Taking a deeper look inside autonomous and interdependent teams: why, how, and when does informational dissimilarity elicit dysfunctional versus beneficial effects

Abstract

ABSTRACT Organizations increasingly use cross-functional teams, characterized by autonomy and interdependence, to improve innovation and to adapt to a dynamic business environment. Based on this trend, prior research started to investigate informational dissimilarity (employee’s dissimilarity relative to teammates regarding education, job specialization, and expertise) in teams. Two key team outcomes are 1) team members’ satisfaction with the team and 2) the team’s proactivity. Paradoxically, some researchers reported dysfunctional informational dissimilarity effects on employee outcomes, while some reported beneficial effects. To integrate opposing informational dissimilarity effects, we apply the categorization-elaboration model of team diversity. We theorize that perceived informational dissimilarity can elicit simultaneously dysfunctional effects on satisfaction with the team and beneficial effects on the team member’s proactivity. We specify the mechanisms of both effects by investigating the mediating roles of peer unfairness (representing dysfunctional informational dissimilarity effects) and information elaboration (representing beneficial informational dissimilarity effects). To reconcile these contradicting processes, we analyse the role of trust. We conducted a survey study at three different measurement time points with team members from different organizations. The results indicate that trust in teammates dampens dysfunctional informational dissimilarity effects and amplifies beneficial effects.