The effects of groups' variety and disparity on groups' cognitive complexity Curseu, P.L.; Schruijer, S.G.L.; Boros, S. General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policyIf you believe that this document breaches copyright, please contact us providing details, and we will remove access to the work immediately and investigate your claim. This study examined the influence of group diversity conceptualized as disparity and as variety on group cognitive complexity. Data on individual cognitive complexity and group cognitive complexity were collected in 44 groups using a conceptual mapping technique. Also data on the quality of teamwork processes and satisfaction were collected using an individual questionnaire. The results indicate that (a) gender variety has a positive impact on group cognitive complexity, (b) cognitive disparity has a negative impact on group cognitive complexity, and (c) groups with a high average individual cognitive complexity have the highest cognitive complexity as a group only if the quality of their interactions is high.

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Research on virtual teams (VTs) has proliferated in the last decades. However, few clear and consistent theoretical attempts to integrate the literature on VTs in a systemic way have emerged. This paper uses the complex adaptive systems (CAS) perspective to integrate the literature on emergent states in VTs. According to this general framework, VT effectiveness depends on the interaction between three levels of dynamics: local, global and contextual. Team cognition, trust, cohesion and conflict are described as states that emerge from the interactions among the VT members and as parts of global dynamics, they impact on VT effectiveness, and in the same time they are influenced by the outcomes of the VT. The insights on this bidirectional causality as well as other benefits of using the CAS framework to improve our understanding of VTs are discussed in the paper. It also provides an overview of artificial simulation models as well as simulation results concerning the emergence of the four states described in the CAS framework and discusses several ways to improve the accuracy of the simulation models using empirical data collected in real VTs.

Multiple team membership as a work design feature is becoming more widespread in modern organizations, with expected positive and negative consequences for individual employees. This study explores whether fragmentation of time across multiple teams is a job demand or a job resource for employees. Drawing on the Job Demands-Resources framework and role theory, we tested a model that relates multiple team membership to a set of job demands (task load, team process load, and conflict with team members) and job resources (team social support and job autonomy). The findings show that multiple team membership increased demands associated with teamwork but not taskwork, while simultaneously reducing social support from team members. In turn, job demands increased job strain, whereas job resources increased work engagement. We conclude that the fragmentation of time across different roles in multiple teams is perceived as a teamwork-related job demand and leads to role strain. The theoretical and practical implications of our findings are further discussed.

Using experience-sampling methodology, the present study offers a within-individual test of the buffering model of social support in the daily work-family conflict process. Building on the conceptualization of social support as a volatile resource, we examine how daily fluctuations in social support at work and at home influence the process through which work interferes with family life. A total of 112 employees participated in the study and were asked to respond to daily surveys in the work and home domains. Results showed that social support at work and at home-as volatile resources-buffered the daily work-family conflict process within their respective domains. First, a supportive supervisor mitigated the within-individual effect of workload on emotional exhaustion. Second, a supportive spouse protected the strained employee from the effect of emotional exhaustion on work-family conflict, and spousal support also moderated the indirect effect from workload to work-family conflict through emotional exhaustion. The findings suggest that enacting a dual social support system can effectively reduce the adverse effects of excessive job demands on exhaustion and workfamily conflict, but buffering effects are highly dependent on the timely availability of social support.