英文摘要 |
Team diversity refers to the differences and heterogeneity of the team members’ attributes that people use to tell themselves that another person is different. In this study, we categorized team diversity into relation-oriented, attitudinal and job-related diversity and investigated the direct and indirect effects on innovative performance. We also explored the mediating effects of external activity and team cohesiveness between diversity and innovative performance. Participants included 62 team leaders and 280 engineers, composing 62 teams. The results showed that job-related diversity was positively related to innovative performance. Furthermore, attitudinal diversity was negatively related to external activity and internal cohesiveness, and then indirectly lowered the level of innovative performance. Apparently, different types of diversity lead to team performance directly or indirectly through team processes, such as external activity or internal cohesiveness. |