Learning, trust, and creativity in top management teams: Team reflexivity as a moderator

Pengfei Rong1, Chengyan Li1, Jiaqi Xie1
1College of Philosophy, Law, and Political Science, Shanghai Normal University, People’s Republic of China
Cite this article:  Rong, P., Li, C., & Xie, J. (2019). Learning, trust, and creativity in top management teams: Team reflexivity as a moderator. Social Behavior and Personality: An international journal, 47, e8096.

Volume 47 Issue 5 | e8096 | Published: May 2019 | DOI: https://doi.org/10.2224/sbp.8096

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Using the theories of social learning, social exchange, and information exchange, we proposed a theoretical model to explain the relationships of learning, trust, and creativity in top management teams (TMT), and introduced TMT reflexivity as a moderator of these relationships. Multiple regression analyses of data obtained from 594 executives in 54 TMTs revealed that team learning had a significant positive impact on TMT creativity, that team trust had a partial mediating effect in the relationship between team learning and TMT creativity, and that TMT reflexivity enhanced the positive influence of team learning on team trust. Our findings reveal the inherent relationships among team learning, team trust, team reflexivity, and TMT creativity, and can provide scientific guidance to strengthen TMT construction, team learning, and team reflexive practice.

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