Abstract
Team members’ knowledge diversity has a “double-edged sword” nature within cross-functional project teams (CFPTs), showing an inconsistent relationship with team performance. For realizing this diversity’s potential benefits, leadership is usually an essential enabler. However, little is known about how knowledge leadership achieves this. This study proposed that knowledge leadership moderates the effect of knowledge diversity on team performance through a transactive memory system (TMS). By empirically testing survey data from 96 CFPTs, we found that knowledge leadership enables a positive linkage of knowledge diversity-CFPT performance by successively breaking down barriers to communication and cooperation in TMS development and functioning.
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