reflexivity. Two laboratory studies were conducted using the poster design task. Results indicated that the presence of newcomers contributed to higher creative outcomes only when teams were collective rewarded. Moreover, we also found indirect evidence that team membership change led to team reflexivity, and the increased reflexivity may be responsible for the positive effects of member change on team creativity in condition of collective rewards.

Using multi-source data from 60 teams of 483 employees in a Chinese franchised bakery firm, we examine a disjunctive model in which the creativity of a team’s most creative member predicts team creativity. Although the importance of creative stars permeates creative industries, evidence for the disjunctive model is scarce and mixed. To address this issue, we integrate the disjunctive model and insights in team processes. We propose a model in which team creativity is predicted by the creativity of a team's most creative member only when the subgroup surrounding the “creative star” does not elaborate much information. Because high information elaboration enhances synergetic processes that qualitatively alter individual inputs and render creative star’s creativity less predictive of team creativity. Results support this Disjunctive-Elaboration Model of creative star’s influence on team creativity. Moreover, results indicate substituting impacts between creative star’s creativity and subgroup information elaboration on team creativity-subgroup information elaboration is positively related to team creativity only when creative star is less creative. We outline how this testifies to the promise of integrating pooling-of-individual-inputs models like the disjunctive model with models of synergetic processes in team creativity research, and discuss its implication in team research more broadly.

High Performance Work System and its effective mechanism have become hot issues in research of strategy human resource management since the mid of 1990s. After reviewing relative literatures on its structural disposition and effective mechanism, this paper revealed the possible future research directions of HPWS under the perspective of Complex Adaptive System Theory through building autonomy-supportive behavioral contexts. From the microscopic path, employees' basic psychological needs are satisfied to improve their autonomy, learning ability, creativity and adaptability; from the macroscopic path, organizations are encouraged to foster autonomy-supportive climate to prompt adaptive employees to improve the whole organizational adaptability from bottom-to-up.

This study explores the predictive value of learning goal orientation on employees' job burnout and its three dimensions and also examines the mediating role in the relationships. 170 employees attended this research. Exploratory hierarchical regression analyses show that learning goal orientation and intrinsic work motivation can significantly predict employees' job burnout and its each dimension; intrinsic work motivation fully mediates the relationships of learning goal orientation with job burnout and its dimensions. Theoretical and managerial implications are also discussed.