Cognitive Diversity to Team Outcomes

Mello, Abby L.; Delise, Lisa A.

doi:10.1177/1046496415570916

Cited by 35 publications

(21 citation statements)

References 46 publications

(99 reference statements)

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“…Our results suggest that the benefit of this diversity is particularly pronounced in situations where teams are encouraged to reflect deeply and intentionally on their experiences, goals, and past performance. Some work suggests that team diversity can have negative effects (e.g., by inducing team conflict; Curseu and Schruijer, 2008;Mello and Delise, 2015); thus, managers must balance the informational benefits of diversity against the benefits of harmony that can arise from more homogenous teams.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Why and When Team Reflexivity Contributes to Team Performance: A Moderated Mediation Model

et al. 2020

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Team reflexivity has gained popularity as a phenomenon of interest in team research, but mixed theorizing around the relationship between team reflexivity and team performance indicates that the relationship is not fully understood. In an effort to improve our understanding and explain why and when team reflexivity will be conducive to team performance, we examine the role of team diversity as a possible boundary condition and of team decision quality as an explanatory mechanism. Using survey data from 82 teams with 82 leaders and 194 team members, we find that team decision quality is a partial mediator of the relationship between team reflexivity and team performance and that team diversity strengthens this mediating relationship. We also find that team diversity moderates the relationship between team reflexivity and decision quality. Taken together, these findings suggest that reflexivity is most effective in conditions of informational richness, such as when teams have high diversity, as the reflective process allows team members to capitalize on their varied perspectives to improve the quality of their decisions and, thus, their performance.

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Section: Managerial Implicationsmentioning

confidence: 99%

Why and When Team Reflexivity Contributes to Team Performance: A Moderated Mediation Model

et al. 2020

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“…A network of contacts represents potential resources-an individual needs to become active and ask for feedback to actually access these resources (Ashford & Cummings, 1985;Frieling & Froehlich, 2017;Harwood & Froehlich, 2017). One important mechanism here is homophily-the tendency to build relationships with similar others (McPherson et al, 2001;Mello & Delise, 2015). Previous research offers two theoretical explanations for this tendency.…”

Section: Developing Competence-based Employability Via Seeking Feedbackmentioning

confidence: 99%

Similarity-Attraction Theory and Feedback-Seeking Behavior at Work: How Do They Impact Employability?

Froehlich¹,

Beausaert²,

Segers³

2021

Studia paedagogica

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Employees' feedback-seeking networks at work are important for employees' learning and employability. Earlier studies often neglected the specific characteristics of the different relationships an individual employee has at work. We conduct social network analyses in seven samples to study inter-individual differences in feedback-seeking relationships in detail. We investigate 2,058 feedback-seeking relationships of 118 employees to study how similarity-attraction affects the composition of feedback-seeking networks at work and how the composition of these feedback-seeking networks influences employees' employability. This research study aims to contribute by taking into account both the mechanisms that shape feedback-seeking networks and the effects of this on employability. The results show that similarity-attraction affects feedback-seeking in the workplace and that having a largely homogeneous feedback-seeking network has detrimental effects on employability.

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“…Other studies have found interaction effects between cognitive style diversity and team affective processes. For example, Mello and Delise (2015) found that diversity in rational-intuitive styles reduced cohesion but only when conflict management was low. Mello and Delise’s results were consistent with Volkema and Gorman’s because they found no direct cognitive style diversity effects on performance (objective).…”

Section: An Organized Review Of the Literaturementioning

confidence: 99%

Cognitive Diversity in Teams

Mello

Rentsch

2015

Small Group Research

Self Cite

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The growing research literature on cognitive diversity in teams has multidisciplinary and international relevance. However, the varied conceptual and operational definitions restrict theory development and comparisons of empirical results. The purpose of the present article is to provide guidance for the systematic study of cognitive diversity and team functioning. We demonstrate that organization of the literature is necessary and offer an organizing heuristic based on the stability of the cognitive diversity conceptualization. Using this framework, we review the empirical findings for the effects of cognitive diversity on team criteria. Then, we address methodological issues and describe the manners in which cognitive diversity has been composed to the team level. Following each section we offer summary findings, critique the state of the literature, and offer guidance for future research. There are opportunities for researchers to enhance precision in theory and measurement and for integration across disciplines.

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Cognitive Diversity to Team Outcomes

Cited by 35 publications

References 46 publications

Why and When Team Reflexivity Contributes to Team Performance: A Moderated Mediation Model

Why and When Team Reflexivity Contributes to Team Performance: A Moderated Mediation Model

Similarity-Attraction Theory and Feedback-Seeking Behavior at Work: How Do They Impact Employability?

Cognitive Diversity in Teams

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