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Organizations are increasingly using virtual teams, in which individuals work with their teammates across distance and differences, using a variety of information and communication technologies. In this study, the authors examined how demographic differences (i.e., differences in race, sex, age, and nationality) between individuals working virtually affected their collective creativity. Specifically, the authors examined how demographic differences interacted with the nature of interaction processes (establishment of rapport, participation equality, and process conflict) and difference in technical experience, to affect creativity in short-term virtual work interactions. Differences in age interacted with the processes and with differences in technical experience to affect creativity. Differences in nationality had a strong negative direct effect and interacted with differences in technical experience to affect creativity. Differences in sex and race did not significantly affect creativity. Implications of findings for managing virtual teams are discussed.

We sought to understand team member informal social network ties outside of the team as a way to achieve cognitive variation within the team, thereby facilitating creativity. Specifically, we take a configural perspective, which emphasizes individual team members and the heterogeneity and strength of their outside ties. We theorize that these characteristics of outside ties are important because they amend members' schemas and the team's cognitive architecture. Results of a study of 82 long-term MBA project teams suggest that both outside ties with nationality-heterogeneous individuals and weak outside ties independently facilitate team creativity. In addition, nationality-heterogeneous outside ties that are weak rather than strong are associated with higher team creative performance.

We investigate how and when ethical leadership predicts team creativity. With its strong compliance with organizational norms and procedures, ethical leadership can be seen as antithetical to creativity. Similarly, collective need for cognitive closure can negatively impact creativity as this is a motivational tendency toward making quick decisions and avoiding open-ended processes. However, we argue that they both can have a positive effect on team creativity when collective team identification is considered as an underlying mechanism. Accordingly, we hypothesize that ethical leadership fosters team creativity via strengthening collective team identification, and collective need for cognitive closure positively moderates the indirect relationship between ethical leadership and team creativity via collective team identification. We studied 55 teams in a food-services organization in South Korea in a multi-wave and multi-source design and found support for our hypotheses.

Team composition based on personality has been found to have important effects on team outcomes. However, little is still known about the effect of team personality composition on team creativity. To this end, this study examined the relationship of team members' openness to experience and team creativity. Results from a study with 31 graduate student teams suggest that openness to experience is significantly related to team creativity. Furthermore, teams that are diverse on openness to experience have the highest levels of team creativity, as long as they have some team members that are low on openness and others that have a moderate level of openness to experience.

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