创造力
背景(考古学)
团队效能
心理学
团队合作
调解
心理安全
虚拟团队
政府(语言学)
过程(计算)
调解
团队构成
知识管理
社会心理学
公共关系
计算机科学
社会学
政治学
哲学
古生物学
社会科学
法学
操作系统
生物
语言学
作者
Lan Wang,Xiaoping Chen,Jie Yin
标识
DOI:10.1007/s10490-022-09846-5
摘要
COVID-19 has prompted diverse responses from governments and created an extreme context for organizations to operate. In this context, company leaders face fluctuated macrolevel policies, endure physical separation from their members, and must rely on virtual communication to conduct teamwork. Yet little is known about what and how leader communication can be effective in inducing team creativity to survive the extreme context. Building on the affective events theory and the literature on media richness, we develop a theoretical model explicating how leaders’ rich (as opposed to lean) virtual communication can mitigate the negative impact of stringent government responses to COVID-19 on work team creativity via a sequential mediation process: first by inhibiting team anxiety and then by facilitating team information elaboration. Data from a three-stage eight-day longitudinal field experiment, in combination with an experience sampling method with 251 employees, on a chain preschool in eight Chinese cities, provide strong support for the hypothesized model.
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