Group Dynamics: Theory, Research, and Practice, Vol 30(2), Jun 2026, 88-105; doi:10.1037/gdn0000251
Objective: Team creativity is important for organizations, yet our knowledge about how it can be achieved and the mechanisms that influence it is sparse. In this research, we propose the important asymmetric effect of task context—one that induces divergent thinking processes versus convergent thinking processes—on not only team creativity but also the formation of transactive memory systems (TMS), a form of team-based cognition. In order to investigate this asymmetric effect, we study task context both in terms of the nature of the task and the temporal order of engaging in each task. Method: We test these predictions using an experimental, mixed-factorial, 2 (initial task context: divergent vs. convergent) × 2 (change in task context vs. continuity in task context) design with 105 laboratory teams. Results: We find that engaging in an initial divergent task context and a subsequent convergent task context aids in team creativity. We also find that a divergent task context has a powerful impact on jump-starting foundational TMS as well as aiding in further TMS development compared to a convergent task context. Finally, foundational TMS is an important mechanism that guides the relationship between task context and team creativity, especially when there is a change in task context. Conclusions: Overall, our research points to the powerful effect of task context in influencing team creativity and team cognition. (PsycInfo Database Record (c) 2026 APA, all rights reserved)