Cognitive diversity and creativity in teams: the mediating roles of team learning and inclusion

Purpose This paper aims to identify the mechanisms through which cognitive diversity affects creativity. It explores how and in what ways cognitive diversity affects team members by examining the mediating roles of team learning and inclusion. Design/methodology/approach Questionnaire survey data were collected from matched supervisor and employee pairs from a direct sales company in the health-care industry in China. The final sample consisted of 216 employees from 48 teams, with a response rate of 90 per cent. Each employee’s immediate supervisor rated his or her creativity and in-role performance. Findings The empirical results indicate that team learning and inclusion mediate the effect of cognitive diversity on creativity. Research limitations/implications This study was conducted in a single organisation in China and used subjective self-reported measures. Practical implications The results suggest that diversity training reduces the negative consequences of team diversity and offer practical insights into the effectiveness of diversity management and the ways to create a diverse and inclusive workplace. The study should help human resource professionals to identify human resources strategies that stimulate an inclusive environment and leverage the benefits associated with higher levels of diversity. Social implications The findings have significant implications for developing and maintaining social harmony. Originality/value The uniqueness of this study is its simultaneous investigation of diversity and inclusion and how they lead to creativity.