Title: Explaining team effectiveness and creativity in MBA team consulting projects

Authors: Yang Zhang; Stephen J.J. McGuire; John Cooper; Sarah Villanueva

Addresses: University of Tennessee at Chattanooga, 601 McCallie Ave, Chattanooga, TN 37403, Tennessee, USA ' California State University, 5151 State University Dr, Los Angeles, CA 90032, USA ' California State University, 5151 State University Dr, Los Angeles, CA 90032, USA ' University of Wisconsin Oshkosh, 800 Algoma Blvd, Oshkosh, WI 54901, USA

Abstract: Why do some MBA teams achieve highly effective and creative outcomes on a complex consulting project while other teams' performance is less impressive? Based on the team input-process-output paradigm and social network theory, we present a model of team creativity and effectiveness for a specific type of team project, whereby three inputs (team task commitment, team relational commitment, and team design) predict the degree to which teams achieve two outcomes: creativity and effectiveness. Based on data from 319 MBA consulting teams, we found that all three team inputs enhance team creativity and effectiveness. In addition, five team processes (team work inclusion, team social inclusion, team management and organising, team intra-network, and team extra-network) mediated the relationship between inputs and outcomes.

Keywords: team; team inputs; team processes; MBA; team creativity; team effectiveness; consulting.

DOI: 10.1504/IJKL.2026.153430

International Journal of Knowledge and Learning, 2026 Vol.19 No.1, pp.16 - 38

Received: 24 Sep 2024
Accepted: 21 Oct 2025
Published online: 07 May 2026 *

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