How does knowledge heterogeneity in venture teams fuel creativity among members and teams? a cross-level analysis of mechanism and outcomes

Although team knowledge heterogeneity is widely viewed as a catalyst of creativity, empirical evidence—particularly across levels—remains limited. Drawing on social cognitive theory, this study proposes a multilevel model in which team knowledge heterogeneity enhances team and member creativity through team creative efficacy and creative self-efficacy, respectively. Using a two-wave, multisource design with 38 venture team leaders and 221 members in China, this study tests the hypothesized cross-level relationships via hierarchical linear modeling. Results indicate that team creative efficacy mediates the relationship between team knowledge heterogeneity and team creativity, whereas creative self-efficacy mediates its relationship with member creativity. Moreover, team knowledge heterogeneity exerts a cross-level effect on member creativity through team creative efficacy. By unpacking distinct within- and cross-level mechanisms, this study advances understanding of how team knowledge heterogeneity fosters creativity in venture teams and offers theoretical and managerial implications.