The study investigates how the mechanisms of team assembly in creative enterprises influence the structure of collaboration networks and team performance. The authors propose a model that considers three parameters: team size, the fraction of newcomers in new productions, and the tendency of incumbents to repeat previous collaborations. They find that these mechanisms determine the structure of collaboration networks, which can be described as a phase transition. The model predicts the emergence of a large connected community of practitioners, known as the "invisible college." Empirical data from artistic and scientific fields, including Broadway musicals and various scientific disciplines, support the model's predictions. The study also explores the relationship between team assembly mechanisms, network structure, and team performance, finding that successful teams have a higher fraction of incumbents and lower diversity, which is associated with higher performance in certain fields. However, the relationship between these parameters and performance varies across different creative enterprises, with astronomy being an exception.The study investigates how the mechanisms of team assembly in creative enterprises influence the structure of collaboration networks and team performance. The authors propose a model that considers three parameters: team size, the fraction of newcomers in new productions, and the tendency of incumbents to repeat previous collaborations. They find that these mechanisms determine the structure of collaboration networks, which can be described as a phase transition. The model predicts the emergence of a large connected community of practitioners, known as the "invisible college." Empirical data from artistic and scientific fields, including Broadway musicals and various scientific disciplines, support the model's predictions. The study also explores the relationship between team assembly mechanisms, network structure, and team performance, finding that successful teams have a higher fraction of incumbents and lower diversity, which is associated with higher performance in certain fields. However, the relationship between these parameters and performance varies across different creative enterprises, with astronomy being an exception.