Perceived Deep-Level Team Diversity and its Relation with Perceived Team Creativity: The Roles of Perceived Team Knowledge Sharing and Perceived Integration of Differences

Abstract

This study focused on the relation between perceived deep-level team diversity and perceived team creativity and the underlying mechanisms of this relation: perceived team knowledge sharing and perceived integration of differences. The study used a cross-sectional design (questionnaire survey) and the 124 participants were people who worked at an organisation in a team of at least three people. Participants were recruited via personal networks and survey platforms. The mediation regression analysis showed that perceived deep-level team diversity related significantly and negatively with perceived team creativity. This analysis also showed that there was no significant indirect relation between perceived deep-level team diversity and perceived team creativity through perceived team knowledge sharing. The moderation regression analysis showed that perceived integration of differences did not influence the relation between perceived deep-level team diversity and perceived team knowledge sharing. The moderated mediation regression analysis showed that the integrated model was not significant. The theoretical and practical implications of the study are discussed, including the limitations of the study and suggestions for further research.