Research On Impacts Of Team Diversity Upon Innovation Performance In Knowledge Teams

With the proportion of knowledgeable employees on the increase, knowledge team has been a more effective organization form which shows a very remarkable superiority in the process of completing the creative and interdependent team tasks. Team diversity expand the knowledge resources, so it may have negative influence on interactive communications because of the differences in age, gender and recognition at the same time, further influence daily communication and cooperation, hinder the improvement of work quality and the development of innovative activities. As a dynamic, interactive team process among individuals, shared leadership requires team members all share responsibilities, devote them to team affairs, share different knowledge and exert influence upon each other, finally contribute to the fulfillment of objective. From the perspective of shared leadership, this paper probe into the mechanism between knowledge team diversity and innovation performance. So it has comparatively theoretical value and practical meaning.On the basis of literature, this paper summarizes the research on relationship between team diversity and performance, analyzes research trends and shortcomings in the present study. Then constructs a theoretical model of team diversity, shared leadership and innovation performance, meanwhile raises hypotheses. Firstly, this paper takes a small sample pre-test with the SPSS 19.0 software. Item analysis, reliability and validity analysis were conducted to optimize scales. Questionnaires form 105 knowledge teams are examined by confirmatory factor analysis and hypothesis testing, and the results shows as follows:first, social category diversity and value diversity have significant negative effect on innovation performance; while informational diversity did not have a significant effect on innovation performance. Second, both social category diversity and value diversity generated significant negative effects to shared leadership; and information diversity did not have a significant effect on shared leadership. Third, shared leadership can significantly enhance team innovation performance. Finally, shared leadership played a partial mediating role between social category diversity and innovation performance, the same as the relationships of value diversity, shared leadership and innovation performance, while the mediating role between informational diversity and innovation performance was not supported.Based on the conclusions of the study, corresponding measures and suggestions were offered. First, social category diversity should be under control. A comprehensive understanding on team members’values about life and work help team leaders to look at how well values match enterprise culture. Second, creating an sharing atmosphere which stimulates innovation, reforming the team culture and incentive system. It is suggested that team leader should cultivate collective values of the people and promote team cohesiveness. Thirds, training about shared leadership is essential. According to regular staff activities, team members will have deep understanding of each other. It is also an excellent way of improving the efficiency of interaction and innovation performance.