The double-edged sword of team reflexivity: investigating when and why team reflexivity promotes versus inhibits team member innovative behavior

Purpose This study aims to examine the relationships between team reflexivity and team member innovative behavior, and to investigate the mediating role of role breadth self-efficacy and role ambiguity, as well as the moderating role of shared cognitive flexibility within the team. Design/methodology/approach This study collected three-wave time-lagged, multi-source field questionnaire data from 76 teams and their 354 team members in Chinese firms, and employed Bayesian multilevel structural equation modeling (MSEM) to test the theoretical model. Findings When shared cognitive flexibility is high, team reflexivity is more likely to promote innovative behavior by enhancing role breadth self-efficacy. Conversely, when shared cognitive flexibility is low, team reflexivity is more likely to inhibit innovative behavior by increasing role ambiguity. Originality/value This study reveals the mixed effects of team reflexivity on team members' innovative behavior, clarifies the mediating roles of role breadth self-efficacy and role ambiguity, and the moderating role of shared cognitive flexibility within the team. The findings provide important practical implications for organizations on how to maximize the positive effects of team reflexivity while minimizing its negative effects on innovative behavior.