Creativity and Innovation in Multiteam Systems

C R E AT I V I T Y A N D I N N O VAT I O N are often collective endeavors. Creativity typically entails the generation of novel yet useful ideas, whereas innovation reflects a combination of both idea generation and idea implementation (Amabile, 1996; Hülsheger, Anderson, & Salgado, 2009; Mumford & Gustafson, 1988; West & Anderson, 1996). Most process models of creative problem solving and innovation specify various phases, including problem construction, idea generation, solution evaluation, and solution implementation (e.g., Hunter, Gutworth, Crayne, & Jayne, 2015; Mumford, Medeiros, & Partlow, 2012) during which multiple people can work together to move from one phase to the next. For example, Hunter and Cushenbery (2011) noted that while individuals may generate ideas, other individuals within the team are often needed to vet and evaluate emergent ideas. Likewise, in innovation projects, different individuals may contribute to idea procurement (exploration) and implementation of innovative outcomes (exploitation) (e.g., Gupta, Smith, & Shalley, 2006). Hülsheger et al. (2009) noted the collective aspect of creativity and innovation, stating that “It is, of course, the case that within organizations new ideas will usually be proposed and pursued toward implementation by work teams” (p. 1128). Accordingly, given that creative and innovative performance is often vested in teams, a number of researchers have focused specifically on the qualities of teams that influence creativity and innovation (e.g., Hülsheger et al., 2009; West, 1990, 2002). Other researchers have noted that largescale innovation typically encompasses the use of multiple teams working closely together. For example,