{"title":"When and how group diversity facilitate innovativeness? The roles of knowledge heterogeneity and governance","authors":"F. Tsai","doi":"10.1080/14778238.2021.2004950","DOIUrl":null,"url":null,"abstract":"ABSTRACT Recruiting a group of people from diverse backgrounds does not necessarily ensure collective innovativeness. This paper examines two issues regarding the interplay among professional (i.e., education and functional diversity) background diversity (PBD) as an ex ante composite group attribute, knowledge heterogeneity (KH) as collective knowledge structure, and knowledge governance (KG) as a managerial mechanism, for explaining collective innovativeness emergence. First, the transformation from PBD to KH, and then to group innovativeness is investigated. Second, the effects of KG in such transformational relationships is examined. Data were collected at multiple time points and analysed. Results demonstrate that PBD may impact group innovativeness only indirectly through the mediation of the deeper-level and ex post KH. Moreover, knowledge governance moderates such aforementioned mediation effect. Theoretical and practical implications are discussed.","PeriodicalId":51497,"journal":{"name":"Knowledge Management Research & Practice","volume":"21 1","pages":"566 - 576"},"PeriodicalIF":3.2000,"publicationDate":"2021-11-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"4","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Knowledge Management Research & Practice","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1080/14778238.2021.2004950","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"INFORMATION SCIENCE & LIBRARY SCIENCE","Score":null,"Total":0}
引用次数: 4
Abstract
ABSTRACT Recruiting a group of people from diverse backgrounds does not necessarily ensure collective innovativeness. This paper examines two issues regarding the interplay among professional (i.e., education and functional diversity) background diversity (PBD) as an ex ante composite group attribute, knowledge heterogeneity (KH) as collective knowledge structure, and knowledge governance (KG) as a managerial mechanism, for explaining collective innovativeness emergence. First, the transformation from PBD to KH, and then to group innovativeness is investigated. Second, the effects of KG in such transformational relationships is examined. Data were collected at multiple time points and analysed. Results demonstrate that PBD may impact group innovativeness only indirectly through the mediation of the deeper-level and ex post KH. Moreover, knowledge governance moderates such aforementioned mediation effect. Theoretical and practical implications are discussed.
期刊介绍：
Knowledge management is a term that has worked its way into the mainstream of both academic and business arenas since it was first coined in the 1980s. Interest has increased rapidly during the last decade and shows no signs of abating. The current state of the knowledge management field is that it encompasses four overlapping areas: •Managing knowledge (creating/acquiring, sharing, retaining, storing, using, updating, retiring) •Organisational learning •Intellectual capital •Knowledge economics Within (and across) these, knowledge management has to address issues relating to technology, people, culture and systems.
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