Subjects: Psychology >> Management Psychology submitted time 2024-06-01
Abstract： Against the background of carbon peak and carbon neutrality, enterprises are facing severe pressure related to green development. Green creativity, which refers to the development of new ideas about green products, green services, green processes, or green practices that are judged to be original, novel, and useful, is the key way to realize the low-carbon development of enterprises. However, there is still a lack of systematic understanding of the stimulating factors and mechanisms of green creativity. Individual factors (motivation, cognition, emotion, attitude, ability, and behavior) and contextual factors (leadership, vision and strategy, management practice, and comprehensive strength) constitute the antecedent variables that influence employee green creativity. On this basis, the functions of the above factors can be divided into two categories: (1) the situation → individual driving path model, where self-determination theory, social cognition theory, affective events theory, and attitude change theory are the patterns of explanation perspectives; and (2) the interaction model of individual and situation, in which competency activation model and motivated information processing theory are the patterns of explanation perspectives. Future research can start from concept definition, traditional influence, team level, dynamic attributes, persistence and the price that needs to be paid to enrich the green creativity theory system.
Subjects: Psychology >> Management Psychology submitted time 2023-07-12
Abstract： Subgroups within a team can result in differentiation, discord, and even the dissolution of the team. However, previous research has neglected to acknowledge the pivotal role of the team leader in directly coordinating activities among subgroups and has failed to conduct a thorough analysis of the tripartite relationship involving the team leader, subgroups, and the entire team. The study tends to integrate social network perspective to introduce a novel concept, team leaders’ simmelian brokerage, that is, team leaders acting as brokers between two or more subgroups, and explore its reconciliation of subgroups' conflicts and subsequent facilitations of team cooperation. This study not only advances the literature on subgroups, but also provides practical guidance for subgroup management.
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