Abstract
The purpose of this study is to explore how team members’ Big Five traits might be arranged, determining both the necessary and sufficient conditions for team innovation. Utilizing a two-wave sample of 307 employees from 82 teams across three Italian organizations, the study employs fuzzy-set qualitative comparative analysis (fsQCA) and necessary condition analysis (NCA). The results showed that three configurations were conducive to high levels of innovation: high openness to experience, conscientiousness and extraversion; high openness to experience, high extraversion and low agreeableness; and high openness to experience, agreeableness and emotional stability. They also highlighted openness as a necessary condition.
Published Version
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