Network Relationships and Individual Creativity between Members within a Small Group: Trust in Leader Moderating Effect of the Comparison

  • Min Hee Hahn
  • Kun Chang Lee
Part of the Lecture Notes in Electrical Engineering book series (LNEE, volume 182)


This study was studied network and individual creativity relationships between members within a small group from social network point of view. In particular, the trust in leader was considered as moderating variable in social network and creativity relationships. Furthermore, studied was figured out there are differences effective for individual creativity by considering individuals’ way of working (exploitation vs. exploration). For this, we have assigned the same task for the university students who are taking the same subject, and asked them to make the group to solve that assignment. And we surveyed them about the network among the group members that is formed in the process of carrying out the assignment. There were total 56 teams and analyzed 308 valid questionnaires data. After analysis, closeness centrality of a member in that small group was take advantage of the exploitation of existing knowledge and information on positive effect, which promotes individual creativity, but, to pursue exploration of new knowledge or information did not have a significant influence. On the other hand, when trust in leader is high, closeness centrality was the important affecting factor for exploration, but when it was low, closeness centrality rather affected exploitation significantly. In each case, it was a positive outcome for individual creativity.


Individual creativity Closeness centrality Exploitation Exploration Trust in leader 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Amabile, T.M., Gryskiewicz, S.S.: Creativity in the R&D Laboratory, p. 15. Center for Creative Leadership, Greensboro (1987)Google Scholar
  2. 2.
    Audia, P.G., Goncalo, J.A.: Past Success and Creativity over Time: A Study of Inventors in the Hard Disk Drive Industry. Management Science 53, 1–15 (2007)CrossRefGoogle Scholar
  3. 3.
    Bidault, F., Castello, A.: Trust and creativity: understanding the role of trust in creativity–oriented joint development. R&D Management 39(3), 259–270 (2009)CrossRefGoogle Scholar
  4. 4.
    Brass, D.J.: Creativity: It’s all in your social network. In: Ford, C.M., Gioia, D.A. (eds.) Creative Action in Organizations, pp. 94–99. Sage, Thousand Oaks (1995)Google Scholar
  5. 5.
    Burnside, R.M.: Improving corporate climates for creativity. In: West, M.A., Farr, J.L. (eds.) Innovation at Work: Psychological and Organizational Strategies. John Wiley & Son, N.Y (1990)Google Scholar
  6. 6.
    Carnevale, P.J., Probst, T.M.: Social Values and Social Conflict in Creative Problem Solving and Categorization. Journal of Personality and Social Psychology 74, 1300–1309 (1998)CrossRefGoogle Scholar
  7. 7.
    Chen, M.H., Chang, Y.C., Hung, S.C.: Social Capital and Creativity in R&D Project Teams. R&D Management 38, 21–34 (2008)CrossRefGoogle Scholar
  8. 8.
    Chin, W.W.: Structural Equation Modeling in IS Research, IS World Net Virtual Meeting Center at Temple University, November 2–5 (1998),
  9. 9.
    Chin, W.W.: The partial least squares approach to structural equation modeling. In: Marcoulides, G.A. (ed.) Modern Methods for Business Research. Lawrence Erlbaum, Mahwah (2001)Google Scholar
  10. 10.
    He, Z.L., Wong, P.K.: Exploration vs Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organization Science 15, 481–494 (2004)CrossRefGoogle Scholar
  11. 11.
    Levinthal, D.A., March, J.G.: The Myopia of Learning. Strategic Management Journal 14, 95–112 (1993)CrossRefGoogle Scholar
  12. 12.
    Madjar, N., Ortiz-Walters, R.: Trust in Supervisors and Trust in Customer: Their Independent, Relative and Joint Effects on Employee Performance and Creativity. Journal of Human Performance 22(2), 128–142 (2009)CrossRefGoogle Scholar
  13. 13.
    March, J.G.: Exploration and Exploitation in Organizational Learning. Organization Science 2, 71–87 (1991)CrossRefGoogle Scholar
  14. 14.
    Miller, K.D., Zhao, M., Calantone, R.J.: Adding Interpersonal Learning and Tacit Knowledge to March’s Exploration–Exploitation Model. Academy of Management Journal 49, 709–722 (2006)CrossRefGoogle Scholar
  15. 15.
    Nyhan, R.C., Marlowe Jr., H.A.: Development and psychometric properties of the organizational trust inventory. Evaluation Review 21(5), 614–635 (1997)CrossRefGoogle Scholar
  16. 16.
    Prieto, I.M., Revilla, E., Rodriguez-Prado, E.: Managing the Knowledge Paradox in Product Development. Journal of Knowledge Management 13, 157–170 (2009)CrossRefGoogle Scholar
  17. 17.
    Scott, S.G., Bruce, R.A.: Determinants of innovation behavior: A path model of individual innovation in the workplace. Academy of Management Journal 37(3), 580–607 (1994)CrossRefGoogle Scholar
  18. 18.
    Vanhaverbeke, W., Gelsin, V., Duysters, G.: Exploration and Exploitation in Technology-Based Alliance Networks. Academy of Management Proceedings, 1–6 (2007)Google Scholar
  19. 19.
    Whitener, E.M., Brodt, S.E., Korsgaard, M.A., Werner, J.M.: Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior. Academy of Management Review 23, 513–530 (1998)Google Scholar
  20. 20.
    Zhou, J., George, J.M.: When Job Dissatisfaction Leads to Creativity: Encouraging the Expression of Voice. Academy of Management Journal 44, 682–697 (2001)CrossRefGoogle Scholar
  21. 21.
    Zhou, J., Shin, S.J., Brass, D.J., Choi, J., Zhang, Z.-X.: Social Networks, Personal Values, and Creativity: Evidence for Curvilinear and Interaction Effects. Journal of Applied Psychology 94, 1544–1552 (2009)CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media Dordrecht 2012

Authors and Affiliations

  1. 1.Business Management UnitLG CNS CO., Ltd.SeoulRepublic of Korea
  2. 2.SKK Business School WCU Department of Interaction ScienceSungkyunkwan UniversitySeoulRepublic of Korea

Personalised recommendations