• Journal of Korean Society for Quality Management
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• v.41 no.2
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• pp.289-300
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• 2013

Purpose: The results of prior studies investigating main effects between diversity and team performance are neither clear nor consistent. This study seeks to provide more evidence for a direct link between these two. The present study also attempts to close a gap in the literature by examining conflict as a moderator of the relationship between diversity and team performance. Methods: As suggested by Williams and O'Reilly(1998), this study examines the effects of perception levels of three specific types of diversity (social category diversity, value diversity, and informational diversity) and two contextual moderators (task conflict and relationship conflict) on team performance. Results: The results show that perception levels of all three types of diversity are significantly related to team performance in the current sample of 313. Results also indicate that relationship conflict significantly interacted with the perception levels of diversity in relating to team performance. Results for task conflict, however, fails to support the hypothesis. Conclusion: The results suggest that the effects of diversity on team functioning depend on how diversity is perceived by team members, rather than actual diversity seen by team members. Theoretical and practical implications are reviewed, and limitations of the study and suggestions for future research are addressed.

• Journal of the Korea Society of Computer and Information
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• v.20 no.11
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• pp.77-88
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• 2015

This study attempts to investigate the effect of team diversity on individual creativity and team members' creative activities such as exploration and exploitation. We have garnered 40 team data from 249 respondents who have been participating in the team learning activities during semester in a private university. They were asked by instructor to show their creativity, and exploration and exploitation activities. The 40 teams were made up of team diversity factors such as study hour and leisure activity. We used a multilevel analysis to analyze the effects of team diversity factors on team member's creativity, and exploration and exploitation. Results showed that in general, team diversity factors like study hour and leisure activities have significant effects on the individual creativity, and exploration and exploitation. Practical implications represent that teams need to be organized considering the team diversity factors in order to improve team member's creativity, and their exploration and exploitation activities.

• Journal of Digital Convergence
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• v.14 no.11
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• pp.163-171
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• 2016

The purpose of this study was to investigate the effect of value diversity on team identity and team conflict and to explore the moderating roles of inclusive climate in the relationship between value diversity and team identity and in the relationship between value diversity and team conflict. This study developed four hypotheses and tested them using regression and hierarchical regression analyses. The results showed that the positive relationship between value diversity and team identity and the negative relationship between value diversity and team conflict were statistically supported. And this study found that inclusive climate played moderating roles in the relationship between value diversity and team identity and in the relationship between value diversity and team conflict. Based on the findings of the study, this study presented managerial implications and suggestions for future studies.

• Journal of Information Technology Applications and Management
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• v.18 no.1
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• pp.101-123
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• 2011

Considering how an organization is timely competitive for survival in the rapidly changing environment of today, it is more important to get new information and knowledge continuously by teams. However team system provides organization with opportunities and, at the same time, is provoked into conflict by the diversity of team members. This study examines the effect of team diversity on knowledge creation and investigates the influence of absorptive capacity and conflict as mediators. The sample population consisted of officials who work in teams at two business corporations that have successfully achieved knowledge creation. The result presents team diversity serves as an effective factor for absorptive capacity and absorptive capacity also serves as an effective factor for knowledge creation. In contrast, team diversity brings team members into conflict and conflict has a negative effect on knowledge creation. Another significant finding of this research is the fact that a positive effect of absorptive capacity on knowledge creation is greater than a negative effect of conflict on it. It clearly demonstrates that team diversity can be an important determinant of knowledge creation if an organization tries to reduce team member's conflict.

• Journal of Engineering Education Research
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• v.18 no.6
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• pp.11-17
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• 2015

This study examined the moderating effect of engineering design self-efficacy on the relationship between cognitive team diversity and team creativity. For this study, 377 mechanical engineering students in engineering design classes were included in the analysis. The results showed that both cognitive team diversity and engineering design self-efficacy were positively correlated with team creativity. The analysis of moderating effect indicated that engineering design self-efficacy further reinforced the positive relationship between cognitive team diversity and team creativity. Finally, implications and limitations of this study were explored.

• Korean Management Science Review
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• v.32 no.2
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• pp.111-124
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• 2015

In the management literature, it has been widely accepted among both researchers and practitioners that the level of team creativity is significantly related to the organizational performance. Besides, researchers posited with confidence that team diversity and task difficulty would affect team creativity through team members' activities of exploration and exploitation. However, empirical approaches to proving this belief suffered from lack of real data and proper methods as well. To tackle the research void like this, we propose a multi-agent simulation (MAS) mechanism. By adopting a set of parameters which validity were proven in the related literature, we conducted a series of experiments in the environment of the MAS platform named NetLogo. There sults suggest that managers can differentiate team diversity strategies according to task difficulty. In the case of a difficult task, managers need to increase team diversity so that their teams can maximize team creativity through rigorous exploration and exploitation. It is desirable to maintain an average level of team diversity when performing an easy task.

• Journal of Contemporary Eastern Asia
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• v.16 no.1
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• pp.22-45
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• 2017

The successful management of software (SW) projects is a continuous concern to managers, which is attributed to the contradictory demands that most projects are facing; meeting user requirements within time and budget limit while flexibly dealing risks during the progress of the projects. The present study asserts project performance and risk mitigation are not tradeoff but to be achieved simultaneously, which is called SW project ambidexterity. Drawing on the literature on organizational behavior, hypotheses are developed speculating the relation among project performance, risk mitigation, team collective improvisation, team behavioral integration, and team diversity. Using empirical data collected from 102 SW project teams of 507 team members in South Korea, empirical analysis indicates team collective improvisation is a significant antecedent to SW project ambidexterity, playing a pivotal role to balance the contradictory demands. Furthermore, team behavioral integration positively influences the degree of team collective improvisation, and the magnitude of the relation is partially contingent on the team members' age and major diversity. The present study advances theory by providing a context specific explanation about the SW project ambidexterity and its precedents.

• Journal of Korea Technology Innovation Society
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• v.16 no.4
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• pp.913-936
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• 2013

As diversity has getting its significance, recent research on diversity has moved the focus from direct effects of diversity on performance to moderating effects between the two. In this paper, I analyzed the moderating effects of the innovative problem solving style and three types of interdependence (i.e., task, goal and outcome) on the relationship between diversity and performance. Empirical results using 75 project teams of R&D institute showed that the innovative problem solving style positively strengthened the effect of diversity on performance. All three types of interdependence also amplified the relationship between diversity and performance. I addressed theoretical and practical implications, and future research directions.

• Journal of Technology Innovation
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• v.13 no.1
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• pp.141-167
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• 2005

The purpose of this study is to present the model of performance in new product R&D project team, from the perspective of the problem solving. The quality and commitment of the problem solutions in R&D project team depend on the team's cognitive diversity and affective acceptance. The higher cognitive diversity is, the higher quality of solutions is. And more affective acceptance is, more commitment to the problem solving is. The environmental maturity of team, and quality and commitment of problem solutions in R&D project teams are supposed to relate to the performance of research and development.

• Journal of the Korean Operations Research and Management Science Society
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• v.41 no.4
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• pp.75-93
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• 2016

This study aims at analyzing the relationship between team characteristic and innovation performance. The mediating effect of creative climate on the team characteristic and innovation performance is also measured. Based upon literature review, individual creative characteristics, team diversity, team cohesion, task characteristics are presented as antecedents of team characteristic. Creative climate affects the creative behavior and innovative performance. Creative climate is measured as the Team Climate Inventory (TCI) proposed by Anderson & West (1998) including goal, participative-autonomy and innovative-support. Data were collected from 186 survey responses (54 Teams) out of total 462 (69 teams) from the R&D department of a major ICT firm in Korea. Empirical results show the diversity, cohesion, job characteristic, individual creative characteristic have a positive effect on the creative climate and innovation performance. The participative-autonomy climate factor appears to mediate the relationship between team characteristic (diversity, cohesion, job and individual characteristics) and innovation performance. However, the mediating effects of goals and innovative-support factors were not significant statistically. It was confirmed that the organization can contribute to improve the team innovation performance by facilitating a autonomy and participative climate as well as fostering the team characteristic.