Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE (www.oxfordhandbooks.com). © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 24 May 2019

Abstract and Keywords

This chapter examines how individual creativity and teamwork impact team creativity in part through self-efficacy mechanisms. At the team level, it examines the role played by creative collective-efficacy and teamwork collective-efficacy mechanisms in a team’s creative performance. It concludes that the individual differences leading to fit with the creative task may differ from those leading to fit with teamwork. That is, individuals may prefer creative tasks due to relatively high creative self-efficacy and relatively good performance on creative tasks but may not want to work in teams because of low teamwork self-efficacy and low performance as a team player. However, while traits are stable, efficacy beliefs can be positively influenced by managers. Therefore, interventions aimed at building efficacy beliefs are useful when organizations cannot select individuals solely according to a set of desirable stable trait characteristics.

Keywords: creative, self-efficacy, teamwork, collective, efficacy

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.