A Contingency View of the Effects of Cognitive Diversity on Team Performance: The Moderating Roles of Team Psychological Safety and Relationship Conflict

Luis Martins, L. Schilpzand, C. Marieke, Bradley Kirkman, Silvester Ivanaj () and Vera Ivanaj ()
Additional contact information
Luis Martins: University of Texas at Austin [Austin]
Bradley Kirkman: NC State - North Carolina State University [Raleigh] - UNC - University of North Carolina System
Silvester Ivanaj: ICN Business School, CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine
Vera Ivanaj: CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine

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Abstract: We examined the moderating roles of team psychological safety and relationship conflict on the relationship between two forms of team cognitive diversity—expertise and expertness diversity—and team performance. We found that when team psychological safety was lower, rather than higher, expertise diversity was more negatively related to team performance, but conversely, expertness diversity was more positively related to team performance. When team relationship conflict was lower, rather than higher, expertness diversity was more positively related to team performance. Our findings advance a contingency view of the effects of cognitive diversity on team performance and suggest several implications for theory and practice.

Keywords: cognitive diversity; expertise diversity; expertness diversity; team performance; team dynamics (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (11)

Published in Small Group Research, 2013, 44 (2), pp.96-126. ⟨10.1177/1046496412466921⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01514582

DOI: 10.1177/1046496412466921

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