Academic research concerning the functionality of informational faultlines has produced mixed results. In order to reconcile the mixed findings in prior research and enhance our understanding of the effects of team informational faultlies, this research adopts and builds on a social information processing (SIP) perspective to explicate and test a theory focusing on the influence of team informational faultlines on team creativity. Using multisource and longitudinal data collected from 85 work groups, we reveal a significant curvilinear relationship between team informational faultlines and team creativity. Moreover, we identify team humble leadership as a boundary condition of the relationship above, such that the inverted U-shaped relationship is weakened in teams with high levels of humble leadership. Our study reveals the “double-edged sword” effect of informational faultlines and provides a new perspective to understand the influence of team faultlines. Lastly, we discuss theoretical implications, limitations and possible directions that worth further exploration.