Against the backdrop of increasingly fierce market competition, team innovation (TI) has become a core approach for organizations to build sustainable competitive advantages. Based on the expectancy theory, this study constructs a mediated moderation model to explore the mechanism underlying the impact of the interaction between creative process engagement (CPE) and innovation-oriented human resource management (HRM) practices on team innovation. An empirical test is conducted with a research sample consisting of 364 employees from 96 teams across multiple industries including scientific research, architecture and design. The results show that: innovative leadership (IL) has a significant positive impact on TI, with CPE playing a partial mediating role between them; innovation-oriented HRM practices exert a significant positive moderating effect on the relationship between CPE and TI, meaning that the higher the level of innovation-oriented HRM practices, the stronger the promotional effect of CPE on TI; the interaction between CPE and innovation-oriented HRM practices can further amplify the indirect impact of IL on team innovation through CPE. This study reveals the internal logic of how the interaction between CPE and innovation-oriented HRM practices influences TI, enriches the theoretical research in the field of TI, and provides practical guidance for organizations to improve team innovation performance by optimizing CPE and innovation-oriented HRM practices.
Xu et al. (Thu,) studied this question.