Skip to main content
Menu Study Site Homepage
  • Instructor Resources
  • Help
  • Login

    Access

    • New User?
    • Request new password
    • Create a new account

Managing Change, Creativity and Innovation

Fourth Edition
by Patrick Dawson and Constantine Andriopoulos

Student Resources

  • Journal Articles
    • Chapter 1: Introduction
    • Chapter 2: The process of change, creativity and innovation
    • Chapter 3: A brief history of management thought in the development of concepts, theories and business practice
    • Chapter 4: Classifying theories of organizational change
    • Chapter 5: Change management practice: Choices, lessons learned and key considerations
    • Chapter 6: Human dimensions: Readiness, communication, sensemaking and culture
    • Chapter 7: People and change: Power, politics, resistance, time and temporality
    • Chapter 8: Conventional frameworks: Planning, diagnostics and sequence
    • Chapter 9: Interpretative frameworks, dialogical OD, the learning organization and appreciative inquiry
    • Chapter 10: The processual turn: Politics, context and time
    • Chapter 11: Creative industries, innovative cities and changing worlds
    • Chapter 12: The individual: Promoting critical thinking
    • Chapter 13: The group: Nurturing teamwork
    • Chapter 14: The contextual environment: Structure, systems, resources and culture
    • Chapter 15: The leader: Promoting new ideas at work
    • Chapter 16: Conclusion
  • Video Links
    • Chapter 1: Introduction
    • Chapter 2: The process of change, creativity and innovation
    • Chapter 3: A brief history of management thought in the development of concepts, theories and business practice
    • Chapter 4: Classifying theories of organizational change
    • Chapter 5: Change management practice: Choices, lessons learned and key considerations
    • Chapter 6: Human dimensions: Readiness, communication, sensemaking and culture
    • Chapter 7: People and change: Power, politics, resistance, time and temporality
    • Chapter 8: Conventional frameworks: Planning, diagnostics and sequence
    • Chapter 9: Interpretative frameworks, dialogical OD, the learning organization and appreciative inquiry
    • Chapter 10: The processual turn: Politics, context and time
    • Chapter 11: Creative industries, innovative cities and changing worlds
    • Chapter 12: The individual: Promoting critical thinking
    • Chapter 13: The group: Nurturing teamwork
    • Chapter 14: The contextual environment: Structure, systems, resources and culture
    • Chapter 15: The leader: Promoting new ideas at work
    • Chapter 16: Conclusion

Chapter 13: The group: Nurturing teamwork

Journal article 13.1: Haslam, A., Adarves-Yorno, I. and Jans, L. (2013) ‘The collective origins of valued originality: A social identity’, Personality and Social Psychology Review, 17, 384-401.

Journal article 13.2: Shin, Y., Kim, M., Choi, J. N. and Lee, S. H. (2016) ‘Does team culture matter? Roles of team culture and collective regulatory focus in team task and creative performance,’ Group & Organization Management, 41(2), 232-265.

Journal article 13.3: Widmann, A., Messmann, G. and Mulder, R. H. (2016) ‘The impact of team learning behaviors on team innovative work behavior: A systematic review,’ Human Resource Development Review, 15(4), 429-458.

Journal article 13.4: Zhu, Y. Q., Gardner, D. G. and Chen, H. G. (2018) ‘Relationships between work team climate, individual motivation and creativity,’ Journal of Management, 44(5), 2094-2115.

© 2023 Sage Publications Sage Publications India Pvt. Ltd.

Terms of Service • Copyright Notice • Privacy PolicyPrivacy Policy

Browser not supported close

You are using a browser version that is no longer supported by this website and could result in a less-than-optimal experience.

To ensure full site functionality, please use an alternative web browser or upgrade your version of Internet Explorer.

Internet Explorer Firefox Opera Google Chrome