Re-examining the functional diversity–performance relationship: The roles of behavioral integration, team cohesion, and team learning

Abstract

Abstract The role of cross-functional teams has been a topic of discussion for years. This study develops a theoretical model that extends prior research by exploring how functional diversity influences team performance through team cohesion and team learning. In addition, the model examines the conditions (team behavioral integration) under which the expected negative nonlinear relationship between functional diversity and team cohesion is mitigated. Hypotheses were tested using longitudinal data from 45 teams working on a semester-long simulation. The findings not only supported the moderating role of team behavioral integration in the relationship between functional diversity and team cohesion, but also revealed support for the mediating hypothesis of team learning on the team cohesion–team performance relationship. Overall, this study addresses a prior research gap by clarifying why (the underlying processes) and when (context) functional diversity leads to higher team performance.