Although studies have identified a link between employee intrinsic motivation (IM) and creativity and between positive mood and creativity, some of this study has been equivocal and little research has included these variables in an integrative model. Drawing from several theories of IM, we address this gap by proposing that IM is a critical intervening mechanism in the relationship between positive mood and creativity, and team knowledge sharing affects the power of this mechanism. Research on field data from 120 R&D team members in 30 teams found that team-level knowledge sharing moderated the relationship between employees' positive mood and IM, and IM mediated the relationship between employees' positive mood and their creativity. Implications of our findings are discussed.

Diversity literature has demonstrated negative effects of surface-level diversity and positive effects of deep-level diversity. How do two types of diversity among cross national team members influence team knowledge sharing and team creativity? The purpose of this study is to explore conditions that leverage the positive and restrain the negative effects of team diversity on team knowledge sharing, which leads to team creativity. We expect inclusive climate as the significant condition and knowledge sharing as the profound intervening mechanism between team diversity and team creativity relationship. We tested the hypotheses with data from a sample of 60 cross-national research teams from several universities in China. The results support the hypothesized relationships among inclusive climate, team knowledge sharing, and team creativity. Our findings contribute to the advancement of team diversity and team creativity literature, and their theoretical and practical implications are discussed.