Is It All about Money? The Effect of Group Bottomline Mentality on Group Creativity, and Psychological Safety with the Complementary Role of Organizational Culture and Task Interdependence

Abstract

We examine bottom-line mentality (BLM) at the group level and examine the effect of group BLM on group psychological safety and subsequent group creativity. We draw on goal shielding theory to suggest that groups high in BLM narrowly focus on bottom-line outcomes, which encourages them to eliminate distracting considerations from their work processes. Because the group’s high BLM encapsulates goal shielding, these groups are deficient in fostering psychological safety as an important interpersonal process that facilitates group creativity. We imply that Group Bottomline Mentality with Employees and supervisor perspective would inhibit group creativity as well as Psychological Safety. We also contend that organizational culture of 1. Adhocracy, 2. Clan, 3. Hierarchy, and 4. Market, as well as Task Interdependence, seems to moderate the bottom-line effect on its outcomes. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 300 respondents and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that Group Bottomline Mentality seems to have a significant positive effect on Group Psychological Safety, which in turn positively influences Group Creativity. Moreover, Task Interdependence seems to moderate the effect of Group Bottomline Mentality and group creativity. Organizations should be aware that employees may emulate their supervisors’ BLMs. Although this may seem beneficial in terms of attaining desired outcomes (e.g., profit maximization), it can also be quite dysfunctional. Organizations should also be aware that employees with BLMs may engage in social undermining.

Keywords: Group Bottomline Mentality, Group Creativity, Psychological Safety, Organizational Culture, Task Interdependence