Researchers have suggested that some personality traits are associated with better team functioning when team members are homogeneous, whereas other personality traits improve team functioning when team members are heterogeneous. This article extends these ideas to team innovation and examines (a) how team variance in extraversion, agreeableness, openness, and conscientiousness relates to innovation in teams; and (b) how these relationships dynamically evolve over time. Our study included 704 surveys completed by 243 team members in 32 teams, at three time points. Results revealed that teams with less variance in extraversion showed higher levels of team innovation. For agreeableness and openness, we did not find main effects of team heterogeneity on team innovation. For teams with low heterogeneity in agreeableness, however, team innovation decreased over time. Team variance in conscientiousness was negatively associated with team innovation. Our findings provide support that team personality plays a role for innovation.

This article builds on earlier research on work events and uses a recently developed taxonomy of situation perceptions-the CAPTION taxonomy-to study daily work events. The authors specifically test the ideas that the specific affective event dimensions A (Adversity) and O (humOr), and cognitive and typicality dimensions-I (Importance), C (Complexity), and T (Typicality)-contribute to explaining daily well-being beyond P (Positive valence) and N (Negative valence). Study 1 included N = 242 employees who filled in a diary over five workdays, and Study 2 included a total of 295 employees in an experience sampling design.Results from multilevel confirmatory factor analyses with events nested in persons and days nested in persons suggested that a 7-dimension model-in line with the CAPTION taxonomyimproved model fit. Multilevel structural equation modeling further revealed that the additional dimensions contributed to explaining well-being after work (Study 1) and well-being at work (Study 2) at both the between-and the within-person level. These effects were in particular driven by the A (Adversity) and O (humOr) dimensions. The authors discuss to what degree a multidimensional perspective on situation perceptions can improve occupational health researchers' understanding of work events as drivers of well-being at work.