Are team personality and climate related to satisfaction and software quality? Aggregating results from a twice replicated experiment

ContextResearch into software engineering teams focuses on human and social team factors. Social psychology deals with the study of team formation and has found that personality factors and group processes such as team climate are related to team effectiveness. However, there are only a handful of empirical studies dealing with personality and team climate and their relationship to software development team effectiveness.ObjectiveWe present aggregate results of a twice replicated quasi-experiment that evaluates the relationships between personality, team climate, product quality and satisfaction in software development teams.MethodOur experimental study measures the personalities of team members based on the Big Five personality traits (openness, conscientiousness, extraversion, agreeableness, neuroticism) and team climate factors (participative safety, support for innovation, team vision and task orientation) preferences and perceptions. We aggregate the results of the three studies through a meta-analysis of correlations. The study was conducted with students.ResultsThe aggregation of results from the baseline experiment and two replications corroborates the following findings. There is a positive relationship between all four climate factors and satisfaction in software development teams. Teams whose members score highest for the agreeableness personality factor have the highest satisfaction levels. The results unveil a significant positive correlation between the extraversion personality factor and software product quality. High participative safety and task orientation climate perceptions are significantly related to quality.ConclusionsFirst, more efficient software development teams can be formed heeding personality factors like agreeableness and extraversion. Second, the team climate generated in software development teams should be monitored for team member satisfaction. Finally, aspects like people feeling safe giving their opinions or encouraging team members to work hard at their job can have an impact on software quality. Software project managers can take advantage of these factors to promote developer satisfaction and improve the resulting product.     

A replicated quasi-experimental study on the influence of personality and team climate in software development

This article reports a replication of a quasi-experimental study analyzing how personality factors and team climate influence software development team effectiveness, product quality and team member satisfaction. The replication was designed on the basis of the original quasi-experimental study, both of which were run in an academic setting. In the original study, data were collected from a sample of 35 three-member developer teams. All these teams used an adaptation of extreme programming (XP) to the academic environment to develop the same software system. In the replication, the data were collected from a sample of 34 three- or four-member developer teams working on the same software project. Student teams used a common object-oriented software development paradigm to solve the set problem and applied the Unified Process. In both studies all teams were formed at random, and their members were blind to the quasi-experimental conditions and hypotheses. The replication of this empirical study aims to verify the results of the original quasi-experiment. It examines, first, whether personality factors (neuroticism, extroversion, agreeableness, openness to experience and conscientiousness) are related to the quality of the developed software and team member satisfaction and, second, whether the preferences, perceptions and preferences-perceptions fit for the four team climate factors (participative safety, support for innovation, team vision and task orientation) are related to the quality of the developed software and team member satisfaction. The results of the replication corroborate some of the findings of the original study. On the one hand, the results revealed that there is a significant correlation between the extroversion personality factor and software quality, but no significant correlation between the extroversion personality factor and team satisfaction. Also, we found that the perception of team climate where participative safety is high is related to better quality software. We observed significant relationships between the perception of the four team climate factors and team member satisfaction. Additionally, the results showed a positive relationship between software quality and teams in which the real climate perception at the end of the project is better than preferences stated by team members at the outset of the project for the participative safety factor. Finally, we found that teams where the real climate is better than the stated preferences for the team orientation factor exhibit a direct and positive relationship to team member satisfaction.     

Individual profiles and team classes of the climate for creativity: A multilevel latent profile analysis

Understanding the team climate to enhance creativity is important in academia and industry given the need for organizations to respond to the changing environment. Research on team creativity is a relatively recent trend, but most studies have been conducted from a variable‐centered perspective. Despite the contributions of this type of research, there are limitations in understanding subgroups based on individuals' perceptions. To address the limitations, the purposes of this person‐centered study are firstly to identify individual‐level latent profiles and team‐level latent classes based on the climate for creativity, and secondly to examine the differences in individual‐ and team‐level outcomes between the identified profiles and classes. This study used multilevel latent profile analysis (MLPA) with 238 individuals in 26 project teams. We identified two individual profiles, high impediments and high stimulants, and two team classes, low impediments teams and mixed impediments teams. Low impediments teams included mostly high stimulants, and mixed impediments teams included half high stimulants and half low impediments. We further determined that high stimulants and low impediments teams showed higher individual‐ and team‐level outcomes than the other profile and class. This study theoretically and practically contributes to team creativity management from a person‐centered perspective.     

Does a Creative Designer Necessarily Translate into the Creative Design of a Product? Exploring Factors Facilitating the Creativity of a New Product

Product creativity is a rarely studied topic in the area of new product development; nevertheless, its importance has been recognized by many researchers in a variety of fields. In this research, two studies were conducted: the first was quantitative and the second was qualitative. These studies examined the relationships among five variables: analogical thinking ability, creative self‐efficacy, length of experience, team climate for creativity and product creativity. The results of a multiple regression indicated that analogical thinking ability is an antecedent of design creativity, and that creative self‐efficacy is a mediator between them. The results also showed that length of experience and team climate for creativity have significant moderating effects. These findings indicate that both person‐based (i.e., ability, self‐efficacy and length of experience) and situation‐based (team climate) variables are key factors in developing the creative design of a new product.     

Use of Design Methods,Team Leaders' Goal Orientation,and Team Effectiveness: A Follow-Up Study in Software Development Projects

This article reports an empirical study on effectiveness of software development teams. It was predicted that both the extent to which design methods are used and team leaders' goal orientation is related to team effectiveness. Follow-up data (6-12 months after first assessment) were available from 25 German and Swiss software development projects. Hierarchical regression analysis showed that use of design methods and team leaders' goal orientation predicted team efficiency and changeability of the software product. In addition, goal orientation predicted maintaining schedule and budget. Practical implications of this study refer to the necessity to consider both the use of design methods and leadership issues when aiming at effective software development projects.     

Development and Validation of Team Creativity Measures: A Complex Systems Perspective

Without formalizing the team creativity (TC) concept with reliable and valid measurement, it is difficult to conduct rigorous research to help teams generate creative ideas and problem solving at a high level, of good quality and great value. The one‐sidedness and lack of depth of existing research on team creativity leads to the limited reliability and validity of team creativity measurements. In order to solve these problems, we introduce the complex system theory and develop the TC Scale with nine items for team creativity from three dimensions: team creative thinking, team creative action and team creative outcome. The data is collected from three distinct positions of respondents (managers, team leaders and senior staff) in 183 creative teams. The results of reliability measures, exploratory factor analysis and confirmatory factor analysis strongly support our scale. Further, we test the correlation between team trust and team creativity to establish its predictive validity and make a further verification on the scale structure through second‐order confirmatory factor analysis. Finally, we discuss the implications for research and practice.     

Towards understanding the relationship between team climate and software quality—a quasi-experimental study

This paper describes an empirical study that examined the work climate within software development teams. The question was whether the team climate in software developer teams has any relation to software product quality. We define team climate as the shared perceptions of the team’s work procedures and practices. The team climate factors examined were West and Anderson’s participative safety, support for innovation, team vision and task orientation. These four factors were measured before the project using the Team Selection Inventory (TSI) test to establish subject climate preferences, as well as during and after the project using the Team Climate Inventory (TCI) test, which establishes the subject’s perceptions of the climate. In this quasi-experimental study, data were collected from a sample of 35 three-member developer teams in an academic setting. These teams were formed at random and their members were blind to the quasi-experimental conditions and hypotheses. All teams used an adaptation of extreme programming (XP) to the students’ environment to develop the same software system. We found that high team vision preferences and high participative safety perceptions of the team were significantly related to better software. Additionally, the results show that there is a positive relationship between the categorization of better than preferred, as preferred and worse than preferred climate and software quality for two of the teamwork climate factors: participative safety and team vision. So it seems important to track team climate in an organization and team as one (of many) indicators of the quality of the software to be delivered.

Creativity of student information system projects: From the perspective of network embeddedness

Many companies have pursued innovation to obtain a competitive edge. Thus, educational reform focuses mainly on training creative students. This study adopted the concept of an affiliated network of projects to investigate how project embeddedness influences project team creativity. This work surveys 60 projects in a Management Information Systems Department of a University. Validity of the specific study hypotheses is tested by using moderate hierarchical regression analysis to determine how project embeddedness affects project team creativity and assess how the team innovation climate moderates the relationships between project embeddedness and project team creativity. Analytical results indicate a positive association between structural embeddedness and project team creativity, a negative relationship between positional embeddedness and project team creativity, and a positive influence of team innovation climate on the relationships between network embeddedness and project team creativity. An attempt is also made to understand the role of positional embeddedness by classifying the interactions based on the content of interactions. According to those results, positional embeddedness is positively related to project team creativity during problem–identification interaction; during solution–design interaction, positional embeddedness is negatively related to project team creativity. Results of this study explain the phenomena of divergent thinking and convergent thinking during creative development.     

软件质量控制的群体协同工作模型

当前软件的开发离不开协同工作。文章通过研究软件开发各个阶段中所存在的各种角色,着重引出了三组角色：质量保证组、开发组和测试组,并在详细分析它们在软件开发过程中的相互作用的基础上,提出了一个软件质量控制的群体协同工作模型。     

Do Intelligent Leaders Make a Difference? The Effect of a Leader's Emotional Intelligence on Followers' Creativity

This research investigates the connection between emotional intelligence (EI) and creativity. This was studied by exploring: (i) an association between leaders' EI and their followers' creative output; (ii) an association between six sub‐dimensions of EI and creativity; and (iii) a mediating role of climate in the link between EI and creativity. Two questionnaires (one for leaders and one for employees) were used to collect data in a hospital. Sixty‐six usable leader‐employee dyads were collected. The findings confirmed a positive relationship between leaders' EI and employees' creativity. At an EI's sub‐dimensions level, the current research showed an association between creativity, on one hand, and self‐encouragement and understanding of own emotions, on the other. Finally, no mediating effect of climate was observed. The absence of a mediating effect is interesting, since it suggests a direct link between leaders' EI and employees' creativity, regardless of the climate. This is important, since it calls attention to the paramount role of leaders in shaping individual and organizational behaviours as far as creativity is concerned. The paper also discusses implications for management and practice.     

Antecedents of Team Creativity: An Examination of Team Emotional Intelligence,Team Trust and Collaborative Culture

Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.     

How Team Identification and Expertise Identification Affect R&D Employees' Creativity

The relationship between team identification and expertise identification in the R&D context and the mechanism by which these variables influence R&D creativity is not yet clear. We present and empirically test a theoretical framework proposing that knowledge sharing mediates the relationship between identification and creativity in R&D teams. Based on 120 paired‐sample survey data of 30 R&D teams, we show that knowledge sharing mediates the relationship between team identification (but not expertise identification) and R&D team members' creativity. Contributions to the literature and the practice of innovation and R&D management, knowledge and creativity management, and team management are discussed.     

Diversified Knowledge,R&D Team Centrality and Radical Creativity

The impact of team knowledge network structure on team creativity has seldom been explored. To address this gap, we argue that research and development (R&D) teams' radical creativity is not only associated with the source of diversified knowledge (insiders of the team, outsiders of the team and internet professional forums), but also with team knowledge network centrality. Data from 32 R&D teams in seven research institutions support our contention that diversified knowledge from all three sources positively affects team radical creativity. In addition, the betweenness centrality of R&D team knowledge networks moderates the relationship between two sources of diversified knowledge (insiders of the team and outsiders of the team) and team radical creativity.     

Employee Goal Orientation,Work Unit Goal Orientation and Employee Creativity

For employee creativity to occur, organizations must build a context conducive to creativity, in addition to identifying employees with creative potential. Complementing and extending earlier research, we develop and test a cross‐level model about how work unit goal orientation might relate to employee creativity. We also theorize and examine the mediating role of employee information elaboration linking work unit goal orientation and employee creativity. We conduct a questionnaire survey based on multi‐source data from 340 employees comprising 53 teams in eight Taiwanese organizations. The results indicate that the work unit goal orientation is positively, whereas the work unit performance‐avoidance orientation is negatively, related to employee creativity through employee information elaboration. Furthermore, work unit goal orientation also plays a cross‐level moderating role: the positive relationship between individual‐level learning orientation and information elaboration is stronger when work unit learning orientation is higher, but weaker when work unit avoidance orientation is higher.     

Stimulating the Potential: Creative Performance and Communication in Innovation Teams

Creativity is essential to successful new product development efforts. Teams constitute the organizing principle in most modern innovation activities. Although creativity research has revealed many factors influencing individual creativity, little is known about how team‐level creativity is determined. Since the creative innovation task requires teams to combine and integrate input from multiple team members, the team's communication pattern is an important determinant of team creativity. Based on a sample of 44 NPD teams in eleven companies, this study examines the effects of team‐member communication on team creativity. It is found that both interaction frequency and subgroup‐formation of communication have a negative relationship to team creativity. Theoretical and practical implications are discussed, and further research is indicated.     

Individual learning goal orientations in self‐managed team‐based organizations: A study on individual and contextual variables

Previous research has shown the importance of individual learning goal orientation for both job and task performance and consequently organizational performance. Despite its importance, knowledge on the antecedents of learning goal orientation remains scarce, especially in the context of self‐managing team‐based organizations. In fact, most of the research on goal orientation antecedents has been focused on individual characteristics, belief, and ability, while the contextual factors that might influence them remain unspecified. We build on and further extend earlier studies by jointly exploring the role of individual and contextual factors affecting individual learning orientation. In particular, this study combines individual informal social network, self‐efficacy, performance feedbacks, and team identification into a model that explains individuals' learning goal orientation within self‐managing team‐based organizations. The model was empirically tested on a sample of 104 individuals belonging to an R&D organization relying on self‐managing teams. Results show that performance feedback has a negative direct effect, while team identification has a positive direct effect on individual learning goal orientation. In addition, we found that individual self‐efficacy is a mediator of the relationships between performance feedback and brokerage in the advice network and individual learning goal orientation. Finally, we did not find a relationship between centrality in the friendship network and individual learning goal orientation.     

Team experiential cognitive style and team performance: The moderating impact of workplace setting

With an increasing need in organizations to come up with novel and useful ideas to renew and survive, team creativity has grown in importance to managers and researchers. As the cognitive resources of team members are the core input for team creativity, researchers increasingly look at team cognition in general and team cognitive styles in particular. In this research stream, the environmental context in which team members are embedded has received limited attention. We therefore experimentally test variation in the physical workplace environment and how it influences the relationship between team experiential cognitive styles and team creativity. Manipulating the nature of architectural elements in the room, we distinguish between a physical workplace with (i) experiential cues and (ii) rational cues. We also use a control condition where architectural elements are absent in the workplace environment. We rely on resource‐matching theory to build our hypotheses. Using data of 75 student teams of a Dutch university, we find that the relationship between teams' experiential cognitive style and team creativity was positive in the control condition. This positive relationship became insignificant in the two conditions where experiential or rational cues were introduced. Theoretical and practical implications are discussed.     

Team Polarity and Creative Performance in Innovation Teams

Creativity is essential for research and development efforts. Research and development endavours are typically organized in teams. Unfortunately, little is known about how the polarity or in other words the conflict potential determines the creativity of such teams. Based on a sample of 51 research and development teams (R&D teams), this study examines the effects of polarity on team creativity and attemps to explore situational conditions when conflict potential is detrimental or facilitating R&D team creativity. The results show that foremost in the conceptualization phase of R&D efforts polarity positively influences the creative performance of R&D teams, whereas at lower degrees of complexity or in situations later in the development cycle polarity negatively impacts the creative performance of R&D teams.     

Understanding the Benefits and Detriments of Conflict on Team Creativity Process

Intra‐team conflict research has shown the different effects of conflict on team output, but it has not fully addressed how conflict influences the team creativity process in different task types of project teams over the project life cycle. Conflict, project life cycle, and project types are important predictors of team creativity. This paper focuses on examining the degree of conflict that the different types of project teams experienced, and more specifically this paper seeks to understand the benefits and detriments of conflict on the team creativity process. Furthermore, this paper shows that the project life cycle is a significant moderator of the conflict‐creativity relationship in different project teams.     

Team Diversity,Learning, and Innovation: A Mediation Model

This study aims to examine the direct and mediating relationships between team diversity, individual and team learning, and individual and team innovation performance. Using a sample of 266 white-collar professionals in Hong Kong, we found that team diversity plays a substantial role in improving both individual and team learning. Individual learning and team learning are independent and positively related to individual and team innovation performance. Individual learning partially mediates the relationship between team diversity and team learning. Individual innovation performance is found to be a partial mediator of team learning and team innovation performance. This study contributes in understanding the unexplored mediating effects of individual learning on team learning, and the individual innovation performance on team innovation performance. Team diversity is found to be the main enabler in the overall model. It is hoped that the research paradigm of this article will generate further development of information systems and technology literature.