［1］Amabile T M. Motivating creativity in organizations: On doing what you love and loving what you do［J］. California Management Review, 1997, 40(1): 39-58.

［2］Ancona D G and Caldwell D F. Bridging the boundary: External activity and performance in organizational teams［J］. Administrative Science Quarterly, 1992a, 37(4): 634-665.

［3］Ancona D G and Caldwell D F. Demography and design: Predictors of new product team performance［J］. Organization Science, 1992b, 3(3): 321-341.

［4］Anderson N, Potoc∨nik K and Zhou J. Innovation and creativity in organizations: A Stateofthescience review, prospective commentary, and guiding framework［J］. Journal of Management, 2014, 40(5): 1297-1333.

［5］Bledow R, Frese M, Anderson N, Erez M and Farr J. A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity［J］. Industrial and Organizational Psychology, 2009, 2(3): 305-337.

［6］Chen M H. Understanding the benefits and detriments of conflict on team creativity process［J］. Creativity and Innovation Management, 2006, 15(1): 105-116.

［7］Chen G,Farh J L,CampbellBush E M, Wu Z and Wu X. Teams as innovative systems: Multilevel motivational antecedents of innovation in R&D teams［J］. Journal of Applied Psychology, 2013, 98(6): 1018-1027.

［8］De Dreu C K. When too little or too much hurts: Evidence for a curvilinear relationship between task conflict and innovation in teams［J］. Journal of Management, 2006, 32(1): 83-107.

［9］DrachZahavy A, Somech A, Granot M and Spitzer A. Can we win them all? Benefits and costs of structured and flexible innovationimplementations［J］. Journal of Organizational Behavior, 2004, 25(2): 217-234.

［10］Eisenbeiss S A, Van Knippenberg D and Boerner S. Transformational leadership and team innovation: Integrating team climate principles［J］. Journal of Applied Psychology, 2008, 93(6): 1438-1446.

［11］Ellis A P, Mai K M and Christian J S. Examining the asymmetrical effects of goal faultlines in groups:A categorizationelaboration approach［J］. Journal of Applied Psychology, 2013, 98(6): 948-961.

［12］Farh J L, Lee C and Farh C I. Task conflict and team creativity: A question of how much and when［J］. Journal of Applied Psychology, 2010, 95(6): 1173-1180.

［13］Ford C and Sullivan D M. A time for everything: How the timing of novel contributions influences project team outcomes［J］. Journal of Organizational Behavior, 2004, 25(2): 279-292.

［14］Gebert D, Boerner S and Kearney E. Fostering team innovation: Why is it important to combine opposing action strategies?［J］. Organization Science, 2010, 21(3): 593-608.

［15］Gibson C B and Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity［J］. Academy of Management Journal, 2004, 47(2): 209-226.

［16］Harvey S. A different perspective: The multiple effects of deep level diversity on group creativity［J］. Journal of Experimental Social Psychology, 2013, 49(5): 822-832.

［17］He Z L and Wong P K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis［J］. Organization Science, 2004, 15(4): 481-494.

［18］Hoegl M and Parboteeah K P. Team reflexivity in innovative projects［J］. R&D Management, 2006, 36(2): 113-125.

［19］Hülsheger U R, Anderson N and Salgado J F. Teamlevel predictors of innovation at work: A comprehensive metaanalysis spanning three decades of research［J］. Journal of Applied Psychology, 2009, 94(5): 1128-1145.

［20］Keller R T. Crossfunctional project groups in research and new product development: Diversity, communications, job stress, and outcomes［J］. Academy of Management Journal, 2001, 44(3): 547-555.

［21］Keller R T. Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of research and development project team performance［J］. Journal of Applied Psychology, 2006, 91(1): 202-210.

［22］Liu Y and Phillips J S. Examining the antecedents of knowledge sharing in facilitating team innovativeness from a multilevel perspective［J］. International Journal of Information Management, 2011, 31(1): 44-52.

［23］Liu L and Leitner D. Simultaneous pursuit of innovation and efficiency in complex engineering projects—A study of the antecedents and impacts of ambidexterity in project teams［J］. Project Management Journal, 2012, 43(6): 97-110.

［24］March J G. Exploration and exploitation in organizational learning［J］. Organization Science, 1991, 2(1): 71-87.

［25］MironSpector E, Erez M and Naveh E.Team composition and innovation:The importance of conformists and attentivetodetail members［J］. Academy of Management Journal, 2011, 54(4): 740-760.

［26］Raisch S and Birkinshaw J. Organizational ambidexterity: Antecedents, outcomes, and moderators［J］. Journal of Management, 2008, 34(3): 375-409.

［27］Rietzschel E F. Collective regulatory focus predicts specific aspects of team innovation［J］. Group Processes & Intergroup Relations, 2011, 14(3): 337-345.

［28］Rosing K, Frese M and Bausch A. Explaining the heterogeneity of the leadershipinnovation relationship: Ambidextrous leadership［J］. Leadership Quarterly, 2011, 22(5): 956-974.

［29］Schippers M C, West M A and Dawson J F. Team reflexivity and innovation: The moderating role of team context［J］. Journal of Management, 2015, 41(3): 769-788.

［30］Schulze A and Hoegl M. Knowledge creation in new product development projects［J］. Journal of Management, 2006, 32(2): 210-236.

［31］Somech A. The effects of leadership style and team process on performance and innovation in functionally heterogeneous teams［J］. Journal of Management, 2006, 32(1): 132-157.

［32］Somech A and DrachZahavy A. Translating team creativity to innovation implementation: The role of team composition and climate for innovation［J］. Journal of Management, 2013, 39(3): 684-708.

［33］Somech A and Khalaili A. Team boundary activity: Its mediating role in the relationship between structural conditions and team innovation［J］. Group & Organization Management, 2014, 39(3): 274-299.

［34］Tsai W. Knowledge transfer in intraorganizational networks: Effects of network position and absorptive capacity on business unit innovation and performance［J］. Academy of Management Journal, 2001, 44(5): 996-1004.

［35］Vera D and Crossan M. Improvisation and innovative performance in teams［J］. Organization Science, 2005, 16(3): 203-224.

［36］West M A. The social psychology of innovation in groups［A］. in West M A and Farr J L (Eds.). Innovation and creativity at work: Psychological and organizational strategies［C］. Chichester: Wiley, 1990: 101-122.

［37］West M A. Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups［J］. Applied Psychology, 2002, 51(3): 355-387.

［38］Wong S S. Distal and local group learning: Performance tradeoffs and tensions［J］. Organization Science, 2004, 15(6): 645-656.

［39］Xie X Y, Wang W L and Luan K. It is not what we have, but how we use it: Reexploring the relationship between task conflict and team innovation from the resourcebased view［J］. Group Processes & Intergroup Relations, 2014, 17(2): 240-251.

［40］Zhang A Y, Tsui A S and Wang D X. Leadership behaviors and group creativity in Chinese organizations: The role of group processes［J］. Leadership Quarterly, 2011, 22(5): 851-862.