This paper aims to investigate the effect of team members' informational diversity (i.e. educational and functional dissimilarity) on team cooperation, focusing on the moderating role of long‐term time orientation. The authors theorize that teams' long‐term orientation moderates the diversity‐cooperation relationship through its effect on prosocial civic virtue behaviors.
A total of 56 teams of MBA students were surveyed and data were analyzed along with third‐party records of demographic data on educational and functional backgrounds.
Mediated moderation analyses indicated that for teams with high long‐term orientation, a negative relationship exists between informational diversity and civic virtue, while no significant relationship existed for teams with low long‐term orientation.
Future research should be conducted to address remaining concerns about the generalizability of the current findings and common method bias. Further research is also recommended to uncover the potential of cultural values like long‐term orientation to inhibit or facilitate diversity effects.
The current findings highlight the importance of considering the context and team member orientations toward time in particular as factors impacting how teams with informational diversity operate. Managers of teams consisting of members with high long‐term orientation are advised to take steps to minimize the risk experienced by team members when they engage in voice‐based behaviors.
This article highlights the role of team member orientation towards time as a boundary condition of the link between team diversity and cooperation. Voice‐based civic virtue behaviors are also identified as key antecedents to cooperative teams.
Yang Trevor Yu, K. and Cable, D. (2011), "Unpacking cooperation in diverse teams: Incorporating long‐term orientation and civic virtue in the study of informational diversity", Team Performance Management, Vol. 17 No. 1/2, pp. 63-82. https://doi.org/10.1108/13527591111114710Download as .RIS
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