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How is strategic consensus formed in top management team (TMT)? Prior literature provides inadequate evidence. A few scholars explore its antecedents from some perspectives (e.g. organizational or team structure) to address this gap but yield confusing results. This study aims to clarify the mechanism to reach TMT strategic consensus and explore both the effect of collective team identification and information elaboration.

Stepwise regression analysis is applied to explore the formation process of strategic consensus by using data collected from 126 TMTs of Chinese firms.

Results show that collective team identification has a positive effect on TMT strategic consensus, whereas information elaboration has a U-shaped effect. Further, the U-shaped relationship between information elaboration and TMT strategic consensus is strengthened by collective team identification.

This study provides a nuanced explanation of the antecedents of strategic consensus in TMT by exploring the effects of collective team identification and information elaboration. Particularly, this study proposes a U-shaped relationship between information elaboration and strategic consensus, which enriches TMT decision-making literature and consensus research. Moreover, by examining the moderating effect of collective team identification, this study articulates why TMT members fail to achieve strategic consensus even when they have sufficiently discussed the task-relevant information.

Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity via team information elaboration and explores the moderating role of inter-team competition.

Time-lagged and multisource survey data were collected from 86 team leaders and 409 employees in a Chinese company. Path analysis was used to test the hypotheses.

The results indicated that leader narcissism could impede team radical creativity via team information elaboration. Moreover, the negative indirect effects of leader narcissism on team radical creativity were more pronounced when the inter-team competition was low.

This study makes contributions to the literature on leader narcissism and team radical creativity by examining the detrimental indirect effects of leader narcissism on team radical creativity via team information. Furthermore, it broadens current literature by investigating the potential positive intervention of inter-team competition on the negative aspects of leader narcissism.

The purpose of this paper is to test how team regulatory focus may relate to individual creativity and team innovation; and address the fit/misfit issue of team regulatory focus and team bureaucracy.

The authors collected data from 377 members and their leaders within 56 R&D teams in two Taiwanese companies.

A team promotion focus was positively related, whereas a team prevention focus was negatively related, to both team innovation and member creativity through team perspective taking and employee information elaboration, respectively. Furthermore, team bureaucracy played a moderating role that suppressed the indirect relationship between team regulatory focus and creativity.

This is one of first studies to explore an underlying mechanism linking team regulatory focus and both team innovation and member creativity. The authors provide a more complete view of the creative and innovation implications of team-level self-regulation.

The purpose of this paper is to test a model in which diversity in goal orientation is associated with decreased team performance by virtue of reduced group information elaboration. In addition, the model considers the moderating role of internal team environment.

The paper takes the form of an empirical research in which the hypothesized relationships are investigated using hierarchical multiple‐regression analyses.

The findings show that teams high in diversity in goal orientation report lower levels of performance because of the lower group information elaboration. However, in the presence of a supportive team environment the negative relationship of diversity in goal orientation on group information elaboration are reduced.

The paper is based on a cross‐sectional design.

The paper suggests management should consider goal orientation in team building, and provide interventions to improve team environment.

Diversity has relevant consequences on interpersonal relations, decision‐making processes, and team performance. The results of the present study suggest ways in which teams might leverage the benefits of diversity and reduce coordination problems associated with it.

This study contributes to the diversity team literature by expanding Nederveen‐Pieterse and colleagues' research on diversity in goal orientation by emphasizing the role of internal team environment as moderator in the relationship between diversity in goal orientation and group information elaboration.

This research aims to comprehensively investigate when and how cognitive conflict benefits team innovation in cross-functional project teams (CFPTs), by exploring the moderating role of knowledge leadership and dual mediation mechanisms of elaboration of task-related information/knowledge and affective conflict.

All hypotheses have been empirically tested by using structural equation model to analyze the quantitative data from a questionnaire survey covering 73 CFPTs in China.

Results indicate that knowledge leadership positively moderates the relationship between cognitive conflict and CFPT innovation. This moderating effect is directly or indirectly revealed by the dual mediating roles of task-related information/knowledge elaboration and affective conflict, which are two processes manifesting whether cognitive conflict can or cannot be incorporated into team innovation.

Despite the external validity of results limited by convenient sampling method, the findings offer implications for promoting CFPT innovation. This can be achieved by developing competent knowledge leadership into team sensegiver, dissent reconciler and facilitator to accentuate benefits of cognitive conflict in information/knowledge elaboration and attenuate the likelihood of escalating to affective conflict.

This study advances the understanding of why cognitive conflict has an equivocal effect on team innovation in the context of CFPT by originally revealing how leaders’ role in information/knowledge management acts as a contingency and suggesting the dual mediating mechanisms that reflect the contingent impact. Project-based teams or organizations, characterized by cognitive clashes, can enhance innovation performance by shaping the meaningfulness of information/knowledge activities triggered by cognitive conflict.

Acknowledging that only examining the main effects of diversity may be limiting, the authors explore integrating van Knippenberg et al.'s (2004) categorization–elaboration model (CEM) of workgroup diversity as a linchpin in the relationship between empowering leadership and performance in age-diverse work groups. While prior research has focused almost exclusively on the impact of transformational leadership in diverse contexts, few studies have found the positive effects of transformational leadership to be diminished in certain age-diverse contexts. Consequently, the authors investigate whether empowering leadership may be a better approach in this context due to its emphasis on accommodating and participative behaviors.

Using survey data gathered from work group members across a wide array of industries (N = 214), the authors test for the moderating effects of empowering leadership on the relationship between age diversity and work group performance and its indirect relationship via information elaboration (while controlling for transformational leadership).

Empowering leadership positively moderated the direct relationship between age diversity and work group performance and the indirect relationship via information elaboration, whereas transformational leadership had the opposite effect. “Coaching” and “showing concern/interacting with the team” drove the positive effects of empowering leadership, and “personal recognition” and “intellectual stimulation” predicted the negative effects of transformational leadership.

This research offers insights into how managers can lead age-diverse work groups more effectively (i.e. by utilizing an empowering as opposed to a transformational leadership approach, with a particular emphasis on “coaching” and “showing concern/interacting with the team” behaviors).

The study identifies an “alternative” moderating contingency to the age diversity–performance relationship (empowering leadership).

Past research on team conflict has often conceptualized it as a collective phenomenon whereby members of the same team perceive similar levels of conflict. However, similarity in perspectives can more often be the exception than the norm. As such, the purpose of this paper is to examine the effects of relationship conflict (RC) asymmetry on information elaboration and team performance. Additionally, I introduce a new construct: perception of team RC asymmetry and propose that it strengthens the positive effects of RC asymmetry.

A total of 181 MBA students comprising 52 teams participated in the research. Students worked together for the duration of the semester to complete a team project that comprised 45% of their final grade. Surveys were administered at three points in time with performance measured at the end and other focal variables measured at the midpoint. Regression analyses and the PROCESS macro were used to examine a first stage moderated mediation model.

Results showed that RC asymmetry increased elaboration, which, in turn, improved team performance. The link between RC asymmetry and elaboration was moderated by the perception of team RC asymmetry.

The present research shows that to have a fuller understanding of RC one must consider the level of dispersion experienced by team members. Taking this approach has uncovered a way in which RC can actually benefit teams instead of lead to destructive outcomes.

The current research studies are inconclusive about the positive or negative effects of group faultlines, especially in the Chinese context. To address this issue, this study aims to adopt an interactive perspective to explore the group interaction process. Specifically, this study proposes a new construct “interactive faultlines” to integrate overall faultlines and separate faultlines, and based on categorization-elaboration model (CEM), develops an integrated moderated mediation model to examine when and how interactive faultlines facilitate or inhibit group creativity.

This study tests the model with the samples of 405 employees from 95 groups in China, carrying out confirmatory factor analysis, regression analysis and process.

This study finds that the indirect effect of informational faultlines on group creativity through information elaboration is positive when social faultlines are low, but negative when social faultlines are high.

This research provides some practical implications on how to manage group compositions and coordinate group interaction process to make full use of the potential benefits of diverse information and avoid the possible detriment from social categorization.

This study adopts an interactive perspective to consider informational faultlines and social faultlines simultaneously, and constructs a focal concept “interactive faultlines.” Based on CEM, it also offers a fine-grained picture of the double-edged relationship between informational faultlines and group creativity by identifying social faultlines as a moderator and information elaboration as a mediator, which advances knowledge about the linkages between interactive faultlines and group creativity. Particularly, this study is rooted in the Chinese context and brings in indigenous attributes derived from an analysis of Eastern cultures to elucidate the particular effect of informal social connections.

This study aimed to illustrate the conditions under which cultural diversity enhances workgroup creativity. It does so by investigating the impact of ethnic diversity on workgroup creativity through the mediating mechanisms of cognitive diversity and information elaboration, while also exploring the role of inclusive leadership in this process.

Multi-source data was collected from a sample of 338 employees nested within 56 workgroups across three distinct organizations. Conditional process analysis was used to empirically test the proposed hypotheses.

The results show that ethnic diversity, a surface-level cultural attribute, contributed to diversity in deep-level cognitive resources, and that workgroups were able to capitalize on these variations in deep-level cognitive resources to enhance their creativity when they engaged in the elaboration of task-relevant information. Results also demonstrated that the effective management of workgroup processes through inclusive leadership helped materialize the performance-promoting effects of cultural diversity. Overall, the findings support the notion that cultural diversity is indeed beneficial to workgroups.

Prior research has typically examined cultural diversity in workgroups from the perspective of either surface-level or deep-level cultural attributes, leading to conflicting findings. Our study takes a multifaceted approach to cultural diversity and its influence on workgroup creativity, offering a more nuanced understanding. Additionally, by integrating the concept of inclusive leadership, a relatively new conceptualization of leadership specifically relevant to diverse workgroups, we clarified strategies for fostering positive workgroup performance.

The purpose of this paper is to present a review of diversity management research published in hospitality and tourism-specific and business discipline-based journals. The study objectives include attempting to assess the progress of diversity management research in hospitality and tourism, identifying gaps between the general business diversity management literature and the hospitality and tourism literature and providing hospitality and tourism scholars with suggestions to advance knowledge in diversity management.

The study is a critical review of the existing diversity management literature in the general business and hospitality and tourism disciplines in an attempt to identify gaps and make suggestions for expanding this knowledge in the hospitality and tourism fields.

There are significant gaps between the diversity management scholarship conducted in hospitality and tourism disciplines and the general business field. Diversity management research in general business is far more in-depth and uses sociological and social psychological theoretical frameworks.

There are lessons to be learned from the general business literature that uses strong theoretical foundations deeply grounded in sociological, psychological, social-psychological and management theories. The general management literature also explores the conditions under which diversity management adds value or creates challenges for organizations.

The hospitality and tourism industry has employed large numbers of ethnic minorities, women and members of the lesbian, gay, bisexual and transgender community for decades. As such, it is critical that scholars explore the implications of such a diverse workforce not only on organizational outcomes, but also on individual and group performance. The general business diversity management research suggests that workgroup composition can influence individual and group performance, as well as the quality of co-worker relationships. Given the team-oriented, interdependent nature of work in the hospitality and tourism industry, it is imperative that researchers conduct studies that help practitioners understand the most effective perspectives and approaches to diversity management.

The critical literature review demonstrated that there is extremely scarce research on diversity management focusing on employees with disabilities. It is imperative to shed more light on best diversity management practices, workplace etiquette of this under-represented group of employees and their interaction with their co-workers.

This study’s results provide insight into areas of exploration that can significantly enhance the scholarship on diversity management in the hospitality and tourism literature.