In an era where innovation is essential for an organization's survival and growth, understanding what drives team creativity is vital for strategic human resource management. While motivation among team members is recognized as a key factor in fostering innovation, its specific impact on team creativity from a human resource (HR) perspective remains unclear. This study proposes a parallel mediation model, indicating that team motivation affects creativity both directly and through two separate routes: a socio-emotional pathway via team emotional intelligence (TEI) and a cognitive pathway through team knowledge sharing (TKS). A cross-sectional survey was conducted with 352 employees from 286 teams in 22 knowledge-based companies in Ghana. Participants rated motivation, TEI, and TKS, while team creativity was measured using combined scores from members and leaders to minimize common method bias. The model was tested using structural equation modeling with 5,000 bootstrap samples. Results showed a significant positive direct relationship between team motivation and team creativity (β = 0.20, p < 0.001). Both TEI (indirect effect = 0.062) and TKS (indirect effect = 0.477) served as significant mediators. The cognitive pathway via TKS was notably stronger, accounting for 88.5% of the total mediated effect. Overall, the model explained 76.2% of the variability in team creativity. While motivation is crucial for creativity, its primary influence is exerted through knowledge sharing. TEI also enhances this process by creating a safe environment that encourages sharing. This research provides an evidence-based framework for HR professionals aiming to increase creativity through targeted strategies such as competency-based recruitment for emotional intelligence, quarterly team emotional intelligence workshops, and setting performance key performance indicators (KPIs) for knowledge contributions.
