The effects of groups' variety and disparity on groups' cognitive complexity Curseu, P.L.; Schruijer, S.G.L.; Boros, S. General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policyIf you believe that this document breaches copyright, please contact us providing details, and we will remove access to the work immediately and investigate your claim. This study examined the influence of group diversity conceptualized as disparity and as variety on group cognitive complexity. Data on individual cognitive complexity and group cognitive complexity were collected in 44 groups using a conceptual mapping technique. Also data on the quality of teamwork processes and satisfaction were collected using an individual questionnaire. The results indicate that (a) gender variety has a positive impact on group cognitive complexity, (b) cognitive disparity has a negative impact on group cognitive complexity, and (c) groups with a high average individual cognitive complexity have the highest cognitive complexity as a group only if the quality of their interactions is high.

The success of many knowledge-intensive industries depends on creative projects that lie at the heart of their logic of production. The temporality of such projects, however, is an issue that is insufficiently understood. To address this, we study the perceived time frame of teams that work on creative projects and its effects on project dynamics. An experiment with 267 managers assigned to creative project teams with varying time frames demonstrates that, compared to creative project teams with a relatively longer time frame, project teams with a shorter time frame focus more on the immediate present, are less immersed in their task and utilize a more heuristic mode of information processing. Furthermore, we find that time frame moderates the negative effect of team conflict on team cohesion. These results are consistent with our theory that the temporary nature of creative projects shapes different time frames among project participants, and that it is this time frame that is an important predictor of task and team processes.

Using a cross-lagged design, the present study tests an integrative model of emergent collective emotions in learning groups. Our results indicate that the percentage of women in the group fosters the emergence of collective emotional intelligence, which in turn stimulates social integration within groups (increases group cohesion and reduces relationship conflict) and the associated affective similarity, with beneficial effects for group effectiveness.

Purpose-The purpose of this paper is to examine the triple interaction of task conflict, emotion regulation and group temporariness on the emergence of relationship conflict. Design/methodology/approach-A field study was conducted to test the interaction of emotion regulation and task conflict on the emergence of relationship conflict in 43 ad-hoc groups with 44 permanent groups. Findings-The results show that the highest chance that task conflict evolves into relationship conflict is when groups (both ad-hoc and permanent) have less effective emotion regulation processes, while task and relationship conflict are rather decoupled in permanent groups scoring high on emotion regulation. Research limitations/implications-This study concludes with a discussion of the obtained results in terms of their implications for conflict management in teams. Further research should explore the moderation effects in longitudinal studies in order to fully test the variables in our model. Originality/value-The paper answers the call for contingency models of intragroup conflict and tests the moderating effect of two such contingencies in the relationship between task and relationship conflict.

The impact of minority dissent on group-level outcomes is explained in the current literature by two opposing mechanisms: first, through cognitive gains due to a profound change induced by minority members in the individual cognitions of the majority members, and second, through socio-affective process losses due to social rejection and relationship conflict. Groups are most effective in information processing if they succeed in solving this opposition and reduce the negative impact of process losses. The present study addresses this opposition using an experimental design in which we crossed minority dissent (presence vs. absence of minority dissent) with change in membership (groups with vs. groups without change in membership) to determine which condition leads to the highest group cognitive complexity. Our results show that groups with a history of dissent and where the deviant left the group have the highest cognitive complexity, followed by groups that experienced dissent and where no change in group membership took place. The groups without a history of dissent have the lowest cognitive complexity.