The relationship between activated resource-based faultlines and team creativity

Abstract

This study proposes a conceptual model that examines whether, how and when activated resource-based faultlines affects team creativity. Based on the social information processing theory, this study explains how activated resource-based faultlines influence team creativity via team open communication and verify humble leadership as a moderator of such mediation relationship. We conducted a multiple-source (from both team members and their team leaders), time-lagged (separated by four months) research design to collect survey data from 70 teams and test the research model. The empirical results show that activated resource-based faultlines are negatively related to team creativity and such impact is mediated by team open communication. The moderated mediation analyses also prove that team open communication mediate the negative impacts of activated resource-based faultlines on team creativity only in teams with low humble leadership. Finally, we discuss the theoretical and practical implications of our research.