| Institution: | 1. https://orcid.org/0000-0002-3201-0129;2. Nottingham University Business School China, University of Nottingham Ningbo China, Ningbo, China;3. Jie Wang, Nottingham University Business School China, University of Nottingham Ningbo China, 199 Taikang East Road, Ningbo 315100, China.;4. Centre for Ageing Research and Education, Duke‐NUS Medical School, Singapore;5. Department of Management, Lingnan University, Tuen Mun, Hong Kong;6. Department of Management, The Chinese University of Hong Kong, Shatin, Hong Kong |
| Abstract: | This meta‐analysis investigates the direction and strength of the relationship between diversity in culturally diverse teams and team creativity/innovation. We distinguish the effects of two diversity levels (i.e., surface level vs. deep level) in culturally diverse teams and examine the moderators suggested by the socio‐technical systems framework (i.e., team virtuality and task characteristics in terms of task interdependence, complexity, and intellectiveness). Surface‐level diversity in culturally diverse teams is not related to team creativity/innovation, whereas deep‐level diversity in culturally diverse teams is positively related to team creativity/innovation. Moreover, surface‐level diversity in culturally diverse teams and team creativity/innovation are negatively related for simple tasks but unrelated for complex tasks. Deep‐level diversity in culturally diverse teams and team creativity/innovation is positively related for collocated teams and interdependent tasks but unrelated for noncollocated teams and independent tasks. We discuss the theoretical and practical implications. |
