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We examined the relationship between team task knowledge diversity and team creativity, and the moderating role of team status inequality, with a focus on organizational tenure and rank inequality. By adopting an input-process-output framework, we hypothesized that teams would achieve high levels of creativity when they have a large pool of task-relevant expertise that is differentiated and specialized among team members, but the relationship would be weakened when team members have different statuses. We tested our hypotheses using data from 325 teams of employees at 10 companies in South Korea. Results showed that task knowledge diversity was positively associated with team creativity and a team's status inequality in terms of organizational tenure moderated the relationship in a negative way. Our findings contribute to the literature on team creativity by providing new insights regarding how status inequality, which is almost ubiquitous in workplaces, plays a role in a dynamic team process for creativity. [ABSTRACT FROM AUTHOR]

We investigated the joint effect of employees' emotional exhaustion, transactional leadership, and leader-member exchange (LMX) on employees' affective commitment and in-role performance. With the inclusion of the antecedents and the consequences of affective commitment, we constructed a comprehensive framework for examining how employees' organizational affective commitment and emotional exhaustion jointly affected their in-role performance. Using the stimuli theory, vulnerability-stress theory, and job demands-resources model, we tested hypotheses regarding the 3-way interaction effects of the independent and moderating factors with 332 employees of a South Korean firm. All hypotheses were supported. We concluded that employees' in-role performance could be poor when emotionally exhausted employees are working with a leader whose style is transactional and where there is high LMX. [ABSTRACT FROM AUTHOR]

In this study, we examined the effects of chief executive officer (CEO) characteristics and organizational systems on organizational creativity, particularly in small- and medium-sized enterprises (SMEs). Using upper echelon and contingency perspectives, we hypothesized that CEO characteristics would promote organizational creativity in SMEs, but the effect of CEO characteristics would be attenuated when SMEs have strong organizational learning systems in place. Consistent with our expectations, the results show that a CEO's orientation toward employee development plays an important role in organizational creativity. Moreover, the effect of CEO development orientation on organizational creativity is greatest when the organizational system is weak. Theoretical and practical implications are also discussed. [ABSTRACT FROM AUTHOR]