Abstract
To resolve “the innovation paradox,” we examined whether cognitive styles associated with idea implementation (i.e., conformity and attention to detail) have an influence on team radical innovation that goes above and beyond the contribution of creative members. We also examined mediating team processes. Using data on 41 teams in an R&D company, we found that including creative and conformist members on a team enhanced team radical innovation, whereas including attentive-to-detail members hindered it. Creative members enhanced task conflict and hindered team adherence to standards. In contrast, conformists reduced task conflict, and conformists and attentive-to-detail members enhanced team adherence to standards. Team potency mediated the effect of the cognitive styles on innovation.
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