Research On The Relationships Among Team Heterogeneity, Knowledge Sharing And Team Performance In Creative Enterprises

The production of cultural creativity need a lot of collision and integration between all kinds of knowledge, such as culture, aesthetics, professional knowledge, and technical knowledge. Due to it has good complementarity of knowledge, heterogeneity team has become an important kind of work unit in creative enterprises. However, heterogeneity teams not only provide different knowledge resources for creative enterprises, but also bring different ages, different sex, and different values. This kind of heterogeneity will cause social classification, team conflicts and result in communication disorders, so it poses a big challenge to the team diversity management practice. Knowledge sharing is an important interactive process of diversified team for it can increase the frequency of knowledge collision and knowledge creation. But unfortunately, due to the different concerns of the various research areas, few scholars have paid their attention on the mediating role of knowledge sharing between team heterogeneity and team performance.This paper constructed a theoretical model of team heterogeneity, knowledge sharing and team performance on the basis of theoretical research. Then, with the software of SPSS19.0and Amos17.0, the theoretical model was tested by a data sample collected from130creative teams from the aspect of reliability, validity and structural equation. Results are as follows. First, social category heterogeneity has a significant negative effect on team performance; information heterogeneity has a significant positive effect on team performance; value heterogeneity has a significant negative effect on team innovation performance and member satisfaction, but did not have a significant negative effect on task performance. Second, both social category heterogeneity and value heterogeneity generated significant negative effects to knowledge sharing; on the other hand, information heterogeneity has a significant positive effect on knowledge sharing. Third, knowledge sharing has a significant positive effect to enhance team task performance, innovation performance and member satisfaction. The result also proved that knowledge sharing played a partial mediating role between social category heterogeneity and task performance, the same as the relationships of information social heterogeneity, knowledge sharing and task performance, but it did not play a mediating role between value heterogeneity and task performance; besides, an complete mediating role that knowledge sharing played between team heterogeneity (social category heterogeneity, information heterogeneity, and value heterogeneity) and innovation performance was proved; this paper also found that knowledge sharing produced an entirely mediating role in social category heterogeneity, information heterogeneity and member satisfaction; but it only played a partial mediating role between value heterogeneity and member satisfaction.On the end of this paper, some suggestions for diversity creative team management practices were offered. First, it is suggested that team leader should choose the appropriate team members according to team goals, and ensure team members have enough difference on specialty, education background, and the experience of different functions. Second, in order to reduce the negative effect that values heterogeneity has on team performance, we suggest team leader using values test scale to find the real team members who have the same values with the team. Third, it is recommended that increasing the frequency of team building activities to promote trust building and informal communication between the members of different social classification groups. Fourth, it is suggested creative team build the team culture of cooperation and sharing. Fifth, it is suggested creative team build a sound mechanism of team communication. Sixth, team leader should reward the member who share their knowledge and ideas to others timely, so as to improving members’ willingness to share knowledge, and then increasing team innovation performance, task performance and member satisfaction. In addition, the limitations of this paper were discussed, and expected it can provide a reference for future research.