Examining the team’s creative intentions through digital task interdependencies, technological disruption, and digital human resource management: Jordanian SME’s

Examining the team’s creative intentions through digital task interdependencies, technological disruption, and digital human resource management: Jordanian SME’s | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Examining the team’s creative intentions through digital task interdependencies, technological disruption, and digital human resource management: Jordanian SME’s Tha’er Abdelwahab Almajali, Mazin Aledeinat, Mohammad A. Ta'Amnha, and 2 more This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-5727458/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Employees’ intentions to generate and pursue ideas are necessary to maintain competitiveness. This pressurizes the managers to guarantee that digital human resource management (DHRM) can be used effectively to drive creative communication across work teams. Although the generation of collective ideas can enhance a team’s digital task interdependencies, the study argues that it does not promise to increase creativity intentions, especially in a situation of technological disruption. The study surveyed 421 respondents from 83 small and medium emprise’s (SME’s) in Jordan. The study applied PLS path modeling to analyze the data. Here the aim is to examine how technological disruption, digital task interdependencies, and DHRM predicts the creative intent of teams. The findings suggest that technological disruption, digital task interdependencies, and DHRM directly and positively affect the team’s creative intention. Given the highly volatile impact of technological disruption, DHRM, and the principle of digital task interdependencies, the managers and may put the practitioners in a position to enhance the team’s creativity and the intent to maintain competitiveness. Team’s creative intentions Digital human resource management digital task interdependencies Technological Disruption Jordan Figures Figure 1 Figure 2 Figure 3 1. Introduction Businesses today improve their ability to create value and achieve competitiveness through the continual development of innovative technology stemming from the creative input of their intellectuals (Nkambule et al., 2022 ). Existing literature (e.g., Ogbeibu et al., 2021 ; Ferreira et al., 2019 ), suggests that the rapid evolution of new technologies and digitalization have pushed the firms toward the quest of getting a competitive advantage over many distinctive manufacturing businesses, thus raising uncertainty about gaining new economic opportunities (Bechter et al., 2022 ). Moreover, the thirst for achieving competitive advantage in a digitally growing environment has triggered business leaders to engage in digital task-interdependent policies to foster creativity within team members (Sivathanu & Pillai, 2018 ; Fong et al., 2018 ; Scuotto et al., 2017 ). Subsequently, the leaders are bound to frequently participate in innovation developments to create value by inputting their core internal dynamic capabilities considered important for business model innovations (Santoro et al., 2020 ; Caputo et al., 2019 ). From this perspective, researchers like Sivathanu & Pillai ( 2018 ) and Pereira et al. ( 2017 ) argue that the present approach requires the successful deployment of key human resources management (HRM) practices. The HRM systems should be considered critical to confirm its constant analogy, adoption, and execution with massively dev Bolstering creativity willingness through digital task interdependence, disruptive and smart HRM technologies eloping technology- a procedure alternatively, known as “digital” human resource management (Strohmeier, 2020 ). Furthermore, promoting the digital HRM entails the ability to foster consistent improvement in creativity (Sivathanu & Pillai, 2018 ). The prior literature supports the positive link among internal HRM practices, creativity, and innovation (Ogbeibu et al., 2020 ; Del Giudice et al., 2018 ; Papa et al., 2018 ). Digital HRM is therefore discussed to enhance team members’ creativity even in the presence of technological disruption (TD) (Bam et al., 2019 ; Majumdar et al., 2018 ). Though, this doesn’t adequately ensure the “intentions” of the team to engage in such creative activities, mainly in a situation of technological disruption (Sousa & Rocha, 2018 ). Nevertheless, Christensen et al. ( 2015 ) explained in their thesis that implementing digital HRM allows organizations to alleviate the challenges and effects of continual TD and create higher value and sustained competitive advantage. Under this setting, the logical conceptualization of digital HRM technologies (DHRM) turns critical and exciting (Sardi et al., 2020 ; Küpper et al., 2019 ; Strohmeier, 2020 ). Although the need to generate collective ideas might instigate task interdependencies among team members, the study claim that such provisions don’t guarantee intentions of creative behavior, particularly in a situation of technological disruptions. This research used a cross-sectional time-lag survey. The study analyzed data using Smart-PLS 3. The study examines how digital task interdependencies, technological disruption, and digital HRM play a role in predicting a team’s creative intentions. The results suggest that digital task interdependencies, technological disruption, and digital HRM demonstrate a direct and positive impact on the team’s creative intentions, while technological disruption alleviates digital HRM’s positive influence on the team’s creative intentions. On the other hand, digital task interdependencies reduce technological disruption’s positive effect on team creativity intentions. Contemplating the variant impacts of technological disruption, dispersing digital HRM, and considering the rules of digital task interdependencies, managers might be capable to strengthen team creativity intentions to gain a sustainable competitive advantage. The next sections present a review of the literature, hypotheses development, methodology, findings, conclusion, and lastly implications for practitioners. 2. Literature review and theoretical framework According to Strohmeier ( 2020 ), digital HRM digitizes the HRM functions and activities, which then are performed in a way that depends mostly on new technologies like cloud computing artificial intelligence, automation, and big data. Likewise, another research claimed that digital HRM has shifted the existing HRM practices to handle software, hardware, and data management (Sivathanu & Pillai, 2018 ). The recent technological changes oversight the significance of Digital HRM, which might even cause a well-established international organization to be irrelevant and subsequently loses the reputation of a global corporation (Majumdar et al., 2018 ; Bondarouk & Brewster, 2016 ). Thus, digital HRM has grown as an indispensable source for getting a competitive advantage (Sardi et al., 2020 ; Küpper et al., 2019 ; Bondarouk & Brewster, 2016 ). Furthermore, as a primary organizational function and dynamic capability, digital HRM is considered to have the capacity to provoke teams’ creative intentions in the business (e.g., Ogbeibu et al., 2020 ; Parry & Battista, 2019 ) by encouraging the creation of collective ideas among cross-functional team members (Fisher, Amabile, 2023 ; Adair, 2010 ). Additionally, in a situation of technological disruption, teams may encounter increased tensions as they are consistently striving to learn and adapt to new market fluctuations (Sivathanu & Pillai, 2018 ; Issa et al., 2016 ). However, literature shows that this may negatively impact a team’s intentions to constantly exercise creativity (Strohmeier, 2020 ). Although there is a plethora of relevant literature investigating digital HRM and team creativity, extensive studies are continuing to oversee the implication for team creativity intentions (TCI) (Fay et al., 2015 ; Adair, 2010 ). The empirical research on technological disruption is also lacking evidence on examining the association of TD with a team’s creative intentions (Majumdar et al., 2018 ). Creativity intentions are a crucial antecedent to an individual’s behavior (Dezi et al., 2018 ; Chandy & Tellis, 1998 ). Thus, without predicting the creativity intentions, the actual creativity behavior cannot be predicted, and the subsequent innovation procedures for generating value would be negatively affected consequently team members will display reluctant behavior (Fay et al., 2015 ; Chandy & Tellis, 1998 ). The team’s creative intention (TCI) is theorized as the inclination or tendency to–it is the push factor of team members (Pereira et al., 2015 ; Dawson & Henley, 2012 ) make them able to perceive, generate, refine, or improve innovative ideas irrespective of the support or feedback obtained (Korzynski et al., 2019 ; Fay et al., 2015 ). Discussions of Barczak et al. ( 2010 ) report that a team member’s intention to exert creativity is a crucial factor in extending the ability of the organization to gain a sustainable competitive advantage. The consistent increase in TD influences the extent of creativity in team members, rising the manager’s concerns about team members, they might not be willing to display creative behavior and exchange their creative ideas anymore with coworkers (Majumdar et al., 2018 ). Because of the dynamic impact of TD, it remained unclear how team members respond to a constant exertion of creativity. TD causes high stress, work pressures, and conflict in work-life balance among teams who have been specially given the task of exhibiting creative ideas aligning with emerging technologies (Christensen et al., 2018 ; Christensen et al., 2015 ). This kind of influence impedes team creativity and subsequently hinders their intentions to exhibit creativity which can then encourage business model innovation, digital transformation, and value-generation processes (Alberti-Alhtaybat et al., 2019 ; Bai et al., 2016 ). The TD has wide-ranging social and economic impacts such as it tends to alter the existing innovation procedures, provokes business model transformation, and accordingly improves the value creation ability (Alberti-Alhtaybat et al., 2019 ; Majumdar et al., 2018 ). Thus, TD indicates a higher rate of technological development with a larger potential to create an organization’s financial value (Kaivo-oja & Lauraeus, 2018 ). Kassicieh et al. ( 2002 ) described TD as a scientific approach that terminates or suspended the prevailing product or technological capabilities while offering a base for a flow of other economical innovation routes. TD may cause both upsetting or favorable variations in traditional and evolving inventions (Sivathanu & Pillai, 2018 ). Moreover, TD fastens the obsoletion of several products whilst also opening new opportunities for businesses (Majumdar et al., 2018 ). Thus, TD can necessitate organizations to perform and continue their operations in a way to foster the willingness to learn in teams. Teams with high intentions to learn and work exhibit more creativity (serves as a pushing force to extend the creative intentions) (Fay et al., 2015 ), therefore, to helps to promote the competitive advantage of the organization (Majumdar et al., 2018 ; Perez & de Pablos, 2003 ). However, the team member’s unwillingness to develop creative ideas posits a challenge for managers, who must communicate the potential benefits of team creativity for organizations and individuals themselves (Wang et al., 2018 ; Chandy & Tellis, 1998 ). The research argued that the unwillingness (pull factor) for creativity can occur because of reasons like evading extra tasks, intimidation to work life balance, threats to leader’s hierarchical position, and voluntarily logical actions to refute creativity (Fay et al., 2015 ). The team members might display a denial of creativity specifically where there is a high level of power distance between workers and managers (Anand et al., 2018 ; Hofstede, 2001 ). Although much of the literature on intentions has produced many meaningful findings from various developing countries and cultures (Jyoti et al., 2019 ; Wang et al., 2018 ; Auernhammer & Hall, 2014 ; Kozbelt et al., 2010 ; Chandy & Tellis, 1998 ), much is left unexplored. Besides, current research contends that the TD fosters the teams to be digitally involved and ensures interdependency with each other (Bam et al., 2019 ). Interdependency of teams requires to get proficient support from others in developing suitable competencies essential for the completion of digital tasks, that can improve the competitive advantage of the firm (Majumdar et al. 2018 ). Hence, to gain a competitive advantage, team members need to create digital dependency across the organization for the successful execution of tasks, in this way the organizations can promote their effectiveness and efficiency (Fong et al., 2018 ; Shaughnessy, 2018 ). To attain this, organizations are more eagerly involved in digitalizing team-related tasks (Fossen & Sorgner, 2019 ; Kruining, 2017 ). Consequent to the research of Subramaniam and Watson ( 2006 ), this study believes that the team motivation to increase digital task interdependency, as such cross-functional teams may generate a bunch of creative ideas pertinent to reinforce the competitive advantage for the organization (Shaughnessy, 2018 ). Accordingly, for teams, digital task interdependencies (DTI) determine to what extent the interaction and coordination between teams are necessary to implement digital tasks (Langfred, 2005 ). Digital team interdependencies are the degree of digital interdependency among team members to achieve probable outcomes. DTI represents the extent of online interrelation among different teams and their digital operations dependency on digital technologies like the internet, cloud computing, artificial intelligence, or software interactions to attain the key objectives of the organization (Shaughnessy, 2018 ). DTI enables the digital relations between different teams across diverse interdependent departments to execute, manage, or complete digital tasks (Fong et al., 2018 ; Kruining, 2017 ). Digital task interdependencies introduces organizations with new means that are helpful for teams in understanding, sharing, exploiting, managing, and executing digitized tasks (Adair, 2010 ; Barczak et al., 2010 ). As fundamental digital strategies, teams’ Digital task interdependencies are required more than ever before, emerging as an essential strategy with a high potential to leverage the adequate transfer of creative ideas to foster innovation, bring business models transformation, and create maximum value for the organization (Scuotto et al., 2017 ). Further, the study builds upon the VRIO (Valuable, Rare, Imitable, and Organized) model to theorize how organizations can create value to achieve a sustainable competitive advantage (Knott, 2015 ; Hinterhuber, 2013 ). The VRIO framework provides theoretical underpinnings to organizations for evaluating the value of key capabilities of their human capital to ensure whether they can maintain a competitive advantage or not (Lin et al., 2012 ; Perez & de Pablos, 2003 ). In addition, the VRIO model divides resources into two kinds including tangible resources and intangible resources (Knott, 2015 ; Hinterhuber, 2013 ). The tangible resources are physical assets (e.g., computers, land, and machinery) (Coley et al., 2012 ), the intangible resources on the other hand range from intellectual capital, human behavioral values, and corporate culture which are visible to their trademark, brand, and training programs initiated for team members to facilitate them in executing their tasks in an inimitable way (Lee et al., 2017; Chen et al., 2014 ). Despite of various valuable research insights on the VRIO model, the literature also highlights a few limitations in its scope mainly because of its preliminary definitions and conceptualizations (Wu, 2016 ). In particular, the VRIO oversees the digital HRM capabilities from its earlier perspective (Strohmeier, 2020 ; Lee et al., 2017), as it incorporates the two tangible resources and intangible resources and believes makes them valuable, rare, unique, and organized differently from other organizations. According to Lee et al. (2017), digital HRM integrates tangible resources (data and software) and tangible resources (hardware), which helps provide deep insights into firms’ capacity to exploit their human resource capabilities to achieve sustainable competitive advantage. Yet today, the VRIO model oversights the significance of evaluating the value creation intentions (intangibles) using the technologies (tangibles) to sustain competitive advantage through the creativity of its human capital in a situation of TD (Jugdev et al., 2007 ). This can help in advancing prior understandings to advise the organizations and their leaders on fostering team creativity in a situation of TD (Jugdev et al., 2007 ). 3. Hypothesis development 3.1. Digital HRM and team’s creative intentions In response to the rising trend of globalization, organizations are continuously pursuing to achieve competitiveness in the global market which necessitated the urge for HRM strategies to depart from conventional beliefs to the execution of new digital HRM in the organizational context (Bresciani et al., 2018 ; Sivathanu & Pillai, 2018 ; Strohmeier, 2020 ). Digital HRM is pitched to leverage the latest data, hardware, and software to promote creativity among team members (Ferraris et al., 2019 ; Bondarouk & Brewster, 2016 ). Digital HRM motivates the teams to improve their intentions to exhibit creativity (Kruining, 2017 ; Anderson et al., 2014 ). Digital HRM is thus positively associated with the team’s intentions to exhibit creativity, and according to Cirella et al. ( 2014 ), this might also improve the organization’s performance. Digital HRM fosters an environment that allows teams to share novel ideas and provide intellectual assistance for performing the digital activities of new interdependent teams. Scholars like Sicotte et al., ( 2019 ) provide further evidence that digital HRM engenders enhanced creativity intentions among team members to execute key digital tasks efficiently. Likewise, Fay et al. ( 2015 ), the far-reaching benefits of technologies like big data enable digital HRM to quickly identify teams’ creative intentions. The managers must have the ability to improve and expand the team’s intentions to create and synergize novel ideas of different teams to strive for getting competitive advantage collectively (Bam et al., 2019 ). Consequently, the team intends to foster creativity through the emergence of digital HRM for effective knowledge transfer among teams (Adair, 2010 ). Extensive discussions help to improve the team member’s creative intentions across teams (Adair, 2010 ; Barczak et al., 2010 ). Digital HRM systems boost team creativity by simplifying admin tasks, offering data insights, and promoting personalized learning (Hassani and Boubegra, 2023 ). These systems improve communication, set clear goals, and support flexible work, fostering an innovative environment. Automation of routine tasks frees mental energy for creative work, and analytics help form diverse teams. H1: Organization’s usage of digital HRM positively affects the team’s creative intentions. 3.2. Technological disruption (TD) and TCI With a consistent increase in TD due to the fast-paced digitalization and technological advancement e.g., the advent of the internet of things, robotics, cloud computing, artificial intelligence, and many others, the team’s intentions to be creative may be reduced because of fear that their jobs might be reasonably changed with the emergence of new technologies (Issa et al., 2016 ; Barczak et al., 2010 ). Recent literature extends that organizations demand TD that can enhance the pressure and stress of team members, and therefore, decrease their output (Majumdar et al., 2018 ; Fulcheri et al., 1995 ). Therefore, TD can provoke positive or negative reactions among team members by encouraging them to adopt new technologies (Christensen et al., 2018 ). In line with the seminal work of Sousa and Rocha ( 2018 ); Fay et al. ( 2015 ) and Christensen et al. ( 2015 ) suggests for surviving in technological disruption, teams should learn new technological skills and constantly grow their skills. As TD derives curiosity, teams display more curious behavior and develop more higher intentions to show creativity and innovation (Fong et al., 2018 ; Bai et al., 2016 ). Similarly, team members who are more ambitious put high efforts into identifying and exploiting changes in a situation of technological disruption which demands them to learn, adapt and execute new knowledge to fit into the existing organizational practices (Fong et al., 2018 ). TD fosters heightened pressure in teams, extensive literature indicates that higher pressure pushes the need for creative ideas (Bam et al., 2019 ; Cirella et al., 2014 ). Similarly, TD leverages the responsibilities of team members, which could higher the team’s intentions to be creative (Bam et al., 2019 ). Technological disruption acts as a catalyst for creativity within teams by introducing new tools and possibilities that challenge existing methods and assumptions (Fan & Suh 2014 ). This upheaval forces teams to reassess their approaches, explore novel capabilities, and adapt to changing landscapes. In doing so, it fosters an environment of continuous learning, interdisciplinary thinking, and rapid iteration. The necessity to overcome new challenges and leverage unfamiliar technologies pushes teams beyond their comfort zones, encouraging innovative problem-solving and the exploration of previously uncharted creative territories. Ultimately, this process of adaptation and exploration sparked by technological disruption can significantly enhance a team's creative intentions, leading to more innovative and impactful outcomes. H2: Technological disruption positively affects the team’s creative intentions. 3.3. Digital task interdependencies (DTI) and TCI Extensive literature indicates that task interdependency may be negatively related to creativity intention especially when the exchange of creative ideas is lacking within teams (Fong et al., 2018 ). However, the existing research is lacking sufficient empirical support for the association between task interdependencies and a team’s creative intentions (Fong et al., 2018 ). However, with the team’s ability to perform digital tasks, they can demonstrate a higher level of productivity, a better coalition among teams, better tasks execution, and enhanced engagement and speed that can subsequently incite effective intentions for creativity (Korzynski et al., 2019 ; Parry & Battista, 2019 ). Thus, this research infers that DTI may have a positive relationship with the team’s creative intentions as it entails a greater potential for exchanging creativity (Fong et al., 2018 ). Similarly, researchers like Ogbeibu et al. ( 2018 ), Bai et al. ( 2016 ), and Madsen, et al., ( 2002 ) provide consistent evidence of this relation stressing that interdependencies among different tasks were found to be positively associated with the creative intentions of teams. Furthermore, Bachrach et al. ( 2006 ) realized that DTI offers an opportunity for teams to effectively perform various tasks within the organizational context. In addition, the lower intentions to transfer creative ideas among teams can be controlled when there are larger digital task interdependencies (Hon & Chan, 2012 ). Digital task interdependencies positively influence a team's creative intentions by fostering a collaborative environment that leverages diverse skills and perspectives, enhances communication, and establishes shared goals (Ogbeibu et al., 2021 ). This setup encourages accountability and motivation among team members, as their contributions directly affect others, driving them to innovate and excel. The iterative nature of interdependent tasks, supported by digital tools, facilitates continuous improvement and resource optimization, freeing up time for creative pursuits. Ultimately, these interdependencies create a synergistic effect where the collective creativity of the team is amplified, leading to more innovative and effective outcomes. H3: Digital task interdependencies positively affect the team’s creative intentions. The study has therefore given a summary of all hypotheses in Fig. 1. 4. Methodology 4.1. Data collection and sampling procedures The data was gathered for this study from 83 SME’s using a survey. Specifically, the study was conducted across 83 SME’s in Jordan, representing a diverse range of industries within the sector. These organizations were selected based on their adoption of digital technologies and DHRM practices, ensuring relevance to the research questions. The SME’s sector was chosen due to its significant contribution to Jordan's economy and its ongoing digital transformation efforts. This setting provided a suitable environment to examine how technological disruption, digital task interdependencies, and DHRM influence team creativity in a real-world context. The inclusion of multiple organizations allowed for a broader perspective and increased generalizability of the findings within the Jordanian SME’s sector. The choice to conduct this study in the Jordanian context was driven by several factors. Jordan represents an emerging economy in the Middle East that has been actively pursuing digital transformation and modernization in its different sectors (Al-Adwan, Jafar & Sitar-Tăut, 2024 ; Balharet et al. 2024; Yaseen, et al., 2018). This makes it an ideal setting to examine the interplay between technological disruption, digital human resource management (DHRM), and creative intentions in work teams. Additionally, Jordan's unique position as a relatively stable country in a region often characterized by volatility offers an opportunity to study these dynamics in a developing economy context that is not frequently represented in management literature. This choice allows for the expansion of our understanding of these phenomena beyond the typical studies in the west or highly developed asian contexts, potentially revealing insights that could be applicable to other emerging economies. Following Ogbeibu et al. ( 2018 ) research, the authors ensure that the participants must be either from the HRM department, and IT department. This study ensures all managers must be managing two to four teams that are interdepending on each other and, every team must have four to eight members on average each team consists of five members which are found to be consistent with existing studies (such as Ogbeibu et al., 2018 ; Usman & Amran, 2015 ). To draw the sample the formula of Krejcie and Morgan ( 1970 ) was used. To ensure the quality of the dataset, the study distributed 486 questionnaires in total consisting of team members and managers, 421 received questionnaires that were found suitable for conducting data analysis. This suggests a 90% of response rate. The age of participants falls within the range of 27 to 51 years old from which 26.1% were female team leaders and 31.8% were female team members. Out of the total respondents, 33.3% were from the R&D department 34.1% were from HRM and 32.6% were from IT departments respectively. From an education perspective, 6.6% were Ph.D., 36.2% were master, 41% were undergraduate, and 16.1% were diploma holders or equivalent. The survey questions were adopted from the previous studies based on the extensive literature review relevant to all constructs like DTI, DHRM, TD, and TCI. However, minor adjustments were made to adjust the questions to the aims, and context of the study. Using a 5-point Likert scale ranging from 1 to 5 strongly disagree to strongly agree. Seven item scale of Langfred ( 2005 ) was adopted to measure DTI in a digitated context. To measure TD six-item scale from the study of Ogbeibu et al. ( 2020 ) was adopted. The construct of DHRM measured using Strohmeier’s ( 2020 ) four items scale. Lastly, for TCI, the study adopted six items from the scale of Dewett ( 2006 ) measuring the intentions to take risks. Congruent with existing research databases (see, Ogbeibu et al., 2020 ; Melkonian et al., 2011 ; Van Vianen et al., 2011 ) who have suggested adding potential influencing factors to the team intentions as control variables including task fulfilment, resource accessibility, and workplace environment. 5. Data Analysis and Results 5.1. Data analysis Considering the predictive background of the study, the data were analyzed using the PLS-SEM (partial least squares structural equation modeling). PLS-SEM is suitable (1) to assess the complex relations in the proposed model, (2) for exploratory studies (3) to give ease of interpretation, and (4) when the objectives are focused on understanding the increased complexity of the model (Hair et al., 2019 ). The Constructs in this research are yet underdeveloped empirically, as a vast majority of the existing literature is extensively centering conceptualization of the theoretical underpinnings of concepts. Therefore, scholars like Hair et al. ( 2019 ), SarsteTD et al. ( 2016 ) and Hair et al. ( 2014 ) recommended to use PLS based SEM for emerging and comparatively immature constructs. PLS-SEM is famous for having the capability to handle multiple relationships simultaneously with better statistical outcomes (Ringle et al. 2018 ). Hence, this research uses SmartPLS3 for analyzing the data. 5.2. Measurement model Several statistics were employed to calculate the reliability and validity of the study outer model as suggested by Hair et al. ( 2019 ). These statistics include “composite reliability” (CR); “internal consistency reliability” (Cronbach’s alpha); “convergent validity”; and “discriminant validity”. First, according to Table 1 , Cronbach’s alpha (α) values ranged from 0.910 to 0.981 and composite reliability (CR) values ranged from 0.911 to 0.983, indicating that the scale has acceptable internal reliability (Rex, 2015 ). Second, each of the factors had values of “Standardized Factor Loading” (SFL) that were greater than 0.70, which provided further evidence that the study dimensions have a satisfactory level of reliability. Third, convergent validity was ensured by evaluating whether or not AVE values were higher than 0.5. This value is the minimum level of acceptability that considered adequate convergent validity. Table 1 Convergent Validity Construct Item loading Cronbach's alpha Composite reliability Average variance extracted (AVE) VIF Digital HRM DHRM1 0.735 0.754 0.762 0.575 1.807 DHRM2 0.715 DHRM3 0.803 DHRM4 0.776 Digital task interdependencies DTI1 0.716 0.854 0.854 0.579 2.223 DTI2 0.721 DTI3 0.742 DTI4 0.723 DTI5 0.819 DTI6 0.798 Team’s creative intention TCI1 0.715 0.871 0.877 0.609 TCI2 0.844 TCI3 0.782 TCI4 0.841 TCI5 0.738 TCI6 0.755 Technological disruption TD1 0.793 0.866 0.867 0.600 2.193 TD2 0.769 TD3 0.742 TD4 0.723 TD5 0.819 TD6 0.789 Next, the values for CR as well as Rho_A values presented in Table 1 are indicating the presence of internal consistency and data reliability of key constructs, and AVE (average variance extracted) values verify the presence of CV (convergent validity) in data (Hair et al., 2019 ). As well, the data were also examined for multicollinearity concerns. The findings suggest no multicollinearity issues available in the data used as all the VIF values indicated in Table 1 are well lower than the criteria of 5 (see, Hair et al., 2019 ). Next, the values for CR as well as Rho_A values presented in Table 1 are indicating the presence of internal consistency and data reliability of key constructs, and AVE (average variance extracted) values verify the presence of CV (convergent validity) in data (Hair et al., 2019 ). As well, the data were also examined for multicollinearity concerns. The findings suggest no multicollinearity issues available in the data used as all the VIF values indicated in Table 1 are well lower than the criteria of 5 (see, Hair et al., 2019 ). According to the suggestions of Hair et al. ( 2019 ), the study’s model fitness indices should be used with extreme caution in PLS-SEM because the idea of model fitness in PLS-SEM is still problematic as compared to covariance-based SEM. Consequently, Shmueli, et al. ( 2019 ), Ringle et al. ( 2018 ) and Sarstetd et al. ( 2016 ) advise examining the model’s predictive accuracy, power, and relevance (Q 2 , R2, β, and RMSEA, or MAE) of the model because of the data’s causal and predictive nature, the study examined data in PLS-SEM. Finally, as stated by Leguina, ( 2015 ), HTMT values should be under 0.90. Study HTMT levels were significantly lower than the reference value (see Table 3 ). Taken together, the previous results confirm and support the scale reliability, discriminant, and convergent validity as approved in the study measurement outer model. Accordingly, we can move forward with the structural outer model to test the study hypotheses. Additionally, two main criteria were employed to encore the scale has an adequate discriminant validity as suggested by (Leguina & Primer, 2015 ). These criteria included the “crossloading matrix”, the “Fornell-Larcker criterion method”, and the “heterotrait-monotrait method” ratio (HTMT). To start, as shown in Table 2 , the outer-loading (bolded) of each latent unobserved variable needs to be higher than the cross-loading (with other measurements) to guarantee discriminant validity. In addition, as can be seen in Table 3 , values are less than 0.90, which is indicative of high discriminant validity (Leguina & Primer, 2015 ). Table 2 Fornell-Larcker criterion Constructs DHRM DTI TD Digital HRM 0.758 Digital task interdependencies 0.620 0.761 Team’s creative intention 0.643 0.679 Technological disruption 0.613 0.702 0.775 Table 3 “heterotrait-monotrait method” ratio (HTMT) Construct DHRM DTI TD Digital HRM Digital task interdependencies 0.769 Team’s creative intention 0.783 0.786 Technological disruption 0.747 0.812 The structural model The study assesses the structural model applying bootstrapping on a 5000 subsampling in Smart PLS to ensure the overall statistical significance of the model. The R2 value is (R 2 = 0.619) suggests a substantial level of change in TCI (Ringle et al., 2018 ). Congruent to the Shmueli et al., ( 2019 ), and Ringle et al. ( 2018 ) recommendations, P values given in Fig. 3 indicate that TD exhibits significantly and positively effecting TCI followed by DHRM and DTI. The outcomes substantially support hypotheses 1, 2, and 3. The construct’s f2 values indicating the effect size for TD (0.232), DTI (0.126), and DHRM (0.113) suggest almost close to the medium effect. Table 3 Results Summary Hypothesis No. Constructs and their Relationships Interpretation of results Comments 1 Digital HRM (DHRM) → Team’s Creative Intentions (TCI) Digital HRM positively impacts the TCI Confirmed 2 Technological disruption (TD) → Team’s Creative Intentions (TCI) TD positively impacts the TCI. Confirmed 3 Digital Task Interdependencies (DTI) → Team’s Creative Intentions (TCI) DTI positively impacts the TCI. Confirmed The predictive relevance Q2 value for TCI is 0.284 as shown in Table 1 , the value suggests a modest degree of predictive relevance and accuracy (e.g., Shmueli et al., 2019 ). More, the model’s predictive power was examined by holding out the sample dataset and is assessed by applying the PLS Prediction process consisting of ten folds and ten replications. This allows making a comparison of the PLS-SEM-based RMSEA and the linear model (LM). The results are consistent with, the Shmueli et al. ( 2019 ) criterion, which support those lower values (with low predictive errors) of PLS-SEM-based RMSEA or (MAE) measurement indicators in contrast to all values of LM-based RMSEA, indicating a higher value of predictive relevance. However, the lower scores for most of the measurement indicators using PLS-SEM-based RMSE in comparison to the indicator’s values of LM-based RMSEA shows an average level of predictive relevance, lower scores for a few indicators’ resultant to the PLS-SEM-based RMSEA in contrast to LM based RMSEA specify a minor level of predictive relevance. Moreover, high scores for LM-based RMSEA measurement indicators compared to the results of PLS-SEM-based RMSEA (or the MAE), suggest the model lacks predictive relevance. So, comparing the values of PLS-SEM bases RMSEA with the LM-based RMSEA, the study found that PLS-SEM-based RMSEA values for TCI and its measurement indicators fall below than LM based RMSEA values, this indicates a low level of prediction errors in PLS-SEM based RMSEA outcomes as shown in Table 1 . This provides significant support for the higher predictive power of the model under observation. 6. Discussion and conclusion Congruent to the existing research (e.g., Fong et al., 2018 ; Majumdar et al., 2018 ; Sivathanu & Pillai, 2018 ; Strohmeier, 2020 ; Kruining, 2017 ; Anderson et al., 2014 ), this research ascertains that DHRM, TD, and DTI significantly and positively predicting TCI, and both serve as a push factor to provoke TCI. Moreover, Fig. 2 reflects that the value of DT is the most positively predicts of TCI but relatively have a lower significance level in contrast to DTI which is a significant predictor of TCI as revealed in Fig. 3 . This indicates that TD has a larger coefficient than DTI but has a lower significance; this result is consistent with existing research (Ogbeibu et al., 2020 ; Kaivo-oja & Lauraeus, 2018 ; Sivathanu & Pillai, 2018 ) that has highlighted the significance and importance of TD and its potential influences on key processes and expected organizational outcomes. Moreover, the frequent engagement in creativity, the team might face a consistent decline in creativity intention, and they may be less interested in creativity (Majumdar et al., 2018 ; Strohmeier, 2020 ). The findings revealed that DTI has a positive relationship with TCI, this shows that digital engagement and performing tasks across various digitally interdependent teams positively affect the teams’ creativity intentions. Thus, the study contributes to the existing literature by advancing the knowledge of DTI (Fong et al., 2018 ; Shaughnessy, 2018 ; Vidyarthi et al., 2014 ; Langfred, 2005 ). Furthermore, due to the increased importance of digitalization and the extensive usage of the internet of things, smart systems, cloud computing, and big data in routines, the effective embeddedness of HRM with related emerging technologies can be helpful in increasing the creativity intention in digitately interdependent teams (Ferraris et al., 2019 ; Majumdar et al., 2018 ; Strohmeier, 2020 ; Kruining, 2017 ; Issa et al., 2016 ). 6.1. Theoretical and Managerial implications Although there is a bulk of literature on HRM, task interdependency, and creativity examining the relationships over the years, only a few research has contributed to advancing modern HRM and task interdependencies to create a close fit into digitalization and smart technologies. Thus, the literature showing how integrating DHRM, TD, and DTI facilitates creativity intentions among team members is still scarce. To the investigator's best knowledge, the research is first and unique in its nature as it empirically links the DHRM and TCI, while at the same time considering the predictive powers of TD and DTI. Using the VRIO model provides evidence to the present literature that advocates the organization’s capability to sustain and strengthen its competitive advantage. The study demonstrates how DHRM as a push factor (VRIO resource) facilitates engendering the team’s intentions to exert creativity. Further, it provides a unique theoretical underpinning that deepens the reader’s understanding of in what way DTI (pull factor) moderates the positive relationship between TD and TCI. The study expands prior insights by explaining how positively TD (push factor) provokes the team’s creative intentions. The study also adds to earlier literature by providing further empirical support for the TD and DTI potential to mirror positive (push factors) and negative (pull factors) influences on organizational capabilities. Moreover, the study argues that TD has a positive and direct relationship with TCI (pull factor) moderates the positive relationship between DHRM and TCI. The study thus provokes significant discussion for successive managerial implications. The findings suggest that although companies might practice frequent technological advancement because of TD, it positively influences the creativity of teams. The people who are creative are very keen to get more know-how, and TD may possibly facilitate an increase in their intention to engage in creativity. Being an important predictor TD helps policymakers in developing policies ensuring the motivation and readiness of team members for achieving its potential benefits. However, leaders and practitioners must fully consider the rules during the execution of DTI on TCI among team members. Therefore, for achieving and maintaining the competitive advantage of deploying the DTI, strategies should be developed to enhance cooperation, participation, commitment, and effective coordination. It is also important to facilitate digital task interdependencies among multiple teams. In addition, the predictive capacity of the DTI should also be considered. The study showed that DTI weakens the positive association between TD and TCI. Therefore, the leaders and practitioners must consider the right time to deploy the DTI on members’ creative intentions in a TD situation to fully reap its benefits. Moreover, it requires greater attention to explore in what way the team’s autonomy and the leader’s power distance dispositions indirectly inhibit TCI. Because of the challenging sort of DTI, managers must ensure the presence of a fair amount of teams’ autonomy while there is a high degree of digital task interdependencies. The team leaders must also create a shared culture and workplace environment supporting effective communication among team members. It's about mining a variety of creative ideas across teams. Previous literature has demonstrated that power distance tendencies hinder creativity. Therefore, policymakers should strive to develop guidelines to control the disposition of high-power distances between leaders. This can help to successfully create task interdependencies among teams for executing digital tasks. 6.2. Limitations and recommendations This study is a team-level assessment, and the results are not applicable in an individual or organizational setting. Thus, potential researchers can expand their knowledge by exploring the organization-wide intention to exert creativity. Furthermore, although the study attempted to examine task fulfillment, resource accessibility, and workplace environment as control variables, this research does not have drained the listing of probable ancestors of TCI. The study, therefore, calls for further investigation to understand the impact of possible TCI precursors, such as self-efficacy, the trustworthiness of the leaders (kindness, integrity, and competence), and task motivation, these were not examined in the current study. Examining other predictors and control variables that could influence TCI will be an impressive and idealistic endeavor. Though, as its research is still in its infancy phases, it’s imperative for scholars to deeply explore exactly how the intention and related concepts can be studied to improve the team as well as the organizational level of creativity. This study acknowledges the inherent weaknesses of cross-sectional studies, however, given the time slots shown during the data collection, the authors sought to conduct a similar study on longitudinal principles. Therefore, presenting the novelty of this study recommends new scholars to grab the chance of conducting longitudinal research to examine and or possibly repeat this study with a view to establishing greater generalizability of the study. The research as well recognizes that the finding of this study might have unique practicability for Jordanian SME’s. Further reliable understandings may be developed by collecting data from other industrial sources. Therefore, researchers in the future should explore the model in other industrial contexts to create and promote fresh insights and to offer some comparatively unique shreds of evidence. Declarations Data availability Data is available from the first author upon request. Author Contributions Tha’er Almajali and Mazen Aledeinat wrote the manuscript. Mohammad A. Ta'Amnha and Ihab K. Magableh prepared figures and did the formal analysis. Dmaithan Almajali validated the research. All authors reviewed the manuscript. Ethics approval This study was conducted in accordance with the ethical guidelines set forth by the Al-Ahliyya Amman University . The Research Ethics Committee at the Business School, Al-Ahliyya Amman University grants its ethical approval (AAU-BUS-2024-April-ETHICS-611). Consent to Participate The study adheres to the principles of confidentiality, voluntary participation, and respect for participants' rights. Informed consent was obtained from all participants involved in this research. Participants participated voluntarily and were not pressured to take part in this study. Anonymity and Confidentiality The identities of the informants and the firms that they represent were confidential and anonymous throughout the research process. 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Factors influencing meta-banking adoption: an empirical study. Journal of Financial Reporting and Accounting. https://doi.org/10.1108/JFRA-12-2023-0765. Additional Declarations No competing interests reported. Supplementary Files Appendix.docx Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-5727458","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Research Article","associatedPublications":[],"authors":[{"id":412565499,"identity":"4a8d2ef2-c4a4-4e7c-ac55-083ac2fd1942","order_by":0,"name":"Tha’er Abdelwahab Almajali","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAABAUlEQVRIiWNgGAWjYBAC+wMMjAcYGNgY+JiZD8BFJUAiuABIBqyFjZktgSQtIAaPAbIW3ICNgfnBoRs1fPJs7DwfP93MscszOMB88DYPA58cbi1sBodzjrEZtjHzbpbO3ZZcbHCALdmah4HNGI/DgFrY2BiBWjYAtTAnbjjAYyYN1JLYgFML+4fDOf/Y7NuYeR7/zt1WD9TC/42AFh6Dw7ltbIlALWxAWw6DbGHDr4WZp+Bwbh9bchszm5l17rbjiTMPsxlbzjHA4xf29o2Pc74ds+3nP/z4du626sS+480Pb7ypOIYzxBiYweQxdBGDY9gUI4MaIkRGwSgYBaNgxAIABBpMJo9JVD0AAAAASUVORK5CYII=","orcid":"","institution":"Al-Ahliyya Amman University","correspondingAuthor":true,"prefix":"","firstName":"Tha’er","middleName":"Abdelwahab","lastName":"Almajali","suffix":""},{"id":412565500,"identity":"4ab5d13a-13b1-4db5-b4e1-721315042724","order_by":1,"name":"Mazin Aledeinat","email":"","orcid":"","institution":"Qatar University","correspondingAuthor":false,"prefix":"","firstName":"Mazin","middleName":"","lastName":"Aledeinat","suffix":""},{"id":412565501,"identity":"9d734cb6-1fbc-4813-84b4-c502b04a72cc","order_by":2,"name":"Mohammad A. Ta'Amnha","email":"","orcid":"","institution":"American University of the Middle East","correspondingAuthor":false,"prefix":"","firstName":"Mohammad","middleName":"A.","lastName":"Ta'Amnha","suffix":""},{"id":412565502,"identity":"a7a57470-46d7-4e26-bd82-35cee990633c","order_by":3,"name":"Ihab K. Magableh","email":"","orcid":"","institution":"Arab Planning Institute KW","correspondingAuthor":false,"prefix":"","firstName":"Ihab","middleName":"K.","lastName":"Magableh","suffix":""},{"id":412565503,"identity":"10d2953d-205f-4778-953c-63ec8e62d870","order_by":4,"name":"Dmaithan Almajali","email":"","orcid":"","institution":"Applied Science Private University","correspondingAuthor":false,"prefix":"","firstName":"Dmaithan","middleName":"","lastName":"Almajali","suffix":""}],"badges":[],"createdAt":"2024-12-28 18:53:07","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-5727458/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-5727458/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":75938539,"identity":"366c6699-01d9-4459-9706-03f4e9863a12","added_by":"auto","created_at":"2025-02-10 17:43:32","extension":"png","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":13719,"visible":true,"origin":"","legend":"\u003cp\u003eTheoretical Framework\u003c/p\u003e","description":"","filename":"1.png","url":"https://assets-eu.researchsquare.com/files/rs-5727458/v1/5346dafb77da2b726c2864b2.png"},{"id":75938541,"identity":"7dba1db1-56b2-4528-92ff-c0cf10d32d47","added_by":"auto","created_at":"2025-02-10 17:43:32","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":62635,"visible":true,"origin":"","legend":"\u003cp\u003eMeasurement Model\u003c/p\u003e","description":"","filename":"2.png","url":"https://assets-eu.researchsquare.com/files/rs-5727458/v1/2303f538cf365d4e8ab329b7.png"},{"id":75938543,"identity":"16a755e9-af91-46b1-89a2-7c8b5cc95aff","added_by":"auto","created_at":"2025-02-10 17:43:32","extension":"png","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":63770,"visible":true,"origin":"","legend":"\u003cp\u003eInner Model with P value\u003c/p\u003e","description":"","filename":"3.png","url":"https://assets-eu.researchsquare.com/files/rs-5727458/v1/e30f13536d6a5c9d89fd4d52.png"},{"id":76002187,"identity":"4e170900-a4f3-48b8-a73c-d044c0a5cf74","added_by":"auto","created_at":"2025-02-11 10:39:09","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1095719,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-5727458/v1/f86dd6d9-9754-42ba-9911-13b03ea4e779.pdf"},{"id":75938540,"identity":"6dbe56b3-4425-4aff-a31c-a9f449b05a87","added_by":"auto","created_at":"2025-02-10 17:43:32","extension":"docx","order_by":1,"title":"","display":"","copyAsset":false,"role":"supplement","size":16821,"visible":true,"origin":"","legend":"","description":"","filename":"Appendix.docx","url":"https://assets-eu.researchsquare.com/files/rs-5727458/v1/dcedd97ba2d22c1d96ce57f9.docx"}],"financialInterests":"No competing interests reported.","formattedTitle":"Examining the team’s creative intentions through digital task interdependencies, technological disruption, and digital human resource management: Jordanian SME’s","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003eBusinesses today improve their ability to create value and achieve competitiveness through the continual development of innovative technology stemming from the creative input of their intellectuals (Nkambule et al., \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Existing literature (e.g., Ogbeibu et al., \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Ferreira et al., \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), suggests that the rapid evolution of new technologies and digitalization have pushed the firms toward the quest of getting a competitive advantage over many distinctive manufacturing businesses, thus raising uncertainty about gaining new economic opportunities (Bechter et al., \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). Moreover, the thirst for achieving competitive advantage in a digitally growing environment has triggered business leaders to engage in digital task-interdependent policies to foster creativity within team members (Sivathanu \u0026amp; Pillai, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Fong et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Scuotto et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Subsequently, the leaders are bound to frequently participate in innovation developments to create value by inputting their core internal dynamic capabilities considered important for business model innovations (Santoro et al., \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Caputo et al., \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). From this perspective, researchers like Sivathanu \u0026amp; Pillai (\u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) and Pereira et al. (\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2017\u003c/span\u003e) argue that the present approach requires the successful deployment of key human resources management (HRM) practices.\u003c/p\u003e \u003cp\u003eThe HRM systems should be considered critical to confirm its constant analogy, adoption, and execution with massively dev Bolstering creativity willingness through digital task interdependence, disruptive and smart HRM technologies eloping technology- a procedure alternatively, known as \u0026ldquo;digital\u0026rdquo; human resource management (Strohmeier, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Furthermore, promoting the digital HRM entails the ability to foster consistent improvement in creativity (Sivathanu \u0026amp; Pillai, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). The prior literature supports the positive link among internal HRM practices, creativity, and innovation (Ogbeibu et al., \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Del Giudice et al., \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Papa et al., \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Digital HRM is therefore discussed to enhance team members\u0026rsquo; creativity even in the presence of technological disruption (TD) (Bam et al., \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Though, this doesn\u0026rsquo;t adequately ensure the \u0026ldquo;intentions\u0026rdquo; of the team to engage in such creative activities, mainly in a situation of technological disruption (Sousa \u0026amp; Rocha, \u003cspan citationid=\"CR77\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Nevertheless, Christensen et al. (\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) explained in their thesis that implementing digital HRM allows organizations to alleviate the challenges and effects of continual TD and create higher value and sustained competitive advantage. Under this setting, the logical conceptualization of digital HRM technologies (DHRM) turns critical and exciting (Sardi et al., \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; K\u0026uuml;pper et al., \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Strohmeier, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAlthough the need to generate collective ideas might instigate task interdependencies among team members, the study claim that such provisions don\u0026rsquo;t guarantee intentions of creative behavior, particularly in a situation of technological disruptions. This research used a cross-sectional time-lag survey. The study analyzed data using Smart-PLS 3. The study examines how digital task interdependencies, technological disruption, and digital HRM play a role in predicting a team\u0026rsquo;s creative intentions. The results suggest that digital task interdependencies, technological disruption, and digital HRM demonstrate a direct and positive impact on the team\u0026rsquo;s creative intentions, while technological disruption alleviates digital HRM\u0026rsquo;s positive influence on the team\u0026rsquo;s creative intentions. On the other hand, digital task interdependencies reduce technological disruption\u0026rsquo;s positive effect on team creativity intentions. Contemplating the variant impacts of technological disruption, dispersing digital HRM, and considering the rules of digital task interdependencies, managers might be capable to strengthen team creativity intentions to gain a sustainable competitive advantage. The next sections present a review of the literature, hypotheses development, methodology, findings, conclusion, and lastly implications for practitioners.\u003c/p\u003e"},{"header":"2. Literature review and theoretical framework","content":"\u003cp\u003eAccording to Strohmeier (\u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), digital HRM digitizes the HRM functions and activities, which then are performed in a way that depends mostly on new technologies like cloud computing artificial intelligence, automation, and big data. Likewise, another research claimed that digital HRM has shifted the existing HRM practices to handle software, hardware, and data management (Sivathanu \u0026amp; Pillai, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). The recent technological changes oversight the significance of Digital HRM, which might even cause a well-established international organization to be irrelevant and subsequently loses the reputation of a global corporation (Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Bondarouk \u0026amp; Brewster, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2016\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThus, digital HRM has grown as an indispensable source for getting a competitive advantage (Sardi et al., \u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; K\u0026uuml;pper et al., \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Bondarouk \u0026amp; Brewster, \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Furthermore, as a primary organizational function and dynamic capability, digital HRM is considered to have the capacity to provoke teams\u0026rsquo; creative intentions in the business (e.g., Ogbeibu et al., \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Parry \u0026amp; Battista, \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) by encouraging the creation of collective ideas among cross-functional team members (Fisher, Amabile, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Adair, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). Additionally, in a situation of technological disruption, teams may encounter increased tensions as they are consistently striving to learn and adapt to new market fluctuations (Sivathanu \u0026amp; Pillai, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Issa et al., \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). However, literature shows that this may negatively impact a team\u0026rsquo;s intentions to constantly exercise creativity (Strohmeier, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Although there is a plethora of relevant literature investigating digital HRM and team creativity, extensive studies are continuing to oversee the implication for team creativity intentions (TCI) (Fay et al., \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Adair, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). The empirical research on technological disruption is also lacking evidence on examining the association of TD with a team\u0026rsquo;s creative intentions (Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Creativity intentions are a crucial antecedent to an individual\u0026rsquo;s behavior (Dezi et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Chandy \u0026amp; Tellis, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e1998\u003c/span\u003e). Thus, without predicting the creativity intentions, the actual creativity behavior cannot be predicted, and the subsequent innovation procedures for generating value would be negatively affected consequently team members will display reluctant behavior (Fay et al., \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Chandy \u0026amp; Tellis, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e1998\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe team\u0026rsquo;s creative intention (TCI) is theorized as the inclination or tendency to\u0026ndash;it is the push factor of team members (Pereira et al., \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Dawson \u0026amp; Henley, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2012\u003c/span\u003e) make them able to perceive, generate, refine, or improve innovative ideas irrespective of the support or feedback obtained (Korzynski et al., \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Fay et al., \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Discussions of Barczak et al. (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) report that a team member\u0026rsquo;s intention to exert creativity is a crucial factor in extending the ability of the organization to gain a sustainable competitive advantage. The consistent increase in TD influences the extent of creativity in team members, rising the manager\u0026rsquo;s concerns about team members, they might not be willing to display creative behavior and exchange their creative ideas anymore with coworkers (Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Because of the dynamic impact of TD, it remained unclear how team members respond to a constant exertion of creativity. TD causes high stress, work pressures, and conflict in work-life balance among teams who have been specially given the task of exhibiting creative ideas aligning with emerging technologies (Christensen et al., \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Christensen et al., \u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). This kind of influence impedes team creativity and subsequently hinders their intentions to exhibit creativity which can then encourage business model innovation, digital transformation, and value-generation processes (Alberti-Alhtaybat et al., \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Bai et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2016\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe TD has wide-ranging social and economic impacts such as it tends to alter the existing innovation procedures, provokes business model transformation, and accordingly improves the value creation ability (Alberti-Alhtaybat et al., \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Thus, TD indicates a higher rate of technological development with a larger potential to create an organization\u0026rsquo;s financial value (Kaivo-oja \u0026amp; Lauraeus, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Kassicieh et al. (\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e2002\u003c/span\u003e) described TD as a scientific approach that terminates or suspended the prevailing product or technological capabilities while offering a base for a flow of other economical innovation routes. TD may cause both upsetting or favorable variations in traditional and evolving inventions (Sivathanu \u0026amp; Pillai, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Moreover, TD fastens the obsoletion of several products whilst also opening new opportunities for businesses (Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Thus, TD can necessitate organizations to perform and continue their operations in a way to foster the willingness to learn in teams. Teams with high intentions to learn and work exhibit more creativity (serves as a pushing force to extend the creative intentions) (Fay et al., \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e), therefore, to helps to promote the competitive advantage of the organization (Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Perez \u0026amp; de Pablos, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2003\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eHowever, the team member\u0026rsquo;s unwillingness to develop creative ideas posits a challenge for managers, who must communicate the potential benefits of team creativity for organizations and individuals themselves (Wang et al., \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Chandy \u0026amp; Tellis, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e1998\u003c/span\u003e). The research argued that the unwillingness (pull factor) for creativity can occur because of reasons like evading extra tasks, intimidation to work life balance, threats to leader\u0026rsquo;s hierarchical position, and voluntarily logical actions to refute creativity (Fay et al., \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). The team members might display a denial of creativity specifically where there is a high level of power distance between workers and managers (Anand et al., \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Hofstede, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2001\u003c/span\u003e). Although much of the literature on intentions has produced many meaningful findings from various developing countries and cultures (Jyoti et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Wang et al., \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Auernhammer \u0026amp; Hall, \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Kozbelt et al., \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Chandy \u0026amp; Tellis, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e1998\u003c/span\u003e), much is left unexplored.\u003c/p\u003e \u003cp\u003eBesides, current research contends that the TD fosters the teams to be digitally involved and ensures interdependency with each other (Bam et al., \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). Interdependency of teams requires to get proficient support from others in developing suitable competencies essential for the completion of digital tasks, that can improve the competitive advantage of the firm (Majumdar et al. \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Hence, to gain a competitive advantage, team members need to create digital dependency across the organization for the successful execution of tasks, in this way the organizations can promote their effectiveness and efficiency (Fong et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Shaughnessy, \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). To attain this, organizations are more eagerly involved in digitalizing team-related tasks (Fossen \u0026amp; Sorgner, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Kruining, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Consequent to the research of Subramaniam and Watson (\u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e2006\u003c/span\u003e), this study believes that the team motivation to increase digital task interdependency, as such cross-functional teams may generate a bunch of creative ideas pertinent to reinforce the competitive advantage for the organization (Shaughnessy, \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2018\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAccordingly, for teams, digital task interdependencies (DTI) determine to what extent the interaction and coordination between teams are necessary to implement digital tasks (Langfred, \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Digital team interdependencies are the degree of digital interdependency among team members to achieve probable outcomes. DTI represents the extent of online interrelation among different teams and their digital operations dependency on digital technologies like the internet, cloud computing, artificial intelligence, or software interactions to attain the key objectives of the organization (Shaughnessy, \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). DTI enables the digital relations between different teams across diverse interdependent departments to execute, manage, or complete digital tasks (Fong et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Kruining, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). Digital task interdependencies introduces organizations with new means that are helpful for teams in understanding, sharing, exploiting, managing, and executing digitized tasks (Adair, \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Barczak et al., \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). As fundamental digital strategies, teams\u0026rsquo; Digital task interdependencies are required more than ever before, emerging as an essential strategy with a high potential to leverage the adequate transfer of creative ideas to foster innovation, bring business models transformation, and create maximum value for the organization (Scuotto et al., \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2017\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eFurther, the study builds upon the VRIO (Valuable, Rare, Imitable, and Organized) model to theorize how organizations can create value to achieve a sustainable competitive advantage (Knott, \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Hinterhuber, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). The VRIO framework provides theoretical underpinnings to organizations for evaluating the value of key capabilities of their human capital to ensure whether they can maintain a competitive advantage or not (Lin et al., \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Perez \u0026amp; de Pablos, \u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). In addition, the VRIO model divides resources into two kinds including tangible resources and intangible resources (Knott, \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Hinterhuber, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). The tangible resources are physical assets (e.g., computers, land, and machinery) (Coley et al., \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2012\u003c/span\u003e), the intangible resources on the other hand range from intellectual capital, human behavioral values, and corporate culture which are visible to their trademark, brand, and training programs initiated for team members to facilitate them in executing their tasks in an inimitable way (Lee et al., 2017; Chen et al., \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2014\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eDespite of various valuable research insights on the VRIO model, the literature also highlights a few limitations in its scope mainly because of its preliminary definitions and conceptualizations (Wu, \u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). In particular, the VRIO oversees the digital HRM capabilities from its earlier perspective (Strohmeier, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Lee et al., 2017), as it incorporates the two tangible resources and intangible resources and believes makes them valuable, rare, unique, and organized differently from other organizations. According to Lee et al. (2017), digital HRM integrates tangible resources (data and software) and tangible resources (hardware), which helps provide deep insights into firms\u0026rsquo; capacity to exploit their human resource capabilities to achieve sustainable competitive advantage. Yet today, the VRIO model oversights the significance of evaluating the value creation intentions (intangibles) using the technologies (tangibles) to sustain competitive advantage through the creativity of its human capital in a situation of TD (Jugdev et al., \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2007\u003c/span\u003e). This can help in advancing prior understandings to advise the organizations and their leaders on fostering team creativity in a situation of TD (Jugdev et al., \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2007\u003c/span\u003e).\u003c/p\u003e"},{"header":"3. Hypothesis development","content":"\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\n \u003ch2\u003e3.1. Digital HRM and team\u0026rsquo;s creative intentions\u003c/h2\u003e\n \u003cp\u003eIn response to the rising trend of globalization, organizations are continuously pursuing to achieve competitiveness in the global market which necessitated the urge for HRM strategies to depart from conventional beliefs to the execution of new digital HRM in the organizational context (Bresciani et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e; Sivathanu \u0026amp; Pillai, \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e; Strohmeier, \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e). Digital HRM is pitched to leverage the latest data, hardware, and software to promote creativity among team members (Ferraris et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e; Bondarouk \u0026amp; Brewster, \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e). Digital HRM motivates the teams to improve their intentions to exhibit creativity (Kruining, \u003cspan class=\"CitationRef\"\u003e2017\u003c/span\u003e; Anderson et al., \u003cspan class=\"CitationRef\"\u003e2014\u003c/span\u003e). Digital HRM is thus positively associated with the team\u0026rsquo;s intentions to exhibit creativity, and according to Cirella et al. (\u003cspan class=\"CitationRef\"\u003e2014\u003c/span\u003e), this might also improve the organization\u0026rsquo;s performance.\u003c/p\u003e\n \u003cp\u003eDigital HRM fosters an environment that allows teams to share novel ideas and provide intellectual assistance for performing the digital activities of new interdependent teams. Scholars like Sicotte et al., (\u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e) provide further evidence that digital HRM engenders enhanced creativity intentions among team members to execute key digital tasks efficiently. Likewise, Fay et al. (\u003cspan class=\"CitationRef\"\u003e2015\u003c/span\u003e), the far-reaching benefits of technologies like big data enable digital HRM to quickly identify teams\u0026rsquo; creative intentions. The managers must have the ability to improve and expand the team\u0026rsquo;s intentions to create and synergize novel ideas of different teams to strive for getting competitive advantage collectively (Bam et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e). Consequently, the team intends to foster creativity through the emergence of digital HRM for effective knowledge transfer among teams (Adair, \u003cspan class=\"CitationRef\"\u003e2010\u003c/span\u003e). Extensive discussions help to improve the team member\u0026rsquo;s creative intentions across teams (Adair, \u003cspan class=\"CitationRef\"\u003e2010\u003c/span\u003e; Barczak et al., \u003cspan class=\"CitationRef\"\u003e2010\u003c/span\u003e). Digital HRM systems boost team creativity by simplifying admin tasks, offering data insights, and promoting personalized learning (Hassani and Boubegra, \u003cspan class=\"CitationRef\"\u003e2023\u003c/span\u003e). These systems improve communication, set clear goals, and support flexible work, fostering an innovative environment. Automation of routine tasks frees mental energy for creative work, and analytics help form diverse teams.\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003eH1:\u0026nbsp;\u003c/strong\u003eOrganization\u0026rsquo;s usage of digital HRM positively affects the team\u0026rsquo;s creative intentions.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e\n \u003ch2\u003e3.2. Technological disruption (TD) and TCI\u003c/h2\u003e\n \u003cp\u003eWith a consistent increase in TD due to the fast-paced digitalization and technological advancement e.g., the advent of the internet of things, robotics, cloud computing, artificial intelligence, and many others, the team\u0026rsquo;s intentions to be creative may be reduced because of fear that their jobs might be reasonably changed with the emergence of new technologies (Issa et al., \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e; Barczak et al., \u003cspan class=\"CitationRef\"\u003e2010\u003c/span\u003e). Recent literature extends that organizations demand TD that can enhance the pressure and stress of team members, and therefore, decrease their output (Majumdar et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e; Fulcheri et al., \u003cspan class=\"CitationRef\"\u003e1995\u003c/span\u003e). Therefore, TD can provoke positive or negative reactions among team members by encouraging them to adopt new technologies (Christensen et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e). In line with the seminal work of Sousa and Rocha (\u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e); Fay et al. (\u003cspan class=\"CitationRef\"\u003e2015\u003c/span\u003e) and Christensen et al. (\u003cspan class=\"CitationRef\"\u003e2015\u003c/span\u003e) suggests for surviving in technological disruption, teams should learn new technological skills and constantly grow their skills.\u003c/p\u003e\n \u003cp\u003eAs TD derives curiosity, teams display more curious behavior and develop more higher intentions to show creativity and innovation (Fong et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e; Bai et al., \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e). Similarly, team members who are more ambitious put high efforts into identifying and exploiting changes in a situation of technological disruption which demands them to learn, adapt and execute new knowledge to fit into the existing organizational practices (Fong et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e). TD fosters heightened pressure in teams, extensive literature indicates that higher pressure pushes the need for creative ideas (Bam et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e; Cirella et al., \u003cspan class=\"CitationRef\"\u003e2014\u003c/span\u003e). Similarly, TD leverages the responsibilities of team members, which could higher the team\u0026rsquo;s intentions to be creative (Bam et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e). Technological disruption acts as a catalyst for creativity within teams by introducing new tools and possibilities that challenge existing methods and assumptions (Fan \u0026amp; Suh \u003cspan class=\"CitationRef\"\u003e2014\u003c/span\u003e). This upheaval forces teams to reassess their approaches, explore novel capabilities, and adapt to changing landscapes. In doing so, it fosters an environment of continuous learning, interdisciplinary thinking, and rapid iteration. The necessity to overcome new challenges and leverage unfamiliar technologies pushes teams beyond their comfort zones, encouraging innovative problem-solving and the exploration of previously uncharted creative territories. Ultimately, this process of adaptation and exploration sparked by technological disruption can significantly enhance a team\u0026apos;s creative intentions, leading to more innovative and impactful outcomes.\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003eH2:\u0026nbsp;\u003c/strong\u003eTechnological disruption positively affects the team\u0026rsquo;s creative intentions.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec6\" class=\"Section2\"\u003e\n \u003ch2\u003e3.3. Digital task interdependencies (DTI) and TCI\u003c/h2\u003e\n \u003cp\u003eExtensive literature indicates that task interdependency may be negatively related to creativity intention especially when the exchange of creative ideas is lacking within teams (Fong et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e). However, the existing research is lacking sufficient empirical support for the association between task interdependencies and a team\u0026rsquo;s creative intentions (Fong et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e). However, with the team\u0026rsquo;s ability to perform digital tasks, they can demonstrate a higher level of productivity, a better coalition among teams, better tasks execution, and enhanced engagement and speed that can subsequently incite effective intentions for creativity (Korzynski et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e; Parry \u0026amp; Battista, \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e\n \u003cp\u003eThus, this research infers that DTI may have a positive relationship with the team\u0026rsquo;s creative intentions as it entails a greater potential for exchanging creativity (Fong et al., \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e). Similarly, researchers like Ogbeibu et al. (\u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e), Bai et al. (\u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e), and Madsen, et al., (\u003cspan class=\"CitationRef\"\u003e2002\u003c/span\u003e) provide consistent evidence of this relation stressing that interdependencies among different tasks were found to be positively associated with the creative intentions of teams. Furthermore, Bachrach et al. (\u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e) realized that DTI offers an opportunity for teams to effectively perform various tasks within the organizational context. In addition, the lower intentions to transfer creative ideas among teams can be controlled when there are larger digital task interdependencies (Hon \u0026amp; Chan, \u003cspan class=\"CitationRef\"\u003e2012\u003c/span\u003e). Digital task interdependencies positively influence a team\u0026apos;s creative intentions by fostering a collaborative environment that leverages diverse skills and perspectives, enhances communication, and establishes shared goals (Ogbeibu et al., \u003cspan class=\"CitationRef\"\u003e2021\u003c/span\u003e). This setup encourages accountability and motivation among team members, as their contributions directly affect others, driving them to innovate and excel. The iterative nature of interdependent tasks, supported by digital tools, facilitates continuous improvement and resource optimization, freeing up time for creative pursuits. Ultimately, these interdependencies create a synergistic effect where the collective creativity of the team is amplified, leading to more innovative and effective outcomes.\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003eH3:\u0026nbsp;\u003c/strong\u003eDigital task interdependencies positively affect the team\u0026rsquo;s creative intentions.\u003c/p\u003e\n \u003cp\u003eThe study has therefore given a summary of all hypotheses in Fig. 1.\u003c/p\u003e\n\u003c/div\u003e"},{"header":"4. Methodology","content":"\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003e4.1. Data collection and sampling procedures\u003c/h2\u003e \u003cp\u003eThe data was gathered for this study from 83 SME\u0026rsquo;s using a survey. Specifically, the study was conducted across 83 SME\u0026rsquo;s in Jordan, representing a diverse range of industries within the sector. These organizations were selected based on their adoption of digital technologies and DHRM practices, ensuring relevance to the research questions. The SME\u0026rsquo;s sector was chosen due to its significant contribution to Jordan's economy and its ongoing digital transformation efforts. This setting provided a suitable environment to examine how technological disruption, digital task interdependencies, and DHRM influence team creativity in a real-world context. The inclusion of multiple organizations allowed for a broader perspective and increased generalizability of the findings within the Jordanian SME\u0026rsquo;s sector.\u003c/p\u003e \u003cp\u003eThe choice to conduct this study in the Jordanian context was driven by several factors. Jordan represents an emerging economy in the Middle East that has been actively pursuing digital transformation and modernization in its different sectors (Al-Adwan, Jafar \u0026amp; Sitar-Tăut, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Balharet et al. 2024; Yaseen, et al., 2018). This makes it an ideal setting to examine the interplay between technological disruption, digital human resource management (DHRM), and creative intentions in work teams. Additionally, Jordan's unique position as a relatively stable country in a region often characterized by volatility offers an opportunity to study these dynamics in a developing economy context that is not frequently represented in management literature. This choice allows for the expansion of our understanding of these phenomena beyond the typical studies in the west or highly developed asian contexts, potentially revealing insights that could be applicable to other emerging economies.\u003c/p\u003e \u003cp\u003eFollowing Ogbeibu et al. (\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) research, the authors ensure that the participants must be either from the HRM department, and IT department. This study ensures all managers must be managing two to four teams that are interdepending on each other and, every team must have four to eight members on average each team consists of five members which are found to be consistent with existing studies (such as Ogbeibu et al., \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Usman \u0026amp; Amran, \u003cspan citationid=\"CR80\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). To draw the sample the formula of Krejcie and Morgan (\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e1970\u003c/span\u003e) was used. To ensure the quality of the dataset, the study distributed 486 questionnaires in total consisting of team members and managers, 421 received questionnaires that were found suitable for conducting data analysis. This suggests a 90% of response rate. The age of participants falls within the range of 27 to 51 years old from which 26.1% were female team leaders and 31.8% were female team members. Out of the total respondents, 33.3% were from the R\u0026amp;D department 34.1% were from HRM and 32.6% were from IT departments respectively. From an education perspective, 6.6% were Ph.D., 36.2% were master, 41% were undergraduate, and 16.1% were diploma holders or equivalent.\u003c/p\u003e \u003cp\u003eThe survey questions were adopted from the previous studies based on the extensive literature review relevant to all constructs like DTI, DHRM, TD, and TCI. However, minor adjustments were made to adjust the questions to the aims, and context of the study. Using a 5-point Likert scale ranging from 1 to 5 strongly disagree to strongly agree. Seven item scale of Langfred (\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) was adopted to measure DTI in a digitated context. To measure TD six-item scale from the study of Ogbeibu et al. (\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) was adopted. The construct of DHRM measured using Strohmeier\u0026rsquo;s (\u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) four items scale. Lastly, for TCI, the study adopted six items from the scale of Dewett (\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2006\u003c/span\u003e) measuring the intentions to take risks. Congruent with existing research databases (see, Ogbeibu et al., \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Melkonian et al., \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e2011\u003c/span\u003e; Van Vianen et al., \u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e2011\u003c/span\u003e) who have suggested adding potential influencing factors to the team intentions as control variables including task fulfilment, resource accessibility, and workplace environment.\u003c/p\u003e \u003c/div\u003e"},{"header":"5. Data Analysis and Results","content":"\u003cdiv id=\"Sec10\" class=\"Section2\"\u003e \u003ch2\u003e5.1. Data analysis\u003c/h2\u003e \u003cp\u003eConsidering the predictive background of the study, the data were analyzed using the PLS-SEM (partial least squares structural equation modeling). PLS-SEM is suitable (1) to assess the complex relations in the proposed model, (2) for exploratory studies (3) to give ease of interpretation, and (4) when the objectives are focused on understanding the increased complexity of the model (Hair et al., \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). The Constructs in this research are yet underdeveloped empirically, as a vast majority of the existing literature is extensively centering conceptualization of the theoretical underpinnings of concepts. Therefore, scholars like Hair et al. (\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), SarsteTD et al. (\u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) and Hair et al. (\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e2014\u003c/span\u003e) recommended to use PLS based SEM for emerging and comparatively immature constructs. PLS-SEM is famous for having the capability to handle multiple relationships simultaneously with better statistical outcomes (Ringle et al. \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Hence, this research uses SmartPLS3 for analyzing the data.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec11\" class=\"Section2\"\u003e \u003ch2\u003e5.2. Measurement model\u003c/h2\u003e \u003cp\u003eSeveral statistics were employed to calculate the reliability and validity of the study outer model as suggested by Hair et al. (\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). These statistics include \u0026ldquo;composite reliability\u0026rdquo; (CR); \u0026ldquo;internal consistency reliability\u0026rdquo; (Cronbach\u0026rsquo;s alpha); \u0026ldquo;convergent validity\u0026rdquo;; and \u0026ldquo;discriminant validity\u0026rdquo;. First, according to Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e, Cronbach\u0026rsquo;s alpha (α) values ranged from 0.910 to 0.981 and composite reliability (CR) values ranged from 0.911 to 0.983, indicating that the scale has acceptable internal reliability (Rex, \u003cspan citationid=\"CR81\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). Second, each of the factors had values of \u0026ldquo;Standardized Factor Loading\u0026rdquo; (SFL) that were greater than 0.70, which provided further evidence that the study dimensions have a satisfactory level of reliability. Third, convergent validity was ensured by evaluating whether or not AVE values were higher than 0.5. This value is the minimum level of acceptability that considered adequate convergent validity.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eConvergent Validity\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"10\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c10\" colnum=\"10\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstruct\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c4\" namest=\"c2\"\u003e \u003cp\u003eItem loading\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eCronbach's alpha\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eComposite reliability\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e \u003cp\u003eAverage variance extracted (AVE)\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c10\" namest=\"c9\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003eDigital HRM\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDHRM1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.735\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003e0.754\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" morerows=\"3\" nameend=\"c7\" namest=\"c6\" rowspan=\"4\"\u003e \u003cp\u003e0.762\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" morerows=\"3\" nameend=\"c9\" namest=\"c8\" rowspan=\"4\"\u003e \u003cp\u003e0.575\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e1.807\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDHRM2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.715\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDHRM3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.803\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDHRM4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.776\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"5\" rowspan=\"6\"\u003e \u003cp\u003eDigital task interdependencies\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDTI1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.716\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\" morerows=\"5\" rowspan=\"6\"\u003e \u003cp\u003e0.854\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" morerows=\"5\" nameend=\"c7\" namest=\"c6\" rowspan=\"6\"\u003e \u003cp\u003e0.854\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" morerows=\"5\" nameend=\"c9\" namest=\"c8\" rowspan=\"6\"\u003e \u003cp\u003e0.579\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e2.223\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDTI2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.721\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDTI3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.742\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDTI4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.723\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDTI5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.819\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c3\" namest=\"c2\"\u003e \u003cp\u003eDTI6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.798\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"5\" rowspan=\"6\"\u003e \u003cp\u003eTeam\u0026rsquo;s creative intention\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTCI1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.715\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\" morerows=\"5\" rowspan=\"6\"\u003e \u003cp\u003e0.871\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" morerows=\"5\" nameend=\"c7\" namest=\"c6\" rowspan=\"6\"\u003e \u003cp\u003e0.877\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" morerows=\"5\" nameend=\"c9\" namest=\"c8\" rowspan=\"6\"\u003e \u003cp\u003e0.609\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTCI2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.844\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTCI3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.782\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTCI4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.841\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTCI5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.738\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTCI6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.755\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"5\" rowspan=\"6\"\u003e \u003cp\u003eTechnological disruption\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTD1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.793\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\" morerows=\"5\" rowspan=\"6\"\u003e \u003cp\u003e0.866\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" morerows=\"5\" nameend=\"c7\" namest=\"c6\" rowspan=\"6\"\u003e \u003cp\u003e0.867\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" morerows=\"5\" nameend=\"c9\" namest=\"c8\" rowspan=\"6\"\u003e \u003cp\u003e0.600\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e \u003cp\u003e2.193\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTD2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.769\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTD3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.742\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTD4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.723\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTD5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.819\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTD6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c4\" namest=\"c3\"\u003e \u003cp\u003e0.789\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c10\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eNext, the values for CR as well as Rho_A values presented in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e are indicating the presence of internal consistency and data reliability of key constructs, and AVE (average variance extracted) values verify the presence of CV (convergent validity) in data (Hair et al., \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). As well, the data were also examined for multicollinearity concerns. The findings suggest no multicollinearity issues available in the data used as all the VIF values indicated in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e are well lower than the criteria of 5 (see, Hair et al., \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003eNext, the values for CR as well as Rho_A values presented in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e are indicating the presence of internal consistency and data reliability of key constructs, and AVE (average variance extracted) values verify the presence of CV (convergent validity) in data (Hair et al., \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). As well, the data were also examined for multicollinearity concerns. The findings suggest no multicollinearity issues available in the data used as all the VIF values indicated in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e are well lower than the criteria of 5 (see, Hair et al., \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). According to the suggestions of Hair et al. (\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), the study\u0026rsquo;s model fitness indices should be used with extreme caution in PLS-SEM because the idea of model fitness in PLS-SEM is still problematic as compared to covariance-based SEM. Consequently, Shmueli, et al. (\u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), Ringle et al. (\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) and Sarstetd et al. (\u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) advise examining the model\u0026rsquo;s predictive accuracy, power, and relevance (Q\u003csup\u003e2\u003c/sup\u003e, R2, β, and RMSEA, or MAE) of the model because of the data\u0026rsquo;s causal and predictive nature, the study examined data in PLS-SEM. Finally, as stated by Leguina, (\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2015\u003c/span\u003e), HTMT values should be under 0.90. Study HTMT levels were significantly lower than the reference value (see Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e3\u003c/span\u003e). Taken together, the previous results confirm and support the scale reliability, discriminant, and convergent validity as approved in the study measurement outer model. Accordingly, we can move forward with the structural outer model to test the study hypotheses.\u003c/p\u003e \u003cp\u003eAdditionally, two main criteria were employed to encore the scale has an adequate discriminant validity as suggested by (Leguina \u0026amp; Primer, \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). These criteria included the \u0026ldquo;crossloading matrix\u0026rdquo;, the \u0026ldquo;Fornell-Larcker criterion method\u0026rdquo;, and the \u0026ldquo;heterotrait-monotrait method\u0026rdquo; ratio (HTMT). To start, as shown in Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e, the outer-loading (bolded) of each latent unobserved variable needs to be higher than the cross-loading (with other measurements) to guarantee discriminant validity. In addition, as can be seen in Table\u0026nbsp;\u003cspan refid=\"Tab4\" class=\"InternalRef\"\u003e3\u003c/span\u003e, values are less than 0.90, which is indicative of high discriminant validity (Leguina \u0026amp; Primer, \u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e2015\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eFornell-Larcker criterion\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"4\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstructs\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eDHRM\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eDTI\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eTD\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eDigital HRM\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.758\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eDigital task interdependencies\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.620\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.761\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eTeam\u0026rsquo;s creative intention\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.643\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.679\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eTechnological disruption\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.613\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.702\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.775\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003e\u0026ldquo;heterotrait-monotrait method\u0026rdquo; ratio (HTMT)\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"4\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstruct\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eDHRM\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eDTI\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eTD\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eDigital HRM\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eDigital task interdependencies\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.769\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eTeam\u0026rsquo;s creative intention\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.783\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.786\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eTechnological disruption\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.747\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.812\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cb\u003eThe structural model\u003c/b\u003e \u003c/p\u003e \u003cp\u003eThe study assesses the structural model applying bootstrapping on a 5000 subsampling in Smart PLS to ensure the overall statistical significance of the model. The R2 value is (R\u003csup\u003e2\u003c/sup\u003e\u0026thinsp;=\u0026thinsp;0.619) suggests a substantial level of change in TCI (Ringle et al., \u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2018\u003c/span\u003e). Congruent to the Shmueli et al., (\u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), and Ringle et al. (\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) recommendations, P values given in Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e3\u003c/span\u003e indicate that TD exhibits significantly and positively effecting TCI followed by DHRM and DTI. The outcomes substantially support hypotheses 1, 2, and 3. The construct\u0026rsquo;s f2 values indicating the effect size for TD (0.232), DTI (0.126), and DHRM (0.113) suggest almost close to the medium effect.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab4\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eResults Summary\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"4\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eHypothesis No.\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eConstructs and their Relationships\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eInterpretation of results\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eComments\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eDigital HRM (DHRM) \u0026rarr; Team\u0026rsquo;s Creative Intentions (TCI)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eDigital HRM positively impacts the TCI\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003eConfirmed\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTechnological disruption (TD) \u0026rarr; Team\u0026rsquo;s Creative Intentions (TCI)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eTD positively impacts the TCI.\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003eConfirmed\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eDigital Task Interdependencies (DTI) \u0026rarr; Team\u0026rsquo;s Creative Intentions (TCI)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eDTI positively impacts the TCI.\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e\u003cb\u003eConfirmed\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eThe predictive relevance Q2 value for TCI is 0.284 as shown in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e, the value suggests a modest degree of predictive relevance and accuracy (e.g., Shmueli et al., \u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). More, the model\u0026rsquo;s predictive power was examined by holding out the sample dataset and is assessed by applying the PLS Prediction process consisting of ten folds and ten replications. This allows making a comparison of the PLS-SEM-based RMSEA and the linear model (LM). The results are consistent with, the Shmueli et al. (\u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) criterion, which support those lower values (with low predictive errors) of PLS-SEM-based RMSEA or (MAE) measurement indicators in contrast to all values of LM-based RMSEA, indicating a higher value of predictive relevance. However, the lower scores for most of the measurement indicators using PLS-SEM-based RMSE in comparison to the indicator\u0026rsquo;s values of LM-based RMSEA shows an average level of predictive relevance, lower scores for a few indicators\u0026rsquo; resultant to the PLS-SEM-based RMSEA in contrast to LM based RMSEA specify a minor level of predictive relevance. Moreover, high scores for LM-based RMSEA measurement indicators compared to the results of PLS-SEM-based RMSEA (or the MAE), suggest the model lacks predictive relevance. So, comparing the values of PLS-SEM bases RMSEA with the LM-based RMSEA, the study found that PLS-SEM-based RMSEA values for TCI and its measurement indicators fall below than LM based RMSEA values, this indicates a low level of prediction errors in PLS-SEM based RMSEA outcomes as shown in Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e. This provides significant support for the higher predictive power of the model under observation.\u003c/p\u003e \u003c/div\u003e"},{"header":"6. Discussion and conclusion","content":"\u003cp\u003eCongruent to the existing research (e.g., Fong et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Sivathanu \u0026amp; Pillai, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Strohmeier, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Kruining, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Anderson et al., \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2014\u003c/span\u003e), this research ascertains that DHRM, TD, and DTI significantly and positively predicting TCI, and both serve as a push factor to provoke TCI. Moreover, Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e2\u003c/span\u003e reflects that the value of DT is the most positively predicts of TCI but relatively have a lower significance level in contrast to DTI which is a significant predictor of TCI as revealed in Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e3\u003c/span\u003e. This indicates that TD has a larger coefficient than DTI but has a lower significance; this result is consistent with existing research (Ogbeibu et al., \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Kaivo-oja \u0026amp; Lauraeus, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Sivathanu \u0026amp; Pillai, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) that has highlighted the significance and importance of TD and its potential influences on key processes and expected organizational outcomes. Moreover, the frequent engagement in creativity, the team might face a consistent decline in creativity intention, and they may be less interested in creativity (Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Strohmeier, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe findings revealed that DTI has a positive relationship with TCI, this shows that digital engagement and performing tasks across various digitally interdependent teams positively affect the teams\u0026rsquo; creativity intentions. Thus, the study contributes to the existing literature by advancing the knowledge of DTI (Fong et al., \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Shaughnessy, \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Vidyarthi et al., \u003cspan citationid=\"CR83\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Langfred, \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Furthermore, due to the increased importance of digitalization and the extensive usage of the internet of things, smart systems, cloud computing, and big data in routines, the effective embeddedness of HRM with related emerging technologies can be helpful in increasing the creativity intention in digitately interdependent teams (Ferraris et al., \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Majumdar et al., \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2018\u003c/span\u003e; Strohmeier, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Kruining, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2017\u003c/span\u003e; Issa et al., \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2016\u003c/span\u003e).\u003c/p\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003ch2\u003e6.1. Theoretical and Managerial implications\u003c/h2\u003e \u003cp\u003eAlthough there is a bulk of literature on HRM, task interdependency, and creativity examining the relationships over the years, only a few research has contributed to advancing modern HRM and task interdependencies to create a close fit into digitalization and smart technologies. Thus, the literature showing how integrating DHRM, TD, and DTI facilitates creativity intentions among team members is still scarce. To the investigator's best knowledge, the research is first and unique in its nature as it empirically links the DHRM and TCI, while at the same time considering the predictive powers of TD and DTI. Using the VRIO model provides evidence to the present literature that advocates the organization\u0026rsquo;s capability to sustain and strengthen its competitive advantage. The study demonstrates how DHRM as a push factor (VRIO resource) facilitates engendering the team\u0026rsquo;s intentions to exert creativity. Further, it provides a unique theoretical underpinning that deepens the reader\u0026rsquo;s understanding of in what way DTI (pull factor) moderates the positive relationship between TD and TCI. The study expands prior insights by explaining how positively TD (push factor) provokes the team\u0026rsquo;s creative intentions. The study also adds to earlier literature by providing further empirical support for the TD and DTI potential to mirror positive (push factors) and negative (pull factors) influences on organizational capabilities. Moreover, the study argues that TD has a positive and direct relationship with TCI (pull factor) moderates the positive relationship between DHRM and TCI. The study thus provokes significant discussion for successive managerial implications.\u003c/p\u003e \u003cp\u003eThe findings suggest that although companies might practice frequent technological advancement because of TD, it positively influences the creativity of teams. The people who are creative are very keen to get more know-how, and TD may possibly facilitate an increase in their intention to engage in creativity. Being an important predictor TD helps policymakers in developing policies ensuring the motivation and readiness of team members for achieving its potential benefits. However, leaders and practitioners must fully consider the rules during the execution of DTI on TCI among team members. Therefore, for achieving and maintaining the competitive advantage of deploying the DTI, strategies should be developed to enhance cooperation, participation, commitment, and effective coordination. It is also important to facilitate digital task interdependencies among multiple teams. In addition, the predictive capacity of the DTI should also be considered. The study showed that DTI weakens the positive association between TD and TCI. Therefore, the leaders and practitioners must consider the right time to deploy the DTI on members\u0026rsquo; creative intentions in a TD situation to fully reap its benefits. Moreover, it requires greater attention to explore in what way the team\u0026rsquo;s autonomy and the leader\u0026rsquo;s power distance dispositions indirectly inhibit TCI. Because of the challenging sort of DTI, managers must ensure the presence of a fair amount of teams\u0026rsquo; autonomy while there is a high degree of digital task interdependencies. The team leaders must also create a shared culture and workplace environment supporting effective communication among team members. It's about mining a variety of creative ideas across teams. Previous literature has demonstrated that power distance tendencies hinder creativity. Therefore, policymakers should strive to develop guidelines to control the disposition of high-power distances between leaders. This can help to successfully create task interdependencies among teams for executing digital tasks.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec14\" class=\"Section2\"\u003e \u003ch2\u003e6.2. Limitations and recommendations\u003c/h2\u003e \u003cp\u003eThis study is a team-level assessment, and the results are not applicable in an individual or organizational setting. Thus, potential researchers can expand their knowledge by exploring the organization-wide intention to exert creativity. Furthermore, although the study attempted to examine task fulfillment, resource accessibility, and workplace environment as control variables, this research does not have drained the listing of probable ancestors of TCI. The study, therefore, calls for further investigation to understand the impact of possible TCI precursors, such as self-efficacy, the trustworthiness of the leaders (kindness, integrity, and competence), and task motivation, these were not examined in the current study. Examining other predictors and control variables that could influence TCI will be an impressive and idealistic endeavor. Though, as its research is still in its infancy phases, it\u0026rsquo;s imperative for scholars to deeply explore exactly how the intention and related concepts can be studied to improve the team as well as the organizational level of creativity. This study acknowledges the inherent weaknesses of cross-sectional studies, however, given the time slots shown during the data collection, the authors sought to conduct a similar study on longitudinal principles. Therefore, presenting the novelty of this study recommends new scholars to grab the chance of conducting longitudinal research to examine and or possibly repeat this study with a view to establishing greater generalizability of the study. The research as well recognizes that the finding of this study might have unique practicability for Jordanian SME\u0026rsquo;s. Further reliable understandings may be developed by collecting data from other industrial sources. Therefore, researchers in the future should explore the model in other industrial contexts to create and promote fresh insights and to offer some comparatively unique shreds of evidence.\u003c/p\u003e \u003c/div\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eData availability\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eData is available from the first author upon request.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthor Contributions\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eTha’er Almajali and Mazen Aledeinat wrote the manuscript. Mohammad A. Ta'Amnha and Ihab K. Magableh prepared figures and did the formal analysis. Dmaithan Almajali validated the research. All authors reviewed the manuscript.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEthics approval\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis study was conducted in accordance with the ethical guidelines set forth by the \u003cstrong\u003eAl-Ahliyya Amman University\u003c/strong\u003e. The Research Ethics Committee at the Business School, Al-Ahliyya Amman University grants its ethical approval (AAU-BUS-2024-April-ETHICS-611).\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to Participate\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe study adheres to the principles of confidentiality, voluntary participation, and respect for participants' rights. Informed consent was obtained from all participants involved in this research. Participants participated voluntarily and were not pressured to take part in this study.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAnonymity and Confidentiality\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe identities of the informants and the firms that they represent were confidential and anonymous throughout the research process. Information that could potentially identify the participants was removed or disguised in the research outputs. The response transcripts and data logs were stored systematically and securely to protect the confidentiality of the participants. Thus, participants were notified that anonymity and confidentiality resulting in reports and publications would be maintained as the participants granted such consent.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent to Publish Declaration\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eI, Tha’er Almajali, hereby grant permission to discover sustainability journal to publish the manuscript titled “Examining the team’s creative intentions through digital task interdependencies, technological disruption, and digital human resource management: Jordanian SME’s”. \u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCompeting interests\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe authors declare that they do not have any conflict of Interest.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFunding\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThis research is not receiving any funding or support.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAdair, J.E. 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S., \u0026amp; Alsoud, M. (2024). Factors influencing meta-banking adoption: an empirical study. Journal of Financial Reporting and Accounting. https://doi.org/10.1108/JFRA-12-2023-0765.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Team’s creative intentions, Digital human resource management, digital task interdependencies, Technological Disruption, Jordan","lastPublishedDoi":"10.21203/rs.3.rs-5727458/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-5727458/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eEmployees\u0026rsquo; intentions to generate and pursue ideas are necessary to maintain competitiveness. This pressurizes the managers to guarantee that digital human resource management (DHRM) can be used effectively to drive creative communication across work teams. Although the generation of collective ideas can enhance a team\u0026rsquo;s digital task interdependencies, the study argues that it does not promise to increase creativity intentions, especially in a situation of technological disruption. The study surveyed 421 respondents from 83 small and medium emprise\u0026rsquo;s (SME\u0026rsquo;s) in Jordan. The study applied PLS path modeling to analyze the data. Here the aim is to examine how technological disruption, digital task interdependencies, and DHRM predicts the creative intent of teams. The findings suggest that technological disruption, digital task interdependencies, and DHRM directly and positively affect the team\u0026rsquo;s creative intention. Given the highly volatile impact of technological disruption, DHRM, and the principle of digital task interdependencies, the managers and may put the practitioners in a position to enhance the team\u0026rsquo;s creativity and the intent to maintain competitiveness.\u003c/p\u003e","manuscriptTitle":"Examining the team’s creative intentions through digital task interdependencies, technological disruption, and digital human resource management: Jordanian SME’s","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-02-10 17:43:27","doi":"10.21203/rs.3.rs-5727458/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"60215b3c-1f94-4e34-a45a-c2efbbd5ff6c","owner":[],"postedDate":"February 10th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2025-02-11T10:38:42+00:00","versionOfRecord":[],"versionCreatedAt":"2025-02-10 17:43:27","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-5727458","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-5727458","identity":"rs-5727458","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}