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The double-edged effect of cognitive diversity on team creativity: the roles of cognitive conflict and cognitive trust

Author

Listed:
  • Wang, Tian
  • Dong, Rebecca Kechen
  • Zhu, Jianhua
  • Sun, Jiuying
  • Lu, Ying

Abstract

There is broad consensus about the value of cognitive diversity in enabling organizations to achieve innovative outcomes. However, empirical evidence concerning the relationship between cognitive diversity and team creativity remains mixed. This study examines the complex effects of cognitive diversity on team creativity from the perspective of teams as information processors. Analyzing survey data from 103 teams, the study reveals that cognitive diversity has an inverted U-shaped effect on team creativity. Furthermore, cognitive conflict plays a significant mediating role in this nonlinear relationship, while cognitive trust reduces the impact of cognitive diversity on team conflict. In exploring the relationship between cognitive diversity and team creativity, this study provides not only theoretical insights into boundary conditions for the value of cognitive diversity but also practical guidance for managing diverse teams.

Suggested Citation

  • Wang, Tian & Dong, Rebecca Kechen & Zhu, Jianhua & Sun, Jiuying & Lu, Ying, 2026. "The double-edged effect of cognitive diversity on team creativity: the roles of cognitive conflict and cognitive trust," Journal of Business Research, Elsevier, vol. 203(C).
    • Handle: RePEc:eee:jbrese:v:203:y:2026:i:c:s014829632500640x
    DOI: 10.1016/j.jbusres.2025.115817
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    References listed on IDEAS

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