Us and Me: Team Identification and Individual Differentiation as Complementary Drivers of Team Members' Citizenship and Creative Behaviors

By Onne Janssen, Xu Huang. 2008

197 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e00fce8fe9015744089970a2649ee3520b6bf7c3

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

The effect of team affective tone on team performance: the roles of team identification and team cooperation (2017, unknown): “Team members with strong team identification are motivated to 5 follow group norms in their thoughts, feelings, and behavior (e.g., Chen, Kirkman, Kanfer, 6 Allen, & Rosen, 2007; Janssen & Huang, 2008; Kearney, Gebert, & Voelpel, 2009; 7 Riantoputra, 2010; Somech, Desivilya, & Lidogoster, 2009).”
Need for Cognition as an Antecedent of Individual Innovation Behavior (2014, background): “Individual innovation behavior, thus, positively contributes to individual effectiveness (e.g., Janssen & Huang, 2008) and, ultimately, to organizational creativity and effectiveness (Woodman, Sawyer, & Griffin, 1993).”
Keep the fire burning: Reciprocal gains of basic need satisfaction, intrinsic motivation and innovative work behaviour (2015, background): “Past research has identified creativity and innovation as important factors for organizational success (e.g., Amabile, 1988; Janssen & Huang, 2008; Janssen, Van De Vliert, & West, 2004; Scott & Bruce, 1994; Van Der Vegt & Janssen, 2003).”
Identity and identification at work (2016, background): “Team identification is positively associated with individual effectiveness (Janssen & Huang, 2008), team performance (Solansky, 2011), and team innovation (Mitchell, Parker, Giles, Joyce, & Chiang, 2012); and negatively associated with team conflict (Han & Harms, 2010), and the likelihood of being…”
Deepening our understanding of creativity in the workplace: A review of different approaches to creativity research. (2011, background): “Finally, Janssen and Huang (2007) found that individuals’ differentiation from others in their team and organization may be a critical driver for generating new ideas for organizational change.”
Transformational Leadership, Transactional Leadership, and Employee Creativity in Entrepreneurial Firms (2018, methodology): “312 The Journal of Applied Behavioral Science 54(3) Control Variables In accordance with previous research (Janssen & Huang 2008), we controlled for employees’ gender, education, and organization tenure, characteristics that would be likely to influence creativity.”
Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors (2021, background): “…membership of a work team, is closely related to workplace relationship since employees who form close coworker relationships tend to have a stronger sense of belonging and develop identiﬁcation with their work teams (van Der Vegt and Bunderson, 2005; Janssen and Huang, 2008; Fay and Kline, 2011).”
Team identification, trust and conflict: a mediation model (2010, background): “Team identification refers to “the process by which individual team members perceive themselves in terms of the values, goals, attitudes, and behaviors they share with other team members” (Janssen and Huang, 2008).”
Transformational leadership and job performance : a social identity perspective (2014, background): “…2003; Cicero & Pierro, 2007), yet few studies pay attention to the effect of personal and social identities with respect to specific work outcomes, and to understanding what factors contribute to these two identities (e.g., Doosje & Ellemers, 1997; Janssen & Huang, 2008; Lord & Brown, 2004).”
Does Leader-Follower Regulatory Fit Matter? The Role of Regulatory Fit in Followers’ Organizational Citizenship Behavior (2017, background): “…change OCB because change OCB requires dissatisfaction with the current situation as well as less identification with the team but more differentiation from others (Janssen & Huang, 2008), which might be a reason that diversity but not fit has been consistently identified as a source of creativity.”
Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation (2013, background): “…employees’ self-perception from an individual ‘‘I’’ to a collective ‘‘We’’—to be sure, a process desirable in terms of facilitating positive intra-group dynamics (Janssen and Huang 2007)—leads us to conclude that transformational leadership should be complemented by an explicit ethical mission.”